Workforce recruitment and retention strategies

Workforce Recruitment

The author of this report has been asked to create and frame a plan that involves the recruitment, selecting, onboarding and retraining of ten nurses over the next ninety days. The questions and steps that will be answered to in this report will include the steps that will be taken and in what order, the methods that will be used to recruit the nurses, a discussion of how the nursing candidates will be selected, how an efficient onboarding process will be a boon to the company in terms of retention and other metrics as well as overall retention strategies that could and should be used in general and with the new nursing staff in particular. While the overall recruitment and retention process is not all that difficult to understand, it is extremely important that it be created, perfected and upheld so that the continuity of nursing operations at the location is kept as flowing and perfected as possible.

Analysis

In terms of the overall steps that will be taken, the steps themselves and the order in which they will be executed is not all that difficult. Those steps will be as follows:

Cast of a net with local and national job boards including both general job boards and ones that are specific to medical positions. Promotions from within and/or referrals will also be encouraged.

No less than twenty to thirty candidates will be selected from those that apply or that are referred

Screening interviews will be held so as to rule out people that are clearly not the best for the position. The candidate pool will be whittled down to no more than ten candidates unless there is a glut of very good applicants.

In-person interviews will be conducted with the people that pass the screening process. The hiring manager and HR staff will whittle down the group to three finalists.

A third interview will be conducted with the finalist and an offer will be extended to the best of the three.

The two primary methods that should be favored when it comes to recruitment would be in-house promotions and referrals. Indeed, job boards have the problem of attracting a lot of candidates but many of those candidates are going to be inferior to internal candidates or referrals from the same and may of the exterior applicants from job boards are unqualified for the job to begin with. Ways to screen out applicants would include those that give evasive answers, are not committed to the geographical area of the job, are not committed to the job long-term in general, that are very new in terms of being licensed, that have had licensure issues in general and other such things. People with sporadic job history and/or a criminal record will generally be excluded barring a good reason why not as the firm must avoid negligent hires and the hire of those that are much more apt to leave in the short-term (HR.com, 2016).

In terms of which nurses will be selected, there are several things that would and should stand out:

Nurses that have been committed to expanding their responsibilities and/or getting promoted within their prior medical group.

Nurses that are clearly committed to continuing education including both formal college as well as continuing education opportunities

Nurses with good critical thinking and analytical skills

Nurses that have remained steady with one employer yet have progressed with said employer

Nurses that have not had any licensure issues or violations of safety/ethical standards. Any nurse that has been terminated for anything other than a reduction in force will likely not get far (Wirkus, 2016)