A Gadget to recruiting and retaining nursing staff in the hospital of Madurai District


By

Mr. A.Guru Murugan
Full Time Ph.D Scholar in Entrepreneurship Department
Part-time Lecturer
Madurai Kamaraj University
 


Introduction:

India is one of the lager countries and hold 1/6 of human population in this world. The importance of India in World Wide is its man power. Due to increased population & educational status the demand of improvised public service is increased particularly in health care sectors. The implementations of advanced technology and recent medical approaches have become mandatory. Though technology have improved to robotic approach the need of man power in delivery health care service is very important. In paramedical field the need of nursing service is very important. Though the booming of medical advance the number of hospitalization and rate of disease spread are increased due to many factors. So need of nurses in hospital also being increased. So a biggest responsibility fall in the shoulder of human resources management side to appoint talented nurses in hospital and steps to take to retain nurse in hospital for longer period for delivered good health care service inside the hospital. It is a duty of HR to satisfaction needs of management the needs of nurses to delivery Health services without break.

Global Scenario

The American nurse credentialing centre first started the magnet research study in 1983& formally established the magnet recognition programmers in 1997.

These programmers focused on advancement towards three goals.

1. Promoting quality setting that support professional practice.
2. Identifying excellence in the delivery of nursing service to patients and residents.
3. Disseminating best practices in nursing services.

The global shortage of nurses and the increased emphasis on patient safety may have contributed to this trend such as linking skill mix and nurse patient ratio to patient safely and clinical outcomes.

There are 8 themes of issue in Global scenario

1. Recruitment & Retention
2. Personal
3. Staffing scheduling
4. Work content flow
5. Professional development
6. Occupational hazards
7. Work environment
8. Staff safety & Productivity

This turnover high and shortage of nurses in many hospitals around the world represents challenges for hospital administration across the United States three numbers of graduating nurses has declined by 20% last five years and there is a 10% vacancy creates for nursing position.

In Australia their Australia council of been of nursing predict that by 2006. Australia will have 60% registered nurses it needs. In Canada there is concern about the exodus of a third of the registered nurse due to retirement. Consequently hospital in developed countries are compelled to recruits foreign nurse from developing countries 

Recruitment and Retention Strategies:

The recruitment process requires a great deal of insight and patience, especially where worker retention and employee satisfaction are critical to the hospital's growth and success.

Hiring someone hastily seldom works out for both the employee and the employer. To elaborate further, the hiring process should be well-organized, consistent and compliant with applicable laws. There are about six important points to recruit nursing staff and to retain nursing staff and they are:

1. Hiring qualified employees should be your primary focus
2. Using the right tools helps build a strong candidate pool
3. Interviewing for results
4. Make the offer quickly to avoid losing the best person for the job
5. Notify rejected candidates
6. Completing the hiring process

1. Hiring qualified employees should be your primary focus :

Hiring managers and recruiters work together in making the recruitment process a success for the hospital. The hospital's HR manual should clearly outline policies and procedures that spell out responsibilities and accountability. An effective and efficient hiring process is essential for both the candidate success.

2. Using the right tools helps build a strong candidate pool :

It is imperative to have a good understanding of the job requirements by writing a through and well defined job description. This establishes the framework for hiring criteria and also gives the candidate a clear understanding of what to expect on the job and helps eliminate candidates who are not qualified for the job.

It is vital to keep in mind that a good job description serves the purpose of describing the job functions and the employer's exceptions of the employee. Another important tool in the recruiting process is the job employment application provides preliminary information to the employer to help screen candidates for interview. A well-designed employment application form provides a detailed overview of a candidate's work history, skills, interests and educational qualifications.

It also offers the applicant the opportunity to describe themselves to the opportunity to describe themselves to the describe themselves to the hospital and to highlight the unique abilities and prior work experience.

A complete review of the application leads to the employer's first hiring decision: selecting candidates to interview.

3. Interviewing for results:

The interview is an opportunity for the prospective candidate and the employer to learn more about each other, the hospital and to assess if there is a mutual fit. Developing appropriate behavioral based interview questions and in-depth technical question that elucidate candidate responses will be helpful in making the

Interview process a meaningful experience for both parties concerned.

Allow for open – ended question as it promotes the candidate to talk about their skills, shares more them and also helps the interviewer learn more about their personality. From an interviewer's perspective, listening carefully for their response and paying to attention to how the candidate constructs their thought process to the question posed will help evaluate candidate more thoroughly Effective note –taking during interview process with notes to self on personal opinions will be useful to the interviewer and allowing candidates to ask questions pertaining to the position will give them a chance to learn about the role and the hospital 

4. Make the offer quickly to avoid losing the best person for the job:

Time kills deals says one of the consultants at the Palmer Advantages a consulting company in Silicon Valley that offers HR solution for Silicon Valley business. The longer you wait to cal your candidate, the higher the likelihood of him or her finding another position elsewhere.

5. Notify rejected candidates:

As soon as you know that your candidate has accepted and signed the offer letter, remember to notify all interviewed rejection.

This helps portray a positive and respectful image of your hospital and also keep a portfolio of the candidates whom you spent time interviewing should you consider them for another future opportunity.

6. Completing the hiring process:

And last but not the least document your entire hiring process from the beginning to the end, include the job description, posting applications received, interview notes, rejection letters etc. make sure that your hiring file is compliant with retention rules.

Now, that we have learnt more about the recruiting process in your hospital,

REASONS FOR LEAVING THE DIRECT CARE SETTING

The top reason why nurses have considered leaving the patient care field for non-retirement reasons is to have a job that is less stressful and less physically demanding (56%), and they are two and a half times more likely to say that they have thought about leaving for this reason than for any of the other five reasons listed. By comparison, 22% admit that they have considered leaving to have a more predictable schedule, 18% have considered leaving to earn more money, 14% say that it is because they want a job with more opportunities for advancement, and 11% want to spend fewer hours working. One in seven of these nurses say that they have considered leaving the patient care setting for the personal reason of being at home to raise children (14%), rather than because of any specific problems with the job.

Among former direct care nurses, no single reason stands out as the main reason they left the field of direct patient care. In fact, the most-often cited reasons are because they wanted a job with regular work hours and a more predictable schedule (28%) and because they wanted to work in a setting with more opportunities for advancement (27%). Whereas 53% of current nurses say that they thought about leaving in order to have a less stressful and physically demanding job, less than half of former nurses (23%) select this as their reason for leaving the field.

Nevertheless, former nurses who left the patient care field within the past four years are three times more likely than are those who left before that to say that it was because they wanted a job that was less stressful and less physically demanding. Thirty-five percent of recent deportees say they left to have a less stressful job, 26% preferred more regular hours, and 23% wanted a job with more opportunities for advancement. On the other hand, only 11% of former nurses who left the field five or more years ago cite the desire for a less stressful job as the reason, while 32% wanted a job with more opportunities for advancement and 31% wanted a job with regular hours.

In their responses to an open-ended question about why they left the direct patient care setting, most former nurses indicate that it was either because of their dissatisfaction with specific areas of their job or because of a desire to advance their careers or further their education. Three in ten indicate that they left the patient care for personal or family reasons (5% retired 7% left for health or medical reasons, and 18% left because of family and parenting obligations

CONCLUSION

Nurses' satisfaction with their job on several specific measures provides important insight into why they are considering leaving or why they have already left the field of direct patient care. As recruiters in today global environment strive to find and close the offer on t he best nursing staff for the hospital and these six points will help to retain those nurses.

BIBLIOGARPHY:

1. What do nurses want? : critical factors in recruiting and retaining RNs in long-term care   www.sc.lib.muohio.edu.
2. Recruiting and retaining nursing staff www.allnurses.com.
 


Mr. A.Guru Murugan
Full Time Ph.D Scholar in Entrepreneurship Department
Part-time Lecturer
Madurai Kamaraj University
 

Source: E-mail January 4, 2013

          

Articles No. 1-99 / Articles No. 100-199 / Articles No. 200-299 / Articles No. 300-399 / Articles No. 400-499/ Articles No. 500-599
Articles No. 600-699 / Articles No. 700-799 / Articles No. 800-899 / Articles No. 900-1000 / Articles No. 1001-1100
Articles No. 1101-1200 / Articles No. 1201-1300 / Articles No. 1301-1400 / Articles No. 1401 Onward
Faculty Column Main Page