This document provides information about nursing recruitment. It discusses the importance of recruiting qualified nursing staff and having a systematic recruitment process. It outlines steps to take which include precisely defining the job role, finding the right candidates, constructing an attractive compensation package, and providing training. The document also describes using psychometric tests and interviews as part of evaluating candidates, with specifics about structuring interviews and avoiding biases. The goal is to identify candidates with the needed skills and personality fits for the roles.

1. Nursing Recruitment

2.  At the end of this presentation each student will
be able to:
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3. Any hospital as an organization has a significant problems regarding
manpower, like nursing turnover, nursing burnout; which may lead to
critical shortage in nursing staff .
Nursing staff can be the most important agent in building a
successful health care delivery. Therefore it is important to
recruit good nurses who are right for the job
To create a good team, you need to recruit carefully. Define the role you are
recruiting for precisely; take a systematic approach to finding the right
person; construct an attractive package with a fair yet tight contract; and
offer structured induction and training

4. refers to the process
of sourcing, screening, and selecting
people for a nursing job or vacancy
within an organization. (Wikipedia)
Now, We can begin in through the
recruitment process as recruiters
(searching for nurses) or as a
candidates (searching for a job).
Candidate Recruiter

5. Throughout the recruitment process there are number of
ways in which you can identify and recognize the potential
skills of the candidates to match job requirements.
I divided here in to “two main tests” measuring deferent
personality skills.
Psychometric Tests
Interview

6. There are many different types of psychometric tests.
They are usually designed by psychologists and provide
additional information about the candidates. Recruiters
use them as they are believed to offer greater objectivity,
reliability and validity than interviews. The tests are
standardized which means that all applicants sit the same
assessment and are scored according to the same criteria.

7. Ability or aptitude tests
• Are timed
• Consist of short answer and multiple choice questions
• Have separate answer and question sheets
• Have one right answer
• Have questions which become progressively more difficult
• Need speed and accuracy.
Personality questionnaires
• Are un-timed, but you should still work quickly, you don’t
need to ponder over each question
• Have no right or wrong answers
• Are forced choice, that is select answer A or B
• Claim to be able to pick up inconsistencies and faking

8. Good interview
should be structured

9. The key to successful recruitment is having clear objectives
and a consistent technique for assessing candidates. A vital
part of this process is the interview.
When face to face with candidates, you need to:
1. Promote the business to attract the best candidate for the job.
2. Assess how far their qualifications match the job.
3. Find out more about the candidates in terms of their
education, work history, career goals, aspirations, and hobbies,
and how all these show they are suitable for the role.
4. Discover as much as you can about their personality, attitudes
and how they will fit into the organization.

10. Welcome the interviewee with a warm handshake and initiate some small talk
to put them at ease. Offer them a drink.
Give general information about the organization and its aims, and outline the
particular position on offer. Keep it short – you can expand later if you feel the
candidate is suitable.
Using their CV as a prompt, find out more about the candidate’s background.
Ask leading questions, listen carefully without interrupting, and let them sell
(or hang) themselves. Find out why they want to leave their current job if they
have one.

11. If impressed so far, explain the job in more detail; how it fits in with
the objectives of the company, the responsibilities involved, the
development potential, the pay package and other benefits.
Ask candidates if they have any questions. Ask for their reactions to
your proposal. Find out whether they can start within your ideal
timeframe or, if not, when.
Summarize what’s been said and clarify any grey areas. Ask if they
still want to be considered. Explain how the next contact will be
made.

12. 1. Don't hesitate to give practical tests to confirm IT, book-keeping and
other verifiable essential skills.
2. Test knowledge where possible. For example, if the candidate claims
specialist knowledge, check it. If they say they have good computer
skills, you need to know if they used them in their day-to-day job or if
they’ve just gone on a two-day course.
3. Check the reasons behind any long gaps in their work record.
4. Before you offer any position, obtain and follow up references.

13. Be aware of the main reasons for bias when making your final choice
and try to avoid them:
Not selecting someone because you believe they will not be suitable for
the job based on their race, gender, physical disability, religion or
marital status is discriminatory.
This is attributing strengths to people that don’t apply, for example she
must be a good candidate because she comes from Essex and the last
person I employed from Essex was brilliant.
Choosing someone who is similar to the person currently doing that job.

16. 1. Gathering your facts about who you are meeting (name and title),
date, time and place of the meeting, and pertinent details about the
organization or department in which you are seeking employment.
2. Getting mentally ready, being positive, and confident and relaxed
3. Preparing physically, adequate sleep prior to the big day, a clean
well-groomed appearance and appropriate clothing. This is not the
day to eat onions at breakfast!

17. Remember !!

18.  Double check the time of your appointment. Plan to arrive 5-10 minutes before
your scheduled appointment. Don’t be too early; it doesn’t look good to loiter in the
lobby for half an hour !
 Bring extra copies of your resume with you. Have your reference list available.
 Look sharp! Clean, pressed clothing and impeccable grooming from head to toes
will tell an employer a lot about you.
 Be confident, show enthusiasm, smile, be yourself. Give a firm handshake and
maintain eye contact. No fidgeting !
 Be sincere and pleasant, but don’t be informal. Remember, this person will be
your employer, not your pal !
 Take the time to plan your response before answering a question. Ask for
clarification if you don’t understand something. Be honest and if you don’t know an
answer, say so.
 At the end of the interview, thank the employer and ask what the next steps are
(i.e. when might you expect to hear back from them)

19. A letter of thanks should be sent after every job interview. A follow-up
telephone call may also be appropriate unless the employer has
emphatically said not to call. Regardless, be prepared for one of the
following to happen, either you will be offered the position or you won’t.
If you are offered the position, re-evaluate the job to be certain it’s the
right one for you and then make your decision. If you are not offered the
position, be professional and thank the employer for considering you.
Invite them to call upon you again if another position becomes available.

20. References
• Bloch, Deborah P., Ph.D., How to have a winning Job Interview, Illinois: NTC Publishing
Group,1996
•Donner, Gail J. RN PhD and Wheeler, Mary M. RN Med., Taking Control of Your
Career and Your Future, Canadian Nurses Association, 1998
•Faux, Marian, The Complete Resume Guide, 4th Ed. New York: Prentice Hall, 1992
• Management Principles for Health Professionals By Joan Gratto Liebler
5th Edition

21. Thank you