Additionally, interviews can be an opportunity to "sell" an organization to candidates. Just 14% of hiring managers report
this to be part of their selection method. Healthcare organizations would create an advantage if they train interviewers to
talk up their organization's unique mission and culture.
If you're working in a healthcare organization, retention may be one of your challenges. More than half (54%) of hiring managers
polled for the Selection Forecast expected that new employees would stay in their positions for a shorter time, compared with
five years ago.
One clear strategy emerges to tackle healthcare's retention issue: Understand why employees resign. Job seekers cited feeling
underappreciated and being treated unfairly as top reasons for leaving, while those in hiring and staffing positions underrated
these factors. External factors such as a spouse moving were chosen by about three-quarters of staffing and hiring managers,
while just 10% of job seekers reported this as a reason for departing. Perhaps employees are offering polite but not wholly
honest reasons for their departure in an attempt to leave gracefully.
But, without a realistic picture of why employees leave, organizations will never staunch the flow of exiting talent. Exit interviews are a useful tool to uncover
these motivations. Organizations may also want to outsource these interviews, because a disgruntled employee is more likely
to open up to a neutral third party who can ensure anonymity.
The best strategy to keep your best talent: select the best in the first place. A high quality selection process is a route
to better retention, better employee performance, and lasting quality business results.
Mike Kempa is a senior consultant with Development Dimensions International, a global human resources consulting firm.
Providing senior-level decision makers the comprehensive analysis, trends and strategies they need to innovate value in a rapidly changing healthcare landscape.
