Conclusionallow them to maintain physical and mental health over the long term. This includes eliminating mandatory overtime, prohibiting cancellation of scheduled leave, and providing on-site extended childcare to accommodate diverse work schedules. Another practical approach is to recruit internationally educated nurses actively. Many individuals with foreign nursing credentials are unable to practice in Canada due to the complexity and high cost of the licensing process. Simplifying and further facilitating these procedures would be a significant step toward alleviating the shortage. Furthermore, improving wages and expanding career development opportunities are also vital. While pay raise alone may not completely resolve the shortage, fair compensation aligned with workload and skill requirements can enhance job satisfaction and motivation. Introducing mentorship programs and workplace adaptation support for new nurses can also further promote continuous learning and professional growth. Finally, strengthening interpersonal relationships and workplace support systems is indispensable. According to the Royal Society of Canada, supportive work environments are among the most effective factors in reducing voluntary turnover. Possible initiatives include introducing dedicated mental health leave and peer support programs, which have been shown to increase job satisfaction and retention rates.in the two countries. In Japan, efforts primarily focus on supporting new nurses through social integration programs and providing career development opportunities for mid-career nurses, which emphasize individual adaptability within the workplace. In contrast, Canada places greater emphasis on systemic reforms such as promoting the employment of internationally educated nurses and supporting work-life balance. The issue of nursing shortages extends beyond the healthcare sector, directly affecting public health and welfare. Sustainable solutions require not only short-term recruitment efforts but also the establishment of social foundations that allow every nurse to continue working with peace of mind. a sense of accomplishment in their work are particularly important. The study indicates that many new nurses leave their jobs after experiencing a gap between expectations and reality, leading to a loss of confidence and health issues. For nurses with less than five years of experience, peers and colleagues often serve as key sources of emotional support, helping to reduce turnover intentions. Therefore, in addition to ensuring physical and mental health support, it is essential to establish systems that make social support easily accessible. Also, for mid-career nurses, stress-management training that promotes autonomy and opportunities for professional development is considered effective. Unlike new nurses, mid-career nurses may leave not only due to interpersonal stress but also for positive reasons, such as pursuing career advancement. Creating an environment that enables them to design their own career paths can thus contribute to long-term workforce retention. In Canada, similar to Japan, organizational and systemic reforms have been identified as effective in addressing the nursing shortage. The Canadian Nurses Association (CNA) has proposed several initiatives focused on improving workplace environments. One of the top priorities is ensuring a healthy work-life balance. Given the widespread experience of burnout among nurses, it is essential to create conditions that Both Japan and Canada face a common challenge, which is the chronic shortage of nursing personnel driven by increasing demand for healthcare services. A comparison of the improvement strategies proposed in both countries shows a shared emphasis on enhancing the quality of workplace environments. For example, in both cases, raising wages alone is not sufficient. Creating workplaces where nurses can work and grow with a sense of security is seen as the key to sustainable workforce retention. Fostering systems that encourage nurses to build relationships with colleagues and take initiative in their own career development has been shown to increase job satisfaction and reduce turnover. However, certain differences can also be seen between approaches 14
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