MGT 251 MINI-CASE Study: You will be evaluating the recruiting function as well
ID: 353175 • Letter: M
Question
MGT 251 MINI-CASE Study:
You will be evaluating the recruiting function as well other HR functions using Unit I and Unit 2 chapters as a guideline. Submit a 600- 900 word, double-spaced paper using 12 point font. APA formatting is required and references must be cited.
Your audience is the Hospital Board so write it as though you are the consultant they brought in to make changes to their process and you are looking to be hired by them.
St. Vincent’s Hospital is a 260 bed hospital in a northeastern city affiliated with the Roman Catholic Church. The administrator is Sister Claire, a 56 year old member of the Daughter of Charity religious order. During the last decade the hospital operated with a nursing staff of approximately 450 registered nurses and experienced a nursing turnover rate of about 25 percent per year. The turnover rate was average for that city during that time period. However, it has accelerated to an average of 35 percent over the past three years. These higher turnover rates have put additional pressure on the recruiting process to provide larger numbers of qualified candidates.
However, Sam Barnett, Director of Human Resources, has reported more and more difficulty locating qualified nurse candidates over the last three years. Barnett’s office has prepared the recruitment data shown in Exhibit 1. The data shows that 273 applicants (from all sources) had to be screened to produce 52 qualified candidates who accepted a job offer. One year later 19 of these 52 had left the hospital. The last column shows the direct and indirect costs of recruitment by source, including clerical time, supervisor time, and direct costs such as travel and postage. Sister Mary Louise, the 62 year old Director of Nursing Services, has been conducting all the off-site recruitment for many years. This includes both at the nursing Job Fair and the State Nursing Association meeting. She has begun to feel ‘burned out’ because of all her external recruiting and internal evaluation of candidates over the years. At a recent meeting, she suggested that an outside consultant (you) be brought in to analyze the whole recruiting process, identify problems and opportunities, and suggest improvements.
Sister Claire and Barnett both readily agreed to an outside consultant because they are aware of current nursing shortages due to declining nursing enrollments. St. Vincent’s also contributed to this enrollment decline by closing its own School of Nursing due to fewer applications and the high cost of operation. Since recruitment of new nurses has begun to fall behind compared to the turnover of nurses employed at St. Vincent’s, the vacancy rate has begun to increase. In the middle of the past decade only 11 percent of staff nursing positions were unfulfilled. Now this percentage has increased to 23 percent. One result has been an increasing workload on the existing nursing staff. In addition to increased turnover, the symptoms of staff burnout (i.e. stress, conflict, absenteeism) are becoming more evident.
Objectives:
1. Critique the current recruiting strategy being used by St. Vincent’s Hospital? Is the hospital using too few or too many recruiting sources? Support your answer and make sure you have looked at the supplemental data also provided in the separate line.
2. Formulate your plan that you will present to St. Vincent’s Hospital about the whole recruiting process including identification of problems and opportunities, and suggested improvements.
Your audience is the Hospital Board so write it as though you are the consultant they brought in to make changes to their process. Submit a 600- 900 word, double-spaced paper using 12 point font.
NOTE: Attachment 1 with the data you need to evaluate is on the next page down.
Data on Recruitment Sources for Registered Nurses
at St. Vincent’s Hospital
4 Years of Data
Recruitment Source
Number of Applicants
Potentially Qualified
Invitation for Interview
Qualified and Offered Job
Accepted Job
One-Year Survival
Above-Average Rating
Total Recruitment Cost
1
Direct applications:
Write-ins
Walk-ins
53
64
42
47
30
38
20
24
13
11
8
5
4
2
$1,550
1,500
2
Employee referrals
13
12
7
5
4
3
2
400
3
Newspaper ads
24
16
8
4
2
1
0
750
4
Journal ads
19
18
10
8
4
2
2
450
5
Educational Institutions:
Junior colleges
Hospital-based schools
University programs
16
8
24
13
8
24
11
3
16
6
2
14
2
1
10
2
0
8
1
0
7
1,200
800
1,300
6
Private employment agency
9
9
8
5
2
2
1
4,000
7
Public employment agency
8
4
2
1
1
0
0
300
8
Direct mail
15
14
4
3
1
0
0
450
9
Job fair
13
7
5
3
1
1
1
900
10
State Nursing Association meeting
7
7
4
3
0
0
0
1,150
TOTALS
273
221
146
98
52
33
20
$14,750
Recruitment Source
Number of Applicants
Potentially Qualified
Invitation for Interview
Qualified and Offered Job
Accepted Job
One-Year Survival
Above-Average Rating
Total Recruitment Cost
1
Direct applications:
Write-ins
Walk-ins
53
64
42
47
30
38
20
24
13
11
8
5
4
2
$1,550
1,500
2
Employee referrals
13
12
7
5
4
3
2
400
3
Newspaper ads
24
16
8
4
2
1
0
750
4
Journal ads
19
18
10
8
4
2
2
450
5
Educational Institutions:
Junior colleges
Hospital-based schools
University programs
16
8
24
13
8
24
11
3
16
6
2
14
2
1
10
2
0
8
1
0
7
1,200
800
1,300
6
Private employment agency
9
9
8
5
2
2
1
4,000
7
Public employment agency
8
4
2
1
1
0
0
300
8
Direct mail
15
14
4
3
1
0
0
450
9
Job fair
13
7
5
3
1
1
1
900
10
State Nursing Association meeting
7
7
4
3
0
0
0
1,150
TOTALS
273
221
146
98
52
33
20
$14,750
Explanation / Answer
1. The Hospital is using too many sources for recruitment of nurses, and ending up recruiting either incompetent candidates who have poor rating, or the ones with higher attrition rate. For streamlining, the process, the need of the hour is to identify the most effective mode of recruitment that offeres the highest retention rate as well as cost effectiveness. In the given data, it can be seen that the most effective recruitment modes are through employee referrals and students through University programs. While the first one has best benefit to cost ratio, the other has highest quality and survival rate among the employees. Recruitment through placement agencies is too expensive and least effective. Nursing Association meeting or direct mail have also been ineffective in sourcing good quality candidates who could sustain.
2. The revied recruitment plan should include
(a) Improving the relationship with the institutes of higher learning. This can be done by contacting the students early, when they start their studies and find out the most suitable candidates through offering them internship through a screening test. They should also be provided industry support for their practical learning, A stipend will also be a motivating factor for them to join he hospital when they graduate.
(b) Encouraging employee referrals through motivating the existing staff and incentivising them, who can guide the prospective candidates about the quality of learning and internal work culture to motivate them to join the hospital. They can also encourage thei close acquaintances to join the nursing profession, and later join the hospital.
(c) Stopping the low value adding recruitment practices like employment agencies, newspaper ads and Nursing association meetings. The hospital should rely less on the direct walk ins and other less productive modes,which can be discontinued when the initiatives start yielding good results.
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