Recruitment process for staff Nurse

INTRODUCTION

The human resources of any hospital organization constitute one of its most important assets.
Its success and failures arc largely determined by the calibre of its work force (including
nurses and doctors) and the efforts it exerts. Therefore, the policies and methods the hospital
adopts, to meet its manpower needs are of vital importance. The first responsibility of the
nurse administrator in relation to staffing is to assess the availability of nursing staff for
patient care. The administrator should be familiar with, and use of every possible source to
recruit the tyre and number of personnel needed for quality patient care. The number and type
of nurses required for a hospital depends upon many factors. The need for additional nurses
are influenced by nurses turn over, nature of present staff, and rate and growth of hospital
organization. A high rate of turnover of nurses are caused by voluntary quits, retirements,
foreign job attraction, early marriages and motherhood. Increasing specialization in medical
field demands specialized nursing skills. Thus the institution requires specialized nurses or
nurses who are required to undergo special training in clinical speciality. If the institution is
unable to provide training, applications are invited for new recruitment. We know these days’
hospital services are expanding and extending. Advancement in technology, automation,
mechanization and other modem amenities makes health care industry more commercial and
competitive. In order to compete in health care system, the administration seeks good nurses
and doctors to meet all challenges. The knowledge needed by a nurse today is vastly different
from that called for only few years ago. She is required to master all intricate body of
knowledge beyond the immediate concerns of nursing and to make independent judgement
about patient and health services.

RECRUITMENT PROCEDURE

Definition of Recruitment

1. It is a process of searching for perspective employees and stimulating them to apply for
jobs in the organization. It is often termed "positive" in the sense that the objective is to
increase the selection ratio, that is the number of applicants per job opening.

2. Recruitment is a process in which the right people for the right job are procured.
3.Recruitment is to create a large pool of people who are available and eligible to perform a
specified job.
4. Recruitment is a process to discover the sources of manpower to meet the requirements of
the staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force.

Purpose of Recruitment

The main purpose of recruitment function is to seek out, evaluate and obtain commitment
from an employee, and to place and orient to fill positions required for the successful conduct
of work in an organization.

 Attract and empower an ever increasing number of applicants to apply in the

organization.
 Build positive impression of the recruitment process.
 Create a talent pool of candidates to enable the selection of best candidates for the
organization.
 To attract and engage people it needs to achieve its overall organizational objectives
 Increase the pool of job candidates at minimum cost.
 Recruit right people who will fit in to organizations culture and contribute to
the organizations goals.
 Determine Current and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
 It Help upwards the achievement rate of choice process by diminishing number of
unmistakably under-qualified or overqualified work candidates.
 It Help decrease in the likelihood that activity candidates once enlisted and chose
will leave the organization after a brief time frame.
 Meet the organizations lawful and social commitments with respect to the synthesis of
its workforce.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increment organization and individual effectiveness of different selecting systems
temporarily and long haul.

 Evaluate the effectiveness of various recruiting technique and sources for all types of job
applicants.
Sources of Employees

Once a determination of manpower requirement has been made, the recruitment process
begins. The Director of nursing or nursing superintendent must know the quality of nursing
staff required as well as the number of nursing staff required, needed categorically. Job
design and analysis are the basic processes that provide information leading to the
establishment of standards regarding the quality. The immediate result of the process is the
creation of job description (standard of function) and a job specification (standard of
personnel). This should be prepared in advance and is essential to measure the applicant for
job. The second major question concerning manpower requirement is that of specifying the
number of each type of personnel needed. This include long term and short prediction. As a
nurse administrator you must know the number of nurses you have at present, how many
more required for next two years from now and next five years from now. That means, you
must make a master plan for requirement of nurses for five years.

Sources of employees can be classified into two types:

1) Internal (Indirect or within the organization)

2) External (Direct or from outside organization)

Both the methods have their advantages and disadvantages.

Internal sources

Internal sources include present employees, employee referrals, former employee and former
applicants. Present employees: promotion and transfers from among the present employees
can be good source of recruitment. Promotions to higher positions have several advantages.

They are:

o It is good public relations

o It builds morale

o It encourages competent individuals who are ambitious o It improves the probability of a

good selection, since information of the candidate is readily available

o It is less costly

o Those chosen internally are familiar with the organization. However, promotions can be
dysfunctional to the organization as the advantage of hiring outsiders who may be better
qualified and skill is denied. Promotions also results in breeding which is not good for the
organization.

Another way to recruit from among present employees is the transfer without promotion.
Transfers are often important in providing employees with a broad based view of the
organization, necessary for the future.

Employee referrals: this is the good source of internal recruitment. Employees can develop
good prospects for their families and friends by acquainting with the advantages of a job with
the company, furnishing cards introduction and even encouraging them to apply. This is very
effective because many qualified are reached at very low cost.

Former employees: some retired employees may be willing to come back to work on a
parttime basis or may recommend someone who would be interested in working for the
company. An advantage with these sources is that the performance of these people is already
known.

Previous applicants: although not truly an internal source, those who have previously applied
for jobs can be contacted by mail, a quick and inexpensive way to fill an unexpected opening.

Advantages:

 It is less costly

 Organizations typically have a better knowledge of the internal candidates ‘skills and
abilities than the ones acquired through external recruiting.

 An organizational policy of promoting from within can enhance employees ‘morale,

organizational commitment and job satisfaction.

Disadvantages:

 Creative problem solving may be hindered by the lack of new talents.

 Divisions complete for the same people

 Politics probably has a greater impact on internal recruiting and selection than does
external recruiting.

Recruitment of Nursing Personnel from Internal Source

As we have seen, there are two sources from where we can recruit nurses: It. depends upon
the institution or Government policy of the source from which one should recruit nurses. As
vacant position occurs within the nursing service department, it must be determined whether
they will be filled from within the department or whether the new personnel will be recruited
from outside. A policy that encourages promotion from within the department tends to
enhance the morale of staff. Most nurses expect advance positions offering higher salary and
status during their work careers. As one moves into higher level position, this results in a
succession of advancement for other employees. Of course promotion may prevent. the
introduction of new ideas and knowledge within, an organization and perhaps perpetuate
outdated practices. If the internal recruitment is a policy of the institution, the nursing
Director/ Superintendent announces the vacancy position on bulletin boards and the
employees who feel qualified and eligible are invited to apply. Nursing vacancies can also be
announced in departmental meetings. If the recruitment is controlled by the State
Government, it is the responsibility of the Director of nursing services working at the state
level to take care of recruitment procedures. A master plan for five years is to be prepared as
well, inviting quarterly statement of number of nursing personnel working in hospitals under
state Government. A selection committee is established for direct recruitment, consisting of
Director General of health services or any medical person who is authorised by Director
General, Joint Director of nursing or the person who is holding the highest position in nursing
at Directorate of health services and other nursing personnel who is in position at the state
level. The committee prepares a list of candidates according to seniority and satisfactory
confidential report. Recruitment by promotion is made subject to the rejection of unfit. The
appointing authority prepares a list of eligible candidates arranged in order of seniority and
place it before the selection committee along with their character rolls and such other records
pertaining to them as may be considered proper

External sources:

Sources external to an organization are professional or trade associations, advertisements,

employment exchanges, college/university/institute placement services, walk-ins and writer-
ins, consultants, contractors.
 Professional or trade associations: many associations provide placement services for their
members. These services may consist of compiling seekers ‘lists and providing access to
members during regional or national conventions.
 Advertisements: these constitute a popular method of seeking recruits as many recruiters;
prefer advertisements because of their wide reach. For highly specialized recruits,
advertisements may be placed in professional/ business journals. Newspaper is the most
common medium.
 Employment exchange: Employment exchanges have been set up all over the country in
deference to the provisions of the Employment exchanges (Compulsory Notification of
Vaccination) Act, 1959. The Act applies to all industrial establishments having 25
workers or more. The Act requires all the industrial establishments to notify the vacancies
before they are filled. The major functions of the exchanges are to increase the pool of
possible applicants and to do preliminary screening. Thus, employment exchanges act as
a link between the employers and the prospective employees.
 Campus recruitment: colleges, universities and institutes are fertile ground for
recruitment, particularly the institutes. Walk-ins, write-ins and Talk-ins: write-ins those
who send written enquire. These job-seekers are asked to complete applications forms for
further processing. Talk-in is becoming popular now-in days. Job aspirants are required to
meet the recruiter (on an appropriated date) for detailed talks. No applications are
required to be submitted to the recruiter.
 Consultants: ABC consultants, Ferguson Association, Human Resources Consultants
Head Hunters, Bathiboi and Co, Consultancy Bureau, Aims Management Consultants and
The Search House are some among the numerous recruiting agents.
 Contractors: Contractors are used to recruit casual workers. The names of the workers
are not entered in the company records and to this extent, difficulties experienced in
maintaining permanent workers are avoided. Radio Television: International Recruiting:
Recruitment in foreign countries presents unique challenges recruiters. In advanced
industrial nations more or less similar channels of recruitment are available for recruiters.

EXTERNAL SOURCES OF RECRUITMENT

1) Advertisement in leading newspapers.

2) Employment exchange.
3) Suggestions from present employee.
4) Nursing Schools and Colleges.
5) Nurses association.
6) Casual applicants.
7) Professional journals/magazines.
8) Vocational guidance centres

SOURCES OF RECRUITMENT
Theatre Supervisor By promotion 'from amongst Ward Masters and Ward
Sisters who have put in a minimum five years’ service as
such on the basis of seniority subject to rejection of unfit.
Public Health Nurse Tutors By promotion from amongst sisters possessing a
Diploma in P.H. Nursing awarded on the basis of
seniority, subject to rejection of unfit.
ward Sisters By promotion from amongst the staff nurses who have
put in five years’ service as such on the basis of seniority
subject to rejection of unfit.
Staff Nurses By direct recruitment from amongst s nurses and
midwives who possess diploma in medical and surgical
nursing and diploma in midwifery awarded or recognized
by DHS/ State Medical Faculty and who are registered
with State Nursing Council.

RECRUITMENT PROCESS / STEPS:

As was stated earlier, recruitment refers to the process of identifying and attracting job
seekers so as to build a pool of qualified job applicants. The process comprises five inter-
related stages, via:

Planning

Strategy development

STEPS
 Searching

Screening

Evaluation & Control

Recruitment planning

Recruitment planning is the first step of the recruitment process, where the vacant positions
are analyzed and described. It includes job specifications and its nature, experience,
qualifications and skills required for the job, etc.
A structured recruitment plan is mandatory to attract potential candidates from a pool of
candidates. The potential candidates should be qualified, experienced with a capability to
take the responsibilities required to achieve the objectives of the organization.

Identifying Vacancy

The first and foremost process of recruitment plan is identifying the vacancy. This process
begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains −

 Number of posts to be filled

 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-time, etc.
These parameters should be evaluated before commencing recruitment. Proper identifying,
planning and evaluating leads to hiring of the right resource for the team and the
organization.

Job Analysis

Job analysis is a process of identifying, analyzing, and determining the duties,

responsibilities, skills, abilities, and work environment of a specific job. These factors help
in identifying what a job demands and what an employee must possess in performing a job
productively.
Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the job relatedness of employment procedures such as
selection, training, compensation, and performance appraisal.
The following steps are important in analyzing a job −

 Recording and collecting job information

 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.

Job Description

Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process.
Job description provides information about the scope of job roles, responsibilities and the
positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities.
Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs

 Placing and orientation of new resources
 Promotions and transfers
 Describing the career path
 Future development of work standards
A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position

 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards

Job Specification

Job specification focuses on the specifications of the candidate, whom the HR team is going
to hire. The first step in job specification is preparing the list of all jobs in the organization
and its locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −

 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications
A job specification document provides information on the following elements −

 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career

Job Evaluation

Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job commands how
much pay. There are several methods such as job grading, job classifications, job ranking,
etc., which are involved in job evaluation. Job evaluation forms the basis for salary and
wage negotiations.
Recruitment Strategy
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and
job specifications, the next step is to decide which strategy to adopt for recruiting the
potential candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points −

 Types of recruitment
 Geographical area
 Recruitment sources
The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −

 Setting up a board team

 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
  Setting the recruitment strategy

Screening / Shortlisting
Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps −

Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In this
process, after the resumes are screened, the candidates are contacted through phone or video
by the hiring manager. This screening process has two outcomes −
 It helps in verifying the candidates, whether they are active and available.
 It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −

 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate
Evaluation and Control
Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process; hence it is important that the performance of the recruitment process is
thoroughly evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −
 Salaries to the Recruiters
 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process
 Time spent by the Management and the Professionals in preparing job description,
job specifications, and conducting interviews.

RECRUITMENT OF STAFF NURSE

Vacancy analysis

Approval of government of Maharashtra for recruitment

DMER DHS
 Advertisement Advertisement

CWT examination Examination

Declaration of result Declaration of result

Declaration of result

Merit list Merit list

Preference form filing by candidate

and Document verification Shortlisting

Shortlisting of candidate
Document verification and
medical examination

Medical Examination

Selection

Selection