The Overall Experience

Shouldice Hospital Recruitment Strategy

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Introduction

Shouldice Hospital is one of the best hospitals in Canada. One of the factors contributing to such success is effective recruitment strategy. As shall be demonstrated later, Shouldice Hospital recruitment strategy does not end by hiring and compensating employees. It is a continuous process that entails building competence, creating corporate culture, performance appraisal, compensation, training and motivation.

Like any other company, the purpose of recruitment and selection at Shouldice Hospital is to decide who will join the company, which position to work for, and how long the company will continue to work to create performance for the company. In this way, the company's recruitment and selection is to make predictions. Many companies use a competency model (also known as a “quality model”) to help identify the skills, knowledge, and personality that must be in place to achieve good performance in a position, and use a competency model to ensure that the HR system is able to focus on the development of these skills, knowledge and personality (Lindenau-Stockfisch, 2011).

Recruitment steps

The Shouldice start with the definition and description of three aspects:

1. Job tasks

2. Candidate's functions

3. Skills and skills needed

Later the plan is executed:

1. Search for candidates : dissemination in appropriate media to attract the attention of trained profiles that fit the needs of the organization.

2. Selection interviews: At Shouldice, the iceberg model is often used to describe the composition of competency. Knowledge and skills belong to the surface's competency characteristics, which are easily revealed on the surface of the water; social roles, self-concepts, personality traits and motivations are subordinate competencies of ability, attitude and consciousness, hidden under water (Schumpelick, & Fitzgibbons, 2007). Hard to find and describe. Those hidden and implicit features are often the key factors in determining people's work behavior and performance outcomes.

3. Psychotechnical contributions: determining aptitudes, personality, performance or interest, among others.

4. Hiring and induction to the job and company: After basic test and interviews, Shouldice perform other very elaborate tasks to prepare employee for the task. Some of these tasks would be described in details in the next paragraphs.

Training policy

The Shouldice uses the “on the job training” strategy. It allows trainees learn through mistake by ensuring that they are available at recurrences. Such training system is appropriate because in the context of knowledge economy, the development of health care enterprises relies more on the knowledge and ability of applicants. This requires applicants to have strong self-development and self-realization motivations and abilities to adapt to the rapid development of creative industries. development of health care enterprises should realize the development of individual initiative by establishing a learning-type psychological contract, so that applicants can realize that they have the obligation to maintain continuous learning, so as to achieve the best results in the ever-changing creative environment. Correspondingly, companies must constantly provide employees with a variety of training opportunities, using skills training, job training and academic training to maximize the potential of employees. In such a positive working atmosphere, employees naturally have the motivation to learn continuously, in order to maintain the vitality of the creative industry.

Motivation policy

Shouldice motivates her employees through proper compensation and promotion. In view of the fact that applicants are knowledge-based employees, enterprises should implement flexible management, give applicants the greatest job autonomy, and stimulate their initiative and creative spirit through equal rights and democratic management. In addition, we should implement a “comprehensive compensation strategy”, through the organic combination of monetary and non-monetary compensation methods, to build a complete and reasonable compensation system to effectively stimulate applicants, let them focus on creation, willingly and without willingness Dedicated to the company's loyalty and talent.

Empowerment

After hiring employees, Shouldice empowers by building competencies. There are many definitions of competency models, but in general, it describes a collection of personality traits that drive employees to produce excellent work performance. It reflects the knowledge, skills, personality and personality of employees who can be expressed in different ways. Internal drive and so on. Competency models are often used as a human resources tool to address issues related to employee selection, training and development, assessment, and succession planning. Competency can be divided into three levels: knowledge and skills, ability, attitude and consciousness. It can also be divided into three types according to function: general competence, enterprise-specific competence and function-specific competence.

Performance appraisal policy

Shouldice also have a good performance appraisal policy. As part of recruitment strategies, performance appraisal is very crucial. Whether the assessment is fair and objective plays a decisive role in stimulating the motivation of employees. Therefore, it is necessary to promote “performance culture” within the enterprise, determine the talent value of performance-oriented, and break the academic qualifications in terms of job title selection, achievement evaluation, job evaluation, etc (Lindenau-Stockfisch, 2011). And the qualifications of qualifications, with innovation ability, creative research results and business management performance as the main measurement criteria, to find talents, reuse talents, retain talents, attract talents. In addition, the results of the assessment must be timely feedback to the employees, so that employees understand their work performance, identify their own deficiencies and efforts, consciously choose behaviors that are conducive to the development of the enterprise, and gradually achieve the convergence of the psychological contract between employees and enterprises. It is necessary to pay attention to the time and frequency of assessment. Excessive assessment and excessive assessment will make employees feel that the company does not trust themselves. This is easy to stimulate the dissatisfaction of applicants who pursue freedom and equality. Therefore, when assessing applicants, the frequency of assessments is appropriate once a year or once every six months.

Open-door policy

Shouldice is best as far as open-door policy is concerned (Lindenau-Stockfisch, 2011). At Shouldice, the senior employees interact openly with the junior employees. This help build good culture. Shouldice understand that because rewards can only play a short-term incentive effect, and common values ​​can enhance employee recognition of the company, further consolidate the psychological contract, and then produce long-term incentive effects, plus creative talents generally have strong independence, they are often reluctant to be bound and controlled too much. Creating an independent and equal corporate culture will help the creative thinking of creative talents and provide a continuous source of power for the development of enterprises.

References

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Schumpelick, V., & Fitzgibbons, R. J. (2007). Recurrent Hernia: Prevention and Treatment. Berlin, Heidelberg: Springer-Verlag Berlin Heidelberg.

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Lindenau-Stockfisch, V. (2011). Lean management in hospitals: Principles and key factors for successful implementation. Hamburg: Diplomica Verlag.

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