Management Advisory that Help Manage Your Business 


-by Sunday Times



In human resource management, “recruitment” is the process of finding and hiring the best and most qualified candidate for a job opening, in a timely and cost-effective manner. It can also be defined as the “process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with identification of the needs of the healthcare organizations and hospitals with respect to the job, and ends with the introduction of the employee to the organization.

When HCS speak of the recruitment process, we immediately think of activities such as the analysis of the requirements of a specific job, attracting candidates to apply for that job, screening the applicants and selecting among them, hiring the chosen candidates to become new employees of the organization, and integrating them into the structure.

The main reason why the recruitment process is implemented is to find a candidate who is best qualified for the position within the organization, and who will help them towards attaining organizational goals.


Hospitals and Healthcare providers, depending on their structure, bed size and specific needs, may have special procedures that they integrate into their recruitment process. For purposes of discussion, however, we will take a look at the general approach of a recruitment process, one that is used by most organizations or companies across the globe and various industries.

HCS believes that recruitment begins when the job description is already in place and the hiring managers begin the process of actually looking for candidates suiting the job description.

However, organizations have a more holistic approach; the process begins way earlier than that. Prior to the recruitment process, the organizations first identify the vacancy and evaluate the need for that position. Will the organization suffer if that vacancy is not filled up? Is there really a need for that open position to be occupied by someone? If the answer is affirmative, then organizations proceed to the recruitment.

Step 1: Conduct a job analysis

Basically, this step will allow the human resources manager, hiring manager, and other members of management on what the new employee will be required to do in the position that is currently open for filling up. This has to be done in a systematic manner, which is what the job analysis is for.

According to human resource managers, the position or job description is the “core of a successful recruitment process”. After all, it is the main tool used in developing assessment tests and interview questions for the applicants.

a. Build a job description.

Before anything else, the hospitals must first know exactly what it needs, or who it needs. It could be that the organization deemed a need for a job that is not included in the current roster of jobs. Hence, the need to create a new one.

Job analysis involves identification of the activities of the job, and the attributes that are needed for it. These are the main parts that will make up the job description. This part has to be done right, since the job description will also be used in the job advertisement when it is time to source out talents for HCS

The job description generally includes the following:

  1. Title and other general information about the position
  2. Purpose of the position in the unit, department, and organization as whole
  3. Essential functions of the job or position
  4. Minimum requirements or basic qualifications
  5. Annual Package

 b. Review the job description.

Once the job description has been created, it is a good idea to review it for accuracy, and to assess whether it is current or not. Also, in cases where job descriptions are already in place, there is a need to revisit them and check their accuracy and applicability with respect to the current status quotient. What if the job description is already outdated? A review will reveal the need to update the job description, for current applicability.

There are three positive outcomes from conducting a review of the job description:

  • To ensure continuous improvement of the organizational structure. This can be an efficient way of conducting organizational audit, to determine which jobs are redundant and thus no longer needed, and which ones are needed.
  • To evaluate competencies for each position. Jobs evolve from time to time rather from generation to generations, as circumstances change work conditions change, so will the requirements for the job. It is possible that a job may require a new competency from the worker that it did not need before. By evaluating the competencies, the impact of the job within the organizational structure is ensured.
  • To evaluate the wages or compensation for each position. Without management knowing it, the worker or employee performing a specific job may be undercompensated, leading to dissatisfaction. By reviewing the job description, management can assess whether the job is getting paid an amount that is commensurate to the skills and competencies required.
  • Set minimum qualifications for the employee who will do the job.

These are the basic requirements that applicants are required to have in order to be considered for the position. These are required for the employee to be able to accomplish the essential functions of the job. Therefore, they should be relevant and directly relate to the identified duties and responsibilities of the position.

The hospitals may also opt to include other preferred qualifications that they are looking for, on top of the minimum or basic qualifications especially for doctors and nurses with specialities and technicians with different instruments depending on the experience range.

d. Define a salary range.

The job must belong to a salary range that is deemed commensurate to the duties and responsibilities that come with the position. Aside from complying with legislation (such as laws on minimum wages and other compensation required by law), the organization should also base this on prevailing industry rates.

For example, if the position is of a Resident Medical Officer, then the salary range should be within the same range that other hospitals are offering in healthcare industry depending on experience, shift timing and location.

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that there is an open position, and that they are looking for someone to fill it up.

  • Networking. Word-of-mouth is the best form of advertising, and when it takes the form of networking, it becomes more effective. In recruitment, this is often done through representatives of the organization attending college and career fairs, letting them know about the opening in their organization. This is a tactic employed by large software and tech companies that want to hire fresh, young and brilliant minds into their organization in which HCS will help  you connect to these young talents.
  • Posting. Recruitment often involves the application of candidates both from within and outside the hospitals. Thus, in order to attract the best possible talents, it is recommended that the posting of the open positions be made internally and externally. Internal posting usually takes the form of the vacancy announcement being displayed in bulletin boards and other areas within the business premises where the employees and visitors to the hospitals are likely to see it. Posting externally may be in the form of flyers being distributed, or vacancy notices being displayed in other areas outside of the business premises. HCS   can help you reach a desired candidate with proper job posting.
  • Print and media advertising. One classic example of this would be the Classifieds section of the local daily or weekly newspaper. Industries looking for people to fill up open positions make the announcement in the newspapers, providing the qualifications and the contact details where prospective applicants may submit their application documents. When trying to attract the attention of suitable candidates, the organization makes use of various tools and techniques. If it wants to get the best candidates, then it should not be haphazard about things.
  • Developing and using proper techniques. The hospitals may include various offerings in order to attract the best candidates. Examples are attractive salaries, bonus and incentive packages, additional perks and opportunities that come with the job, proper facilities at work, and various programs for development.
  • Using the reputation of the hospitals. Perhaps the best publicity that the hospitals can use to attract candidates is its own reputation in the market. If the hospitals is known for being a good employer – one that aids in its employees’ personal and professional growth and development – then it is a good point for the hospitals to capitalize on in advertising its open positions.

Step 3: Screening of applicants

This is probably the most important part of the recruitment process, that requires the most amount of work. This is where the applicants’ skills and personalities are going to be tested and evaluated, to ascertain, whether they are a good fit for the job and its description.

  • Preliminary screening.  HCS will help you in preliminary screening depending on the JD the candidates would be shortlisted for further interview rounds with the hospital. It is often the case, especially in large organizations, where one open position will receive hundreds to thousands of applications from candidates. In an ideal world, it would be good for the hiring managers to be able to interview each and every single one of them. However, that is also impractical, and very tedious. Not really advisable, especially if the organization is in need of manpower in the soonest possible time. Thus, there is a need to shorten the list of candidates, and that is done through a preliminary screening. Usually, this is conducted by going through the submitted resumes and choosing only those that are able to meet the minimum qualifications. It is possible that this would shorten the list of applicants, leaving a more manageable number.
  • Initial interview.  Depending on the hospital’s requirements. The candidates who were able to pass the preliminary screening from HCS will now undergo the initial interview. In most cases, the initial interview is done through phone. There are those who also conduct interviews through videos using their internet connection. Often a basic interview, this may involve the candidates being asked questions to evaluate or assess their basic skills and various personal characteristics that are relevant to the open position.
  • Conduct of various tests for recruitment. The hiring managers of HCS may conduct tests on the skills of the candidates and how they use these skills and talents. Other tests that are often employed are behavioural tests and personality assessment tests.
  • Final interview. Usually depending on the number of candidates for the job, and the preference of the hiring managers and senior management in an hospital, a series of interviews may be conducted, gradually narrowing down the list of candidates. This may go on until the hospital has finally come up with a shortlist of candidates that will undergo a final interview. Often, the final interview requires a face-to-face meeting between the candidate and the hiring managers of the hospitals, as well as other members of the organization. Top management may even be involved during the final interview, depending on the job or position that will be filled up.
  • Selection. In this stage, the hiring managers, human resources representatives, and other members of the organization, who participated in the process meet together to finally make a selection among the candidates who underwent the final interview. During the discussion, the matters considered are:
  1. Qualifications of the candidates who were able to reach the last stage of the screening process
  2. Results of the assessments and interviews that the final pool of candidates were subjected to. There will be no problem if they have a unanimous decision on the candidate that the job will be offered to.
  3. If they do not arrive at a decision, there may be a need to restart the recruiting process, until such time that they are able to reach a decision that everyone will be satisfied with.             

Step 4: Finalisation of the job offer

The last step of the previous phase involves the selection of the best candidate out of the pool of applicants. It is now time for the organisation to offer the job to the selected applicant.

  • Making the offer: To make things more formal, a representative of the hospitals will contact the human resources department of HCS and HCS will contact the candidate and inform him that he has been selected for the job. In this stage, complete details of the compensation package will also be made known to the applicant.
  • Acceptance of the offer by the applicant: The applicant should also communicate his acceptance of the offer for it to be final. Take note that, if the selected applicant does not accept the job offer and declines it, the recruitment process will have to start all over again.

Step 5: Introduction and induction of the new employee

The moment that the applicant accepted the job offer, he has officially gone from being an applicant to an employee of the organization. The induction process will now begin.

Usually, the beginning of the induction process is marked by the signing of the employment contract, along with a welcome package or warm welcome given to the new employee. The date for the first day that the employee will have to report for work and start working in the hospitals will be determined and communicated to the newly hired employee.

However, it doesn’t end there. The employee will still have to undergo pre-employment screening, which often includes background and reference checks. When all these pre-employment information have been verified, the employee will now be introduced to the respective department.