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Then, prepare a 34 page paper which answers the questions at the bottom of the case file. Take your time and do some analysis of the two tables....

Please take a look at the word document attached. Read the case and respond using APA style.
Read the attached Hospital Case and the questions. Then, prepare a 3-4 page paper which answers the questions   at the bottom of the case file. Take your time and do some analysis of the two tables.        Remember to use APA       style if needed, checking your spelling and grammar. You do not need to cite or reference the case itself. Hospital Case St. Vincent’s Hospital is an 80-bed hospital in a northwestern city affiliated with the Roman Catholic Church. The administrator is Sister Claire, a fifty-six-year-old member of the Daughters of Charity religious order. During the last decade the hospital operated with a nursing staff of between fifty and sixty registered nurses and experiences a nursing turnover rate of about 25 percent. The turnover rate was average for that city during the time period. The turnover rate actually declined to about 20 percent during the first two years of the last decade. However, it picked up to 25 percent again by mid-decade and then accelerated to an average of 35 percent over the current three-year period. The 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 three-year period. The data that was collected by Barnett’s office 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 chart (seen below) also shows the direct and indirect costs of recruitment by course, 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 that did not accept the job offer from the hospital during the most recent three-year period. Reasons for such rejections include: Table 1 Reason Number Percent Job attributes not communicated 2 7.3 Negative perception of recruiting process 10 16.1 Negative perception of hospital 2 4.3 Lack of timely follow-up 14 19.4 Perceived lack of honesty in recruitment process 1 2.2 Negative information from recruiter 1 4.2 Location of hospital 3 7.5 Salary offer 2 4.3 Hours of work 2 4.3 Promotion opportunities 0 1.0 Fringe Benefits 0 1.0 Working conditions 3 6.5 Perceived poor job “match” 5 11.9
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Sister Mary Louise, the sixty-two-year-old Director of Nursing Services, has been conducting all the off-site recruitment for many years. This includes both the nursing Job Fair and the State Nursing Association meeting. She has begun to feel “burned out” because of all her external recruiting of candidates over the years. At a recent meeting, she suggested that an outside group (your group) 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 prediction of severe nursing shortages in the next decade due to declining nursing school enrollments. St Vincent’s itself contributed to this enrollment decline by closing its own School of Nursing due to fewer applicants for admissions and the high cost of operation. Since recruitment of new nurses has begun to fall behind turnover of nurses employed at St. Vincent’s, the vacancy rate has begun to increase. In the middle of the last decade only 11 percent of staff nursing positions were unfilled. 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, and absenteeism) are becoming more evident. Questions: 1. What two biggest problems were cited as the reason for candidates not accepting jobs and what specific improvements would you suggest? 2. Which three recruitment sources from table 2 do you feel are the strongest and best value and why? Give specific reasons for your choices. 3. What three recruitment sources from Table 2 should be dropped? Give specific reasons for your choices 4. What recruitment sources (if any) do you feel the hospital should add?
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1. The two biggest problem according to Table 1 for the candidates not accepting jobs were
I. Lack of timely follow up and, II. Negative perception of recruiting process. Around 14 candidates which...

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