Laudio and AONL Unveil National Analysis of Early-Tenure Nurse Turnover

• Spanning more than 5,000 nurse managers leading 75K nurses across 100+ hospitals, report finds that limiting how many staff a nurse manager oversees dramatically lowers new nurse turnover and saves $300,000-plus a year per department
• Data reveal that new nurses are more likely to stay when their managers check in at critical early milestones (e.g., 30, 45 days), an established best practice that can be hard for busy nurse leaders to get to but is critical to early-tenure retention
• Soft skills like relationship-building, feedback, and presence are emerging as the most scalable ways to retain early-career talent and build system-wide resilience, unlocking stronger retention, deeper trust, and a more sustainable future for nursing

BOSTON, April 30, 2025 /PRNewswire/ -- Laudio and the American Organization for Nursing Leadership (AONL) today released findings of a study spanning over 5,000 nurse managers overseeing 75,000 nurses across 100+ hospitals, uncovering key factors driving early-tenure nurse retention, and others raising its risk. The report finds the most powerful drivers of retention are early connection, consistent engagement, and manageable teams. When nurse managers have the time and tools to lead effectively, these factors make a lasting, positive impact on early-tenure nurses.

The findings arrive at a moment of deep strain for the health care workforce. More than 40 percent of nurses say they plan to leave their current roles within two years, and nearly one million are projected to exit the profession entirely by 2027. As a significant share of the nursing workforce approaches retirement and fewer graduates enter the field, hospitals are being squeezed at both ends.

At the heart of the issue is the early-tenure nurse, a new graduate still building confidence and deciding whether to stay. The report, Early-Tenure Nurse Retention – Trends and Leader Strategies, maps the turning points when timely support can change the trajectory of a nurse's career. It also outlines practical strategies leaders are already using to help new nurses succeed, contributing to stable, high-performing teams.

"Nurse managers today are under a lot of pressure. They're leading large teams, often with 24/7 responsibilities, and doing their best to provide the elevated support new nurses need," said Tim Darling, President of Laudio Insights. "When they lack the time or resources to lead, the results show up in the data. Turnover rises and labor costs grow. This report shows that even small, intentional shifts in how we support and equip nurse managers can create measurable improvements in workforce stability."

The report drew a clear link between span of control and early-tenure nurse turnover. Nurse managers with 90 or more direct reports experienced early-tenure turnover rates as high as 40 percent, in part because they were spread too thin to conduct regular, face-to-face check-ins. In contrast, teams with fewer than 45 staff averaged 27 percent turnover. That gap translates into more than $300,000 in preventable losses per department each year. Right-sizing teams and giving managers the tools to lead their teams more efficiently is both a clinical and financial imperative.

New nurses often experience a dip in confidence and engagement in the early months, just as formal onboarding activities begin to taper off. Intentional connection moments, especially early on, proved to be among the most effective interventions. Nurse managers who had check-ins at the 30- or 45-day mark saw a 6-percentage point increase in first-year retention. At the six- or nine-month mark, that number climbed to 13 points. However, who conducts the check-ins matters: when 60- or 90-day check-ins were delegated to an assistant manager, retention actually declined 15 percent.

"The first year of a nurse's career is a critical time - it's when they determine if the fit is right, if they're getting the support they need to succeed, and ultimately whether the job is sustainable for them," said Claire Zangerle, CEO of AONL. "Leveraging that first year is essential. As nurse leaders and hospital executives, we can't miss the moment to engage these valuable members of the care team. This report provides the insights needed to reinforce traditional best practices and enhance existing programs to set new nurses up for success and close growing gaps in the nursing workforce."

This is the third joint report from Laudio and AONL focused on the evolving nursing workforce. Since 2024, the organizations have worked together to track the pressures facing nurse leaders and highlight practical strategies that foster stability at the front lines. The latest report is available here.

About Laudio
Laudio empowers healthcare leaders to drive large-scale change through everyday human actions. Our AI-enhanced platform streamlines workflows for frontline leaders, strengthens interpersonal connections, and aligns C-suite objectives with frontline efforts, boosting operational efficiency, employee engagement, and patient experience. Laudio makes it possible for patients, frontline workers, and health system leaders to thrive together. Discover how at www.laudio.com.

About the American Organization for Nursing Leadership
As the national professional organization of more than 12,000 nurse leaders, the American Organization for Nursing Leadership is the voice of nursing leadership. Our membership encompasses nurse leaders working in hospitals, health systems, academia and other care settings across the care continuum. Since 1967, the organization has led the field of nursing leadership through professional development, advocacy and research that advances nursing leadership practice and patient care. AONL is a subsidiary of the American Hospital Association. For more information, visit AONL.org/AONL.

Media contacts:

Laudio
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AONL
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SOURCE Laudio