People Management
October 13, 2025
Recruitment and selection of health professionals in a public agency
Authors: Daniel Farias da Silva; Luana Lopes de Oliveira and Amanda Elvira Resende Nunes Silva
DOI: 10.22167/2675-6528-2024076
E&S 2025, 6: e2024076
Human resource management is relevant for organizations, as it can generate competitive advantages and differentials in relation to competitors[1]. This management makes it possible to guide and develop employees with the aim of achieving organizational goals. The development of the human factor is essential, since, without it, professionals can present both effectiveness and ineffectiveness[2].
Public administration can be defined as the set of State actions aimed at meeting collective needs. However, its objectives are only achieved through its available human resources[3].
In public organizations, recruitment and selection occur mainly through a selection process or public examination[4]. However, in public administration, job descriptions are restricted to the scope of the servers’ duties, which discourages multifunctionality and systemic vision, in addition to favoring deviations of function. This practice can result in the allocation of professionals in inadequate areas, without fully meeting the organization’s needs[5].
The high turnover of professionals in public administration, especially in the health area, represents a challenge for maintaining the quality of services offered to the population. According to Chiavenato[6], this phenomenon causes discontinuity of activities, overload of remaining staff, additional costs, and reduced efficiency and quality of care.
This research analyzed the recruitment and selection process of a small public agency, in order to propose improvements that increase its assertiveness. The proposals presented can be applied in the public sector and adapted to different areas and types of organizations. Private companies, non-profit entities, and other government agencies also seek effectiveness in their recruitment and selection processes.
The objective of this study is to propose improvements in the selection process of a public agency, specifically in the selection process of the health department, with the aim of reducing staff turnover through the improvement of recruitment and selection stages. The present study was characterized as exploratory and qualitative, as its purpose was to identify issues and understand them[8]. Its elaboration was based on existing publications on the subject, through bibliographic research to obtain information and knowledge about the investigated problem[9].
Initially, a literature review was conducted to support the questionnaire and interview script. Subsequently, the selected participants were contacted, and the study objectives were presented, with an emphasis on the research’s relevance. The data collection instrument was administered online, using Google Forms, followed by semi-structured interviews, the responses to which were recorded in detail. Later, the collected data were consolidated, organized into tables and figures, and prepared for analysis.
Data collection occurred in March 2023, with the five members of the organizing committee for the selection process, all selected for their direct involvement in the recruitment and selection stages. Each participant responded to a personalized form and a semi-structured interview, aimed at identifying flaws and opportunities for improvement. This approach made it possible to investigate the interviewees’ practices and experiences more deeply within the specific context of the research[10].
The study was developed at the Municipal Health Department, selected for the sector’s social relevance, characterized by the high demand for qualified professionals and the constant need for hiring.
The research sought to understand the structure of the recruitment and selection process, focusing on the type of recruitment, the time taken, and the criteria for selection and tie-breaking. The number of admitted employees, their retention until the end of the contract, and the difficulties faced by those who request termination were also examined. Finally, the importance of the skills necessary for professionals to adapt to the work routine was analyzed, as well as the perception of those responsible regarding the selection process.
The data analysis was descriptive, with tabulation of responses. The results were grouped, which allowed for the interpretation of the collected information, evaluation of the process efficiency, and identification of flaws, in addition to proposing improvements. The analyzed health department has about 80 servers, of which approximately 40 are contracted and entered public service through the selection process under study.
The research aimed to analyze the selection process for positions requiring a higher education level: dentists, nurses, pharmacists, physiotherapists, nutritionists, psychologists, nursing technicians, and radiography operators. A scarcity of qualified professionals for these roles was observed. Positions requiring lower qualifications, such as health and endemic disease agents, dental assistants, and administrative staff, were also considered.
The results were organized into three main categories: description of the recruitment and selection process in the public agency, results obtained with its application, and proposal for process improvement. The main findings in each group are presented below.
Description of the recruitment and selection process
Based on the data collected in the study, Figure 1 was developed, which presents the steps of how the selection process is carried out in the analyzed public agency:
Source: Original research results and elaborated by the authors.
The recruitment process occurs extensively, with a public notice that presents the vacancies and the rules of the process on the public body’s institutional website. Recruitment constitutes the means by which the body communicates its job opportunities to the market and indicates the job offer[6]. Transparency and objectivity must be guaranteed throughout the process, with clear and well-defined criteria for candidate selection, in order to ensure the legality of the procedure[4].
When analyzing the recruitment process of the case study, deficiencies were identified in the dissemination of vacancies, restricted to the institution’s municipal website. This limitation reduces the diversity of candidates and prevents more qualified professionals from accessing opportunities, which favors the selection of less suitable profiles. In this context, Macário et al.[11] highlight the relevance of recruitment as a strategy to reduce turnover and recommend improving selection practices in order to value employees and, consequently, contain staff turnover in organizations.
As a suggestion, it is recommended to expand the dissemination of vacancies through regional job portals and social networks, especially LinkedIn, whose presence is strategic to increase the visibility of opportunities. To ensure the effectiveness of this process, consistent publication frequency should be maintained, based on a posting calendar that distributes dissemination at different times and days of the week, in order to reach a broader audience. Similar results were observed by Silva[12], who found that the proper use of social networks in recruitment and selection processes contributes to attracting more qualified candidates.
Selection process results
During data collection, a survey of candidates approved in selection processes held since 2020 was carried out. Between this year and the present moment, approximately ten selection processes have been applied for various healthcare positions, as detailed in Table 1.
Table 1. Total number of approved candidates in the selection process
| Positions | Number of recruited servers (2020-2023) | Number of servers in office | Number of servers shut down or that opted for termination |
| Community health agent | 10 | 7 | 3 |
| Endemic disease control agent | 4 | 3 | 1 |
| Administrative assistant | 15 | 10 | 5 |
| Oral Auxiliary | 2 | 1 | 1 |
| Biochemical | 2 | 1 | 1 |
| Dentist | 3 | 3 | 0 |
| Nurse | 7 | 1 | 6 |
| Pharmacist | 2 | 1 | 1 |
| Physiotherapist | 4 | 2 | 2 |
| Nutritionist | 1 | 1 | 0 |
| Psychologist | 2 | 2 | 0 |
| Nursing technician | 14 | 9 | 5 |
| Radiographer | 4 | 2 | 2 |
| Sum | 70 | 43 | 27 |
During this period, 70 hires were made through a selection process, of which approximately 60% remain active in the municipality, while the others requested termination or were dismissed. The effectiveness rate indicates that a significant portion of those selected does not meet the organization’s expectations or does not adapt to the work environment, which points to flaws in the selection process and the possibility of hiring candidates without the necessary skills.
Similar results were observed by Leão et al.[13] and Dimarzio[14], who identified that the conduction of selection processes can negatively influence turnover. The early departure of many employees may be associated with factors related to the work environment, leadership, and remuneration and benefits policies. Oliveira[15] and Santos[16] demonstrate that when these elements are not well managed, employee retention is negatively impacted. In this context, a turnover rate of 40% indicates the need to review the selection process and adopt more effective retention strategies, such as detailed candidate analyses, structured onboarding programs, and salary adjustments.
Similarly, Coutinho[17] and Dias and Garcia[18] highlight that actions aimed at integrating new employees and salary update policies contribute significantly to reducing turnover.
Improvement Proposal
When questioning the responsible committee about the selection process currently employed by the public body, all acknowledged that it is a useful and necessary tool; however, given the high turnover rate, improvements are suggested.
The first suggestion focuses on the recruitment process, with the expansion of job vacancy dissemination through partner channels in the region to reach a wider audience. The proposal is in line with the results of Aguiar[19] and Almeri[20], who demonstrated that improvements in dissemination channels can reduce costs and attract more qualified candidates.
In the interviewees’ view, the high turnover stems from low remuneration and the difficulty of new employees adapting to the reality of public administration. To overcome these issues, it is suggested that measures such as reviewing the salary policy, offering training, and additional benefits, such as health insurance and meal vouchers, be implemented.
Given that the selection processes are intended for fixed-term contracts, it is recommended to extend the duration of these contracts or allow their renewal once or twice, in order to provide greater stability and reduce turnover. These findings corroborate the studies by Ferreira and Fernandez[21] and Picchiai and Fernandes[22], which highlight investment in training and development as an effective strategy to decrease turnover.
Works such as Pinho’s[23], which analyzed turnover in the public sector from a case study, found that turnover is negatively impacted by working conditions, remuneration, rewards, and employee satisfaction.
To improve the process, the application of practical and theoretical tests was proposed, as well as the review of evaluation and scoring methods. Complementarily, it is recommended to analyze candidate profiles, based on objective and relevant criteria, in order to ensure the principle of impersonality. It is essential that these criteria are clearly communicated to the participants and applied consistently by qualified and independent professionals. Furthermore, the inclusion of interviews allows for a more complete and fair evaluation.
As an example of this, other selection processes follow this methodology, such as that of the Federal Public Prosecutor’s Office[24], whose public notice for hiring undergraduate interns provides for an interview as one of the stages of the process, carried out after the application of objective tests and curricular analysis. According to Acórdão n.º 500/2008 of the Federal Court of Accounts (TCU) [25], interviews and subjective tests can be included in selection processes in public administration, provided that the public notice presents objective evaluation criteria, details of the content and stages, as well as foreseeing the possibility of appeal by the candidates. Based on the improvements proposed in this section, Figure 2 was developed, which presents the changes and adaptations for carrying out the selection process:
Source: Elaboration based on research data.
Based on the discussions, improvements were proposed for the selection process, such as greater dissemination of vacancies, analysis of candidate profiles, application of practical or theoretical tests, and training of approved candidates to increase participant efficiency and adaptation.
People management consists of practices aimed at managing and developing the potential of an organization’s employees, as well as encompassing public administration. The selection process integrates people management, as it allows for the selection of qualified professionals to meet the demands of public administration. The relationship between people management, public administration, and the selection process is relevant to ensure efficient and high-quality public service.
The research aimed to propose improvements in the selection process of a public agency to increase its assertiveness. The data were obtained through interviews, questionnaires, and document analysis. It was found that the adopted process follows the standard pattern for recruitment and selection techniques, but it presents deficiencies that can be improved.
Based on these results, a new flowchart was developed for the selection process, which includes analyzing candidate profiles, administering practical or theoretical tests, greater dissemination of vacancies, and offering training for those approved. These measures have the potential to reduce turnover and increase the efficiency of the selection process, and are also applicable to other public agencies and companies facing similar challenges.
References
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COMO CITAR
Silva, D.F.; Oliveira, L.L.; Silva, A.E.R.N. Recrutamento e seleção de profissionais da área da saúde em um órgão público. Revista E&S. 6: e2024076.
ABOUT THE AUTHORS
Human Resources Management Specialist. Matutina, Minas Gerais, Brazil.
Luana Lopes de Oliveira – Master in Administration. Researcher. School of Advertising and Marketing. Rua Joaquim Távora, 1240, 04015-013, Vila Mariana, São Paulo/SP.
Amanda Elvira Resende Nunes Silva – Data Science and Analytics Specialist. University Professor and Coordinator. CESG – Centro de Ensino Superior de São Gotardo. Avenida Francisco Resende Filho, 35, 38800-000, Boa Esperança, São Gotardo, Minas Gerais, Brazil.