| With progressing adjustment of military organization personnel force and thegrowing health care needs of the people, local professional and technical personnel hasturned to be one of the most significant support to ensure military hospitals’ normalrunning and sustainable development, which is also an important component ofmilitary hospitals’ talent team. Therefore, in accordance with the requirements of thescientific outlook on development, strict and serious organization of social recruitmentand efficient risk prevention has important immediate significance and far-reachingstrategic significance in the construction and development of military hospitals.In this essay, with the background of staff reduction and reorganization of theArmy, the causes and solution to recruitment risk will be discussed. Recruitment ofmilitary hospitals has its own characteristics rather than common characters of normalemployers. Risk of five aspects, namely, legal issue, personnel evaluation, recruitmentcost, external environment, and internal oversight will be pointed out in this paper.Meanwhile, with the use of game theory, military hospitals, as the employer, shouldacquire applicants’ real information as much as possible, based on testing, interviewingand even further investigation, so as to avoid candidates’ concealing and cheating. Inthe recruiting course, military hospital must do enough preparatory work in advance,and choose appropriate recruiting channels and recruiters. Effectiveness should beconstantly improved by increasing information transparency of employers and jobapplicants, choosing scientific method of talent selection, and also doing joborientation analysis for the newly recruited. In later stage of recruitment, militaryhospitals should constantly strengthen militarization accomplishment of the localpersonnel, and improve the relevant policy system about deploying, training,management, improve the overall quality of them. Thus, the local personnel team willcontribute more effectively in medical service of the Army. |