St vincent hospital hiring process

Application: Individual Case Study: Hiring Practices

40 EXERCISE: Evaluating the Recruiting Function

· I. OBJECTIVES

· A. To make you aware of the necessity of evaluating the efficiency and effectiveness of various recruitment sources.

· B. To provide you with practice analyzing data, drawing conclusions, and planning a strategy to remedy identified problems or deficiencies.

· C. To make you aware of the linkages among staff turnover, recruitment sources, recruitment methods, and adequate staffing.

· II. OUT-OF-CLASS PREPARATION TIME: 2 hours

· III. IN-CLASS TIME SUGGESTED: 45 minutes

· IV. PROCEDURES

Read the entire exercise, including the background on St. Vincent’s Hospital. Then, using the data provided in Exhibit 2.9 , do the calculations on Form 2.5 . A yield ratio is the number of applicants necessary to fill vacancies with qualified people. It is the relationship of applicant inputs to outputs at various decision points. For example, the yield ratio for all recruitment sources in Exhibit 2.9 shows that 273 nurse applicants were generated over the three-year period from 2007 to 2009. Since only 221 were classified as potentially qualified, the yield ratio is 273/221 or 1.24 to 1. The yield ratio for “potentially qualified” among “walk-ins” is 1.26 (53 ÷ 42). The average cost per nurse hired among “walk-ins” is $119.23 ($1,550 ÷ 13). Students should form groups of two to four students each and calculate the yield ratios for each recruitment source at each stage of the recruitment process on Form 2.5 . These data show that the hospital needs to start with more than five times as many applicants as it needs to fill job openings and more than 13 times as many applicants as it hopes to have as above-average performers.

EXHIBIT 2.9: Data on Recruitment Sources for Registered Nurses at St. Vincent’s Hospital, 2007–2009

Recruitment Source

Number of Applicants

Potentially Qualified

Invitation for Interview

Qualified and Offered Job

Accepted Job

One-Year Survival

Above-Average Rating

Total Recruitment Costs

1. Internet applications

83

72

60

38

21

12

5

$1,145

2. Walk-ins

34

17

8

6

3

1

1

900

3. Employee referrals

13

12

7

5

4

3

2

400

4. Newspaper ads

24

16

8

4

2

1

0

750

5. Journal ads

19

18

10

8

4

2

2

450

6. Educational institutions

Junior colleges

16

13

11

6

2

2

1

1,200

Hospital-based schools

8

8

3

2

1

0

0

800

University programs

24

24

16

14

10

8

7

1,300

7. Private employment agency

9

9

8

5

2

2

1

4,000

8. Public employment agency

8

4

2

1

1

0

0

600

9. Direct mail

15

14

4

3

1

0

0

450

10. Job fair

13

7

5

3

1

1

1

900

11. State Nursing Association meeting

7

7

4

3

0

0

0

1,150

Totals

273

221

146

98

52

33

20

$14,045

FORM 2.5: Yield Ratios at Each Step in the Recruitment Process and Recruitment Cost per Nurse Hired, St. Vincent’s Hospital, 2007–2009

Do the calculations for Form 2.5 on your own prior to class. Think about the implications of these data for future recruitment at the hospital. Then, look at Exhibit 2.10 in conjunction with the background description and think about the implications for the recruiting process. During the class period, form groups of three to five, which will act as a consulting team for the hospital. With your group, discuss and answer the questions at the end of this exercise. At the end of the class period, have a spokesperson for each group discuss the group’s answers and rationale with the entire class.

EXHIBIT 2.10: Reasons for Nurse Rejection of a Job Offer from St. Vincent’s Hospital, 2007–2009

Reason

Number

Percent

Recruitment Processes

Job attributes not communicated

2

4.3

Negative perception of recruiter

12

26.1

Negative perception of hospital

2

4.3

Lack of timely follow-up

13

28.3

Perceived lack of honesty in recruitment process

1

2.2

Negative information from recruiter

1

2.2

Job Attributes

Location of hospital

3

6.5

Salary offer

2

4.3

Hours of work

2

4.3

Promotional opportunities

0

0.0

Fringe benefits

0

0.0

Working conditions

3

6.5

Perceived poor job “match”

5

10.9

Totals

46

100.0

BACKGROUND

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 Daughters 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 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 the recruiting process to provide larger numbers of qualified candidates. However, 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 in Exhibit 2.9 . 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 the direct and indirect costs of recruitment by source, including clerical time, supervisor time, and direct costs, such as travel and postage. The human resource department has also conducted a telephone survey of all the nurses they could locate who did not accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit 2.10 .

Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for many years. This includes attending both the local Nursing Job Fair and the State Nursing Association Annual Meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over the years.

At a recent meeting, she suggested that an outside group (your group) be brought in to analyze the recruiting process, identify problems and opportunities, and suggest improvements. Sister Mary Louise and Barnett readily agreed to an outside consultant because they are aware of current nursing shortages due to declining nursing school enrollments. St. Vincent’s Hospital itself 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 turnover of nurses employed at St. Vincent’s Hospital, the vacancy rate has begun to increase. Five years ago, only 11 percent of staff nursing positions were unfilled. This percentage has now increased to 23 percent. One result has been an exhausting 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.

QUESTIONS

1.

How would you evaluate the nurse recruiting strategy currently being used by St. Vincent’s Hospital? Is the hospital using too few or too many recruiting sources? Why?

2.

If you feel that the hospital is using too many recruitment sources, which ones would you eliminate and why?

3.

What stage or stages in the recruitment process seem to be most amenable to improvements? What specific improvements would you suggest to decrease the yield ratios? Why?