Rate this page

Attracting and Retaining Staff assignment help in the healthcare industry


The healthcare sector has always witnessed constant amount of pressure during its operations since their work is vital to the wellbeing and health of many, as such medical practitioners cope with incredible level of stress that is not present in other industries. Other than constant pressure, the health care sector is now facing rising challenges in attracting and retaining talented resources and these have mainly arose from staffing scarcity, stress, employee burnout and many more. Such issues have made it difficult for healthcare providers to keep professionals and resolve attrition issues which even influences quality of health provisions and profits within this industry. These problems are further extended with ageing population, massive amount of considerable workload for medical practitioners and limited scope for research schemes and advanced programs which has made the current healthcare industry more unappealing for baby boomer generation. Currently healthcare sector has not adequate capacity of well-suited clinical practitioners to meet enough supply for emerging healthcare demand and these have led to issues of attraction and maintenance. The present discussion is focused on different concerns that challenges the context of retaining and attracting medical workforces within healthcare sector and this consequences for industry.

Main Body

The health care sector is one of the vital industries that offer different heath and care services to public and to insure greatly efficacious care provisions to Australian people, this sector relevantly needs capable and productive care professionals but in actual practice it is still not as desired because the health services that are accessible are not at reasonable cost. Further health care sector in Australia is witnessing complications and there exist relevant gap between current and optimal levels of safety and quality in health care system. This is mainly due to concerns faced in retaining and attracting competent heath care workforce within Australian Healthcare system which has shown its affect over efficaciousness of services that is offered to insure systemic quality and safety. Further the productivity and performance within health care sector in Australia is even impacted due to concerns witnessed within attempts to retain and attract competent care professionals because of greater attrition rate, higher recruitment and training expenses which also influences profitability of this industry. There have been dynamic challenges being faced in universal healthcare industry due to ageing population and preference of young graduates to constantly switch jobs. Some of the observed challenges witnessed in healthcare sector in terms of retaining and attracting manpower includes:

Deficient work design the main motive for diminished attraction and retention within healthcare sector in Australia is deficient work design as it has noted that duties within health and allied services are not conceived depending on the existing and future requirement of care professionals in this industry. It has been largely noted that different other industries within Australia have modified their work designs depending on existing and potential needs of workforces so as to insure better contentment of staffs and to resolve their grievances to deliver their needs (Leeder, Russell & Beaton, 2016).  The existing environment within healthcare industry is witnessing transformation within manpower where baby boomers are adapted by millennial and Gen Z, so the work design within healthcare industry need to deliver their emerging expectations so as to attract and retain more competent and knowledgeable workforces. It is often noted that these young millennial and Gen Z workforce look for variability, advanced research and development possibilities at work but in actuality it is noted that existing work design within healthcare services do not spend adequate funding for research initiatives as is in demand, hence this sector is facing challenges in attracting and retaining workforces. Secondly the Australian healthcare system is quite complex which makes work design difficult to adapt to emerging expectations of baby boomers (Robert & Macdonald, 2017).  But due to transformation at workplaces it is essential to give priority over work designs which can help to contempt expectations of existing generational manpower and will even encourage higher research and study possibilities for staffs thus, supporting to retain and attract top level and competent resources within health services.

Insufficiency in career advancement scope other cause that is notable within healthcare sector in Australia that has led to challenges in retention and attraction of competent workforces is insufficiency in research and advanced experimentation scope. Deficient and reduced opportunity of research work and lab study support within Australian health sector in comparison to what is expected by care professionals has resulted into rising attrition desires amongst care providers so this sector needs to immediately emphasize on offering better scope for research work and career progression with allocation of more budget and resources for lab testing and clinical research activities (Mayne & Zapico-Goñi, 2017).  Further encouragement in form of proper reward and support need to be offered to care providers to slowdown attrition intentions and negative motivation that has led to challenges within retention of top talents. In terms of other industries it is notable that there exist sufficient growth and progress possibilities for young professionals which supports in inspiring them to stick to their workplaces, however in healthcare industry considerable insufficiency is prevalent in context to allocation of adequate budget and resources for clinical studies and experimentation activities which acts as demotivators for heath professionals who seek to grow their career through continuous research based learning activities and development. Due to this existing highly talented health care professionals and probable employees in future prefer to change and switch career and scope for growth, leading to issues of attrition rate in heath sector (Nankervis, 2016).  The dedication towards association fails to be catalytic between establishment equity and turnover determination and hence it can be concluded that simply dedication is not sufficient for progress of federation equity and desires, as healthcare professionals anticipate their career advancement possibilities as a catalyst within equity and turnover determinations. However in other industries it is notable that due to myriad position and hierarchy of structure there are a great many career advancement and progress scope which are offered to manpower, however in context to health care sector it has been noted that there are limitation of duties and structure is more of flat in characteristics, so there are less research and progress possibilities for employees as is demanded (Boyer, 2019). Due to very limited scope for more of research activities and clinical study options, more young practitioners face lack of intentions to continue at one federation. Moreover in health care industry, it is noted that training are being forwarded for skill advancement but there are less scope for consistent research practices and possibilities for manpower who seek continuous clinical studies and professional development like sponsored studies, clinical practices that support workforces in extending their career enhancement possibilities.

Deficient performance support measures there is dearth of proper performance measurement system within health care industry so as to facilitate performance administration process which are in existence in this industry so in these conditions it is notable that there are diverse support process in place in other industries which supports in management of performance and aids in facilitating continued product development and new research activities. However in case of health care industry it is noted that performance evaluation of workforces is carried out and outcomes are conveyed for performance along with lending of support to them in form of training exercise so as to improve execution (Mensah & Justice, 2018).  In different other industries it has been noted that other than training activities there exist some other assistance process which are in place like research education and upskilling to facilitate learning and advancement exercise but in regards to health care industry it can be specified that there are deficiency of adequate structure, resources like research education and upskilling which can support in advancing performance administration outlook of industry (Habadi, et al. 2019).  It is even noted that in health care sector there exist insufficient support towards a formal research exercise and backbone system for medical practitioners. So it substantially necessary to endure these additional measures for support to boost advancement in medical practitioners performance. Moreover it is even noted within health care industry that performance administration measures and support structure is complexly designed which results into difficulties during efficacious maintenance and assessment of support exercises for medical professionals as the structure is developed to evaluate only performance of workforces in context to fulfilment of duties and regular medical practices while it fails to evaluate the development of achievement of practitioners which serves as major barrier in retaining and attracting of manpower within health care industry.

Capability disparity insufficient arrangement of preferred expertise needed for advanced level medical and clinical practices with real competence available amongst present workforces adds to rising resentment and stress amongst them in context to their duties and demand of quality services leading to capability disparity and imbalance which on other hand results into larger attrition rates in health care industry. Capability disparity amongst medical practitioners force them to witness stress at work to deliver quality care expectation and even withholds succeeding manpower from dealing and surviving within skill shortage. The cause for capability disparity can be anticipated to insufficient human resource planning within healthcare industry that results into shortage of top talent, quality of service expectation delivered and huge gap between available competence and expected level of quality delivery from health professionals in their regular medical practices (Mensah, 2019).  Moreover lack of research initiatives and encouragement to progress advanced clinical studies to equip skills as is desirable leads to further complication and capability disparity as against expected demand levels in the present condition of Australian health care sector. It has been often noted that medical practitioners secure jobs with particular specialization and capabilities and after serving for specific time duration, these workforces begin to encounter complexities due to rising quality of service expected during performing critical healthcare services. Also due to shortage of top talent in health care industry often existing workforces face stress and pressure mounting at work to sustain in industry, hence they prefer to quit or start private practices, leading to concerns in context to retention of top talented practitioners (Nankervis, Rowley & Salleh, 2016).  Further support at workplace not only supports in enhancing contentment at work and improves dedication but even aids in resolving capability disparity with informal learning. Thus health care sector needs to emphasize encouraging learning and consistent research exercise culture to enhance workplace support and collaboration as well as to overcome capability disparity concerns.  In regard to health care industry it can be emphasized that concerns in human resource planning arises because of poor conception of capabilities and measures to sustain desires for practitioners to continue working in research and clinical studies domain needed to advance performance in medical field as per rising quality demand of services and to deliver existing purposes within healthcare services (Saraih, et al. 2017).  So health sector should emphasize on priority to resolve concerns in human resource planning by evaluation of job expectation of industry and capabilities needed to perfmon on regular basis as per demand in desirable manner which will support in aligning capabilities disparity within practitioners and their expected expertise to accordingly support in lowering stress amongst practitioners and higher attrition rates.

Undersupply of challenges and employer branding: these days there is often struggle to recruit top talent as it is hard to find and around 88% of HR division across all industries state that establishments do not emphasise employer branding. Within these around 23% operates within healthcare sector in Australia which professes that employer branding can be relevant approach for retention and attraction of workforces as it is anticipated that employer branding is associated to being successful within an industry and supports in attracting top and well-suited talents. It is notable that health care sector struggles due to huge staff shortage and one of their greatest challenges in this condition is difficulties faced in upholding on to top talents within establishments in comparison to other sectors. In past year around 45% of all healthcare establishments were facing struggles to retain talent medical practitioners and this ratio can enhance to over 50% in coming years (Hadi & Ahmed, 2018).  An approach to uphold fresh and well-suited staffs is through employer branding as more of professionals functioning within HR division sense an accountability to integrate employer branding in their work. Of all themes within HR policies during 2018, employer branding was 2nd most sought after element to be developed across all firms as it is predicted that with priority being given to employer branding the challenges will decrease because utilisation of employer branding in healthcare establishment will support in projecting image and brand of employer while becoming more relevant and distinctive element to attract and retain top talents. Further due to affordable care legislations, increasing expenses for care, rising number of baby boomers requiring enhanced care, there are numerous causes why healthcare recruitment practices need to provide better healthcare positions than there are top candidates currently now. Distinguishing brand is now more relevant than ever so as to attract and retain top talents, so strengthening employer branding shapes workforces anticipations and makes healthcare industry survive through competition. As heath care sector is progressing rapidly and facing competition pressure, so attracting and keeping top medical practitioners is becoming more and more challenging (Nankervis, Baird, Coffey & Shields, 2016).  A strong employer branding can fill in talent resources, enhancing the quality of medical practitioners selected while even lowering hiring efforts and expenses. Internalising and operationalising that brand can support in retaining workforces and can even aid employers to hire next generation of clinical leaders. Moreover employer branding is good way to reinforce customer oriented brand and the best of talent prefer to work for best of establishment as well as best of customers seek to do treatment with establishment that recruit best medical professionals. Moreover at a period when job growth in health care sector is all time greater, medical practitioners are frequently free to pick and select the position that best suits their requirement and expectations and this represents that some less ranked healthcare establishments find it challenging to hold and attract suitable practitioners who would be willing to work in an extremely competitive job (Vidal-Salazar, Cordón-Pozo & José M de, 2016).  At this period when talent shortage is at its peak, employers brand has turned out to be vital in attracting and keeping top and well suited talents and so health care establishments that do not attain this purpose or encourage professional advancement of practitioners in direction of clinical research or studies often fail to attract and retain top resources as these days more professionals seek for not establishments rather cultures resonated within.


Hence it can be summarized that key issues that are challenging the context of retention and attraction for workforces in healthcare are not only related to shortage of well suited resources but also made complicated due to low level of career development scope within this sector mainly in areas of clinical studies and research practices. Further the situation is made difficult due to rising skill disparity which has led to delivery of quality in services turn out to be demanding, making present practitioners sense burnout and stress at work. Moreover complicated performance measures within healthcare sector does not drives satisfaction in staffs who already struggle with workload and this struggle to creep upwards has lead to retention concerns further in industry.


Boyer, R. (2019). How scientific breakthroughs and social innovations shape the evolution of the       healthcare sector. In Innovation beyond technology (pp. 89-119). Springer, Singapore.

Habadi, M. I., Mahnashi, F. A., Alkhudidi, A. J., Alharbi, G. R., Balubaid, N. M., Hamdi, A. A.,          … & Albalwi, R. A. (2019). Patient-Physician Communication: Challenges and Skills. EC             Microbiology15(12), 01-10.

Hadi, N. U., & Ahmed, S. (2018). Role of employer branding dimensions on employee retention: Evidence from educational sector. Administrative Sciences, 8(3)

Leeder, S., Russell, L., & Beaton, A. (2016). Towards more meaningful measures in     healthcare. Asia Pacific Journal of Health Management11(3), 22.

Mayne, J., & Zapico-Goñi, E. (2017). Effective performance monitoring: a necessary condition      for public sector reform. In monitoring performance in the public sector (pp. 3-30).             Routledge.

Mensah, J. K. (2019). Talent management and employee outcomes: A psychological contract fulfilment perspective. Public Organization Review, 19(3), 325-344.

Mensah, J. K., & Justice, N. B. (2018). Testing the mediation effect of person-organisation fit on the relationship between talent management and talented employees’ attitudes. International Journal of Manpower, 39(2), 319-333.

Nankervis, A. (2016). Asia Pacific HRM & Organisational Effectiveness: Implications for practice.

Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.

Nankervis, A., Rowley, C., & Salleh, N. M. (2016). Introduction: Human resource management and organisational effectiveness–an overview and synthesis. In Asia Pacific Human Resource Management and Organisational Effectiveness (pp. 1-13). Chandos Publishing.

Robert, G., & Macdonald, A. S. (2017). Co-design, organizational creativity and quality improvement in the healthcare sector:‘Designerly’or ‘design-like’. Designing for Service: Key Issues and Directions, 117-129.

Saraih, U. N., Aris, A. Z. Z., Karim, K. M., Samah, I. H. A., Sa’aban, S., & Mutalib, S. A. (2017). Relationships between organizational commitment, OCB, organizational justice and turnover intention: Evidence from educational institution. Review of Integrative Business and Economics Research, 6(2), 64-77.

Vidal-Salazar, M., Cordón-Pozo, E., & José M de, l. T. (2016). Flexibility of benefit systems and firms’ attraction and retention capacities. Employee Relations, 38(4), 487-504.