Workers play a crucial role in the healthcare setting. Therefore, the ability to attract and retain existing employees is essential for healthcare progress. There is a direct relationship between the performance of an organizationand the motivation of employees (Papay& Kraft, 2016).It is critical that an organization, especially one operating in the healthcare sector understands that without workers are unable to attain their objective. Consequently, there is a need for an organization to preserve its employees asassets and its core.Therefore, the company should develop and implement a variety of strategies aimed at retaining and attracting employees. Most importantly, it should understand the needs and wants of employees, for instance, some workers need financial stability, career development, and job security among others.Healthcare professionals who are highly motivated have a high quality of service delivery. Since health is right, every person deserves quality medical care at affordable prices. However, challenges arise in attracting high-performing workers and making the process affordable to every player. A high-performance workplace ensures that the limited resources available are used effectively, and the policies of the organization are implemented well so that the company achieves its strategy and objective (Sellers et al., 2015). It is, therefore, the task of employers to focus on creating encouraging workplace experience to intensify the quality of healthcare delivery. Accordingly, this analysis examines the practices and strategies an administrator can use to attract and retain high-performing workers in the workplace.

Good Employment Practices

Different strategies can be put in place for fashioning a productive work environment for employees. Firstly, communication is an essential element for good employment practices (Peisert, 2016). The discussion of organizational policies will make workers become goal-oriented and keep them working for the objective of the clinic. Information sharing permits employees to raise concerns about their work experience and have a chance to learn new work practices. Secondly, there is a need for flexible working conditions for healthcare professionals. A medical center would require physicians who can have both time for work and family. Therefore, creating family-friendly policies will improve the morale of the employees. They will be retained for a long time. Thirdly, it is critical to gain help when they face family or social challenges (West & Blackman, 2015). The interplay of these factors discussed above is crucial in enhancing workplace relations, which are also important in retaining and attracting more employees.

Factors that Influence the Attraction of Physicians

In a study conducted by Yeager and Wisniewski (2017), the employment of medical professionals in a clinic is a process that needs attention and strategies that will enable the firm to attract the right employees. The objective of the study was to examine the decision of medical workers to be employed by a particular company. The researchers did a cross-sectional study whereby they examined nurses from the local public health departments within the U.S. Forty-seven states were involved in the study with 11,640 nurses responding to the research (Yeager & Wisniewski, 2017). Mean ratings were used to calculate the nurses’ decisions to accept and continue working for different clinics. The results of the research were as follows; more than 68% of the nurses pointed flexibility of work as an attractive feature for any employment opportunity (Yeager & Wisniewski, 2017). Further, they explained that family-friendly schedules that were flexible meant they had time for their social lives. Secondly, autonomy and employee empowerment accrued 20% of the respondents. Motivation to work and employer empowerment practices drove to the nurses to work hard and retain their jobs.

Moreover, the ability to innovate, focus on the mission of the organization, and the chance to invent and innovate took the third, fourth, and fifth positions respectively. The study concluded that employees’ factors influence their decision to begin and remain in the position of work depending on the provision of the specific aspects by the employer. The employer should consider workers’ factors that are critical to his or her sustainability in the workplace. Given the significance of having high-performing employees in a clinic, it is essential to create a flexible work environment that supports innovation and give workers the chance to grow with their families. The study had a large sample population, and it covered 47 states of the US (Yeager & Wisniewski, 2017). However, it focused on nurses, and there was no opinion from other medical professionals.

Training and continuing healthcare education are other essential factors that influence the attraction of employees. It can be achieved through continuous medical education CME.

In another study by Vidal-Salazar, Cordón-Pozo, and De la Torre-Ruiz (2016), having chances to train and educate healthcare providers can attract more employees and retain them. Forming local partnerships with colleges and universities will expand their opportunities to learn more from researchprojects and create room for healthcare-related study programs. In the same study, Vidal-Salazar et al. (2016) showed that young healthcare workers were demotivated due to a lack of opportunities to learn more from the medical field. The study also reinforced the importance of learning as pointed out by the previously discussed research. Moreover, recommendations that the Public Health Survey proposed revealed that employers were likely to retain the existing employee pool by having continuous medical education every week. In essence, having policies that encourage the participation of healthcare workers in an ongoing education is key to retaining them at the workplace.

High Involvement Work Systems (HIWS)

According to Crosby (2014), the performance of employees and their continued support of organizational objectives requires input in multiple levels of the organization. Here, the levels suggested include deployment, negotiation, motivation, recruitment, consultation, and termination of employment. Therefore, employers should use a worker-centered approach in recruiting and retaining employees. Employee satisfaction should be a priority. Consequently, there is a need to involve the employee in making organizational decisions and policies. The relationship between the worker and the employer is amplified. As a result, motivation is enriched, and each employee appreciates job satisfaction. Through HIWS, information sharing is heightened such that workers can raise concerns and share new ideas with the management. Timmermans et al. (2016) analyzed the effectiveness of HIWS. A comparison was made between having employees aligned with the objectives of the company and using the HIWS to measure output. The results showed that HIWS had more organizational output than goal-oriented practices and more people were retained in the workplace. Having a good work design, creating flexibility, having proper incentives, and training the personnel are antecedents of HIWS. In addition, HIWS leads to job satisfaction, organizational commitment, and more turnover intentions by the employees. Overall, the workers’ perceptions of a firm’s attractiveness and subsequent commitment to work for the organization is enhanced.

The Cost of Attracting New Employees

Hiring costs for workers vary from one organization to another. The variations depend on the company’s objectives and resources available to sustain the employees. In the clinic, there is a gap for five primary care physicians. The cost of recruiting the five members of the staff depends on the ability to reward them well and ensure that their output matches their rewards. Firstly, the payments terms will be based on the number of hours of doing quality work within the organization. Therefore, salaries paid to workers will vary as there is no retainer or standard pay.  Notably, primary care physicians will be tasked with different roles and responsibilities. Consequently, the pay will be dependenton the roles they play in the clinic. As previously stated, the roles and duties of each of the employees will differ; hence, they will require varying skills. It is critical to note that variation in skill results in variation of salaries. The costs will depend on the academic qualifications of the individuals which will also translate into their respective roles in the organization. The calculation of payment for every hour spent doing constructive work is key to enhancing accountability within the organization (BIKA, 2018). Secondly, there is a need to consider motivational factors for the employees. Monetary motivation implies that people can be rewarded for their innovation and any quality of contribution to the clinic. Motivational costs will emanate from the clinic budget that it sets aside every month. The motivation money will depend on the level of input other than the organizational ranking. Indeed, motivation is key to enhancinginnovation and creating a workplace competition that improves productivity.

However, the motivations costs should not be  distributed continuously; instead, the activity can be carried out annually. The prices for motivation will range between $1000 to $5000. Increasingly, transport and house allowances are other costs that the firm is likely to incur in the hiring of the five employees. Provision of housing and transport allowance is a strategy meant to retain more personnel. All employees are subject to house and transport allowance. The chairperson of the department will receive a $5,000 house and transport allowance every six months. Moreover, the cost of these allowances is bound to increase inthe case of economic shifts and changes.

Cost Factors to Consider when Hiring Employees

Medical facilities incur some costs when hiring workers. Firstly, there is a consideration for the job board fees (West & Blackman, 2015). It is the cost that a firm will use for advertising the vacancy. The prices will vary depending on the consultant agency. The organization also has an option of undertaking the recruitment process on its own. Given that, it should evaluate which of the two options is more cost effective. It is recommended that the company outsources the services of a professional human resource agency to undertake the recruitment process on its behalf at a cost. The option of a human resource agency reduces the cost of advertising and recruiting qualified employees. However, it is essential to use an affordable company widely accessed to many people. The display for the job openings will last for about one month before the actual recruitment process. Secondly, there are fees for companies that will offer pre-employment tests. These firms are healthcare related organizations with qualified physicians who will conduct a review of the applicants. Companies consider the costs for the activity in the hiring plan.

Moreover, the cost of organizing the recruitment day is critical to think about. Firms factor in the expenses of conducting interviews and the provision of stationery in the process of recruitment. Among the mentioned factors, it is vital to look into affordability and effectiveness. Therefore, any move should be cost efficient to ensure the firm achieves the goal in the process.

Internal recruitment costs are also crucial to consider. These fees are not strictly set; instead, they are customized to an individual’s work role. The total cost of the recruitment will depend on the average cost per hire and the cost of projected internal and external expenses. Based on the size of the clinic, it will incur more charges in monthly salaries and allowances than the recruitment process. The attraction of new talents will be expensive due to the various advertisement is social platforms.

De Bruijn-Geraets, Van Eijk-Hustings, and Vrijhoef (2014) conducted a study in the Netherlands to determine how sustainable employment of healthcare physicians would be enhanced. The objective of the research was to determine the initial employment of physicians for patient care and sustaining them in their positions. It was a qualitative study that involved the use of interviews to obtain responses from the physicians’ employers. The researchers sampled different medical specialties. In addition, they followed recently graduated individuals throughout the study period for their job satisfaction and their will to continue working in the wards. The study, which lasted for one year, involved more than 57 healthcare facilities within the country. The interviews were then analyzed and the results were as follows.

The physicians’ employers reported that incentives and resources were critical in motivating them to work for the hospitals. The employees of the hospitals considered the following factors as key to consider during the hiring process. Firstly, the availability of resources was key to determining the remuneration process of the employees. Secondly, the physicians reported that initial recruitment costs were lesser than the sustainability costs. Moreover, the study found out that motivational expenses are crucial to creating a competitive environment in the hospital setting. Innovation and inventions were enhanced in healthcare facilities that were constantly motivating their workers. The researchers concluded that the initial recruitment costs in the Netherlands were dependent on the organizational resource pool, and the sustainability of the employees depended on the motivation level of the healthcare facilities. In essence, when hiring for the clinic, I will consider resources and then create a rewards system that encourages innovation and invention.

Chart 1. The Clinic Staff

The staff will be composed of the Medical superintendent who is responsible for the management of other staff members. The senior physician will coordinate the running of the wards while the general physician will attend to all presenting complaints. The paediatric physician will be responsible for childhood diseases. However, all physicians will participate in ward rounds and consultation by the public. Their salaries will vary depending on the role they play in the management of the clinic.

References

BIKA N. (2018, October 22). Recruiting Costs: Budget and Cost per Hire | Recruiting Metrics FAQ. Retrieved from https://resources.workable.com/tutorial/faq-recruitment-budget-metrics

Crosby, D. H. (2014). Improving Employee Retention in the Public Sector by Increasing Employee Engagement. SSRN Electronic Journal. doi:10.2139/ssrn.2555709

De Bruijn-Geraets, D. P., Van Eijk-Hustings, Y. J., &Vrijhoef, H. J. (2014). Evaluating newly acquired authority of nurse practitioners and physician assistants for reserved medical procedures in the Netherlands: a study protocol. Journal of Advanced Nursing, 70(11), 2673-2682. doi:10.1111/jan.12396

Papay, J. P., & Kraft, M. A. (2016). The Productivity Costs of Inefficient Hiring Practices: Evidence From Late Teacher Hiring. Journal of Policy Analysis and Management, 35(4), 791-817. doi:10.1002/pam.21930

Peisert, J. (2016). Engagement and Retention: Essentials of Employee Care. Handbook of Human Resources Management, 699-726. doi:10.1007/978-3-662-44152-7_54

Sellers, K., Leider, J. P., Harper, E., Castrucci, B. C., Bharthapudi, K., Liss-Levinson, R., … Hunter, E. L. (2015). The Public Health Workforce Interests and Needs Survey. Journal of Public Health Management and Practice, 21(2), S13-S27. doi:10.1097/phh.0000000000000331

Timmermans, M. J., Van Vught, A. J., Maassen, I. T., Draaijer, L., Hoofwijk, A. G., Spanier, M., … Laurant, M. G. (2016). Determinants of the sustained employment of physician assistants in hospitals: a qualitative study. BMJ Open, 6(11), e011949. doi:10.1136/bmjopen-2016-011949

Vidal-Salazar, M. D., Cordón-Pozo, E., & De la Torre-Ruiz, J. M. (2016). Flexibility of benefit systems and firms’ attraction and retention capacities. Employee Relations, 38(4), 487-504. doi:10.1108/er-07-2015-0152

West, D., & Blackman, D. (2015). Performance Management in the Public Sector. Australian Journal of Public Administration, 74(1), 73-81. doi:10.1111/1467-8500.12130

Yeager, V. A., & Wisniewski, J. M. (2017). Factors That Influence the Recruitment and Retention of Nurses in Public Health Agencies. Public Health Reports, 132(5), 556-562. doi:10.1177/0033354917719704

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