Academic criteria are
frequently utilized as the foundation for initial shortlisting choices along
with personal statements, references, aptitude tests, or any combination of the
three, with an interview serving as the selection process's penultimate step.
However, there are a number of issues with this strategy. According to
research, academic achievement accounts for roughly 23% of the variance in
success in undergraduate medical training and 6% in postgraduate performance,
making it a good but not perfect predictor of performance (Trost et al. 1998).
Recent studies have shown that academic aptitude is a required but not sufficient
requirement for a trainee to become a competent clinician (Patterson et al.
2016a).
The body of knowledge in
this field is growing quickly, and there is growing acceptance that choosing
healthcare personnel should take into account personal qualities like empathy,
integrity, resilience, and teamwork (e.g. SEEG 2014; McLachlan 2010; Stratton
and Elam 2014; Patterson et al. 2015).
The Health Professions
Admission Test (HPAT)-Ireland, which is closely modeled after the UMAT used in
Australia and New Zealand, is a test for admission to the health professions. There
is critically evaluate evidence regarding the construct validity of this test.
Their narrative pulls from experiences from various aptitude tests about early
judgments on predictive validity, susceptibility to coaching, gender, and other
socioeconomic biases. They also take stakeholder acceptance into consideration
(Kelly and O'Flynn, 2016).
In order to consistently enhance accuracy and fairness in defining selection criteria, best practice selection requires doing a complete job analysis and using data from validation studies as support. What qualities will make a doctor effective in the next 25 years and beyond? is a crucial question. To systematically investigate this topic, multi-source, multi-method, future-oriented job analysis studies should be used (Patterson, Cleland and Cousans, 2017).
In conclusion, staff
shortage is one of the biggest issues facing the healthcare sector, and
employee retention and turnover are related problems. Every organisation struggles in a
different way to hold onto valuable personnel. The effectiveness of a retention
program depends on the organization's capacity to accurately identify the
reasons for turnover and to implement measures that effectively target these
reasons.
References
Kelly, M. E., & O’Flynn,
S. (2016). The construct validity of HPAT-Ireland for the selection of medical
students: Unresolved issues and future research implications. Advances in
Health Sciences Education, 1–20. doi:10.1007/s10459-016-9728-z.
McLachlan, J. (2010).
Measuring conscientiousness and professionalism in undergraduate medical
students. The Clinical Teacher, 7(1), 37–40. (online) Available at: <http://www.ncbi.nlm.nih.gov/pubmed/21134141>
(Accessed 14th November 2022).
Patterson, F., &
Zibarras, L. D. (2016). Selecting for creativity and innovation potential:
Implications for practice in healthcare education. Advances in Health
Sciences Education, 1–12. doi:10.1007/s10459-016-9731-4
Patterson, F., Cleland, J.
and Cousans, F. (2017). Selection methods in healthcare professions: where are
we now and where next? Advances in Health Sciences Education, 22(2),
pp.229–242. doi:10.1007/s10459-017-9752-7.
Patterson, F., Prescott-Clements, L., Zibarras, L.,
Edwards, H., Kerrin, M., & Cousans, F. (2015). Recruiting for values in
healthcare: A preliminary review of the evidence. Advances in Health
Sciences Education. (online) Available at:<http://link.springer.com/10.1007/s10459-014-9579-4.>(Accessed
on 11th November 2022).
SEEG. (2014). Selecting
for excellence final report. (online) Available at: < http://www.medschools.ac.uk/SiteCollectionDocuments/Selecting-for-Excellence-Final-Report.pdf. > (Accessed on 14th November 2022).
Stratton, T. D., & Elam,
C. L. (2014). A holistic review of the medical school admission process:
Examining correlates of academic underperformance. Medical Education
Online, 19(1), 1–7.
Trost, G., Nauels, H., &
Klieme, E. (1998). The relationship between different criteria for admission to
medical school and student success. Assessment
in Education, 5(2), 247–254.
Agree with the content Ranga and further would wish to add, with specific reference to recruitment and selection criteria and organizational performance, Montana and Charnov (2000) maintained that recruitment and selection include sourcing candidates by advertising or other methods, screening potential candidates using tests and interviews, selecting candidates based on the results of the tests or interviews, and on-boarding to ensure that the candidates are able to fulfill their new roles effectively. According to Huselid (1995) it is recruitment procedures that provide a large pool of qualified applicants, paired with a reliable and valid selection regime that will have a substantial influence over the quality and type of skills new employees possess. The implication of this line of thought is that an organization’s human resource policies and practices represent important forces for shaping employee behaviour and attitudes.
ReplyDeleteThank you for your comment Derrick. Who is hired will depend on the selection procedures. It will recognize qualified individuals and appropriately match them to the position if it is properly developed. The likelihood that the ideal candidate will be selected to fill a position will rise with the usage of the suitable selection tool (Gamage, 2014). Productivity rises when the best people are chosen for the position. It should come as no surprise that research by found a correlation between business profitability and the thoroughness of recruiting, the validity of selection tests, and the usage of formal selection procedures (Terpstra and Rozell, 1993).
DeleteSimilar to this, Rauf (2007) found a favorable correlation between organizational effectiveness and complex recruitment and selection processes (Rauf, 2007).
Good post Ranga. furthermore, Selection and recruitment are among the fundamental components of Human resource management practices taken by organizations to develop and enhance employee capability to enable them to obtain both individual and organizational objectives (Ogedegbe 2014; Selase 2018)
ReplyDeleteGood post Ranga, Add some thing furthermore. Potential candidates should be qualified, experienced, and capable of assuming the responsibilities necessary to achieve the objectives of the organization (Andrew, 2022). When developing a recruitment strategy, human resource personnel consider the following
ReplyDeleteGeographical area
Type of recruitment
Source of recruitment