Introduction
Work with the staff is an essential and integral part of the leadership of any organisation. If it is about health facilities, it is particularly required to pay attention to how qualified employees are. The training of doctors directly influences the quality of medical services. However, a significant role is also played by how professionally the management of a particular clinic is prepared. The control of personnel in the hospital is one of the critical components since it regulates the whole team’s successful work. One of the problems associated with working in the healthcare field is a high turnover of talented professionals who cannot demonstrate their professional skills because of insufficiently qualified leadership. Therefore, it is necessary to determine the most optimal strategies for providing resources and talent management since such work directly influences the quality of medical services and the professional development of healthcare specialists.
Improvement of the Recruitment System
The development of the recruitment system is a significant task. The primary objectives of HR department are not only to find a specialist for a suitable position but also analyse how professionally he or she is ready to perform work duties. The organizations’ approach to talent management in relation to administrators is inclusive, which means that their activities are often encouraged, and exclusive in relation to doctors. Therefore, the improvement of this selective system and a more detailed analysis of job seekers’ abilities can make a significant contribution to the work of a particular organisation that provides healthcare services. The shortage of qualified specialists and talented workers in this field negatively affects the productivity of the activities of hospitals and medical centres (Armstrong 2008, p. 52). It is a top priority to maintain public health at a proper level. This work depends on how well the personnel in clinics is selected and how employees cope with their job duties.
Qualified Interviews with Doctors
If the system of medical personnel selection is held in a free form, the quality of such work is unlikely to be good. Moreover, employees do not have a full picture of what they will do if HR department representatives work for personal reasons and do not take into account efficient personnel search strategies. As Cannon and McGee (2011, p. 43) note, talented physicians, as a rule, do not have enough opportunities to fully realise their potential if the selection goes through a standard system. Improving and individualising the process of interviewing doctors, HR specialists can make a very significant contribution to the development of a particular medical centre and the health system as a whole.
The use of standard methods of recruiting through advertisements leads to the fact that inexperienced and sometimes inadequately qualified employees occupy a responsible post. This technique, in its turn, is unacceptable in medical institutions, where people seek help. The development of new methods of recruiting staff can be a good source of the team of specialists’ replenishment with new talented employees who have a good level of knowledge and want to work for their organisation’s benefits.
Faster Onboarding Process for Administrators
If managers of medical personnel receive too many job descriptions and are forced to experience a large number of bureaucratic conventions, it negatively affects the effectiveness of their work. The sooner a senior employee adapts to a new job, the more qualitative work indicators he or she will demonstrate (Cannon & McGee 2011, p. 59). A long onboarding process for administrators is the reason that the manager cannot engage in his or her immediate duties and is forced to wait for approval by the state services, for example, to obtain licenses. This process, in its turn, suspends the activities of the entire department of management and does not provide an opportunity to monitor the work of the staff efficiently. The improvement of this system through a faster start date will undoubtedly influence the productivity of leaders positively and ensure that all employees will conscientiously perform their duties.
Development of Proper Professional Orientation
For many health workers, their job is just a source of money income. Nevertheless, the central task of physicians is to provide timely and qualified assistance to all those who need it. Accordingly, the professional orientation of doctors and administrators is an essential aspect of the activity of any healthcare institution. The creation of necessary working conditions and proper motivation can make a significant contribution to the development of medicine and ensure that a particular medical centre can provide highly professional services to the public (Campbell & Hirsh 2013, p. 89). Thus, it is necessary for both medical staff and management to have not only the appropriate level of professional training but also a sufficient incentive for quality work.
Work with Foreign Doctors
When doctors with appropriate medical education come to a foreign country, they certainly want to find a workplace according to their profile as soon as possible. Perhaps, that is why some medical service providers employ foreigners who are willing to work hard but do not have a proper motivation and desire. If such cases occur, it is necessary to reconsider the policy of personnel recruiting and work more carefully so that all employees understand the importance of their employment.
Foreign specialists can be talented; however, in an attempt to get a job faster, they neglect the desire to develop professionally and want an exceptionally stable income. According to Cannon and McGee (2014, p. 107), clinic management should think more carefully about the strategy of hiring medical personnel and do everything possible so that doctors could be not only satisfied with their wages but also could seek to improve their performance. These measures will have a positive impact on the quality of medical services provided and will help to achieve the prestige of a particular healthcare institution.
Induction for Administrators
Staff in managerial positions, as a rule, has sufficient orientation, as administrators know their range of responsibilities and powers that are assigned to them. Nevertheless, one of the problems that arise quite often is the lack of induction and interest in the performance of individual duties. As a consequence, talented doctors cannot fully realise their potential because the control system is not adequately coordinated and organised according to specific working requirements.
Incentives for administrators can be different. Employees in managerial positions can try to improve the productivity and efficiency of their subordinates to receive the approval of senior management (Armstrong 2008, p. 97). Also, relevant initiatives can also be encouraged by rewarding both workers and leaders. This measure is reasonable enough. In this case, both the manager and the subordinate will have the desire to achieve high production results, which will positively affects the quality of the provided medical services and at the same time, help the talented employee to sharpen his or her professional skills.
Training and Development Opportunities
The possibility of professional growth is an integral component of experienced and talented physicians’ medical practice. The implementation of the personnel policy, including medical personnel’s career, is one of the principal directions for increasing the effectiveness of employees’ activities. The professional suitability of a specialist is primarily dependent on his or her working motivation and inclination of the individual to realise personal abilities and opportunities. At the same time, many workers would not mind raising their qualifications; nevertheless, they do not always have such a chance and are forced to seek the ways of professional self-improvement independently. Therefore, providing appropriate additional education and assisting employees in self-development is a rather significant condition of successful work.
Courses for Doctors
Some doctors have the opportunity to undergo additional courses and improve their professional qualifications. However, in the context of the financial crisis, many educational programs do not receive sufficient development (Five talent management best practices every healthcare organisation should consider now 2010, p. 3). At the same time, the authorities, as a rule, do not have a clear answer concerning when such courses can begin to operate. Talented professionals are usually ready to improve their skills, but management can not provide them with full programs for self-development, and doctors lose motivation. Also, strengthening the system of additional education for medical personnel can have a positive impact not only on improving doctors’ skills but also on the healthcare system as a whole. Those organisations where medical professionals with a wide range of capabilities work gain authority among similar medical institutions and can provide comprehensive services to the population. Therefore, the possibility of opening courses for talented doctors is essential and justified.
Educational Seminars for Administrators
As a rule, it is customary to hold various educational seminars in the medical field, where senior officials of certain organisations from this sphere are invited. Nevertheless, one of the significant shortcomings of such meetings may be their rare frequency (they are sometimes held not more often than once a year). Furthermore, the quality of these seminars may also leave much to be desired. According to Campbell and Hirsh (2013, p. 103), quite often, these events are organised solely to demonstrate the visibility of the work and not to enhance the competence of managers in some leadership issues. Perhaps, one of the measures that need to be taken can be more frequent meetings of medical departments’ heads with the purpose of sharing experience. Also, it would be superfluous to improve the intellectual base of such meetings. Leaders should have a full understanding of how the organisations entrusted to them function to realise well those issues that deserve close attention.
Implementation of Electronic Performance Management Systems
Today, many organisations and enterprises are beginning to make more and more use of electronic performance management systems (E-PMS) that simplify the whole work and make the entire process of communication between employees fast. Nevertheless, in some medical institutions, there are traditional rules, and management refuses to introduce such systems, preferring to them a more familiar style of personal communication and paperwork. Such reluctance to changes can significantly slow down the development of an organisation. Traditional approaches to solving various problems, for example, summoning employees to their superiors or general meetings with the purpose of delivering specific information, are mostly outdated. The introduction of electronic systems in medical institutions will have a positive effect on the work of both doctors and management.
Benefits of E-PMS for Doctors
Electronic performance management systems can have quite a significant advantage for doctors. First, the employee does not need to waste time to contact the management or colleagues directly if necessary. A shared database makes it possible to describe any problem or proposal quickly and without leaving personal workplace (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). Secondly, doctors can share information and necessary data with one another within such an E-PMS. In these systems, it is possible to find information about upcoming courses, valuable resources and materials, as well as advice from colleagues and managers. The opportunity to use modern means of communication considerably simplifies the process of cooperation in the team and allows medical specialists to develop their professional potential actively (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). Therefore, E-PMS in the field of healthcare makes it possible to speed up the process of adapting talented employees and contributes to faster learning and interacting.
Convenience of E-PMS for Administrators
The use of modern means communication within the organisation, namely electronic performance management systems makes it possible to simplify the work not only for doctors but also for the management team. The fact is that sometimes, it is quite problematic to control the activities of each employee separately. The introduction of E-PMS can help rid the management of the need for constant control over each structural unit of the organisation (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). It is just enough to periodically update the information base of such a network with relevant information, and then all employees will be able to receive necessary instructions in time. This method also allows leadership to reward prominent workers or punish those who do not perform their duties professionally. If it is a matter of increasing professional motivation and encouraging talented doctors, E-PMS provides an opportunity to contact such employees in person and bring them all the necessary information. Such a system of interaction is more likely to be productive than rare meetings in conference rooms and a routine discussion of current problems by the whole personnel of the organisation.
Clear Work Planning
The system of work planning largely determines how quickly a particular institution can achieve its goals and effectively cope with any possible problems that can arise. Today, the principle of strategic management is an advantageous and demanded method of monitoring the process of work of any organisation, including medical institutions. A thorough analysis of specific ways to achieve goals is an integral component of available resources’ practical use and a suitable means of developing the performance of personnel.
Planning of Work with Medical Personnel
The specialists of HR departments should have a definite idea of what abilities and knowledge a particular employee have to be useful for a specific medical organisation. In case the staff has insufficient qualifications or is unable to carry out the assigned tasks, it may be worthwhile to review the personnel policy and draw appropriate conclusions about how the selection of specialists should take place. Doctors themselves are unlikely to plan their work schedule independently and make long-term prospects since they have many other jobs, fulfilling their immediate duties. If each employee knows what tasks the management is entrusting to him or her and what goals should be achieved, it is possible that working productivity will grow (Armstrong 2008, p. 71). It is quite logical because when doctors have clear prospects and real goals, they will not have to think independently of the most appropriate ways of their work. Such an opportunity can accelerate the decision-making process and have a positive impact on the overall performance of a particular clinic.
Planned Promotion of Administrators
If the promotion of managers is improvised, that is, without a well-planned algorithm and for the sole sake of identifying the leader, such work is unlikely to be productive. The fact is that a person who is not ready or does not know how to manage his or her subordinates cannot become a benchmark and a personal example for them. That is why planned promotion for administrators is an essential element of the strategic policy of any enterprise, and a medical organisation is not an exception (Winning the talent wars: the competitive advantages of implementing state-of-the-art talent management tools in your hospital 2016, p. 3). When a competent person occupies the position of a manager, there is a guarantee that the entire mechanism of work will be carefully considered and all appropriate measures to improve performance will be taken. Moreover, employees will see that their management concerns about them. It is necessary when it is about the most talented workers who need constant motivation. A well thought-out management process will maximise the interest of such employees and thereby make a significant contribution to the work of the entire organisation.
Conclusion
Thus, optimal strategies for providing resources and talent management are integral components of any medical provider’s successful and efficient work. The implementation of these measures contributes to the development of employees’ potential and encourages them to perform their duties competently and efficiently. Such ways of work organising as using E-PMS, strategic planning, the development of professional orientation, and improving the recruitment system can help in the process of talent management.
Reference List
Armstrong, M 2008, Strategic human resource management: a guide to action, 4th edn, Kogan Page, Philadelphia, PA.
Campbell, V & Hirsh, W 2013, Talent management: a four-step approach, Institute for Employment Studies, Brighton.
Cannon, JA & McGee, R 2011, Talent management and succession planning, 2nd edn, Chartered Institute of Personnel and Development, London.
Five talent management best practices every healthcare organization should consider now. 2010. Web.
Talent management for healthcare: facilitating organizational excellence and outstanding patient care. 2011. Web.
Winning the talent wars: the competitive advantages of implementing state-of-the-art talent management tools in your hospital. 2016. Web.