![组织在供应商招聘网络中失败的7种方式](/Areas/CMS/assets/img/blank.gif)
The skyrocketing demand for providers and looming supply shortages have created a candidates’ market, but poor coordination of recruitment efforts at the organization level can have a detrimental impact on the candidate experience, 最终降低招聘成功率. 招聘机构有责任优化招聘流程.
Below are seven common pitfalls that organizations need to avoid when recruiting providers.
1. 厨房里的厨师太多
无法确定是谁 应该 参与到招聘过程中来,而不是简单的谁 希望 参与往往会导致延误和低效的决策. Figure out who needs to be there, and define their roles and responsibilities.
- 例如, it would be unsustainable for the CEO and CMO to participate in first-round telephone screening interviews if there are numerous candidates to vet.
- 类似的, a departmental preference that an interview visit include many individuals without influence or involve unnecessary meetings can decrease the effectiveness of the process.
Complicated or unclear approval processes at any stage of recruitment can increase the time from candidate identification to signed offer. Outline a clear process flow and identify exceptions to the structure (see figure 1). 这可能因组织或候选人类型而异, but clear articulation of roles and decision processes will prevent costly missteps.
2. 未能维护提供商关系
Organizations often fail to maintain relationships with providers who have participated in training programs (e.g., 医学研究生教育, 医学院学生/住院医师轮转)或与当地社区有联系(例如.g.、本地大学或中学校友). Don’t rely on providers and service line managers to maintain those relationships; many are too busy to develop their own networks.
而不是, encourage training program leaders to remain connected with potential candidates as they complete their education. Establish a formal organizational process for tracking individuals with past or present local ties, 并建立一种保持联系的机制.g., 校友通讯, or a relationship stewardship program in which leaders are assigned to periodically touch base with potential candidates).
同样的, establish and maintain linkages with biomed programs in secondary and undergraduate programs in your community. A strong recruitment program has its finger on the pulse of such programs and can draw on these relationships during candidate searches.
3. 提拔不合格的候选人
你的时间很宝贵,你的候选人的时间也很宝贵。. 所以不要 waste it by moving candidates through the recruitment process when they don’t meet 基线需求. 组织经常把不合适的候选人留在 等待更好的前景的过程比必要的时间长得多. 这使 department teams, who feel that recruitment efforts are ineffective or yielding unqualified prospects, and can also harm an organization’s reputation if word 让人觉得候选人被不必要地牵着走.
明确定义必须具备的需求和标准,以及 在整个招聘过程中,从工作开始,清晰地表达出来 发布. 这应该能让候选人清楚地知道自己是否称职 初次接触前合格. 礼貌地释放不合格的候选人; with a clear explanation, can maintain positive 印象s of the organization.
4. 错误的现场面试
The on-site interview is an opportunity to sell your organization and your community to a candidate. It is an important time for candidates and their families to envision their future role. 这是 不 the time for tough grilling and detailed vetting; that 应该 happen before a candidate advances to an on-site interview. Keep the focus on whether the opportunity will be a good fit for everyone involved.
- 为每位候选人量身定制面试时间表.
- 而与关键决策者的会面和问候可能是重中之重, facilitate introductions to providers with similar backgrounds and interests as well.
- 给候选人充足的时间参观潜在的社区, 了解社区设施(例如.g., schools, cultural and outdoor activities), and enjoy time away from the facility.
面试应该让你对未来的生活有一种感觉, and whether a candidate garners that can make the difference between a yes and a no.
5. 报价太迟
慢慢培养优秀人才是行之有效的方法 错过了合适的候选人. 准备好在面试期间提出报价 候选人现场参观. 这意味着完成背景调查,并拥有 compensation internally reviewed and approved long before their plane touches 下来.
虽然预先批准并不能保证要约会被提出, 如果你可以选择立即和亲自提出一个建议,这将使你更有说服力 印象. 如果现场有几个面试者要安排,就当 quickly as possible to schedule visits, and set a follow-up deadline with all 候选人待最后决定.
6. 没有提供足够的入职支持
聘书签署后,招聘并没有结束. 从这一天到提供商的开始日期通常要经过几个月的时间, 保持联系是很重要的. 热情而及时地向入职专家和招聘经理交接工作, 在开始日期之前有固定的检查点, keeps lines of communication open and creates opportunities to provide reassurance and support.
Onboarding isn’t just about getting credentialed and providing a first-day orientation. 其核心是, it 应该 be about setting up new providers for success and may continue for months following a candidate’s arrival. 名片应该打印出来, 实验室大褂已缝好, 在供应商第一天上班之前,办公室的标识就更新了. Their schedule 应该 be opened to new patients in the weeks leading up to their arrival, 他们应该得到一个供应商的指导. 邀请新的供应商参加重要的网络活动, 把他们介绍给潜在的推荐人, 并定期检查以确定保留风险. Show them that your organization is fully invested in their long-term success.
全面入职不仅包括职业关系, 但也有个人的接触,以确保新的供应商很快就有宾至如归的感觉.
- 考虑向新签署的提供程序发送对本地杂志的订阅.
- 提供他们到达后将发生的当地事件的信息.
- Offer meaningful connections to local resources that the candidate or their family can use to immerse themselves in the local community.
7. 分配给招聘程序的资源不足
Sourcing the right talent and providing a quality recruitment experience requires resources. Ensure the recruitment team is sufficiently staffed and given sufficient budgets to:
- Obtain access to clinician databases and provider recruitment software for candidate tracking.
- 参加重要会议以寻找候选人.
- 投资于专业发展.
- 发布招聘广告.
在适当的时候, outsource difficult searches to third-party firms that can provide laser-focused efforts to quickly narrow candidate pools.
同样重要的是,招聘不能在孤立的情况下进行. Give recruiters access to internal assessments and strategic planning initiatives that inform recruitment priorities, along with critical information that can help “sell” an opportunity to a candidate. Maintaining a robust recruitment infrastructure facilitates more rapid search completion and shorter vacancy times for unfilled positions.
提供商招聘可能会很乏味 虽然耗时,但深思熟虑的方法可以让你的组织 选择雇主. 成功的组织会邀请a的参与 variety of stakeholders beyond the recruitment office—at the right time and in 适当的容量. 让应聘者在这个过程中不痛不辣 提高吸引和留住顶尖人才的可能性.
成功的组织会邀请a的参与 variety of stakeholders beyond the recruitment office.
提供商招聘可能会很乏味 虽然耗时,但深思熟虑的方法可以让你的组织 选择雇主.
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2023年5月17日出版