Given the sensitivity of the medical office, the human resource managers (HRM) need to ensure that all the staffs are qualified for their positions. Moreover, employees should have sufficient knowledge of the services and operations of the organization. During the recruitment process, the HRM examines the job requirement and advertises the position to attract talented candidates. Once hired to the organization, it is vital to offer training and ensure they have a perfect orientation to the organization, other workers, and their duties.
The most important responsibility is ensuring that the organization has a team of well-performing personnel through recruitment, selection, and orientation. The employees can be the reason for the success or failure of an organization depending on their capabilities and motivation to work. Failure of the HRM to observe proper recruitment and selection process is linked to organizations having high staff turnover, higher training cost, absenteeism, low efficiency, and job shocks (Abbasi et al., 2020). For example, if the office needs opticians but they take a medical officer during the selection process, the employee will be ineffective. Therefore, it is crucial that the HRM choose the right people to feel in vacancies.
The orientation process is equally essential as it informs the new employees about the organization to make them blend and work easily. Specifically, human resource managers need to prepare the workforce through formal training and enhancement of safety measures (Anwar & Abdullah, 2021). For instance, after selecting a doctor, it is important that they know where to dispose of highly contaminated waste and needles. Failure to show the recruit the places can increase the risk people including the patients and workers. Competent medics may have to question where to dispose waste and waste time doing so due to lack of proper orientation.
The human resource department values the recruitment and selection process for many reasons. According to Hamza et al. (2021), the HRM value this function because it is the first step in achieving strategic and competitive advantage for the organization. The HRM has to source candidates systematically, orchestrate and lead interviews and take time and resources to train. The issue is vital in the decision-making process for different levels of the organization. Candidates are chosen based on their qualifications, values, and salary expectations. For example, the company can be forced to drop a candidate who expects high wages if it is not within the budget. The other essential decision-making factor includes the locals that the medical office serves. If the geographical location is within the homes of indigenous communities, it may be prudent to select a qualified candidate of the same tribe to enhance multicultural competencies.
There is crucial information that the human resource team should give their recruits regarding the terms of employment. Notably, the turnover intention of the employee is often influenced by poor benefits and compensation, lack of supervisory support, and inter-role conflict (Basnyat & Clarence, 2019). The implication is that the recruitment team must be clear about such details as the select candidates. The employees should know their scope of work and the decisions that they can make within their capacity. The leaders should be cautious not to portray any form of ethnic bias when stating the terms of employment (Russell et al., 2019). In addition, new workers should be told about their salary and other rewards that they can get based on working odd hours.
Given that the new recruits need to be integrated into the organization, the HRM will have to tell them about the culture. Specifically, they should understand the values, rules, mission, and vision of the organization. For example, the HRM should explain the terms for providing services that may be considered controversial, such as euthanasia or abortion. They should know the guidelines and procedures for providing services for clients who need emergency intervention. Moreover, the recruits should understand how reporting is done and the leadership structure of the medical office. As the employee start their work, they should not have any cause for worry.
In conclusion, recruitment, selection, and orientation are the core roles of human resource personnel. The workers are the most important resource for any organization as long as they are competent. Strategically choosing employees from a pool of competitive workforce can be challenging. Therefore, it is crucial that during the job advert and interview, questions are designed to enhance the probability of selecting the best candidate. The issue is vital for planning, budgeting, and providing quality services to clients. During the decision-making process, the HRM should ensure that they are objective to avoid bias. Once the talented workforce is selected, they need the training to understand the terms of the contract, the scope of their work, and expectations. A smooth transition will quicken the process of settling in and starting the work. Moreover, it will ensure continuity of work and proper engagement of the new and old employees. Since the first impression creates a lasting memory, the HRM should strive to ensure that they invest more during the selection and recruitment stage.
References
Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study.Journal of Public Affairs. Web.
Anwar, G., & Abdullah, N. N. (2021). The impact of human resource management practice on organizational performance.International Journal of Engineering, Business and Management, 5(1), 35-47. Web.
Basnyat, S., & Clarence Lao, C. S. (2019). Employees’ perceptions on the relationship between human resource management practices and employee turnover. Employee Relations: The International Journal, 42(2), 453-470. Web.
Hamza, P. A., Othman, B. J., Gardi, B., Sorguli, S., Aziz, H. M., Ahmed, S. A., Sabir, B. Y., Ismael, N. B., Ali, B. J., & Anwar, G. (2021). Recruitment and selection: The relationship between recruitment and selection with organizational performance.International Journal of Engineering, Business and Management, 5(3), 1-13. Web.
Russell, J. A., Brock, S., & Rudisill, M. E. (2019). Recognizing the impact of bias in faculty recruitment, retention, and advancement processes. Kinesiology Review, 8(4), 291-295. Web.