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The achievement of the desired result of the activity of an individual employee, group, or organization depends on many factors. The most important one is the work performed by an individual employee, which has both a content side, answering the question of what should be done, and a procedural side of accomplishing activities, giving an answer to questions of how to do it and who should do it. The definition of the main characteristics of the job or position and the requirements for the employee is accomplished during the analysis of the job and its description. There are several definitions of the term job analysis. One of the most common definitions of job analysis is a procedure of collecting information about the nature of the work and the qualities, skills, and qualifications of employees necessary for it (Job analysis, n.d.). The information may reflect the content of the job expressed in specific job functions’ terms and procedures, or it may include the characteristics of the worker required to perform the job competently.
The main advantage of job analysis is the requirements and data about the position, which as a result, will be used to create a vacancy. In addition, work analysis helps to perform many functions for the competent management of employees. This procedure also helps to develop a technical task, an instruction about a vacant position, conduct an assessment of labor for the formation of wages and select employees.
The problem of staff retention in medical institutions is directly related to the problem of maintaining and increasing human capital. Researchers Willard-Grace et al. (2019) showed that almost half of the staff and about a third of clinicians leave health care work after a maximum of three years. The departure of valuable people reduces the human assets of the organization. Essentially, together with the employees, the investments made in them in the form of expenses for their search, attraction, and training also go away. The problem of preserving human capital in the healthcare sector is associated not only with the loss of investment due to turnover but also with the preservation and improvement of the professional qualifications of employees.
Retention of personnel is a process that has a strong mutual influence both on the employees and on the medical institution. A position of interest in the labor market has precise positive characteristics that make it attractive. Moreover, the most noticeable evidence of attractiveness is the satisfaction of the person who occupies it. It is necessary to solve the problem of staff turnover in a complex. The analysis of robots and positions can be of significant help in this. One should not forget that the development of a personnel retention system is one of the strategic tasks and should be a natural continuation of the strategic goals of a medical institution. The analysis of the quantitative composition of the staff includes the staffing of medical workers. Indicators characterizing the staffing and composition of personnel are one of the most informative elements of evaluating and monitoring the quality of medical care organizations. In healthcare, attracting qualified employees and retaining them requires a careful study of external factors that can negatively affect staff. It will also require analysis and further implementation of motivational mechanisms.
It is worth noting that the analysis of work and position can favorably affect staff turnover in medical institutions. Such analysis should be executed taking into account all the causes of staff turnover in order to provide employees with a better offer in the future. The results of such an analysis, when used in the workflow, can help to completely eliminate staff turnover. Therefore, this positioning method is extremely effective in the healthcare sector.
References
Job analysis – definitions of job analysis – importance of job analysis. (n.d.). What is human resource. Web.
Willard-Grace, R., Knox, M., Huang, B., Hammer, H., Kivlahan, C., & Grumbach, K. (2019). Burnout and health care workforce turnover. The Annals of Family Medicine, 17(1), 36-41.
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