Healthcare personnel works in a setting that can be very complex, with many laws and regulations required of their practices. Therefore, the healthcare provider should have their practices abide by the laws and regulations stated for them ( Kroezen et al., 2015) . Also, working at a healthcare facility could be very demanding, since the workers will be dealing with saving the lives of people. The complexity of the working environment becomes an issue for the people responsible for recruiting and retaining healthcare personnel in the workplace. The human resource management (HRM) at these places face several problems when it comes to recruiting and retaining workers.
One of the issues is the lack of specified goals required for competent healthcare operations. Healthcare operations need specific skills during recruitment, which may not perfectly match with the personnel that would be available. The staff that may perfectly match the requirements could end up not having the experience needed. This may sometimes lead to gaps in the use of healthcare resources. Recruitments need to find matches that would optimally use the resources in the healthcare environment. If this does not happen, the HRM will not be operating according to the regulations specified for them and may risk facing legal charges from the authorities ( Kroezen et al., 2015) .
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Another recruitment issue comes along with the ethical requirements of the healthcare environment. Healthcare providers face several encounters with each demanding for just the best decision. For instance, in some places, performing an abortion may be legal but unethical in a facility. Healthcare operations done under poor choices could lead to federal or state punishment of the healthcare facility. Therefore, the HRM at such facilities needs to hire personnel that can make the right choices under any condition, which is very tricky for them. Getting the best morally responsible healthcare personnel can be so delicate, uniquely when every one of the workers is qualified.
When it comes to retention, performance, and quality service, deliverance is a significant issue. Healthcare providers are retained based on how they use their skills to the betterment of the facility. However, it may be difficult to let some medical officers go based on the abilities that the HRM see in them. For instance, it would be difficult to let go of medical residents who have a passion for working for the healthcare facility. Skilled medical officers who work for private healthcare facilities are also protected too much (Collins et al., 2015). They are not quickly fired as they attract patients to those facilities.
Healthcare administrators also retain based on profitability and financial reasons. Some facilities can leave out the less experienced medical officers to pay one best doctor to them. However, the healthcare providers that are left out in such scenarios still do have the chance to better their skills. When they do so, they might be admired back by the healthcare administrators. Therefore, the HRM always get confused on how to handle such situations. In some cases, however, the administrators could retain both of the workers (Collins et al., 2015). In the end, all medical officers are just workers for healthcare clients, and administrators should keep them based on that.
Strategic initiatives for recruitment of healthcare providers and professionals
Healthcare operations are vital in the achievement of preset objectives and goals of a medical facility. Even though there are issues that surround the recruitment and retention of medical officers, there are some strategies that could be put in place for the best outcome. The procedure should get constructed in a move that ensures quality service provision and high performance for the achievement of preset healthcare goals. Some strategies are directly dependent on the medical officers, whereas some are dependent on the healthcare administrators.
For instance, administrators should develop recruitment programs that aim to hire only professionals qualified for a specified medical care operation and a set of other requirements. By doing this, they will be filtering a considerable number of candidates that would otherwise qualify for only a set of requirements. Using such a program would ensure effective operations by the healthcare team. The strict program would also help the facility from facing the guilt of firing other employees to create space for others. This approach of recruitment will do away with unwanted skills or even unqualified morals that could lead the facility into an unlawful operation.
The healthcare facility can also achieve perfect recruitment by focusing on their goals and mission as an organization. The facility should promote some research and development that could give them reasons for getting a specified skill that may be lacking. The focus should not only be driven on treatment but also to other kinds of medical services. Depending on the mission, vision, or goals of the facility, getting new skills or retaining available workers should be aimed at meeting these specifications ( Humphreys et al., 2017) . Therefore, the goals can not only help in recruiting but also assist in keeping medical officers.
can also help in retaining them ( Humphreys et al., 2017) . Instead of the administrators looking for a new set of ready skills, they can develop a program to train the workers on those skills. This will promote the development and natural force towards achievement of goals. Training workers can be cheaper than employing new ones whenever applicable. Progressive development in required healthcare services can also eliminate the need for new employees to create chances for existing workers. For instance, the expansion of one sector and even distribution of employees can remove the lack of new workers, thereby retaining existing ones.
References
Collins, S. K., McKinnies, R. C., Matthews, E. P., & Collins, K. S. (2015). A ministudy of employee turnover in US hospitals. The health care manager , 34 (1), 23-27.
Humphreys, J., Wakerman, J., Pashen, D., & Buykx, P. (2017). Retention strategies and incentives for health workers in rural and remote areas: what works?.
Kroezen, M., Dussault, G., Craveiro, I., Dieleman, M., Jansen, C., Buchan, J., ... & Sermeus, W. (2015). Recruitment and retention of health professionals across Europe: a literature review and multiple case study research. Health Policy , 119 (12), 1517-1528.
