(Armstrong and Taylor, 2014). The equivalent department of the Lockeport Medical Center intends to recruit a surgery schedule coordinator for the department of the operating room. The recruitment has to have a plan that can be used so as to complete the process of selection and recruitment.

1. Job Analysis

A regional medical center that offers advanced medical care is recruiting a suitable candidate for a position of a surgery schedule coordinator.

Job Title: Surgery Schedule Coordinator.

Department: Operating Room

 

Job Requirements Matrix

 

Knowledge/Skills/Abilities/Experience

The ideal candidate must be in possession of the following:

• , with a current state license of nursing. An experience of five years or more in such a setting and with progressive experience is mandatory.
• Excellent skills of coordinating resources in a busy surgery room.
• Excellent communication skills.
• Demonstrate clinical expertise by doing quality clinical work.
• Must be able to evaluate the work of the staff and the setting as a whole. More so, the coordinator must have skills in handling and resolving conflicts that may arise from the care setting.

2. Recruitment Strategy

In the development strategy, it is essential to identify key factors to consider before having an outline of how recruitment will be effective. For this position, the only labor field is the health field, and nursing to be specific. Collins & Stevens (2002) asserted that its deciding, where the recruit comes from, is crucial in the recruitment process. In this case, the source can be internal and external. The internal source in this situation is the Lockeport Medical Center. The nurses who are serving can apply if at all the qualifications are at par with what the position demands. Internal sources have proven to produce quality recruits who don’t need a lot much time to adjust to the environment (Edwards 2010; Bruce and Myron 2008). However, internal sources aren’t very good because knowledge from outside may not be acquired, which can improve the practice in the surgery department.

The external sources can come from outside hospitals. According to Edwards (2010), the recruits from the outside institution can come with much knowledge and skills, that are practiced in their institutions. The knowledge and skills can be important in improving the practice of the Lockeport Medical Center in regard to surgery. A coordinator from an outside hospital may come with different management skills and strategies for the good of the medical center. The recruitment can be done through adverts. Both internal and external adverts can attract suitable candidates for a vacant job position (Akran 2011). Advertisement can be through the media or by word of mouth among others. If it is targeting the internal sources, written adverts and announcements in the medical center can do the trick. However, promotions and transfers can be used to refill the position of a surgery coordinator.

in reference to skills (Collins and Stevens 2002). On the other hand, staff can help in the recruitment process in that they can offer advice on the best candidate for the position of a surgery schedule coordinator. Akran (20110 explain that staff can even select a good candidate from amongst themselves, or they can make a practical assessment of the candidate. More so, the staff can participate in the recruitment process as members of the hospital recruitment panel.

3. Selection Tools

best candidate structured questionnaire (Bruce and Myron).

Sample Structured Questionnaire for Interviewing the Suitable Candidate

The candidate who gets a total score of 12 is the best in the interview, in relation to the structured questionnaire questions.

4. Evaluation Plan

Evaluation of the whole process will be very important in helping the Lockeport Medical Center to come up with better ways of selection and recruitment in the future. Some of the metrics for evaluation in clued assessing the recruitment cost ratio, selection ratio and time to fill the position (Croteau 2012). Inineffectiveness.

On the same line, evaluation of the time taken to fill the position of the surgery schedule coordinator is another metric for examination. (Croteau 2012).. With such in place, the medical center will have to review its strategies so as to correct the weaknesses.

With the use of this plan and the metrics, the facility will be able to assess the effectiveness of its strategies in the recruitment of staff. Any findings will be of pivotal importance to future practices.

References

Paul Croteau, P. (2015). Evaluating your Recruitment Efforts: Some Helpful Metrics, [online]. Retrieved 22 January, 2015. From: http://www.legacybowes.com/authors/entry/evaluating-your-recruitment-efforts-some-helpful-metrics.html

Bruce J. F. and Myron D. F. (2008). Human Resources in Healthcare (3rd edition). Chicago: Health Administration Press.

Collins, C. J., and Stevens, C. K. (2002). The relationship between early recruitment-related activities and the application decisions of new labor-market entrants: A brand equity approach to recruitment. Journal of Applied Psychology, 87, 1121-1133.

Armstrong, M., and Taylor, S., (2014) Armstrong’s Handbook of human resource management practice. (13^th Edition). London: Kogan Page Publishers.

Gaurav Akran (2011). Internal and External Sources of Recruitment – Merits Demerits, [online]. Retrieved 22 January, 2015. From: http://kalyan-city.blogspot.com/2011/07/internal-and-external-sources-of.html

Edwards, M. R. (2010). An integrative review of employer branding and OB theory. Personnel Review, 39, 5-23.

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