THE EMPLOYER'S BRAND UTILIZATION FOR ATTRACTING AND RETAINING OF HEALTHCARE PROFESSIONALS BY PRIVATE HOSPITALS IN TEHRAN

Abstract

Background: Private hospitals in Tehran can build a strong employer brand by partnering with educational institutions, investing in employee engagement, and regularly evaluating their strategy. Internship and residency programs can provide students with hands-on experience and future employment opportunities. Employee appreciation events, performance-based bonuses, and career advancement opportunities can create a sense of loyalty among the workforce. Regularly refining the employer brand strategy through feedback and data analysis can help attract top talent and improve patient care. 
 Methods: This descriptive study investigated the level of employer branding implementation and the main factors in retaining and attracting healthcare professionals in private hospitals from the perspective of managers. The data was collected through a questionnaire and face-to-face interviews with HR managers or senior executives responsible for HR management. The study found that private hospitals in Tehran can improve their employer branding by partnering with educational institutions, investing in employee engagement, and regularly evaluating their strategy. The evaluation provided valuable insights into the current state of employer branding practices and recommendations for improvement. These insights can help hospitals attract and retain top talent in the highly competitive healthcare industry.
 Results: All studies private hospitals managers (n: 11, 100%) were familiar with employer branding strategy to attract and retain healthcare professionals. From managers’’ point of view, sufficient income, discipline, and flexible working time were the main factors can help to attracting and retaining healthcare professions in their hospitals. Moreover, access to cutting-edge diagnostic and therapeutic technologies was another important factor in this way. They encounter different challenges such as a shortage of skilled workers and high turnover rates. Some hospitals have implemented initiatives to support their staff, but most lack a clear understanding of the importance of employer branding. To overcome these challenges, hospitals can invest in employee engagement, partner with educational institutions, and evaluate their branding strategy regularly. This can help build a strong employer brand that attracts top talent and improves patient care.
 Conclusions: Private hospitals in Tehran were familiar with employer branding strategy to attract and retain healthcare professionals. They face challenges such as a shortage of skilled workers, high turnover rates, and intense competition. To overcome these challenges, hospitals can invest in employee engagement initiatives, partner with educational institutions, and regularly evaluate their branding strategy.