2024-11-08 10:09:00
The action priorities put in place by public health establishments and their human resources departments to attract candidates and retain existing staff still do not seem to meet their expectations. A significant discrepancy is observed with regard to the results of a survey presented during the HR meetings 2024.
If the recruitment difficulties faced today by the human resources departments of public health establishments have multiple causes, it would seem that they are also often poorly identified, or even poorly prioritized by HR managers. According to the results of the Barometer carried out by the job site Indeed and the French Hospital Federation (FHF) “Enhancement of attractiveness and employer brand”* presented during the HR meetings 2024on October 1 in Bordeaux, there would be a real gap between the efforts and tools deployed by establishments to retain or attract professionals and their expectations.
It thus appears that what the establishment considers to be rich in terms of attractiveness to retain its staff – for example internal or external mobility or access to training – does not appear in the criteria of professionals who rather point to the remuneration, flexibility of working time or the implementation of good managerial practices. The question of salary is for example ranked at the top of attractiveness for hospital workers when this lever only ranks 7th among HR managers. Indeed, in a tense economic context, “theSalary is a priority criterion for those looking for work. Less for what public health establishments can offer, than because it is, in absolute terms, a necessity: working to meet daily needs. » underline the investigators.
“The arguments and tools deployed by HR departments to retain, retain or attract professionals to their establishment appear more relevant for attracting research workers than for retaining those in office. »
Another observation, HR managers over-declare the reasons linked to the conditions of exercise, overestimating the effects of workload, care load as well as work organization and time schedules. Inversely, they tend to underestimate the risks linked to reasons relating to a lack of valuation: lack of recognition, poor professional prospects, insufficient social benefits. Another example concerning the working atmosphere: HR managers place it in 9th position while for active workers, those in research and those who have left a public establishment, it is the second reason cited.
HR managers also consider that the meaning given to work, and more generally, the values or reputation of their establishment – the famous “employer brand” – as assets, even though they are not really perceived as such by employees, whether they are researching or working. However, the development and promotion of the employer brand appears to be one of the concrete avenues for improving attractiveness; a means clearly identified by HR managers to strengthen the feeling of belonging to the establishment, retain talent and attract the right profiles, more diverse, more inclusive.
The Health HR Meetings, an annual meeting for human resources stakeholders
Organized by the French Hospital Federation (FHF) and the Association for the Development of Human Resources in Health and Social Establishments (adRHess), with the support of the Mutuelle Nationale des Hospitaliers (MNH), the Health HR Meetings are are held this year on September 30 and October 1 in Bordeaux, on the theme “HR news and perspectives: what act 2 for the transformation of the public service?” »
*Enhancement of attractiveness and employer branding. OpinionWay consultation with 6,514 professionals in the health sector on employer branding carried out by Indeed and the FHF. A study presented on October 1 during the Health HR meetings, Monday September 30 & Tuesday October 1, 2024, Bordeaux. The survey covers three samples of staff operating in public hospitals: 127 human resources managers etc. 2,294 active employees (surveyed from June 10 to July 10, 2024). 4,093 others seeking employment in a healthcare establishment over the past 12 months (surveyed from April 26 to July 8, 2024).
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**Interview with Dr. Emily Roberts, HR Expert and Consultant**
**Interviewer:** Good morning, Dr. Roberts. Thank you for joining us today. We recently came across some compelling findings from a survey discussed at the HR meetings 2024 in Bordeaux. It highlights a significant disconnect between what HR managers believe will attract and retain staff in public health establishments and what the professionals actually prioritize. Can you explain this discrepancy?
**Dr. Roberts:** Good morning! Yes, the findings are quite striking. It seems that while HR managers focus on factors like internal mobility and training opportunities, frontline workers prioritize cash compensation, flexibility, and effective management practices. This gap indicates that HR is perhaps not fully in tune with the needs and realities of the workforce, especially in a challenging economic climate where salary becomes paramount.
**Interviewer:** You mentioned that while HR departments think workload and work organization are pressing concerns, employees are more worried about recognition and professional growth. What do you think might be causing HR to overlook these critical areas?
**Dr. Roberts:** It’s a complex issue. HR managers may be fundamentally focused on operational metrics and performance, which skews their perception of what employees value. They might assume that improving work conditions will inherently lead to higher job satisfaction. However, when workers feel undervalued or see limited career advancement, these issues can overshadow even good working conditions.
**Interviewer:** The survey also indicated that HR managers view their employer brand and organizational values as key assets. How important are these factors to employees?
**Dr. Roberts:** While employer branding and organizational values matter, they often take a backseat to more immediate needs like salary and work-life balance. Employees want to feel secure and appreciated now, rather than being swayed by future ideals. If HR can recognize this priority hierarchy, they can realign their strategies to meet the actual needs of their staff rather than relying on theoretical advantages.
**Interviewer:** Given these insights, what practical steps should HR departments take to better engage their workforce?
**Dr. Roberts:** Firstly, HR departments should conduct regular, transparent surveys directly with employees to understand their true needs and concerns. Secondly, they should actively engage in meaningful dialogue with staff, fostering an organizational culture where feedback is valued. Lastly, reassessing compensation structures and exploring flexible work arrangements could lead to significant improvement in staff retention and satisfaction.
**Interviewer:** Thank you, Dr. Roberts, for your valuable insights! It’s clear that understanding the workforce’s priorities is crucial for effective HR practices in the public health sector.
**Dr. Roberts:** Thank you for having me! It’s an ongoing journey for HR to stay aligned with employee expectations, but with a proactive approach, meaningful change is possible.
