Recruitment of nurses particularly in the rural is a difficult and expensive affair ( Mester, 2018) . Owing to the paradigm shift in practice and unceasing demand for quality healthcare, more emphasis should be laid on talent management in the healthcare industry ( Venkatesh, 2017). According to Venkatesh (2017) a direct correlation exist between talent management and the quality of patient care; i n essence, lack of competent healthcare providers result in poor quality of services delivered to patients. Among the cited challenges facing recruitment and retention of Registered Nurse is the ability to participate in continuing professional development (CPD) opportunities (Coventry, Maslin ‐ Prothero & Smith, 2015). Nevertheless, Magnet has helped in solving the crisis of nursing shortage through nurse retention (Graystone, 2018). This paper aims to offer a systematic r eview on the concept of employee recruitment, retention and selection in addition to current best practices, positive or negative impact on leadership or health care organizations.
Current Best Practices
Continuing professional development (CPD) opportunities has produced competent and committed nurses with prowess of delivery safe and quality care for patients, a vision held by all healthcare organization (Coventry, Maslin ‐ Prothero & Smith, 2015). Venkatesh (2017) established that robust talent management has helped in the provision of top notch quality of patient care. Therefore, initiatives on talent management ought to cut across on every position in healthcare industry. Succinctly, talent management encompasses recruitment and retention of relevant talents necessary to attain organizational goals (Venkatesh, 2017). Formulation of policies in favor of talent management is among the best practices conducted by Healthcare leaders so as to plan for prospective and preexisting human capital. In essence, this should cover every aspect of human resource management ranging from selection to retention (Venkatesh, 2017).
Delegate your assignment to our experts and they will do the rest.
Selection and Recruitment
In the present time, to survive in the global business milieu, it is inescapable when it comes to attracting and retaining qualified healthcare (Venkatesh, 2017). Venkatesh (2017) asserts that selection and recruitment process of healthcare providers ought to address organizational present and future demands. Moreover, a detailed discussion on pertinent health care issues must be addressed at the time especially when key positions are involved. An alignment between the key positions to be occupied, and the values and culture of the organization must be addressed during the recruitment process. Other considerations relate to competency, knowledge, skills and the capability of the overseer and recruits to establish a functional working connection (Venkatesh, 2017). Venkatesh (2017) comments that such kind of appraisal should not only be based on present performance of the healthcare professional but prospective potential of the recruit to undertake greater responsibilities.
Retention Management
Graystone (2018) asserts that worldwide, m ounting pressures are laid on healthcare organizations to advance satisfaction and retention of nurses. An insight on how to curb this predicament is aired by leaders from Magnet-designated organizations ( Graystone, 2018). Notably, central to organization’s vision, mission and values e mployee retention are priorities ( Cloutier et al., 2015) . If retention is unstable then efforts on r ecruitment are inconsequential ( Mester, 2018) . According to Mester (2018) a full perception of work expectation gives nurses higher job satisfaction, thus programs beyond nurse orientation such as mentorship, internship, residencies are vital even if costly. These programs are useful in countering challenges facing recruitment and retention ( Mester, 2018) . To achieve organizational growth and stability then employee retention is key ( Cloutier et al., 2015). According to Cloutier et al. (2015) e mployee retention is achieved through effective communication, diverse workforce, employment of skilled personnel, and professional development programs. Moreover employee turnover can be controlled by better remuneration, improved welfare such as flexible work schedule, proper grievance procedures, and counseling ( Venkatesh, 2017). It is worth noting that nurses are not looking forward to leave organizations such as Magnet where they have adequate resources and autonomy to attain professional development (Graystone, 2018).
Positive Impact on Leadership or Health Care Organizations
Adoption of integrated talent management has led to improved performance on healthcare amidst the numerous challenges facing the industry (Venkatesh, 2017). Healthcare organizations usually reap the benefits accrued from extended tenure through retention due to an overall improvement in performance and productivity on the part of employee (Cloutier et al., 2015).
Negative Impact on Leadership or Health Care Organizations
Higher employee turnover rates is a consequence of lack of proper talent management. Extract expenses are incurred in fresh recruitments and losses results from time wasted in vacant positions, thus failure in achieving the production matrices within the stipulated time. Costs relates to resources spent in advertisement and overlapping salaries ( Cloutier et al., 2015) . The transition between hiring, onboarding and training programs offered to the new recruits results in losses that were not planned for in that fiscal year. Furthermore, intellectual capital is equally lost and patients move to other institutions or follow their preferred nurse or doctor upon his or her migration to a new work station (Coventry, Maslin ‐ Prothero & Smith, 2015).
Conclusion and Recommendation
Recommendation
Outstanding performers can be retained if organization reviewed its vision, employed diverse workforce, hired right people, and offered better pay and professional development programs (Cloutier et al., 2015)
Conclusion
Healthcare industry is faced with recruitment and retention challenges. Talent management is essential in curbing these challenges. Retention is key in the success of any given healthcare organization. Offering professional development opportunities can help with the challenges of retention.
References
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics , 12 (2).
Coventry, T. H., Maslin ‐ Prothero, S. E., & Smith, G. (2015). Organizational impact of nurse supply and workload on nurses continuing professional development opportunities: an integrative review. Journal of advanced nursing , 71 (12), 2715-2727.
Graystone, R. (2018). How Magnet® Designation Helps Hospitals Tackle the Nursing Shortage. Journal of Nursing Administration , 48 (9), 415-416.
Mester, J. S. (2018). Rural nurse recruitment. Nursing management , 49 (12), 51-53.
Venkatesh, A. N. (2017). Integrated Talent Management Framework for Healthier Healthcare Performance–A Strategic Approach.
