HR branding as a strategic tool for attracting and retaining highly qualified personnel in healthcare institutions

Abstract

The transformation of the national healthcare system and the transition of hospitals to the status of municipal non-profit enterprises (KNPs) have radically intensified competition for human resources. The purpose of this study is the theoretical substantiation and development of an applied algorithm for the formation of systemic HR-branding in medical institutions as a basic strategic tool for the effective acquisition and long-term retention of highly qualified personnel in the conditions of sectoral reform. To solve the set tasks, a complex of methods was applied: systemic-structural analysis to detail the brand contours, comparative analysis to assess work incentives, the method of scientific modeling, and an empirical method of sociological research – an anonymous questionnaire of medical personnel via the Google Forms platform. The empirical basis of the study consisted of responses from 56 medical workers (30 doctors, 18 nurses, and 8 administrators). Based on the author's survey, the structure of the employer value proposition (EVP) was quantified. It was revealed that the leading factor in choosing a workplace is the state of the material and technical base of the institution (48.21% of votes), which outperforms the financial remuneration factor (33.93%). A critical level of occupational burnout of the hospital's core staff was diagnosed: a total of 76.79% of respondents experience emotional exhaustion regularly or periodically. A five-stage algorithm for HR-branding implementation is proposed. Within the first stage, the international methodology for assessing employee loyalty, adapted to a 5-point scale, was tested. The calculated author's net promoter score of personnel (eNPS) amounted to +10.71 points, which indicates the moderate stability of the internal brand contour, but highlights hidden risks of staff turnover due to burnout. The scientific originality lies in developing a differentiated medical EVP model and adapting the eNPS index for KNPs. The practical value of the study consists in forming a step-by-step matrix for hospital management to reduce staff turnover and improve the quality of medical care through the transformation of organizational culture based on the Safety Voice principle.

JEL: I11, M12, M54.