Recruitment in Health Care Industry

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Table of Contents

Introduction
Determination of deficit in an the facility
Advertisement
Short listing and interviewing
Probation and contracting
Conclusion
References

Introduction

Quality health care is a human right; to attain this noble need, medical service providers should have highly trained experienced and robust team. Human resource department in either service or good industry has the mandate of ensuring there are adequate, well trained employees in their organization. In a health facility, quality, experience and qualification of medical staff is crucial for the delivery of quality health care. Medical staffs include, nurse, doctors, physicians and support service staffs (Gatewood, Feild and Barrick 7). This paper discusses the process followed by human resource department in a medical facility business to develop an orchestrate team.

Determination of deficit in an the facility

The initial point in recruitment process recognition of employees’ deficit; the deficit should be documented and human resources department advised accordingly by related departments on qualification, experience and number of personals required. Sometimes additional facilities may be required to accommodate the additional staffs, or experts in certain fields are required; this stage is the planning stage, it should ensure that before the beginning of the process, there are enough facilities and policies implemented and developed to gather maximum utility of new staffs. Sometimes finances may not be adequate to fill all posts as requested by various departments; this call for prioritizing and restructuring in a way that the deficit created will be lived with effectively.

Having made appropriate measure and after ensuring that all is set to go, the next step is advertising for the posts; advertising takes two angles, internal and external advertising. As a motivational measure, posts that can be filled internally should be advertised internally; this should not be a loophole for staff members to bring their friends and relatives for posts but should be taken as a motivational approach. When advertising for the posts, experiences, qualification, age, salary scale, and any other relevant details should be disclosed. Applications for the post should be given a deadline and measures taken to ensure there is equality and objectivity in receiving the application.

Medical staffs’ especially technical staffs need to have proper qualification and their potential need to be well tapped. Adverts should have well explained minimum requirement to be adhered in the process (Bruce and Fottler 25).

Short listing and interviewing

After applications have been scrutinized, short listed candidates are contacted for interviewing; it is ethical to accordingly advice those applicants who were not successful. Different organizations have different methods of interviewing; the method used is guided by organizational culture/human resource practices and requirement of the particular medical facility. The interview process adopted should be elaborative enough that potential and qualification of an applicant can be gauged and compared with the post on offer. Objectivity, integrity and transparency should be the order of the day and be highly upheld. Some posts that may require having a hand on job interview, where an application is given a chance to prove that he can perform in the applied post. Interviewing is a substantial stage and should be taken effectively; it gives the medical facility recruiting team a chance to evaluate and choose the best candidate.

After successful interviewing, the right candidate should be chosen with a lot of objectivity and integrity; he should have some special attributes that satisfies the panel and makes them believe that he or she can perform. After analysis, the candidate is employed on probation terms (Gatewood, Feild and Barrick 7)

Probation and contracting

Probation is an engagement contract where an employer gives a new entrant the chance to work with the medical facility with the anticipation of employing him or her after the employee satisfies the management and meets the expected goals. In a contracting engagement, a company offers a contract to a service provider, which is defined in the engagement contract. Contracting in health facilities mostly happens with physicians and experts in different fields. Track record of their previous works is considered when contracting.

Probation period has some special terms that defined the engagement; they include termination of the contract terms, salary and relationship between the employer and the employee. It offers a chance for the employer to learn the potential of the employee and further analyze whether such skills are required. The employee gets a chance to get challenges from the health facility and learns the hospital organizational culture.

Different jurisdictions have different probation laws and regulations. It is the role of human resources department and the employee to ensure that they observe and respect such rules. At times probation may be extended for a reason well-explained and understood at the time of engagement. Both parties to a contact have the right to terminate the engagement using a well elaborated method as per the contract. After successful completion of the probation period, an entrant is deployed on full employment terms (Mathis, Robert and Jackson.34-46)

Conclusion

Human resources department in a health facility, like in any other firm, has the mandate of ensuring there are adequate and experienced, medical and support staffs. Recruitment process is the initial stage in a human resource management program, when well coordinated; it ensures that human resources needs in a hospital are well met in quality and quantity.

References

Bruce, Fried, and Fottler Myron. Human Resources in Health Care, Managing for Success. Michigan: Health Administration Press.Print.

Gatewood, Robert, Feild Hubert, and Barrick Murray. Human resource selection. New Jersey: Cengage Learning, 2008.Print.

Mathis, Robert, and Jackson John. HUMAN RESOURCE MANAGEMENT. New Jersey: Cengage Learning, 2007. Print

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Recruitment in Health Care Industry

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