5.17.23
对医疗云顶集团提供者的需求急剧上升,供应短缺迫在眉睫,这创造了一个候选人市场, 但是,在组织层面上,招聘工作的不协调可能会对候选人的经历产生不利影响, ultimately decreasing recruitment success. The onus is on hiring organizations to optimize the recruitment process.
以下是组织在招聘供应商时需要避免的七个常见陷阱.
1. Having Too Many Cooks in the Kitchen
Failure to determine who 应该 be involved in the recruitment process versus who simply 希望 to be involved often leads to delays and inefficient decision-making. 弄清楚谁需要在那里,并定义他们的角色和责任.
- 例如, 如果有许多候选人需要审查,首席执行官和首席营销官参加第一轮电话筛选面试是不可持续的.
- 类似的, 如果部门倾向于在没有影响的情况下对许多人进行面试或进行不必要的会议,则会降低面试过程的有效性.
在招聘的任何阶段,复杂或不明确的审批程序都会增加从候选人识别到签署offer的时间. 概述一个清晰的流程流并确定结构的例外情况(参见图1). This may vary by organization or candidate type, 但角色和决策过程的清晰衔接将防止代价高昂的失误.
2. Failing to Maintain Provider Relationships
组织往往不能与参加培训项目的提供者保持关系.g., graduate medical education, medical student/resident rotations) or have ties to the local community (e.g., alumni of local universities or secondary schools). 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, 鼓励培训项目负责人在潜在候选人完成学业后与他们保持联系. 建立一个正式的组织流程,跟踪过去或现在与当地有联系的个人, and develop a mechanism for staying in touch (e.g., an alumni newsletter, 或者一个关系管理项目,让领导者定期与潜在的候选人保持联系。).
同样的, 建立并保持与社区中学和本科生物医学项目的联系. 一个强大的招聘计划可以抓住这些项目的脉搏,并在候选人搜索过程中利用这些关系.
3. Advancing Unqualified Candidates
Your time is valuable, and so is your candidates’. 所以不要 把时间浪费在不符合要求的候选人通过招聘流程上 baseline requirements. Organizations often keep inappropriate candidates in the process far longer than necessary while waiting on better prospects. This frustrates 部门团队,他们认为招聘工作是无效的或让步的 不合格的前景,也会损害一个组织的声誉 gets around that candidates are being strung along unnecessarily.
Clearly define must-have requirements and criteria, and articulate them throughout the recruitment process—beginning with the job 发布. This 应该 give candidates a clear sense of whether they are qualified before initial contact. Releasing unqualified candidates politely, 有了清晰的解释,可以保持对组织的正面印象.
4. Getting the On-Site Interview Wrong
现场面试是一个向候选人推销你的组织和社区的机会. 对于候选人和他们的家人来说,这是一个设想他们未来角色的重要时刻. 这是 不 the time for tough grilling and detailed vetting; that 应该 happen before a candidate advances to an on-site interview. 关注这个机会是否适合每个人.
- Tailor interview schedules to each candidate.
- While meet-and-greets with critical decision-makers can be a high priority, 促进介绍具有相似背景和兴趣的供应商.
- Give candidates ample time to tour potential neighborhoods, gain an understanding of community amenities (e.g.,学校,文化和户外活动),并享受远离设施的时间.
The interview visit 应该 provide a sense of what life could look like, 以及候选人是否能获得这一点,可能会决定是或否.
5. Presenting the Offer Too Late
Moving slowly on good talent is a tried-and-true way to miss out on the right candidate. Be prepared to make an offer during the candidate’s on-site visit. This means completing reference checks and having 早在他们的飞机着陆之前,内部就已经审核并批准了薪酬 下来.
While preapprovals do 不 guarantee an offer will be made, having the option to present one immediately and in person makes a strong 印象. If there are several on-site interviewees to accommodate, work as 尽快安排来访,并与所有人设定跟进的最后期限 candidates for a final decision.
6. Not Providing Enough Onboarding Support
Recruiting does 不 end when the offer is signed. Several months typically pass between that day and a provider’s start date, and it is important to stay in touch. A warm and timely handoff to the onboarding specialist and hiring manager, with regular checkpoints prior to the start date, 保持沟通渠道畅通,创造机会提供安慰和支持.
入职并不仅仅是获得证书和提供第一天的培训. 其核心是, 它应该是关于为成功建立新的供应商,并可能在候选人到来后持续数月. Business cards 应该 be printed, lab coats stitched, and office signage updated before a provider’s first day. 他们的日程安排应该在他们到达前的几周向新患者开放, and they 应该 receive a provider mentor. Invite new providers to key networking events, introduce them to potential referral sources, and periodically check in to identify retention risks. 向他们展示你的公司是完全为他们的长期成功投资的.
Full onboarding includes 不 just professional connections, but also personal touches to ensure new providers quickly feel at home.
- Consider sending newly signed providers a subscription to a local magazine.
- Provide information about local events that will occur after their arrival.
- 提供与当地资源有意义的联系,候选人或他们的家人可以利用这些资源融入当地社区.
7. Allocating Inadequate Resources to the Recruitment Process
寻找合适的人才并提供高质量的招聘体验需要资源. 确保招聘团队人手充足,预算充足,以便:
- 获得访问临床云顶集团40011官网数据库和供应商招聘软件的候选人跟踪.
- Attend critical conferences for candidate prospecting.
- Invest in professional development.
- Advertise open positions.
When appropriate, 将困难的搜索外包给第三方公司,这些公司可以提供精准的工作,迅速缩小候选范围.
It is also important that recruitment 不 occur in a silo. 让招聘人员了解内部评估和战略规划举措,以了解招聘优先事项, 还有一些关键的信息,可以帮助向候选人“推销”一个机会. 保持健全的招聘基础设施有助于更快地完成搜索,缩短空缺职位的空缺时间.
Provider recruitment can be tedious and time-consuming, but a thoughtful approach can make your organization an employer of choice. Successful organizations solicit participation from a 招聘办公室以外的各种利益相关者——在适当的时候 the appropriate capacity. Making the process painless for candidates will improve the likelihood of attracting and retaining top-talent providers.
成功的组织会邀请招聘办公室以外的各种利益相关者参与.
Provider recruitment can be tedious and time-consuming, but a thoughtful approach can make your organization an employer of choice.
云顶集团编辑: 马特杂粮面包