Developing an effective marketing message is important.
Sometimes the tendency is to use a “scatter-gun” approach (recruit everywhere), sugarcoat the message, or make it very slick. A more balanced message, which includes honest communication and personal contact, is prefer- able. Overselling the organization creates unrealistic expectations that may lead to later dissatis- faction and turnover.
Realistically presenting the job requirements and rewards improves job satisfaction, in that the new recruit learns what the job is actually like. Promising a nurse every other weekend off and only a 25 percent rotation to nights on a severely understaffed unit and then scheduling the nurse off only every third weekend with 75 percent night rotations is an example of unrealistic job information. It is important to represent the situation honestly and describe the steps that management is taking to improve situations that the applicant might find undesirable. He or she can then make an informed decision about the job offer.
Cross-Training as a Recruitment Strategy In today’s rapidly changing health care environment, the patient census fluctuates rapidly, and staffing requirements must be adjusted appropriately. These conditions may bring about lay- offs and daily cancellations and contribute to low morale. Offering cross-training to potential employees may increase the applicant pool.
Cross-training has the benefits of increasing morale and job satisfaction, improving effi- ciency, increasing the flexibility of the staff, and providing a means to manage fluctuations in the
204 PART 3 • MANAGING RESOURCES
census. It gives nurses, such as those in obstetrics and neonatal areas, an opportunity to provide more holistic care. On the other hand, some nurses do not want to be cross-trained, and thus requiring cross-training could reduce retention.
If cross-training is used, care should be taken to provide a didactic knowledge base in ad- dition to clinical training. How broadly to cross-train is an important decision, because training in too many areas may overload the nurse and reduce the quality of care. (See Chapter 17 on the use of floating to improve retention.)
Selecting Candidates Once an applicant makes contact with the organization, HR reviews the application and may conduct a preliminary interview (see Table 15-1). If the applicant does not meet the basic needs of the open position or positions, he or she should be so informed. Rejected applicants may be qualified for other positions or may refer friends to the organization and thus should be treated with utmost courtesy.