Why social capital is the new competitive advantage for nurse retention
By Jeff Doucette, SVP and Chief Nursing Officer, Press Ganey
Nursing is beginning to bounce back after years of historic disruption. National data shows encouraging gains in resilience, turnover rates are stabilizing, and many organizations are seeing signs of renewed engagement. However, this recovery isn’t felt evenly.
While some organizations are capitalizing on this momentum, others are still struggling. Turnover and low morale have teams feeling drained and stretched thin. These persistent challenges suggest that retention is ultimately a culture issue as much as an operational one. Competitive pay and adequate staffing are important, but they are only part of the equation when it comes to creating workplaces where people are engaged and want to stay.
The organizations gaining ground are also investing in something harder to see, but essential to sustain: social capital. Social capital is the trust, connection, teamwork, alignment to values, and shared accountability that help the workforce feel heard, supported, and part of something bigger than their shift. When it’s strong, nurses are more likely to feel psychologically safe, stay engaged, speak up, and remain committed to the organization. When it weakens, people often start checking out long before they give notice.
What social capital looks like in healthcare
Social capital shows up in the everyday interactions that shape work and care.
For example:
- Leaders are visible and responsive across shifts and settings
- Teams work together and communicate openly
- Nurses believe their feedback leads to action
- Shared governance structures give nurses real influence over practice, policy, and scheduling
- Employees feel comfortable flagging safety concerns without fear of retaliation
These behaviors form the connective tissue between workforce engagement, safety culture, and care quality, and help create the conditions that lead to thriving teams. Without them, engagement declines, and the risk of turnover increases.
Why social capital matters in nurse retention
Turnover never appears out of nowhere. It typically follows a slow erosion of trust and connection. Nurses may stop speaking up. Stop participating. Stop responding to surveys. That silence speaks volumes: Press Ganey workforce data shows survey nonrespondents are roughly 2x as likely to leave as respondents—29% vs. 14%, respectively.
Early-career nurses are especially at risk of turnover. The transition from student to practicing nurse sets the tone for everything that follows. They need mentorship and strong relationships to build confidence and a sense of belonging. Without those supports, they’re more likely to question whether or not they envision a future at the organization—or a future in healthcare at all.
Governance turns engagement into ownership
Healthcare organizations have made meaningful gains in measuring employee engagement. Now the focus must shift to creating shared ownership, where nurses and advanced practice providers (APPs) help drive decisions that affect their work.
Strong governance includes:
- Clear authority to influence decisions
- Input from nurses across roles, units, shifts, and experience levels
- Alignment between front-line priorities and organizational goals
- Regular communication about what changed and why
- Strong alignment and connection with the chief nursing officer’s vision
Trust grows when nurses see their voice and perspectives reflected in decisions. That sense of ownership can also strengthen retention.
Leadership is the throughline
Social capital doesn’t happen on its own. Strong leadership creates the conditions for trust, collaboration, psychological safety, and accountability. That means being visible, listening to concerns, communicating decisions clearly, and reserving time for coaching and feedback.
Manager workload matters, too. When managers are responsible for too many people or units, connection suffers. Tighter spans of control make it easier for leaders to be present, listen well, and follow through.
6 ways to start building social capital now
Nurse leaders can start with a few focused, practical moves:
- Strengthen governance councils
- Round regularly and with purpose, and stay visible across all shifts
- Close feedback loops quickly and consistently
- Invest in onboarding, mentorship, and support for early-career nurses
- Segment engagement data to identify high-risk units or groups
- Intervene quickly when signs of silence, disengagement, and onboarding gaps emerge
The nursing workforce may no longer be in free fall, but sustaining that momentum will require leaders to cultivate trust, deepen connections, and give nurses and APPs greater ownership in shaping their work. Social capital is your secret weapon. Organizations that invest in it build stronger teams, safer care environments, better experiences, and a more resilient workforce.
Download our “State of Nursing 2026” report to learn how leading organizations are strengthening workforce resilience through a comprehensive social capital strategy. Or reach out to chat with a member of our nursing team.