Published on

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. Nursing Recruitment
  2. 2.  At the end of this presentation each student will be able to:      
  3. 3. Any hospital as an organization has a significant problems regarding manpower, like nursing turnover, nursing burnout; which may lead to critical shortage in nursing staff . Nursing staff can be the most important agent in building a successful health care delivery. Therefore it is important to recruit good nurses who are right for the job To create a good team, you need to recruit carefully. Define the role you are recruiting for precisely; take a systematic approach to finding the right person; construct an attractive package with a fair yet tight contract; and offer structured induction and training
  4. 4. refers to the process of sourcing, screening, and selecting people for a nursing job or vacancy within an organization. (Wikipedia) Now, We can begin in through the recruitment process as recruiters (searching for nurses) or as a candidates (searching for a job). Candidate Recruiter
  5. 5. Throughout the recruitment process there are number of ways in which you can identify and recognize the potential skills of the candidates to match job requirements. I divided here in to “two main tests” measuring deferent personality skills. Psychometric Tests Interview
  6. 6. There are many different types of psychometric tests. They are usually designed by psychologists and provide additional information about the candidates. Recruiters use them as they are believed to offer greater objectivity, reliability and validity than interviews. The tests are standardized which means that all applicants sit the same assessment and are scored according to the same criteria.
  7. 7. Ability or aptitude tests • Are timed • Consist of short answer and multiple choice questions • Have separate answer and question sheets • Have one right answer • Have questions which become progressively more difficult • Need speed and accuracy. Personality questionnaires • Are un-timed, but you should still work quickly, you don’t need to ponder over each question • Have no right or wrong answers • Are forced choice, that is select answer A or B • Claim to be able to pick up inconsistencies and faking
  8. 8. Good interview should be structured
  9. 9. The key to successful recruitment is having clear objectives and a consistent technique for assessing candidates. A vital part of this process is the interview. When face to face with candidates, you need to: 1. Promote the business to attract the best candidate for the job. 2. Assess how far their qualifications match the job. 3. Find out more about the candidates in terms of their education, work history, career goals, aspirations, and hobbies, and how all these show they are suitable for the role. 4. Discover as much as you can about their personality, attitudes and how they will fit into the organization.
  10. 10. Welcome the interviewee with a warm handshake and initiate some small talk to put them at ease. Offer them a drink. Give general information about the organization and its aims, and outline the particular position on offer. Keep it short – you can expand later if you feel the candidate is suitable. Using their CV as a prompt, find out more about the candidate’s background. Ask leading questions, listen carefully without interrupting, and let them sell (or hang) themselves. Find out why they want to leave their current job if they have one.
  11. 11. If impressed so far, explain the job in more detail; how it fits in with the objectives of the company, the responsibilities involved, the development potential, the pay package and other benefits. Ask candidates if they have any questions. Ask for their reactions to your proposal. Find out whether they can start within your ideal timeframe or, if not, when. Summarize what’s been said and clarify any grey areas. Ask if they still want to be considered. Explain how the next contact will be made.
  12. 12. 1. Don't hesitate to give practical tests to confirm IT, book-keeping and other verifiable essential skills. 2. Test knowledge where possible. For example, if the candidate claims specialist knowledge, check it. If they say they have good computer skills, you need to know if they used them in their day-to-day job or if they’ve just gone on a two-day course. 3. Check the reasons behind any long gaps in their work record. 4. Before you offer any position, obtain and follow up references.
  13. 13. Be aware of the main reasons for bias when making your final choice and try to avoid them: Not selecting someone because you believe they will not be suitable for the job based on their race, gender, physical disability, religion or marital status is discriminatory. This is attributing strengths to people that don’t apply, for example she must be a good candidate because she comes from Essex and the last person I employed from Essex was brilliant. Choosing someone who is similar to the person currently doing that job.
  14. 14. 1. Gathering your facts about who you are meeting (name and title), date, time and place of the meeting, and pertinent details about the organization or department in which you are seeking employment. 2. Getting mentally ready, being positive, and confident and relaxed 3. Preparing physically, adequate sleep prior to the big day, a clean well-groomed appearance and appropriate clothing. This is not the day to eat onions at breakfast!
  15. 15. Remember !!
  16. 16.  Double check the time of your appointment. Plan to arrive 5-10 minutes before your scheduled appointment. Don’t be too early; it doesn’t look good to loiter in the lobby for half an hour !  Bring extra copies of your resume with you. Have your reference list available.  Look sharp! Clean, pressed clothing and impeccable grooming from head to toes will tell an employer a lot about you.  Be confident, show enthusiasm, smile, be yourself. Give a firm handshake and maintain eye contact. No fidgeting !  Be sincere and pleasant, but don’t be informal. Remember, this person will be your employer, not your pal !  Take the time to plan your response before answering a question. Ask for clarification if you don’t understand something. Be honest and if you don’t know an answer, say so.  At the end of the interview, thank the employer and ask what the next steps are (i.e. when might you expect to hear back from them)
  17. 17. A letter of thanks should be sent after every job interview. A follow-up telephone call may also be appropriate unless the employer has emphatically said not to call. Regardless, be prepared for one of the following to happen, either you will be offered the position or you won’t. If you are offered the position, re-evaluate the job to be certain it’s the right one for you and then make your decision. If you are not offered the position, be professional and thank the employer for considering you. Invite them to call upon you again if another position becomes available.
  18. 18. References • Bloch, Deborah P., Ph.D., How to have a winning Job Interview, Illinois: NTC Publishing Group,1996 •Donner, Gail J. RN PhD and Wheeler, Mary M. RN Med., Taking Control of Your Career and Your Future, Canadian Nurses Association, 1998 •Faux, Marian, The Complete Resume Guide, 4th Ed. New York: Prentice Hall, 1992 • Management Principles for Health Professionals By Joan Gratto Liebler 5th Edition
  19. 19. Thank you