Research On The Core Talents Retention Strategy In The B Medical Aesthetics Hospital

With the improvement of people’s living standards,the plastic surgery industry has developed rapidly in China,followed by fierce competition,especially for talents.The core talents of medical beauty institutions in the middle of the industry constitute a very important competitive advantage for medical beauty institutions.Problem such as their resignation seriously restrict the development of medical beauty institutions.Therefore,it is very important and significant to study how to effectively retain the core talents of medical beauty institutions.This paper defines the core talents of B medical aesthetics hospital from three dimensions of talent scarcity,value and the actual situation of the hospital as cosmetic attending physicians,cosmetic residents,department managers and managers above the department manager level.Introducing the structure of staff and core talents in the plastic surgery industry and B medical aesthetics hospital.Under the guidance of the ASA Model(attraction,selection,running-in model),the current situation and problems related to talent retention of core talents in the stages of attraction,selection and run-in were analyzed by means of questionnaires and interviews.It is found that the recruitment standards for core talents are incomplete,the recruitment channels are concentrated and passive,the preferential treatment policy for talents is insufficient,and the employer brand is not clear in the attraction stage,causing the insufficient attraction to core talents.In the selection stage,the selection method of core talents is too simple and lack of corresponding personality test and value evaluation,making the hospital insufficient to predict the matching degree between core talents and the hospital.In the running-in stage,through data analysis,it can be seen that the turnover rate of core talents is high.Further research found that these problems are related to the imperfect recruitment and selection system of core talents in B medical aesthetics hospital,as well as the imperfect remuneration and benefits of attending physicians,unsmooth promotion channels for residents,insufficient socialization of management personnel in the hospital,and lack of dynamic attention to core talents.At the same time,it restricts the retention of core talents.Then,based on the analysis of the ASA Model and the Talent Management Theory,the‘three-stage core talent retention model ’ is proposed,which considers that the retention of core talents is a comprehensive talent management process that involves talents before they enter the organization,the two-way selection of talents and organizations,the whole process of running-in between talents and organizations to mutual integration,the omission or mismatch of any link may cause the loss of core talents.Therefore,it is necessary to find the corresponding problems,analyze the reasons,and implement corresponding retention measures from the three stages of core talent attraction,selection,and running-in.The measures in the attraction stage include improving the recruitment standards of core talents,increasing the recruitment channels for core talents,enriching the preferential treatment policies for core talents,and cultivating a good hospital employer brand.Measures in the selection stage include implementing structured interviews,adding personality tests and value evaluation links,and providing real job previews.Measures in the running-in stage include implementing regular job satisfaction surveys and turnover management,organizing social activities for managers,improving the compensation and benefit plan for attending physicians,and developing resident physician career management.At the same time,corresponding guarantees are provided by strengthening the construction of organizational culture,improving the human resources information system,cooperating with external institutions to carry out talent assessment,cooperating with the education and training department of the group in teaching projects,improving the relative value system research and development of diagnosis and treatment projects.This model has the advantages of increasing the hospital’s attraction to core talents,improving the matching degree between core talents and the hospital,and reducing the turnover rate of core talents.It can comprehensively and systematically realize the effective retention of core talents in the hospital.