{"id":2763,"date":"2025-08-26T07:01:16","date_gmt":"2025-08-26T07:01:16","guid":{"rendered":"https:\/\/kingsleygatstg.wpenginepowered.com\/?p=2763"},"modified":"2026-01-14T06:40:50","modified_gmt":"2026-01-14T06:40:50","slug":"trust-as-a-competitive-advantage-the-key-to-executive-talent-retention-in-healthcare","status":"publish","type":"post","link":"https:\/\/www.kingsleygate.com\/es\/insights\/trust-as-a-competitive-advantage-the-key-to-executive-talent-retention-in-healthcare\/","title":{"rendered":"La confianza como ventaja competitiva: la clave para retener el talento ejecutivo en el sector sanitario"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"2763\" class=\"elementor elementor-2763\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-3ff1db4 e-con-full e-flex e-con e-child\" data-id=\"3ff1db4\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div class=\"elementor-element elementor-element-534210c e-con-full e-flex e-con e-child\" data-id=\"534210c\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-10b3daf elementor-widget elementor-widget-text-editor\" data-id=\"10b3daf\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\tEn el centro de la adquisici\u00f3n sostenible de talento se encuentra un elemento fundamental que ha pasado de ser algo deseable a convertirse en un imperativo cultural: la confianza. Bas\u00e1ndose en los conocimientos adquiridos durante casi tres d\u00e9cadas de experiencia en la contrataci\u00f3n de ejecutivos del sector sanitario, este art\u00edculo explora c\u00f3mo la confianza sirve de base para estrategias de contrataci\u00f3n eficaces que conducen a una retenci\u00f3n duradera en las organizaciones sanitarias.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-c1c5f90 elementor-widget elementor-widget-heading\" data-id=\"c1c5f90\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">El papel fundamental de la confianza en la contrataci\u00f3n de personal sanitario<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-e5b35c6 elementor-widget elementor-widget-text-editor\" data-id=\"e5b35c6\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>La confianza en la contrataci\u00f3n de personal sanitario opera en m\u00faltiples niveles interconectados, creando lo que podr\u00eda describirse como un \u201cecosistema de confianza\u201d.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-473bc2c e-con-full e-flex e-con e-child\" data-id=\"473bc2c\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t<div class=\"elementor-element elementor-element-7f782bb e-con-full e-flex e-con e-child\" data-id=\"7f782bb\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-bda8f10 elementor-position-inline-start elementor-mobile-position-inline-start elementor-view-default 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8.32483V11.2389H29.411C28.9329 11.2389 28.4938 11.4123 28.1532 11.6998C28.1095 11.7358 28.0641 11.7701 28.0251 11.8108C27.6704 12.1655 27.4485 12.6561 27.4485 13.1967V16.3639H27.447Z\" fill=\"url(#paint0_linear_67_230)\"><\/path><defs><lineargradient id=\"paint0_linear_67_230\"><stop><\/stop><stop><\/stop><\/lineargradient><\/defs><\/svg>\t\t\t\t<\/span>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\t\t\t<div class=\"elementor-icon-box-content\">\n\n\t\t\t\t\t\t\t\t\t<h3 class=\"elementor-icon-box-title\">\n\t\t\t\t\t\t<span  >\n\t\t\t\t\t\t\tEntre las organizaciones de salud, los pacientes y las familias.\t\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/h3>\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div>\n\t\t\t\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-75e0265 elementor-widget elementor-widget-text-editor\" data-id=\"75e0265\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Esta relaci\u00f3n de confianza en varios niveles genera una poderosa reacci\u00f3n en cadena. Concretamente en el \u00e1mbito de la salud, las organizaciones necesitan empleados que conf\u00eden en ellas. De este modo, los pacientes y sus familias, que conf\u00edan sus necesidades sanitarias o las de sus seres queridos a la organizaci\u00f3n, tambi\u00e9n podr\u00e1n confiar en ellos.<\/p><p>Sin embargo, el sector sanitario se enfrenta a retos \u00fanicos en materia de contrataci\u00f3n. Seg\u00fan\u00a0<a href=\"https:\/\/trustees.aha.org\/system\/files\/media\/file\/2022\/11\/2023_AHA_Health_Care_Workforce_Scan.pdf\" target=\"_blank\" rel=\"noopener\">un informe de 2023 de la Asociaci\u00f3n Americana de Hospitales,<\/a>\u00a0El 90% de los hospitales inform\u00f3 de una escasez de personal que afectaba significativamente a sus operaciones, lo que pone de relieve la necesidad cr\u00edtica de estrategias de contrataci\u00f3n eficaces basadas en la confianza.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-6b19aab elementor-widget elementor-widget-heading\" data-id=\"6b19aab\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">El catalizador tecnol\u00f3gico: por qu\u00e9 la evoluci\u00f3n de los recursos humanos lo cambia todo<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-2b8c666 e-con-full e-flex e-con e-child\" data-id=\"2b8c666\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t<div class=\"elementor-element elementor-element-8fd7bd9 elementor-widget__width-initial elementor-widget elementor-widget-text-editor\" data-id=\"8fd7bd9\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p class=\"kglink kg-link-override\">\u201cLa confianza comienza mucho antes [que el empleo]... En nuestro trabajo como socios de b\u00fasqueda de ejecutivos para organizaciones que conf\u00edan en nosotros para ayudarles a encontrar ejecutivos, esa base debe construirse s\u00f3lidamente sobre el respeto y la confianza mutuos\u201d.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-bc87343 elementor-absolute elementor-widget-mobile__width-initial elementor-widget elementor-widget-image\" data-id=\"bc87343\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;_position&quot;:&quot;absolute&quot;}\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"153\" height=\"121\" src=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Group-625-2.png\" class=\"attachment-full size-full wp-image-2928\" alt=\"\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-0f8dd07 elementor-widget elementor-widget-text-editor\" data-id=\"0f8dd07\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><a href=\"https:\/\/www.adpresearch.com\/motivated-and-committed-employees-tend-to-stick-around-why\/\" target=\"_blank\" rel=\"noopener\">Investigaci\u00f3n de ADP<\/a>\u00a0ha descubierto que los empleados con altos niveles de confianza son m\u00e1s propensos a estar motivados y comprometidos con sus organizaciones. Si bien la confianza entre compa\u00f1eros de trabajo y con los supervisores directos sigue siendo importante, la confianza en los altos mandos se ha convertido en un factor cr\u00edtico para la retenci\u00f3n de empleados.<\/p><p>Hist\u00f3ricamente, los empleados abandonaban las organizaciones porque no confiaban en su supervisor o no ten\u00edan una buena relaci\u00f3n con su jefe directo. Ahora, lo que es a\u00fan m\u00e1s importante es la confianza en los altos directivos. Los profesionales de la salud de hoy en d\u00eda son cada vez m\u00e1s propensos a abandonar las organizaciones si no conf\u00edan en la direcci\u00f3n que los altos directivos est\u00e1n tomando, independientemente de su relaci\u00f3n con sus supervisores inmediatos.<\/p><p>El libro\u00a0<a href=\"https:\/\/www.ache.org\/learning-center\/publications\/books\/2504i\" target=\"_blank\" rel=\"noopener\">\u201cEl margen humano\u201d, por la Dra. Catherine Meese y Quint Studer.<\/a>\u00a0ofrece una investigaci\u00f3n exhaustiva sobre esta tendencia, destacando c\u00f3mo el puente entre los altos directivos y los empleados de primera l\u00ednea tiene un impacto significativo en el \u00e9xito de la organizaci\u00f3n.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-4907c9f elementor-widget elementor-widget-heading\" data-id=\"4907c9f\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Generar confianza desde la primera interacci\u00f3n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-d136982 elementor-widget elementor-widget-text-editor\" data-id=\"d136982\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>El proceso de reclutamiento representa un cortejo entre las organizaciones y los candidatos, que a menudo se prolonga durante meses, ya que ambas partes eval\u00faan su compatibilidad y alineaci\u00f3n. Este periodo establece las expectativas y sienta las bases para futuras relaciones laborales. Es un cortejo que lleva tiempo, ya que la organizaci\u00f3n y el candidato se van conociendo mutuamente, lo que lo convierte en un proceso de selecci\u00f3n mutua.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-9e233d0 elementor-widget elementor-widget-heading\" data-id=\"9e233d0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<span class=\"elementor-heading-title elementor-size-default\">1. La alineaci\u00f3n de valores como base de la confianza<\/span>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-e4cccdb elementor-widget elementor-widget-text-editor\" data-id=\"e4cccdb\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Una estrategia eficaz para generar confianza desde el principio es poner los valores de la organizaci\u00f3n en primer plano. Las organizaciones que comunican claramente sus valores, misi\u00f3n y visi\u00f3n en las descripciones de los puestos de trabajo permiten a los candidatos evaluar por s\u00ed mismos si encajan en la empresa antes de iniciar el proceso de selecci\u00f3n.<\/p><p>Las organizaciones sanitarias deben poner de manifiesto sus valores, misi\u00f3n y visi\u00f3n, indicando a los candidatos que, si estos elementos no se ajustan a sus creencias personales, es posible que la oportunidad no sea la adecuada para ellos. Seg\u00fan\u00a0<a href=\"https:\/\/getlighthouse.com\/blog\/gallup-state-of-the-american-workplace-study\/\" target=\"_blank\" rel=\"noopener\">Informe de Gallup sobre el estado del lugar de trabajo estadounidense.,<\/a>\u00a0Los empleados que se identifican con los valores de su organizaci\u00f3n son mucho m\u00e1s propensos a permanecer en su empresa. El informe destaca que el compromiso, estrechamente vinculado a la identificaci\u00f3n con los valores y la cultura de la empresa, es un factor fundamental para la retenci\u00f3n. Los empleados comprometidos, que sienten que sus valores personales coinciden con los de su organizaci\u00f3n, son mucho menos propensos a buscar activamente nuevos empleos. Por el contrario, los empleados activamente desmotivados son 40% m\u00e1s propensos a estar buscando o buscando activamente un nuevo empleo. Esto subraya la importancia de la selecci\u00f3n basada en valores en el proceso de reclutamiento.<\/p><p>Lo peor que puede hacer una organizaci\u00f3n es no transmitir una idea clara de cu\u00e1l es su cultura durante el proceso de entrevista. Cuando los valores y las expectativas culturales no est\u00e1n claros, es m\u00e1s probable que se produzcan desajustes y rotaci\u00f3n de personal.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-ca6867a elementor-widget elementor-widget-heading\" data-id=\"ca6867a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<span class=\"elementor-heading-title elementor-size-default\">2. Procesos de entrevista exhaustivos<\/span>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-206ef5d elementor-widget elementor-widget-text-editor\" data-id=\"206ef5d\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<div class=\"kg-leadsub-content\"><p>Las organizaciones deben presentar a los candidatos a diversas partes interesadas durante el proceso de entrevista. Las organizaciones sanitarias pierden oportunidades cuando no presentan a los candidatos a una amplia gama de personas y niveles jer\u00e1rquicos en el proceso de contrataci\u00f3n de ejecutivos.<\/p><p>Aunque los paneles de entrevistas demasiado extensos pueden resultar agotadores para los candidatos, una entrevista final bien dise\u00f1ada suele incluir a los responsables de contrataci\u00f3n, el director general y los compa\u00f1eros del equipo ejecutivo, los subordinados directos, los colegas y las partes interesadas clave con las que esta persona interactuar\u00eda.<\/p><p>Este enfoque integral garantiza la alineaci\u00f3n cultural y aumenta la probabilidad de retenci\u00f3n al proporcionar tanta informaci\u00f3n como sea posible sobre el entorno al que se incorporar\u00e1n los candidatos. Los candidatos suelen afirmar que saben inmediatamente, a partir de sus interacciones, si una organizaci\u00f3n les parece adecuada. Muchos ejecutivos han compartido que, desde el momento en que cruzaron la puerta por primera vez, supieron que se trataba del tipo de entorno en el que pod\u00edan trabajar, donde todo el mundo era cordial y agradable, y donde los ejemplos de c\u00f3mo se llevaban a cabo los negocios se ajustaban a su estilo de trabajo preferido.<\/p><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-35b107a elementor-widget elementor-widget-heading\" data-id=\"35b107a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Crear confianza a trav\u00e9s de una cultura de liderazgo intencional<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-0113ef1 elementor-widget elementor-widget-text-editor\" data-id=\"0113ef1\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>La cultura organizativa influye significativamente en la formaci\u00f3n de la confianza. Un ejecutivo del sector sanitario describi\u00f3 su organizaci\u00f3n como la que ten\u00eda la cultura de liderazgo m\u00e1s intencional de la que hab\u00eda formado parte, caracterizada por una comunicaci\u00f3n abierta y un desacuerdo profesional constructivo.<\/p><p>En esta cultura, cuando los l\u00edderes est\u00e1n en una reuni\u00f3n y los altos directivos discrepan entre s\u00ed, mantienen la conversaci\u00f3n en la reuni\u00f3n. No esperan a salir de la sala para tener conversaciones paralelas. Es aceptable desafiarse mutuamente de manera respetuosa y profesional, una pr\u00e1ctica saludable que fomenta la confianza.<\/p><p>Estas culturas fomentan la diversidad de pensamiento que impulsa la innovaci\u00f3n. Las organizaciones no deber\u00edan querer personas que piensen todas igual, ya que eso puede frenar la innovaci\u00f3n.<\/p><p>Este enfoque tambi\u00e9n se extiende a las relaciones clave de liderazgo. Por ejemplo, un director ejecutivo valoraba especialmente su relaci\u00f3n con un director financiero que no ten\u00eda miedo de decirle cuando se equivocaba. Esta disposici\u00f3n a aceptar retos constructivos ayuda a las organizaciones a evitar el pensamiento grupal y deja espacio para la innovaci\u00f3n y el crecimiento.<\/p><p>Las organizaciones con culturas de liderazgo intencional dejan claras estas expectativas durante el proceso de reclutamiento, ayudando a los candidatos a comprender las reglas de compromiso y c\u00f3mo se toman las decisiones dentro de la organizaci\u00f3n.<\/p><p><a href=\"https:\/\/www.kingsleygate.com\/es\/crafting-a-dynamic-company-culture-that-drives-engagement-and-succes\/\">Investigaciones recientes<\/a>\u00a0sobre el futuro del liderazgo en el sector sanitario subraya la importancia de un liderazgo adaptable, transparente y colaborativo. Los l\u00edderes que se comunican abiertamente e involucran a diversas partes interesadas en la toma de decisiones fomentan una cultura de confianza e innovaci\u00f3n, que es esencial tanto para la contrataci\u00f3n como para la retenci\u00f3n del personal.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-de8e013 elementor-widget elementor-widget-image\" data-id=\"de8e013\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img fetchpriority=\"high\" decoding=\"async\" width=\"845\" height=\"441\" src=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Creating-Trust-Through-Intentional-Leadership-Culture.jpg\" class=\"attachment-full size-full wp-image-170492\" alt=\"\" srcset=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Creating-Trust-Through-Intentional-Leadership-Culture.jpg 845w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Creating-Trust-Through-Intentional-Leadership-Culture-300x157.jpg 300w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Creating-Trust-Through-Intentional-Leadership-Culture-768x401.jpg 768w\" sizes=\"(max-width: 845px) 100vw, 845px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-5372805 elementor-widget elementor-widget-heading\" data-id=\"5372805\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Autonom\u00eda y flexibilidad: la nueva moneda de la confianza<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-238b227 elementor-widget elementor-widget-text-editor\" data-id=\"238b227\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>El personal sanitario actual valora la autonom\u00eda y la flexibilidad. Aunque no todos los puestos sanitarios pueden desempe\u00f1arse a distancia, las organizaciones est\u00e1n encontrando formas creativas de ofrecer flexibilidad mediante estrategias como la autogesti\u00f3n de horarios, la enfermer\u00eda virtual y los turnos de guardia transparentes.<\/p><p>Un l\u00edder del sector sanitario comparti\u00f3 c\u00f3mo se han adaptado a estas expectativas cambiantes. Un m\u00e9dico en particular quer\u00eda conocer su horario de guardias en su contrato. Este alto directivo admiti\u00f3 que nunca habr\u00edan hecho eso hace cinco a\u00f1os, ni siquiera antes de la pandemia, pero ahora lo hacen porque es lo que hay que hacer para generar confianza y atraer a m\u00e9dicos a la organizaci\u00f3n.<\/p><p>El l\u00edder reformul\u00f3 su forma de pensar pregunt\u00e1ndose por qu\u00e9 no iba a hacerlo. El puesto era importante para los objetivos de atenci\u00f3n al paciente de la organizaci\u00f3n, y demostrar su compromiso ofreciendo transparencia en los horarios ayud\u00f3 a sentar las bases de la confianza.<\/p><p><a href=\"https:\/\/www.beckershospitalreview.com\/quality\/hospital-physician-relationships\/health-systems-deliver-on-physicians-flexibility-demands\/\" target=\"_blank\" rel=\"noopener\">Seg\u00fan una encuesta realizada en 2023 por Becker's Hospital Review,<\/a>\u00a0El 461 % de los m\u00e9dicos mencionan la flexibilidad horaria como un factor clave para reducir el agotamiento, y m\u00e1s de la mitad aceptar\u00eda un salario m\u00e1s bajo a cambio de un mejor equilibrio entre la vida laboral y personal.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-5e8dd7b elementor-widget elementor-widget-heading\" data-id=\"5e8dd7b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">T\u00e9cnicas de entrevista que generan confianza<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-baebe53 elementor-widget elementor-widget-text-editor\" data-id=\"baebe53\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>El proceso de entrevista es una oportunidad crucial para generar confianza, ya que influye significativamente en la percepci\u00f3n que los candidatos tienen de la organizaci\u00f3n. La forma en que se formulan las preguntas, las partes interesadas que participan y la experiencia general de la entrevista pueden reforzar o socavar la confianza incluso antes de que comience el empleo. Las organizaciones sanitarias exitosas utilizan varias t\u00e9cnicas basadas en la evidencia para evaluar la alineaci\u00f3n cultural y, al mismo tiempo, demostrar sus valores organizacionales en la pr\u00e1ctica.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-a3abb04 elementor-widget elementor-widget-ucaddon_uc_icon_accordion\" data-id=\"a3abb04\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"ucaddon_uc_icon_accordion.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\n<!-- start Icon Accordion -->\n\t\t<link id='font-awesome-css' href='https:\/\/www.kingsleygate.com\/wp-content\/plugins\/unlimited-elements-for-elementor-premium\/assets_libraries\/font-awesome6\/fontawesome-all.min.css' type='text\/css' rel='stylesheet' >\n\t\t<link id='font-awesome-4-shim-css' 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fill=\"url(#paint0_linear_67_251)\"><\/path><defs><lineargradient id=\"paint0_linear_67_251\"><stop><\/stop><stop><\/stop><\/lineargradient><\/defs><\/svg><\/div>\n      <\/div>\n      <div class=\"ue_icon_spacing\"><\/div>\n        \n    <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item1-title\" class=\"ue_title\">Evaluaci\u00f3n basada en el comportamiento<\/div>    \n    \n          <div class=\"ue_expand_spacing\"><\/div>\n      <div class=\"ue_expand\">\n        <div class=\"ue_expand_inside\">\n          <span class=\"uc_dactive bbb ue_accordion_icon\" ><i class='fas fa-chevron-down'><\/i><\/span>\n          <span class=\"uc_active bbb ue_accordion_icon\"><i class='fas fa-chevron-up'><\/i><\/span>\n        <\/div>\n      <\/div>\n        \n  <\/div>\n  \n  <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item1-content\" class=\"uc_content\" role=\"region\" aria-labelledby=\"uc_uc_icon_accordion_elementor_a3abb04_item1-title\" >\n          <p>Las preguntas basadas en el comportamiento ayudan a evaluar la adecuaci\u00f3n cultural. Los reclutadores del sector sanitario deben preguntar a los candidatos sobre ocasiones en las que los proyectos no salieron como se esperaba, o sobre situaciones en las que las decisiones les afectaron negativamente. Estas preguntas revelan c\u00f3mo afrontan los candidatos la adversidad y superan los retos.<\/p>\n     \n    \n     \n    \n  <\/div>\n<\/div>\n\n\n<div id=\"uc_uc_icon_accordion_elementor_a3abb04_item2\" class=\"uc_ac_box  elementor-repeater-item-26839e3\">\n  <div class=\"uc-heading uc_trigger\" role=\"button\" aria-controls=\"uc_uc_icon_accordion_elementor_a3abb04_item2-content\" tabindex=\"0\" aria-expanded=\"false\">\n    \n          <div class=\"ue_icon_holder\">\n        <div class=\"ue_icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"81\" height=\"81\" viewbox=\"0 0 81 81\" fill=\"none\"><path d=\"M42.9275 39.6737C42.2561 38.9595 41.5418 38.3024 40.7847 37.7167C39.4847 36.6881 38.0419 35.8453 36.4991 35.2025C35.5848 34.8168 34.6277 34.5025 33.642 34.274C32.2707 33.9454 30.8279 33.774 29.3565 33.774H19.3563V25.2028C19.3563 24.6314 19.0135 24.1029 18.4706 23.8886C17.9421 23.66 17.3278 23.7886 16.9136 24.1886L1.19934 39.9028C0.642212 40.4599 0.642212 41.3742 1.19934 41.9313L16.9136 57.6456C17.3278 58.0456 17.9421 58.1741 18.4706 57.9456C19.0135 57.7313 19.3563 57.2027 19.3563 56.6313V48.0602H29.3565C31.7135 48.0602 33.642 49.9887 33.642 52.3457V79.4882C33.642 80.2739 34.2849 80.9167 35.0706 80.9167H46.4988C47.2845 80.9167 47.9273 80.2739 47.9273 79.4882V52.3457C47.9273 50.5744 47.6844 48.8601 47.1987 47.2459C46.3988 44.3746 44.8988 41.7889 42.9274 39.6748L42.9275 39.6737Z\" fill=\"url(#paint0_linear_67_237)\"><\/path><path d=\"M25.0666 19.4918H33.6377V31.3625C35.002 31.5947 36.3055 32.0411 37.6091 32.5767C38.709 33.0339 39.7804 33.6053 40.7805 34.2338C41.809 33.591 42.8804 33.0196 43.9804 32.5625C45.2839 32.0411 46.5731 31.5911 47.9231 31.3625V19.4918H56.4942C57.0656 19.4918 57.5942 19.149 57.8085 18.6061C58.037 18.0776 57.9085 17.4633 57.5085 17.0491L41.7943 1.33484C41.2371 0.77771 40.3229 0.77771 39.7657 1.33484L24.0515 17.0491C23.6515 17.4633 23.5229 18.0776 23.7515 18.6061C23.9658 19.149 24.4952 19.4918 25.0666 19.4918Z\" fill=\"url(#paint1_linear_67_237)\"><\/path><path d=\"M80.3617 39.9023L64.6475 24.1881C64.2332 23.7881 63.6189 23.6595 63.0904 23.8881C62.5476 24.1024 62.2047 24.6309 62.2047 25.2023V33.7735H52.2046C50.7474 33.7735 49.3047 33.9449 47.919 34.2735C46.9476 34.502 45.9905 34.8163 45.062 35.202C44.462 35.4448 43.862 35.7305 43.2906 36.0734C43.8763 36.5734 44.4477 37.1162 45.0048 37.7162C47.3333 40.2162 49.0476 43.2446 49.9475 46.473C50.1332 47.1159 50.2903 47.773 50.4046 48.4587C50.9474 48.2016 51.5617 48.0587 52.2046 48.0587H62.2047V56.6299C62.2047 57.2013 62.5476 57.7298 63.0904 57.9441C63.2618 58.0298 63.4475 58.0584 63.6332 58.0584C64.0047 58.0584 64.3761 57.9156 64.6475 57.6441L80.3618 41.9299C80.9189 41.3728 80.9189 40.4585 80.3618 39.9014L80.3617 39.9023Z\" fill=\"url(#paint2_linear_67_237)\"><\/path><defs><lineargradient id=\"paint0_linear_67_237\"><stop><\/stop><stop><\/stop><\/lineargradient><lineargradient id=\"paint1_linear_67_237\"><stop><\/stop><stop><\/stop><\/lineargradient><lineargradient id=\"paint2_linear_67_237\"><stop><\/stop><stop><\/stop><\/lineargradient><\/defs><\/svg><\/div>\n      <\/div>\n      <div class=\"ue_icon_spacing\"><\/div>\n        \n    <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item2-title\" class=\"ue_title\">Marcos para la toma de decisiones<\/div>    \n    \n          <div class=\"ue_expand_spacing\"><\/div>\n      <div class=\"ue_expand\">\n        <div class=\"ue_expand_inside\">\n          <span class=\"uc_dactive bbb ue_accordion_icon\" ><i class='fas fa-chevron-down'><\/i><\/span>\n          <span class=\"uc_active bbb ue_accordion_icon\"><i class='fas fa-chevron-up'><\/i><\/span>\n        <\/div>\n      <\/div>\n        \n  <\/div>\n  \n  <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item2-content\" class=\"uc_content\" role=\"region\" aria-labelledby=\"uc_uc_icon_accordion_elementor_a3abb04_item2-title\" >\n          <p><a href=\"https:\/\/www.kingsleygate.com\/es\/insights\/article\/winning-in-executive-decision-making-environments-kingsley-gate\/\">Los estilos de toma de decisiones proporcionan informaci\u00f3n valiosa sobre los candidatos.<\/a>\u00a0\u00bfPrefieren disponer de informaci\u00f3n exhaustiva? \u00bfSon colaborativos en la toma de decisiones? \u00bfSon decididos? Comprender estas preferencias ayuda a determinar la longevidad \u00f3ptima de un l\u00edder dentro de la cultura organizativa existente.<\/p>\n     \n    \n     \n    \n  <\/div>\n<\/div>\n\n\n<div id=\"uc_uc_icon_accordion_elementor_a3abb04_item3\" class=\"uc_ac_box  elementor-repeater-item-05626ea\">\n  <div class=\"uc-heading uc_trigger\" role=\"button\" aria-controls=\"uc_uc_icon_accordion_elementor_a3abb04_item3-content\" tabindex=\"0\" aria-expanded=\"false\">\n    \n          <div class=\"ue_icon_holder\">\n        <div class=\"ue_icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"65\" height=\"81\" viewbox=\"0 0 65 81\" fill=\"none\"><path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M52.8338 22.2935V26.3519L58.1863 31.7044C59.5719 33.09 59.5719 35.3428 58.1863 36.7284L56.8244 38.0868C57.878 39.967 58.7046 41.9623 59.2907 44.0355L61.513 44.0491V22.2935H64.2841C64.7787 22.2935 65.0362 21.7041 64.6974 21.3415L57.8442 14.0005C57.4817 13.611 56.8652 13.611 56.4993 14.0005L49.6461 21.3415C49.3073 21.704 49.5648 22.2935 50.0594 22.2935L52.8338 22.2935ZM28.839 22.1377H36.7255C37.254 22.1377 37.6876 22.5679 37.6876 23.0998V27.0599C40.9364 27.707 43.9548 28.9842 46.6141 30.7592L49.4157 27.9576C49.7884 27.585 50.4015 27.585 50.7742 27.9576L56.3502 33.5337C56.7229 33.9064 56.7229 34.5195 56.3502 34.8922L53.552 37.6972C55.3272 40.3565 56.6043 43.3783 57.2513 46.6236H61.2115C61.7399 46.6236 62.1736 47.0539 62.1736 47.5858V55.4723C62.1736 56.0007 61.7433 56.4344 61.2115 56.4344H57.2513C56.6043 59.6832 55.3271 62.7016 53.552 65.3609L56.3536 68.1625C56.7263 68.5351 56.7263 69.1483 56.3536 69.5209L50.7775 75.097C50.4049 75.4697 49.7917 75.4697 49.4191 75.097L46.6175 72.2954C43.9582 74.0706 40.9364 75.3477 37.691 75.9947V79.9549C37.691 80.4834 37.2607 80.917 36.7289 80.917H28.8424C28.3139 80.917 27.8802 80.4868 27.8802 79.9549V75.9947C24.6315 75.3477 21.613 74.0705 18.9537 72.2954L16.1521 75.097C15.7795 75.4697 15.1663 75.4697 14.7937 75.097L9.21759 69.5209C8.84495 69.1483 8.84495 68.5352 9.21759 68.1625L12.0192 65.3609C10.2441 62.7016 8.96696 59.6798 8.31991 56.4344H4.35975C3.83128 56.4344 3.39763 56.0042 3.39763 55.4723V47.5858C3.39763 47.0573 3.82786 46.6236 4.35975 46.6236H8.31991C8.96695 43.3749 10.2441 40.3565 12.0192 37.6972L9.21759 34.8955C8.84495 34.5229 8.84495 33.9097 9.21759 33.5371L14.7937 27.961C15.1663 27.5884 15.7795 27.5884 16.1521 27.961L18.9537 30.7626C21.613 28.9875 24.6349 27.7104 27.8802 27.0633V23.1032C27.8769 22.5713 28.3105 22.1377 28.839 22.1377ZM32.7822 43.934C29.1812 43.934 26.2644 46.8508 26.2644 50.4518C26.2644 54.0529 29.1846 56.9696 32.7822 56.9696C36.3833 56.9696 39.3 54.0495 39.3 50.4518C39.3 46.8508 36.3833 43.934 32.7822 43.934ZM32.7822 34.0084C42.4606 34.0084 50.3065 41.8543 50.3065 51.5327C50.3065 61.2111 42.4607 69.0571 32.7822 69.0571C23.1037 69.0571 15.2579 61.2112 15.2579 51.5327C15.2579 41.8544 23.1037 34.0084 32.7822 34.0084ZM43.3417 40.9734C49.4395 47.0711 49.1177 57.0442 42.6473 62.7429C37.8232 55.8931 27.7446 55.8931 22.921 62.7429C16.4506 57.0448 16.1254 47.0718 22.2266 40.9734C28.0568 35.1398 37.5078 35.1398 43.3417 40.9734ZM37.122 9.50216V19.5699H28.4426V9.50216H25.6716C25.177 9.50216 24.9195 8.9127 25.2583 8.55019L32.1115 1.20918C32.4739 0.819597 33.0905 0.819597 33.4564 1.20918L40.3096 8.55019C40.6483 8.91267 40.3909 9.50216 39.8963 9.50216H37.122ZM12.7309 22.2939H15.502C15.9966 22.2939 16.254 21.7045 15.9152 21.342L9.06206 14.001C8.69958 13.6114 8.08303 13.6114 7.71714 14.001L0.863959 21.342C0.525198 21.7045 0.782655 22.2939 1.27725 22.2939H4.04834V44.046L6.26726 44.0325C6.85332 41.9593 7.67991 39.9639 8.73351 38.0837L7.37169 36.7219C5.9861 35.3363 5.9861 33.0836 7.37169 31.698L12.7242 26.3455L12.7309 22.2939Z\" fill=\"url(#paint0_linear_67_260)\"><\/path><defs><lineargradient id=\"paint0_linear_67_260\"><stop><\/stop><stop><\/stop><\/lineargradient><\/defs><\/svg><\/div>\n      <\/div>\n      <div class=\"ue_icon_spacing\"><\/div>\n        \n    <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item3-title\" class=\"ue_title\">Las evaluaciones motivacionales como herramientas de desarrollo<\/div>    \n    \n          <div class=\"ue_expand_spacing\"><\/div>\n      <div class=\"ue_expand\">\n        <div class=\"ue_expand_inside\">\n          <span class=\"uc_dactive bbb ue_accordion_icon\" ><i class='fas fa-chevron-down'><\/i><\/span>\n          <span class=\"uc_active bbb ue_accordion_icon\"><i class='fas fa-chevron-up'><\/i><\/span>\n        <\/div>\n      <\/div>\n        \n  <\/div>\n  \n  <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item3-content\" class=\"uc_content\" role=\"region\" aria-labelledby=\"uc_uc_icon_accordion_elementor_a3abb04_item3-title\" >\n          <p>Muchas organizaciones sanitarias complementan las entrevistas con evaluaciones motivacionales o conductuales, consider\u00e1ndolas no como factores decisivos, sino como inversiones para comprender mejor a los candidatos. Estas evaluaciones deben presentarse como algo m\u00e1s que simples herramientas de entrevista, no como evaluaciones decisivas, sino como instrumentos dise\u00f1ados para el desarrollo profesional.<\/p><p>Ayudan a determinar si los candidatos encajan en la cultura de liderazgo de la organizaci\u00f3n, pero tambi\u00e9n c\u00f3mo la organizaci\u00f3n puede desarrollarlos y apoyarlos mejor, lo que representa una inversi\u00f3n en el candidato como persona.<\/p>\n     \n    \n     \n    \n  <\/div>\n<\/div>\n\n\n<div id=\"uc_uc_icon_accordion_elementor_a3abb04_item4\" class=\"uc_ac_box  elementor-repeater-item-afefa58\">\n  <div class=\"uc-heading uc_trigger\" role=\"button\" aria-controls=\"uc_uc_icon_accordion_elementor_a3abb04_item4-content\" tabindex=\"0\" aria-expanded=\"false\">\n    \n          <div class=\"ue_icon_holder\">\n        <div class=\"ue_icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"81\" height=\"81\" viewbox=\"0 0 81 81\" fill=\"none\"><path d=\"M9.35207 43.7741C9.35207 41.5138 10.0223 39.3042 11.2781 37.4248C12.5339 35.5453 14.3188 34.0805 16.4071 33.2155C18.4954 32.3505 20.7933 32.1242 23.0102 32.5652C25.2272 33.0061 27.2635 34.0946 28.8619 35.6929C30.4602 37.2912 31.5486 39.3276 31.9896 41.5445C32.4306 43.7615 32.2043 46.0594 31.3393 48.1477C30.4743 50.236 29.0094 52.0209 27.13 53.2766C25.2506 54.5324 23.041 55.2027 20.7806 55.2027C17.7496 55.2027 14.8427 53.9986 12.6994 51.8554C10.5561 49.7121 9.35207 46.8052 9.35207 43.7741ZM29.3521 58.0599H12.2092C9.17817 58.0599 6.27126 59.2639 4.12799 61.4072C1.98472 63.5505 0.78064 66.4574 0.78064 69.4884V78.0599C0.78064 78.8176 1.08166 79.5443 1.61748 80.0802C2.1533 80.616 2.88002 80.917 3.63778 80.917H37.9235C38.6813 80.917 39.408 80.616 39.9438 80.0802C40.4796 79.5443 40.7806 78.8176 40.7806 78.0599V69.4884C40.7806 66.4574 39.5766 63.5505 37.4333 61.4072C35.29 59.2639 32.3831 58.0599 29.3521 58.0599ZM80.7806 9.48842V26.6313C80.7806 28.9046 79.8776 31.0847 78.2701 32.6922C76.6627 34.2996 74.4825 35.2027 72.2092 35.2027H61.7235L51.0664 43.2027C50.6398 43.5206 50.133 43.7131 49.603 43.7585C49.073 43.804 48.5408 43.7005 48.0664 43.4599C47.5952 43.2224 47.1989 42.8592 46.9216 42.4103C46.6442 41.9615 46.4965 41.4446 46.4949 40.917V35.2027H37.9235C35.6502 35.2027 33.47 34.2996 31.8626 32.6922C30.2551 31.0847 29.3521 28.9046 29.3521 26.6313V9.48842C29.3521 7.21514 30.2551 5.03496 31.8626 3.42751C33.47 1.82005 35.6502 0.916992 37.9235 0.916992H72.2092C74.4825 0.916992 76.6627 1.82005 78.2701 3.42751C79.8776 5.03496 80.7806 7.21514 80.7806 9.48842ZM46.4949 18.0598C46.4949 17.4948 46.3274 16.9424 46.0134 16.4725C45.6995 16.0027 45.2532 15.6364 44.7312 15.4202C44.2091 15.2039 43.6346 15.1474 43.0804 15.2576C42.5261 15.3678 42.0171 15.64 41.6175 16.0395C41.2179 16.4391 40.9458 16.9482 40.8355 17.5024C40.7253 18.0567 40.7819 18.6312 40.9981 19.1532C41.2144 19.6753 41.5806 20.1215 42.0504 20.4355C42.5203 20.7494 43.0727 20.917 43.6378 20.917C44.3955 20.917 45.1223 20.616 45.6581 20.0802C46.1939 19.5443 46.4949 18.8176 46.4949 18.0598ZM57.9235 18.0598C57.9235 17.4948 57.7559 16.9424 57.442 16.4725C57.128 16.0027 56.6818 15.6364 56.1597 15.4202C55.6377 15.2039 55.0632 15.1474 54.509 15.2576C53.9547 15.3678 53.4456 15.64 53.046 16.0395C52.6465 16.4391 52.3744 16.9482 52.2641 17.5024C52.1539 18.0567 52.2104 18.6312 52.4267 19.1532C52.6429 19.6753 53.0092 20.1215 53.479 20.4355C53.9489 20.7494 54.5013 20.917 55.0664 20.917C55.8241 20.917 56.5508 20.616 57.0867 20.0802C57.6225 19.5443 57.9235 18.8176 57.9235 18.0598ZM69.3521 18.0598C69.3521 17.4948 69.1845 16.9424 68.8706 16.4725C68.5566 16.0027 68.1104 15.6364 67.5883 15.4202C67.0662 15.2039 66.4918 15.1474 65.9375 15.2576C65.3833 15.3678 64.8742 15.64 64.4746 16.0395C64.075 16.4391 63.8029 16.9482 63.6927 17.5024C63.5824 18.0567 63.639 18.6312 63.8553 19.1532C64.0715 19.6753 64.4377 20.1215 64.9076 20.4355C65.3774 20.7494 65.9298 20.917 66.4949 20.917C67.2527 20.917 67.9794 20.616 68.5152 20.0802C69.0511 19.5443 69.3521 18.8176 69.3521 18.0598ZM75.0664 52.3456C75.0664 50.6503 74.5637 48.9931 73.6218 47.5835C72.68 46.174 71.3413 45.0753 69.7751 44.4266C68.2088 43.7778 66.4854 43.6081 64.8227 43.9388C63.16 44.2696 61.6327 45.0859 60.434 46.2846C59.2353 47.4834 58.4189 49.0107 58.0882 50.6734C57.7575 52.3361 57.9272 54.0595 58.576 55.6257C59.2247 57.1919 60.3233 58.5306 61.7329 59.4725C63.1425 60.4143 64.7997 60.917 66.4949 60.917C68.7682 60.917 70.9484 60.0139 72.5558 58.4065C74.1633 56.799 75.0664 54.6189 75.0664 52.3456ZM72.2092 63.7741H60.7806C58.5074 63.7741 56.3272 64.6772 54.7197 66.2846C53.1123 67.8921 52.2092 70.0723 52.2092 72.3456V78.0599C52.2092 78.8176 52.5102 79.5443 53.046 80.0802C53.5819 80.616 54.3086 80.917 55.0664 80.917H77.9235C78.6813 80.917 79.408 80.616 79.9438 80.0802C80.4796 79.5443 80.7806 78.8176 80.7806 78.0599V72.3456C80.7806 70.0723 79.8776 67.8921 78.2701 66.2846C76.6627 64.6772 74.4825 63.7741 72.2092 63.7741Z\" fill=\"url(#paint0_linear_67_269)\"><\/path><defs><lineargradient id=\"paint0_linear_67_269\"><stop><\/stop><stop><\/stop><\/lineargradient><\/defs><\/svg><\/div>\n      <\/div>\n      <div class=\"ue_icon_spacing\"><\/div>\n        \n    <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item4-title\" class=\"ue_title\">Formaci\u00f3n para entrevistadores<\/div>    \n    \n          <div class=\"ue_expand_spacing\"><\/div>\n      <div class=\"ue_expand\">\n        <div class=\"ue_expand_inside\">\n          <span class=\"uc_dactive bbb ue_accordion_icon\" ><i class='fas fa-chevron-down'><\/i><\/span>\n          <span class=\"uc_active bbb ue_accordion_icon\"><i class='fas fa-chevron-up'><\/i><\/span>\n        <\/div>\n      <\/div>\n        \n  <\/div>\n  \n  <div id=\"uc_uc_icon_accordion_elementor_a3abb04_item4-content\" class=\"uc_content\" role=\"region\" aria-labelledby=\"uc_uc_icon_accordion_elementor_a3abb04_item4-title\" >\n          <p>Las organizaciones tambi\u00e9n deben invertir en la capacitaci\u00f3n de sus entrevistadores. Los profesionales de reclutamiento a menudo deben lidiar con situaciones en las que los entrevistadores no se desempe\u00f1aron bien durante el proceso de entrevista. El comportamiento poco profesional de los entrevistadores socava la confianza desde el principio y env\u00eda mensajes contradictorios sobre la cultura organizacional.<\/p>\n     \n    \n     \n    \n  <\/div>\n<\/div>\n\n  <\/div>\n<\/div>\n<!-- end Icon Accordion -->\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-56348f8 elementor-widget elementor-widget-heading\" data-id=\"56348f8\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Generar confianza durante la transici\u00f3n y la incorporaci\u00f3n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-c520e36 elementor-widget elementor-widget-text-editor\" data-id=\"c520e36\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>El periodo entre la aceptaci\u00f3n de una oferta y el inicio de un nuevo puesto representa una oportunidad crucial para generar confianza. Una comunicaci\u00f3n reflexiva y oportuna demuestra inter\u00e9s y reconoce la complejidad emocional que entra\u00f1an los cambios profesionales.<\/p><p>Dejar una organizaci\u00f3n para incorporarse a otra es un momento emotivo. El cambio es dif\u00edcil y puede resultar muy intimidante para los nuevos empleados. Los gestos sencillos pueden tener un impacto significativo. Por ejemplo, si un candidato no va a empezar hasta dentro de un mes, pero el responsable de contrataci\u00f3n sabe que la pr\u00f3xima semana ser\u00e1 su \u00faltima reuni\u00f3n de equipo en su organizaci\u00f3n actual, anotarlo en el calendario y enviarle un mensaje de texto con palabras de \u00e1nimo demuestra consideraci\u00f3n.<\/p><p>Estas peque\u00f1as pero intencionadas comunicaciones demuestran inter\u00e9s durante el periodo de transici\u00f3n y refuerzan la idea de que el candidato ha tomado la decisi\u00f3n correcta. Esto es especialmente importante cuando pueden enfrentarse a intentos de retenci\u00f3n por parte de su actual empleador.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-7d63919 elementor-widget elementor-widget-image\" data-id=\"7d63919\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"846\" height=\"441\" src=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Building-Trust-During-Transition-and-Onboarding.jpg\" class=\"attachment-full size-full wp-image-170525\" alt=\"\" srcset=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Building-Trust-During-Transition-and-Onboarding.jpg 846w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Building-Trust-During-Transition-and-Onboarding-300x156.jpg 300w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/Building-Trust-During-Transition-and-Onboarding-768x400.jpg 768w\" sizes=\"(max-width: 846px) 100vw, 846px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8345f9d elementor-widget elementor-widget-heading\" data-id=\"8345f9d\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">La personalizaci\u00f3n como multiplicador de la confianza<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-5fccf30 elementor-widget elementor-widget-text-editor\" data-id=\"5fccf30\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Las organizaciones que tratan a los empleados como individuos \u00fanicos en lugar de recursos intercambiables crean v\u00ednculos de confianza significativamente m\u00e1s fuertes. La personalizaci\u00f3n a lo largo del ciclo de vida laboral demuestra un inter\u00e9s y un respeto genuinos, lo que indica que la organizaci\u00f3n valora las preferencias, aspiraciones y contribuciones individuales de los empleados. Este enfoque personalizado no solo mejora la satisfacci\u00f3n de los empleados, sino que tambi\u00e9n sienta las bases para un compromiso y una implicaci\u00f3n a largo plazo. En los entornos sanitarios, donde el agotamiento y la rotaci\u00f3n de personal suponen retos constantes, la personalizaci\u00f3n ofrece una estrategia eficaz para reforzar la lealtad y la retenci\u00f3n de la organizaci\u00f3n.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-94b02ae elementor-widget elementor-widget-heading\" data-id=\"94b02ae\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<span class=\"elementor-heading-title elementor-size-default\">Reconocimiento individualizado<\/span>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-d83cc53 elementor-widget elementor-widget-text-editor\" data-id=\"d83cc53\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<div class=\"kg-leadsub-content\"><p>Recopilar preferencias durante la incorporaci\u00f3n (estilos de reconocimiento favoritos, libros, actividades de fin de semana, tiendas) permite ofrecer un reconocimiento personalizado. Si una organizaci\u00f3n descubre que a un empleado le gusta un dulce en particular o tiene una cafeter\u00eda favorita, utilizar esa informaci\u00f3n para reconocerlo crea un agradecimiento personalizado y espec\u00edfico que demuestra un inter\u00e9s genuino.<\/p><p>Reconocer las preferencias individuales en cuanto al reconocimiento es igualmente importante. A algunas personas no les gusta que se les reconozca p\u00fablicamente y prefieren que se les reconozca en privado. Reconocerlas en una reuni\u00f3n de equipo puede avergonzarlas y tener el efecto contrario, mientras que otras valoran profundamente el reconocimiento p\u00fablico.<\/p><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-290a466 elementor-widget elementor-widget-heading\" data-id=\"290a466\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<span class=\"elementor-heading-title elementor-size-default\">Planes de desarrollo individual<\/span>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-f11ce3c elementor-widget elementor-widget-text-editor\" data-id=\"f11ce3c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<div class=\"kg-leadsub-content\"><p>Los planes de desarrollo personalizados son una poderosa se\u00f1al de confianza. Contar con planes de desarrollo individuales para todos los empleados tiene un gran valor, ya que fomenta la confianza en la organizaci\u00f3n.<\/p><p>En un sistema sanitario, una directora de Recursos Humanos insisti\u00f3 en que todas las enfermeras tuvieran un plan de desarrollo individual a pesar de la resistencia inicial de su equipo. Declar\u00f3 que no era negociable porque para retener a las enfermeras era necesario invertir en su desarrollo.<\/p><p>Este enfoque reconoce que, si bien es posible que una enfermera reci\u00e9n incorporada al mercado laboral no aspire a convertirse en la directora ejecutiva de enfermer\u00eda del sistema sanitario, es posible que desee adquirir habilidades adicionales o pasar a trabajar en un departamento concreto. Los planes de desarrollo demuestran la inversi\u00f3n en los empleados como personas con aspiraciones profesionales \u00fanicas.<\/p><p>Seg\u00fan\u00a0<a href=\"https:\/\/www.linkedin.com\/business\/talent\/blog\/talent-acquisition\/proven-tactics-for-healthcare-sourcing\" target=\"_blank\" rel=\"noopener\">Informe sobre el aprendizaje en el lugar de trabajo de LinkedIn para 2023.,<\/a>\u00a0Los empleados que tienen acceso a oportunidades de aprendizaje y desarrollo son 83% m\u00e1s propensos a sentirse felices en sus puestos, lo que confirma la relaci\u00f3n entre el desarrollo y la retenci\u00f3n.<\/p><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-ce12433 elementor-widget elementor-widget-heading\" data-id=\"ce12433\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">El equilibrio entre tecnolog\u00eda y seres humanos en la contrataci\u00f3n de personal sanitario<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-0394553 elementor-widget elementor-widget-text-editor\" data-id=\"0394553\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>A medida que la inteligencia artificial influye cada vez m\u00e1s en los procesos de reclutamiento, las organizaciones de salud deben equilibrar la eficiencia tecnol\u00f3gica con la conexi\u00f3n humana. La IA destaca en la selecci\u00f3n de candidatos que cumplen con los requisitos t\u00e9cnicos, pero no ha reemplazado la evaluaci\u00f3n humana de la adecuaci\u00f3n cultural.<\/p><p>Inicialmente, cuando se emparejan candidatos tomando en cuenta los requisitos del puesto, proces\u00e1ndolos mediante IA y asegur\u00e1ndose de que las calificaciones coincidan, la tecnolog\u00eda funciona bien. Sin embargo, la tecnolog\u00eda tiene limitaciones. Es posible que la IA no sea tan predictiva en lo que respecta a los aspectos culturales. La interacci\u00f3n humana sigue siendo esencial porque la IA no detecta los matices de la voz, el tono o el lenguaje corporal.<\/p><p><a href=\"https:\/\/www.kingsleygate.com\/es\/evolving-hr-in-healthcare-embracing-technology-and-human-touch\/\">Perspectiva reciente del sector<\/a>\u00a0destaca que la transformaci\u00f3n digital puede agilizar el proceso de reclutamiento e incorporaci\u00f3n, pero el \u201ctoque humano\u201d sigue siendo crucial para evaluar las habilidades sociales, la adecuaci\u00f3n cultural y generar confianza.<\/p><p>El enfoque ideal aprovecha la tecnolog\u00eda para la selecci\u00f3n inicial, al tiempo que preserva la interacci\u00f3n humana significativa para la evaluaci\u00f3n cultural. Encontrar personas con las habilidades t\u00e9cnicas adecuadas se puede hacer de manera eficaz con la tecnolog\u00eda, pero la adecuaci\u00f3n cultural requiere un toque humano m\u00e1s sutil.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-c45b16f elementor-widget elementor-widget-image\" data-id=\"c45b16f\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img loading=\"lazy\" decoding=\"async\" width=\"845\" height=\"441\" src=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/The-Technology-Human-Balance-in-Healthcare-Recruitment-1.jpg\" class=\"attachment-full size-full wp-image-170561\" alt=\"\" srcset=\"https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/The-Technology-Human-Balance-in-Healthcare-Recruitment-1.jpg 845w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/The-Technology-Human-Balance-in-Healthcare-Recruitment-1-300x157.jpg 300w, https:\/\/www.kingsleygate.com\/wp-content\/uploads\/2025\/10\/The-Technology-Human-Balance-in-Healthcare-Recruitment-1-768x401.jpg 768w\" sizes=\"(max-width: 845px) 100vw, 845px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-f92ec7e elementor-widget elementor-widget-heading\" data-id=\"f92ec7e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Evaluaci\u00f3n del potencial de liderazgo frente al deseo<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-953668b elementor-widget elementor-widget-text-editor\" data-id=\"953668b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Una idea fundamental para las organizaciones sanitarias es distinguir entre el potencial de liderazgo y el deseo de liderazgo. El potencial no siempre equivale al deseo: alguien puede tener un gran potencial como l\u00edder, pero carecer por completo del deseo de liderar.<\/p><p>Esta desconexi\u00f3n requiere conversaciones reflexivas e individualizadas sobre las aspiraciones profesionales. En un caso, una organizaci\u00f3n identific\u00f3 a un l\u00edder que consideraba que estaba listo para ascender de inmediato. Esa persona quer\u00eda liderar, pero estaba convencida de que no estaba preparada y estimaba que necesitar\u00eda entre tres y cinco a\u00f1os para prepararse. La organizaci\u00f3n cre\u00eda que estar\u00eda lista en tres o cinco meses.<\/p><p>Cuando una organizaci\u00f3n ve potencial de liderazgo en alguien que no se siente preparado o no quiere liderar, debe entablar un di\u00e1logo significativo en lugar de forzar la situaci\u00f3n. Tomar a alguien que no quiere ser l\u00edder solo porque tiene potencial y forzar esa situaci\u00f3n \u2014un clavo cuadrado en un agujero redondo\u2014 no es sostenible.<\/p><p>El mejor enfoque consiste en planes de desarrollo personalizados que se ajusten tanto a las necesidades de la organizaci\u00f3n como a las aspiraciones individuales. Las organizaciones pueden proporcionar a los empleados planes personalizados que les ofrezcan nuevas habilidades o proyectos especiales m\u00e1s acordes con sus habilidades y sus intereses.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-199031f elementor-widget elementor-widget-heading\" data-id=\"199031f\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">La ventaja de la atenci\u00f3n m\u00e9dica: la misi\u00f3n como catalizador de la confianza<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-aa1d007 elementor-widget elementor-widget-text-editor\" data-id=\"aa1d007\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>El sector sanitario tiene una ventaja \u00fanica a la hora de generar confianza: su misi\u00f3n tiene un gran impacto en muchas personas. Esta conexi\u00f3n con la misi\u00f3n puede atraer a l\u00edderes con talento ajenos al sector sanitario que desean contribuir al bienestar de la comunidad.<\/p><p>Este fen\u00f3meno se da en casos como el de un director financiero que pas\u00f3 del sector de los servicios financieros al de la salud despu\u00e9s de trabajar con \u00e9xito durante a\u00f1os en su campo anterior. Buscaba una organizaci\u00f3n con una misi\u00f3n despu\u00e9s de ser testigo del impacto positivo que ten\u00eda el sistema sanitario en la comunidad.<\/p><p>Para muchos profesionales de la salud, la misi\u00f3n de la organizaci\u00f3n es una poderosa fuente de motivaci\u00f3n. La compensaci\u00f3n econ\u00f3mica pasa a un segundo plano frente a la participaci\u00f3n en una causa significativa.<\/p><p>Los l\u00edderes del sector sanitario tambi\u00e9n deben reconocer su papel a la hora de presentar las profesiones sanitarias de forma positiva. El sector debe demostrar que se preocupa por s\u00ed mismo y mostrar lo gratificantes que pueden ser las profesiones sanitarias. La reputaci\u00f3n de la sanidad como una carrera profesional satisfactoria tiene un impacto significativo en el \u00e9xito futuro de la contrataci\u00f3n.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-f565fdd elementor-widget elementor-widget-heading\" data-id=\"f565fdd\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">El camino a seguir: la confianza como ventaja competitiva<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2b7f27e elementor-widget elementor-widget-text-editor\" data-id=\"2b7f27e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>A medida que las organizaciones sanitarias se enfrentan a los retos relacionados con la fuerza laboral, aquellas que dan prioridad a la confianza a lo largo del proceso de contrataci\u00f3n y retenci\u00f3n obtienen una ventaja competitiva. Una contrataci\u00f3n eficaz se centra en la retenci\u00f3n desde el principio. Las organizaciones deben buscar ejecutivos que se queden, desarrollen la capacidad de sus equipos y crezcan con la organizaci\u00f3n.<\/p><p>Esto\u00a0<em>\u201cComience con el fin en mente\u201d.\u201d<\/em>\u00a0La filosof\u00eda transforma la forma en que las organizaciones abordan todo el proceso de reclutamiento. El objetivo no es solo cubrir un puesto, sino sentar las bases para una relaci\u00f3n profesional duradera.<\/p><p>Las organizaciones sanitarias m\u00e1s exitosas no solo cubren puestos de trabajo, sino que cultivan relaciones basadas en la confianza mutua que, en \u00faltima instancia, mejoran la atenci\u00f3n al paciente y la resiliencia de la organizaci\u00f3n. Las organizaciones de alto rendimiento muestran una combinaci\u00f3n de baja rotaci\u00f3n y crecimiento, y a\u00f1aden nuevos puestos porque est\u00e1n creciendo, no porque la gente se vaya.<\/p><p>En una \u00e9poca en la que los profesionales de la salud tienen m\u00e1s opciones que nunca, la confianza puede ser el factor m\u00e1s importante para el \u00e9xito de las organizaciones y la atenci\u00f3n de alta calidad a los pacientes.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>En el centro de la adquisici\u00f3n sostenible de talento se encuentra un elemento fundamental que ha pasado de ser algo deseable a convertirse en una cultura [\u2026]<\/p>","protected":false},"author":2,"featured_media":178917,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_eb_attr":"","inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center 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