• T Berlet.
• Universitätsklinik für Intensivmedizin, Inselspital/Universitätsklinik Bern, Bern, Schweiz. thomas.berlet@hospital-lingen.de.
• Anaesthesist. 2015 Sep 1; 64 (9): 659-68.

BackgroundThe human resources situation in the healthcare system is characterized by a manpower shortage. Recruiting medical staff is of great importance for hospitals and particularly in anesthesiology. Approaching and recruiting staff usually happens through external personnel marketing (PM); however, up until now the efficacy of these PM measures has barely been empirically investigated.AimThe goal of this empirical study was to examine how familiar hospital physicians at varying career levels are with the different tools employed by external PM and how frequently they used as well as rated these tools in terms of benefits. Based on this information, the preferences of medical staff with respect to detailing the workplace of "hospital physician" as well as factors of the hospital's attractiveness as an employer were evaluated. Another aim was to derive recommendations on how to optimize the marketing instruments used for external PM in the healthcare system.Material And MethodsIn an internet-based survey, 154 female and male physicians were questioned about their knowledge, use and benefit assessment of a total of 43 PM tools.ResultsConventional methods of addressing applicants were commonly used but ranked behind the more personal and direct targeting tools in terms of benefit assessments. Internet-based tools with a conceptual affinity to conventional methods were also highly rated in terms of benefits. In contrast, unconventional methods of addressing applicants were hardly known and were not viewed as being useful. The PM tools from the field of "overall conditions for cooperation in the company" mainly received high to very high benefit assessments. These referred primarily to non-monetary factors, human resource development measures and also to aspects of remuneration. Image-promoting PM tools were rarely assessed as being useful, with the exception of measures aimed at creating personal contact between the hospital or unit/department and applicants or those allowing personal insight into the department's range of activities. The correlation between familiarity with PM tools and positive benefit assessments was low.ConclusionThe results of this PM study can contribute to the development of an effective and efficient conception of PM measures by hospitals. Addressing applicants through traditional job and internet-based advertisements should be supplemented by personalized targeting of potential applicants and innovative targeting instruments must be systematically developed and promoted in order to become effective. It remains questionable whether the target group of external PM can be reached with exclusively or even predominantly image-cultivating measures on behalf of the healthcare company, such as image campaigns. The most effective PM tools create good working conditions and develop factors contributing to the employer's attractiveness. These two tools should be given priority in human resource development also taking material incentives into consideration, all of which support the effective set-up of an employer branding.

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