MH001 Employee Recruitment and Selection

Student Name

University

NURS 6221 Managing Human Resources

Prof. Name

Date

Employee Recruitment and Selection

The process of hiring new employees marks merely the inception of fostering a robust workforce. Retaining employees stands as a pivotal step in nurturing a healthy organizational environment. Organizations invest significant resources in training new employees, making the loss of trained personnel to other facilities a costly setback. Estimates suggest that training a new employee incurs a cost equivalent to six to nine months’ worth of salary (Merhar, 2016). Employee turnover not only impacts an organization’s financial performance but also affects employee morale, productivity, and patient satisfaction. The repercussions of high turnover rates extend beyond financial implications to encompass various facets of organizational dynamics. Employee recruitment and retention bear profound implications for every organization. This advocacy campaign seeks to raise awareness about the criticality of employee recruitment and retention, particularly in the nursing domain. Through evidence-based literature, this campaign aims to elucidate the significance of the topic, its multifaceted impacts, best practices, and its application to nursing, with the overarching goal of enhancing outcomes.

Significance of Employee Recruitment and Selection

Healthcare organizations, operating round the clock, rely on diverse personnel to achieve their objectives (Marquis & Huston, 2017). Such organizations necessitate a spectrum of employees, ranging from highly skilled professionals to support staff, to cater to the needs of patients and their families (Marquis & Huston, 2017). Effective staffing constitutes a critical aspect of managing healthcare organizations, with leaders and managers entrusted with the responsibility of recruiting and selecting employees. The recruitment and selection process enables organizations to bring in a diverse pool of highly qualified individuals, thereby enhancing productivity, reducing turnover, fostering a conducive work environment, and fulfilling organizational objectives (Marquis & Huston, 2017). Optimal hiring decisions play a pivotal role in organizational success, with the selection of suitable candidates translating into cost and time savings (Marquis & Huston, 2017). It is imperative for management to identify candidates who resonate with the organization’s mission, vision, and values, as this alignment fosters organizational cohesion and effectiveness (Senter, 1999). Employee recruitment and selection are indispensable for ensuring organizational fit, retaining a competent workforce, and attracting new talent (Ralph & Ortega, 2006).

Review of the Literature

Organizations prioritize several attributes when recruiting and selecting employees, including adaptability, leadership potential, technological proficiency, autonomy, active participation, and accountability (Algorta & Zeballos, 2011). These attributes contribute to the development of effective leaders within organizations. Enhanced efforts towards recruitment and selection correlate with reduced employee turnover, improved teamwork, and heightened employee satisfaction (Abrokwah et al., 2018). Talent management assumes paramount importance in this regard, facilitating recruitment, retention, and engagement of employees. A strategic approach to talent management entails CEO commitment, alignment with organizational goals and values, and auditing of human resource management practices to ensure adherence to evidence-based principles (Christensen & Rog, 2008). Proactive measures to enhance employee recruitment and selection positively influence leadership development, with strong employees serving as assets to healthcare organizations. Notably, effective recruitment and selection practices contribute to mitigating burnout rates associated with nursing care, thereby underscoring their significance in healthcare settings.

Application to Nursing

Thorough employee recruitment processes, encompassing multiple interviews, peer assessments, background checks, and resume evaluations, exert a profound impact on healthcare facilities. Selected employees are likely to exhibit pride in their work and align closely with organizational values, thereby fostering a positive work environment (Raziq & Maulabakhsh, 2015). Conversely, failure to select employees who resonate with organizational values may lead to resistance, coworker dissatisfaction, and increased turnover, posing challenges for management. Nursing leaders play a pivotal role in fostering trust and cohesion within the workforce. Proper recruitment and selection practices contribute to the creation of a conducive work environment, thereby alleviating burnout and enhancing employee satisfaction.

Conclusion

The increasing focus on employee recruitment and selection underscores its growing significance as a research area, driven by escalating turnover rates, rising hiring costs, and burnout prevalence. To address these challenges effectively, organizations must delve into the underlying factors contributing to turnover and job dissatisfaction while devising strategies to bolster organizational competitiveness (Widman & Ritchey, 2017). Early-stage vetting processes should aim to unearth candidates’ preferences and aspirations, facilitating better alignment between organizational offerings and employee expectations (Widman & Ritchey, 2017). Additionally, understanding generational differences and fostering a welcoming, inclusive work environment emerge as critical strategies for enhancing retention rates (Cabral et al., 2016). Ultimately, effective leadership entails creating a nurturing work environment that accommodates diverse generational perspectives and fosters employee well-being (Cabral et al., 2016).

References

Abrokwah, E., Yuhui, G., Agyare, R., & Asamany, A. (2018). Recruitment and selection practices among nongovernmental organizations (NGOs) in Ghana. Labor History, 59(2), 185-201. DOI: 10.1080/0023656X.2018.1422417.

Algorta, M., & Zeballos, F. (2011). Human resource and knowledge management: Best practices identification. Measuring Business Excellence, 15(4), 71-80. DOI: https://doi.org/10.1108/13683041111184125.

Cabral, R. A., Hanson, D., & Reilly, M. D. (2016). Leading and retaining a multigenerational nursing workforce: Leadership grounded in caring science. International Journal for Human Caring, 20(2), 93-95.

NURS 6221 Assessment 1 MH001 Employee Recruitment and Selection

Christensen, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757. DOI: https://doi.org/10.1108/09596110810899086.

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Merhar, C. (2016). Employee retention – The real cost of losing an employee. Retrieved from https://www.peoplekeep.com/blog/bid/312123/employee-retention-the-realcost-of-losing-an-employee

Ralph, S., & Ortega, D. (2006). Attracting and retaining the best. The value of instituting an employee recruitment and retention program. Healthcare Executive, 21(3), 48-49.

Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction. Procedia Economics and Finance, 23, 717-725. doi:10.1016/s2212-5671(15)00524-9

Senter, A. (1999). Recruiting to stop the revolving door. Management Today, 80-82. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search-proquestcom.ezp.waldenulibrary.org/docview/214777618?accountid=14872

Widman, K., & Ritchey, C. (2017). Meaningful interviewing for retention. Nursing Management, 48(3), 7-8. doi:10.1097/01.NUMA.0000512509.24454.9a

MH001 Employee Recruitment and Selection