The process of hiring workers in any industrial sector is crucial and integral to the success of the firm. In the healthcare field, this practice is essential for identifying the best sources for finding appropriate workers and best talents in the job market who will help keep the organization competitive in the industry. Recruitment and selection process is an important role of the human resource management department that helps add value to the organization. It is the ability to source new employees, maintain operations, and make improvements in quality where necessary. The strategies and techniques employed by the HR department is also an integral factor in ensuring satisfaction of the management team as the candidates chosen may fit right into the practices of the organization and deliver as per their job requirements. The following report underscores the recruitment and selection process as it relates to the healthcare field in terms of interprofessional leadership.
Significance of Recruitment and Selection
The recruitment and selection process are an important practice for any new and established health organizations. The practice is usually delegated to the human resource department that undertakes the critical role of recognizing the need in the institution and sourcing candidates who will fit the specific qualities desired (Kim et al., 2014). The HR personnel work closely with the hiring managers to ensure that the health company makes wise hiring decisions. The most effective approach of recruitment and selection involves fairness and equal opportunities to all individual applicants for the job position identified (Bosch & Mansell, 2015). To achieve this standard, the hiring team will need to establish a complete description of the process and how it will be implemented. It is impossible particularly for large organizations to conduct an assessment for each candidate hence the need for a clear and concise process to achieve a consensus on the issue and make hiring decisions quickly (Hart, 2015).
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In the health sector, individuals from different professional backgrounds will be required to interact with other each other to ensure efficient performance of roles. This practice is referred to as interprofessional collaboration where experts work as a unit. The healthcare industry has recently advocated for interprofessional teams where workers are from different disciplines working together to achieve a common goal (Kim et al., 2014). In numerous cases, this may involve a physician, nurse, marketer, clinical therapist, physiotherapist, social worker, accountant, and many other professionals depending on the task at hand (Hart, 2015). The recruitment and selection process are of great significance in establishing these interprofessional teams. It requires critical assessment of the distinct expertise required in the job at hand and identifying individuals with the appropriate skills to fill them (Pfaff, Baxter, Jack, & Ploeg, 2014). Within the context of the team, leadership is an expected competency from all practitioners who should recognize the need to take a leading role depending on the needs of the patient and the professional skills to meet them.
Getting a group of professionals of varying backgrounds to work together towards a common goal can be problematic. The primary cause for challenges is the fact that these workers are experts in their particular field and are used to giving others direction not receiving them (Pfaff et al., 2014). Therefore, the recruitment and selection process during the formation of interprofessional teams will require identifying talented individuals who are capable of working well with others despite their advanced educational achievement (Bosch & Mansell, 2015). This consideration helps the organization set up an environment where practitioners are open to learning and enabling members to feel safe and secure in their role in the team. Interprofessional leadership will also involve ensuring appropriate communication practices such that experts of different disciplines do not use jargon when interacting with others.
Review of the Literature
The healthcare industry has experienced a critical focus from the public and policy makers. The cause for this attention is the desire to achieve patient safety and quality delivery of care to the recipients. The healthcare reform that was instituted during the Obama administration recognizes the importance of patient satisfaction as a primary factor of providing providers with reimbursement for their care services. This calls for clinicians and other professionals in a given health organization to develop appropriate communication skills that will ensure effective and efficient performance of tasks in the team context (Kuziemsky, Astaraky, Wilk, Michalowski, & Andreev, 2014). As previously mentioned, the formation of a group of professionals from different backgrounds can be challenging as it disrupts the normal operations of roles for the different workers. The recruitment and selection process should incorporate an appropriate strategy that will not shake up the current workforce structure in the healthcare organization (Kuziemsky et al., 2014). Furthermore, maintaining the morale of the available workers and averting conflict of these experts is critical to a smooth process.
The recruitment and selection process in interprofessional leadership may cause varying impacts not only in management but also to the healthcare organization. The recruitment process is intended to bring a pool of talented candidates who can take up the available job positions in the company. This practice is detrimental to the operations of the organization particularly when young individuals who are full of potential are constantly rejected during the selection process (Kuziemsky et al., 2014). Potential candidates in future may shy away from applying for future positions as they feel the institution is biased by not choosing them. On the other hand, the pooling process gives the organization an upper hand in the selection of competent workers. The most qualified candidates will be chosen to specifically fill the role identified (Reinke & Hammer, 2011). In this measure, the healthcare provider has a better opportunity of ensuring quality and safe services are accorded to the patients.
Interprofessional leadership may be affected by the practice of recruitment and selection. It is evident that the workers selected to form the team are from diverse disciplinary backgrounds and educational levels. The members who have advanced their education may feel hard done to be placed in the same team and at an equal level with those who may have just a single degree. The issue of age and experience may also cause conflict among members (Kim et al., 2014). Hiring managers may prefer to recruit young personnel who can serve as future leaders in the health institution (Reinke & Hammer, 2011). However, the existing members of the team may not agree on the same as they prefer established and decorated professionals. Additionally, overlooking some of the workers in the organization who feel they are qualified for the position may lead to low morale. The HR department and hiring managers should develop an effective recruitment and selection strategy that will ensure reduced friction in the organization.
Application to Nursing
Nursing leaders play an important role in the recruitment and selection process towards the realization of interprofessional collaboration. Though the qualities of a good leader may be learned through formal education, it is through the experience at the workplace environment that individuals can really master the practice. These leadership skills are best reflected by the nursing leaders in their role during the recruitment and selection process (Bosch & Mansell, 2015). There are numerous practices that these professionals should employ to ensure an effective formation of interprofessional team. One of the main objectives of the nurse leader is to ensure role clarity. In this case, the leader of the group should take note of the significant needs of the institution in terms of nursing department and communicate them to the hiring managers. This is a critical factor of consideration as it ensures that each of the new recruits will come ready for a particular task (Reinke & Hammer, 2011). Interpersonal skills of the individual should also be highlighted as the new employee will be working together with other professionals along with the patient, families, and associated communities.
Another critical issue that nursing leaders should take note of during the recruitment and selection process is establishing trust and confidence in the various team members. Trust is one of the most important factors of ensuring the success of a team (Hart, 2015). While it takes a lot of struggle to gain the trust of subordinates and peers, it can easily be lost. It is for this reason that nurse leaders should demonstrate high levels of interpersonal skills as they develop a close relationship with other professionals (Hart, 2015). Interprofessional collaboration will require such leaders to expose themselves to other disciplinary fields particularly those that form part of the team. This practice leads to a higher appreciation of the diverse professionals and institutes a harmonious working relationship. During the recruitment and selection process, nurse leaders will advocate for candidates who demonstrate an open mind and eagerness to learning.
Conclusion
The aim of writing this paper was to provide a description interprofessional leadership role taken by healthcare leaders in the recruitment and selection process. The report shows that the healthcare industry is similar to businesses where the practice of staffing plays a critical function in the success of the organization. While in business the main objective is to achieve profits, and maintain competitive advantage over rivals, the healthcare institution takes primary focus of ensuring patient safety and improving the quality of care provided. The above report shows that a critical understanding of the needs of the health organization is integral to the potential success of the process. Nursing leaders should ensure that in the consideration of potential candidates there is no bias and equal opportunity is given to the available nurses in the firm.
References
Bosch, B., & Mansell, H. (2015). Interprofessional collaboration in health care: Lessons to be learned from competitive sports. Canadian Pharmacists Journal/Revue des Pharmaciens du Canada, 148 (4), 176-179.
Hart, C. (2015). The elephant in the room: nursing and nursing power on an interprofessional team. Journal of Continuing Education in Nursing, 46 (8), 349-355.
Kim, C. S., King, E., Stein, J., Robinson, E., Salameh, M., & O'leary, K. J. (2014). Unit ‐ based interprofessional leadership models in six US hospitals. Journal of Hospital Medicine, 9 (8), 545-550.
Kuziemsky, C., Astaraky, D., Wilk, S., Michalowski, W., & Andreev, P. (2014). A framework for incorporating patient preferences to deliver participatory medicine via interdisciplinary healthcare teams. In AMIA Annual Symposium Proceedings (Vol. 2014, p. 835). American Medical Informatics Association.
Pfaff, K. A., Baxter, P. E., Jack, S. M., & Ploeg, J. (2014). Exploring new graduate nurse confidence in interprofessional collaboration: A mixed methods study. International Journal of Nursing Studies, 51 (8), 1142-1152.
Reinke, L. F., & Hammer, B. (2011). The role of interprofessional collaboration in creating and supporting health care reform. American Journal of Respiratory and Critical Care Medicine, 184 (8), 863-864.
