evaluating recruitment function
Case 1 - Evaluating Recruitment Functions:
St. Vincent's Hospital is a 260-bed hospital in a north eastern city associated with the Roman Catholic Church. The administrator is Sister Claire, a 56-year-old member of the Daughters of Charity religious order.
During the last decade, the hospital operated with a nursing staff of approximately 450 registered nurses and skilled a nursing turnover rate of about 25 percent per year. The turnover rate was average for the city during this 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 recruiting process to offer larger numbers of qualified candidates. But, Sam Barnett, director of Human
Resources, has reported more difficulty locating qualified nurse candidates over the last three years. Barnett's office has prepared the recruitment data shown. The data show 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 direct and indirect costs of recruitment by source, comprising clerical time, supervisor lime, and direct costs, such as travel and postage. The human resource department has also conducted a telephone inspection of all the nurses they could locate who didn’t accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit.
Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for several years. This consists of both the nursing job fair and the State Nursing Association meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over years.
At a recent meeting, she recommended that an outside group (your group) be brought in to analyze the whole recruiting process, identify
St. Vincent's Hospital is a 260-bed hospital in a north eastern city associated with the Roman Catholic Church. The administrator is Sister Claire, a 56-year-old member of the Daughters of Charity religious order.
During the last decade, the hospital operated with a nursing staff of approximately 450 registered nurses and skilled a nursing turnover rate of about 25 percent per year. The turnover rate was average for the city during this 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 recruiting process to offer larger numbers of qualified candidates. But, Sam Barnett, director of Human
Resources, has reported more difficulty locating qualified nurse candidates over the last three years. Barnett's office has prepared the recruitment data shown. The data show 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 direct and indirect costs of recruitment by source, comprising clerical time, supervisor lime, and direct costs, such as travel and postage. The human resource department has also conducted a telephone inspection of all the nurses they could locate who didn’t accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit.
Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for several years. This consists of both the nursing job fair and the State Nursing Association meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over years.
At a recent meeting, she recommended that an outside group (your group) be brought in to analyze the whole recruiting process, identify