Madsen Emilie R, Mui Paulani, Resnick Beth, Yeager Valerie A
Author Affiliations: Indiana University Indianapolis, School of Liberal Arts, Indianapolis, Indiana (Dr Madsen); Johns Hopkins Bloomberg School of Public Health, Baltimore, Maryland (Ms Mui and Dr Resnick ); and Indiana University Indianapolis, Richard M. Fairbanks School of Public Health, Indianapolis, Indiana (Dr Yeager).
J Public Health Manag Pract. 2025;31(5):806-817. doi: 10.1097/PHH.0000000000002179. Epub 2025 Jul 17.
This study engaged state and local health agency employees involved in the hiring process to examine the impact of hiring laws and civil service requirements on recruitment processes. Additionally, we identified innovative approaches to improve recruitment.
Key informant cross-sectional qualitative study.
State and local U.S. governmental public health agencies.
Health department hiring managers, human resources/workforce development directors and assistant directors, program managers, deputy commissioners, and other HR representatives.
Experiences and perceptions of public health hiring approaches, processes, and civil service requirements.
Three themes emerged as solutions and innovations for public health agency recruitment: marketing strategies, organizational workforce development changes, and applicant experience improvements. Marketing strategies to improve recruitment included the expanded use of job wrapping and social media platforms. Organizational workforce development for recruitment and retention initiatives included paid fellowship programs, salary comparisons and market adjustments, expanded benefits, and the enhanced role of HR teams. Discussion of civil service requirements and hiring laws revealed that organizational and governance factors, such as hiring authority, were perceived as more consequential to effective recruitment than specific components of the law.
Organizations should improve inefficient recruitment and hiring processes and systems where possible. Much of this is achievable through quality improvement initiatives rather than legal or regulatory changes. However, tracking the hiring process to identify inefficiencies is essential, as barriers likely differ across agencies and states. Finding ways to shorten the applicant review timeframe and improve communication with applicants throughout the hiring process may yield more successful recruitment efforts. Lastly, Public Health Infrastructure Grant (PHIG) funding and programming have led to recruitment innovations. Flexibility to adapt recruitment approaches to changing workforce and labor market dynamics is needed for an adequate workforce with the capacity to address foundational needs and public health challenges.
本研究让参与招聘过程的州和地方卫生机构员工审视招聘法律和公务员要求对招聘流程的影响。此外，我们还确定了改善招聘的创新方法。
关键信息提供者横断面定性研究。
美国州和地方政府公共卫生机构。
卫生部门招聘经理、人力资源/劳动力发展总监及助理总监、项目经理、副专员及其他人力资源代表。
对公共卫生招聘方法、流程和公务员要求的经验与看法。
出现了三个作为公共卫生机构招聘解决方案和创新的主题：营销策略、组织劳动力发展变革和申请人体验改善。改善招聘的营销策略包括扩大职位包装和社交媒体平台的使用。用于招聘和留用计划的组织劳动力发展包括带薪奖学金计划、薪资比较和市场调整、扩大福利以及人力资源团队作用的增强。对公务员要求和招聘法律的讨论表明，诸如招聘权限等组织和治理因素被认为对有效招聘比法律的具体条款更为重要。
各组织应尽可能改进低效的招聘流程和系统。其中许多可通过质量改进举措而非法律或监管变革来实现。然而，跟踪招聘流程以识别低效率至关重要，因为各机构和各州的障碍可能不同。找到缩短申请人审查时间框架并在整个招聘过程中改善与申请人沟通的方法可能会带来更成功的招聘工作。最后，公共卫生基础设施拨款（PHIG）资金和计划已带来招聘创新。需要灵活性以根据不断变化的劳动力和劳动力市场动态调整招聘方法，从而拥有一支有能力满足基本需求和应对公共卫生挑战的充足劳动力队伍。
