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  1. Employee Selection and Recruitment

    Paper Details    
    The paper has to be in three parts.
    1 Introduction
    2. Significance of the topic (based on literature on employee selection and recruitment and its relevance to interprofessional leadership)
    3. Review of literature on employee recruitment and selection (current best practices, positive or negative impact on leadership or health care organizations, etc.)


Subject Employment Pages 4 Style APA


Employee Selection and Recruitment


According to Fried & Fottler (2008), healthcare is a labor-intensive industry that relies heavily on an extensive workforce. An integral part in delivery of healthcare is the interaction between healthcare providers and consumer. Consequently, selection and recruitment of employees is a crucial process in health care organizations. It is especially important inter-professional teams as they offer unique challenges and opportunities in healthcare delivery. Inter-professional teams have multiple skills and are experts in different areas. As a result, patient care becomes a more holistic, effective and seamless process (Martin& Rogers, 2004). Most employees in health care organizations are at one point going to be part of an inter-professional team. Such teams require leaders with specific skills to effectively achieve their goals.  In view of this, the selection and recruitment of employees should be done while considering its effect on inter-professional leadership.

Significance of the Topic

Since teamwork in healthcare is inevitable, selection and recruitment of employees should be carried out with future inter-professional interaction in mind. As such, a candidate should demonstrate ability to work in an inter-professional team. Martin& Rogers (2004) argue that an inter-professional team has similar attributes to a “multicultural environment in which the unique cultures of professions, departments, agencies and disciplines come together for a common purpose”. 

There are different factors that are considers when planning the selection and recruitment of individuals in healthcare organizations. The first factor is the aim of the organization. This should be in line with what it aims to achieve (Fried & Fottler, 2008). A position may arise either due to the exit of an employee or creation of a new position. In both cases, selection should be based on skills, competencies, experience and education levels of the candidates and how they fit the position (Arthur, 2001). Recruitment can be internal or external. Dussailt and Franceschini (2006) indicate that unavailability of internal or external candidates who reside near the organization will necessitate the evaluation of the financial implication that will be as a result of attracting the right candidates that are far.


An inadequate recruitment and selection process can result in hiring the wrong candidates, high turnover rate and unmotivated employees all which makes the job of a leader trying to manage such a group harder.  By effectively managing their human resources, healthcare organizations can acquire a competitive advantage (Fried & Fottler, 2008).

Current best practices in recruitment and selection include the use of technology to lower cost; improve quality of candidates, better business performance and increase efficiency in the process. One of the ways of using the technology is by creating career websites. To get the best out of such websites, it is important to provide confidentiality and privacy, keep track of candidate information, modify online application by prescreening candidates, indicate the organization’s culture, highlight urgent jobs and enable job searches (Oracle, 2013).

Due to competition in the health care industry and a shortage of skilled workforce, employees are now able to be selective in choosing a place to work (Martin et al, 2010). The younger generation consisting of individuals below 30 years is more aggressive in seeking fulfilling jobs and career development. As a result, the recruitment and selection process is also continuously changing to accommodate the changing environment (Arthur, 2001). A successful process will produce a workforce that is competent and with the help of good leadership achieve the organizational goals. Sewdas et al.’s (2017) study employed, there are very little room for generalizing the study’s findings.  


Arthur, D. (2001). The employee recruitment and retention handbook. New York: AMACOM.

Dussault, G., & Franceschini, M. C. (2006). Not enough there, too many here:

understanding geographical imbalances in the distribution of the health workforce. Human Resources for Health, 4, 12. http://doi.org/10.1186/1478-4491-4-12

Fried, B., & Fottler, M. D. (2008). Human resources in healthcare: Managing for

success. Chicago: Health Administration Press.

Martin, V. & Rogers, A. (2004). Leading Interprofessional Teams in Health and Social

 Care. London: Routledge.

Martin, M., Whiting, F., & Jackson, T. (2010). Human resource practice. London:

Chartered Institute of Personnel and Development.

Oracle. (2013). Best Practices for Recruiting the Best Talent (p. 11). California:

Oracle Corporation. Retrieved from http://www.oracle.com/us/products/applications/human-capital-management/talent-mgmt-rec-best-practices-2157035.pdf




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