Recruitment & Retention: Social/Economic Factors in Healthcare HR

This discussion post delves into the critical issue of recruitment and retention within healthcare institutions, emphasizing the significant impact of social and economic factors on human resource strategies. It highlights the importance of understanding an individual's background during recruitment and suggests implementing appropriate mentoring programs, ensuring adequate resources and equipment, and promoting retention through recognition and professional advancement opportunities. The post also includes insightful agreement with peer contributions, particularly regarding the challenges faced by HR professionals in acquiring skilled personnel, addressing brain drain, and the need for diversity in the workforce. The discussion underscores the necessity for HR managers to assess the retiring workforce and implement strategies to manage workforce transitions effectively. Overall, the post advocates for a comprehensive approach to recruitment and retention that considers both organizational needs and employee well-being, with the aim of fostering a supportive and diverse work environment. Desklib provides access to similar solved assignments and resources for students.

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Running head: RECRUITMENT AND RETENTION
Dealing with Recruitment and Retention issues in various Healthcare Institutions
Name
Institution
Author’s Note

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RECRUITMENT AND RETENTION
ADDRESSING POTENTIAL RECRUITMENT AND RETENTION ISSUES IN
HEALTHCARE INSTITUTIONS
Social/ economic factors are among the major parameters that are found within the
boundaries of any given organization hence when they are not perfectly addressed; they might
end up affecting the operations of the entire organization. There are quite a number of social and
economic factors in many organizations that are normally being considered most so during times
of HR recruitment or even HR retention in order to scale up the operations taking place within
that organization (Townsend & Wilkinson, 2010). Additionally, many of the HR managers have
been able to consider quite a number of social and economic factors in their recruitment
strategies. One of the major impacts brought about by the social/economic factors during various
incidences of HR recruitment is that they enable the top management teams of various
organizations to have e perfect evaluation and analysis of a given individual on the basis of his or
her background. Moreover, these factors tend to provide a wide range of information pertaining a
particular personality thereby coming up with a reasonable conclusion during any recruitment
strategy. There are different ways that a given organization can be able to address different
scenarios that are attached to potential recruitment together with retention issues within the
boundaries of any given healthcare organization (Al Ariss & Sidani, 2016).
Ways of addressing potential recruitment and retention issues in healthcare organizations
Appropriate mentoring programs
One of the first and major steps towards addressing the recruitment and retention issues
is having an appropriate mentoring program. There should be an appropriate implementation of

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RECRUITMENT AND RETENTION
mentoring programs that will be able to take care of different professional matters within the
healthcare organization (Wilton, 2016). This is mainly to avoid the clinicians and other medical
practitioners to shift to other areas where opportunities have been presented to them.
Acquisition of resources and equipment
Healthcare organizations must ensure that they have quite a number of resources and
equipment in order to maintain an adequate recruitment and retention issues within their areas of
jurisdictions. The medical practitioners who feel that their work is fully supported by the
administration are likely to remain working with a particular facility (Alameddine, Khodr,
Mourad, Yassoub & Abi Ramia). One major way of providing this kind of support is to always
ensure that the entire facility is always equipped with various materials and assessment tools that
are of up to date.
Implementing Appropriate retention promotion techniques
Additionally, the top management officials within the health care organizations should be
able to adequately promote retention issues through various ways like recognition. According to
the records provided by the management research, it clearly shows that different types of benefits
and recognitions appears to be important to various personalities in relation to their preferences
therefore managers can take advantage of this situation to clearly enhance issues attached to
retention and recruitment of various job positions through a perfect customization of various
opportunities dealing with professional advancement.

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RECRUITMENT AND RETENTION
Part Two
When it comes to issues pertaining human resource, I fully agree with Robert who clearly
postulates that human resource workers tend to encounter quite a number of challenges as far as
healthcare issues are concerned. This therefore makes the post to be relevant by going on to state
that acquiring highly skilled and qualified personnel within these organizations tend to be one of
the greatest task. On the other hand, it is clear beyond any reasonable doubt that the brain drain
effect is one of the issues that is being encountered in the entire healthcare sector. I fully agree
with this post when it clearly states that staffing of quite a number of physicians has proved to be
one of the most difficult tasks, this is as a result of the high physicians demand.
It is indeed true that the long term success that is associated with every health care
organization fully relies on the efforts of all the employees within the organization. I fully agree
with the post as it fully recommends that human resource managers needs to clearly come on
board in order for them to adequately perform various aspects of measurements together with
assessments that exists among the retiring work force. This is a post that is indeed helpful to the
human resource managers as it goes further to provide another adequate strategy that they can
always implement when it comes to the management of the entire retiring workforce where it
states that an appropriate selection of the individual should be carried out, most so the ones
without any performance problems. The post perfectly highlights one of the best
recommendations that aim towards bringing development within the work environment. In
conclusion, this is a post that should be with a lot of educative ideas with the potential of creating
awareness across large groups of individuals.

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RECRUITMENT AND RETENTION
Secondly, I fully agree with Jim’s post who clearly states that there is the need to clearly
implement human resource personnel for then to be able to work closely with nearly all the
senior leadership teams. Jim goes further to highlight some of the issues that are attached to
recruiting a more diverse kind of work force. It is indeed true beyond any reasonable doubt that
lack of various aspects of diversity is likely to hinder an appropriate performance of a given
organization. This post is important to individuals and organizations since it clearly postulates
that diversity include quite a number of issues that ranges from gender, ethnicity and even race.
Jim makes it clear by stating that various organizations must be ready to implement quite a
number of strategies to ensure that all groups of individuals are well represented within the entire
work force. What is more interesting about this post is that it clearly states that as far as
strategies of promoting diversity in a work place are concerned, if any given marketing team
appears to be responsible for various posts regarding the positions, then the entire team must try
as much as possible to be a diverse group of individuals. This is a post that has the potential of
adequately creating awareness across large populations of individuals irrespective of where they
are living.

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RECRUITMENT AND RETENTION
References
Alameddine, M., Khodr, H., Mourad, Y., Yassoub, R., & Abi Ramia, J. (2016). Health & social
care in the community, 24(3), 353-362.
Al Ariss, A., & Sidani, Y. (2016). Human Resource Management Review, 26(4), 352-358.
Townsend, K., & Wilkinson, A. (2010). Human Resource Management Journal, 20(4), 332-338.
Wilton, N. (2016). An introduction to human resource management, 8, 5-30.