ESTRO 2025 - Abstract Book

S28

Invited Speaker

ESTRO 2025

sustainably in health promotion. In forward-looking healthcare institutions, the first two steps are already considered fundamental offerings for employees. In the working environment of RTTs, this includes effective radiation protection, ergonomic working conditions, and regulated working and rest times. While it is important to address these issues in a targeted manner, the focus of sustainable health promotion should not only be on reducing risk factors but also on promoting and strengthening health-promoting resources. Key areas in workplace health promotion include nutrition, physical activity, and mental health.

A significant influencing factor for the successful implementation of measures in workplace health promotion is a high level of employee participation, as well as a visible commitment at all organizational levels.

This presentation addresses the question of whether workplace health promotion can be an effective tool for increasing employee retention, focusing on radiotherapy. It will also discuss whether this is a desirable goal and what benefits may arise for both employers and employees. Furthermore, best practice examples and low threshold approaches for implementation will be presented, which can have a positive impact on employee retention through health promotion initiatives.

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Speaker Abstracts Experience with RTT recruitment strategies Lizanne Breedt, Sandra Quint Radiotherapy, Erasmus MC, Rotterdam, Netherlands

Abstract: Introduction:

Recruiting skilled RTT’s in the Netherlands has presented both unique challenges and opportunities due to the increasing demand for specialized cancer care and a competitive healthcare job market. Over time, we have developed a multifaceted recruitment strategy that combines traditional methods, collaboration with educational institutions, and innovative approaches tailored to meet the needs of both staff and students. Content: At the start of our recruitment efforts, we focused on building strong interdepartmental relationships, particularly with the HR, recruitment, and communication departments. This allowed us to enhance our visibility to the public and improve awareness about the opportunities available in our department. In addition, we strengthened our collaboration with the Radiology department, working together to offer open days that provided insight into our services and career opportunities. Another key part of our strategy was fostering relationships with tertiary institutions and other Radiotherapy departments in the region. By joining forces with these institutions, we were able to host joint information sessions for prospective students. These collaborations led to an increase in the number of students rotating through our department. Due to the unique treatments offered at EMC, such as brachytherapy, we are also able to provide students from other Radiotherapy departments with an additional rotation to experience these specialized treatments. Offering student placements and customizing the program to their needs created a strong pipeline for emerging professionals. This initiative not only helped attract students but also provided a continuous source of future talent for our department. Although we don't actively seek to recruit RTTs internationally, it has been interesting to note that advertising on paid recruitment websites did not produce any results. We suspect this may be due to our language requirements, which could be limiting the pool of eligible candidates.

Recognizing the importance of employer branding, we have made dedicated efforts to demonstrate our institution's commitment to both professional and personal growth. We emphasize opportunities for continuous education and