Team 4 Case #6
HMRS 5435.01
Employee Planning, Staffing, & Selection
University of Houston – Clear Lake
Members:
Charlotte Duchesne, Kayla Gardner, Charlotte Horne,
Quyen Le, Tiffany Sweet, & Andrew Szymczak
Form 8 Yield Ratios at Each Step in the Recruitment Process and Recruitment Cost per Nurse Hired, St. Vincent’s Hospital, 2005-2007
Yield Rates[K1]Recruitment Sources / Potentially Qualified / Accepted Interview / Offered Job / Accepted Job / One-Year Survival / Above-Average Rating / Average Cost Per Nurse Hired
1. Internet / 83/72= 1.15 / 72/60= 1.20 / 60/38= 1.58 / 38/21= 1.81 / 21/12= 1.75 / 12/5= 2.40 / $1,145/21= $54.52
2.Walk-Ins / 34/17= 2.00 / 17/8 = 2.13 / 8/6 = 1.33 / 6/3 = 2.00 / 3/1 = 3.00 / 1/1 = 1.00 / $900/3 = $300.00
3. Employee Referrals / 13/12= 1.08 / 12/7 = 1.71 / 7/5 = 1.40 / 5/4 = 1.25 / 4/3 = 1.33 / 3/2 = 1.50 / $400/4 = $100.00
4. Newspaper ads / 24/16=1.50 / 16/8=2.00 / 8/4=2.00 / 4/2=2.00 / 2/1=2.00 / 1/0=N/A / $750/2 =$375.00
5. Journal ads / 19/18=1.05 / 18/10=1.80 / 10/8=1.25 / 8/4=2.00 / 4/2=2.00 / 2/2=1.00 / $450/4 = $112.50
6. Educational institutions
Junior colleges / 16/13= 1.23 / 13/11= 1.18 / 11/6= 1.83 / 6/2= 3.00 / 2/2= 1.00 / 2/1= 2.00 / $1200/2= $600.00
Hospital-based schools / 8/8= 1.00 / 8/3= 2.67 / 3/2= 1.50 / 2/1= 2.00 / 1/0= N/A / 0/0= N/A / $800/1= $800.00
University programs / 24/24= 1.00 / 24/16= 1.50 / 16/14= 1.14 / 14/10= 1.40 / 10/8= 1.25 / 8/7= 1.14 / $1300/10= $130.00
7. Private employment agency / 9/9=1.00 / 9/8=1.13 / 8/5=1.60 / 5/2=2.50 / 2/2=1.00 / 2/1=2.00 / $4,000/2=$2,000.00
8. Public employment agency / 8/4=2.00 / 4/2=2.00 / 2/1=2.00 / 1/1=1.00 / 1/0=N/A / 0/0=N/A / $600/1=$600.00
9. Direct mail / 15/14=1.07 / 14/4=3.50 / 4/3=1.33 / 3/1=3.00 / 1/1=1.00 / 0/0=N/A / $450/1=$450.00
10. Job fair / 13/7 = 1.86 / 7/5 = 1.40 / 5/3 = 1.67 / 3/1 = 3.00 / 1/1 = 1.00 / 1/1 = 1.00 / $900/1 = $900.00
11. State Nursing meeting / 7/7 = 1.00 / 7/4 = 1.75 / 4/3 = 1.34 / 3/0 = N/A / 0/0 = N/A / 0/0 = N/A / Loss of $1,150.00
w/ no hires
Averages for all scores / 1.24(1.30) / 1.87(1.84) / 2.79(1.54) / 5.25(2.08) / 8.27(1.43) / 13.65(1.51)
1. How would you evaluate the nurse recruiting strategy currently being used by the hospital? Is the hospital using too few or too many recruiting sources? Why?
Evaluation of the nurse recruiting strategy is conducted by analyzing the yield rates of the various recruitment strategies St. Vincent’s Hospital had been using between 2005-2007. The yield ratios compare the number of applicants at one stage of the recruiting process with the number at another stage. It is clear some recruitment strategies yield more candidates based on job acceptance (internet, employee referrals, university programs) whereas others may deem better recruitment strategies based on average cost per nurse hired (internet, employee referrals, journal ads, and university programs). Recruitment sources such a walk-ins yielded only 3 accepted job offers, newspaper ads yielded only 2 accepted offers, hospital based schools only 1, private employment agency only 2, public employment agency, direct mail and job fair only 1 and state nursing associated meeting 0. With such low end results, it is clear the hospital is using too many recruitment strategies and sources and could use some improvement with the recruitment [K2]process as can be seen with the potential for hospital-based schools (8 qualified, 1 acceptance), educational institutions (13 qualified, 2 acceptances), newspaper ads (16 qualified, 2 acceptances) and walk-ins (17 qualified, 3 acceptances).
2. If you feel the hospital is using too many recruitment sources, which ones would you eliminate and why?
Based on the data calculated for Form 8, it seems there are too many recruiting sources, as the hospital could eliminate some practices that yield few qualified candidates and have high recruiting costs (newspaper ads, educational institutions junior colleges, hospital-based schools and job fairs). However, that is not to say to eliminate practices completely. For example, for job fairs, perhaps recruiting at a variety of schools and narrowing to specific job fairs for nurses or those in the medical profession could deem better results. State nursing meetings yielded only 7 qualified candidates and 0 accepted offers and costs $1150 per recruit[K3]. Based on these results, it would be a logical assessment to eliminate this recruiting practice. Public and private employment agencies may both be other recruiting sources that could be potentially cut. Private employment produced only 9 qualified candidates of which 2 accepted and costs a total of $4000. Public employment produced only 4 qualified candidates and produced only 1 acceptance with a total cost of $600. Despite the hospital based school recruiting source having low results (1 acceptance) and fairly high costs ($800), the high yield ratio reveals high potential for this recruitment strategy and problems may just be within the recruitment process itself.
3. What stage or stages in the recruitment process seem to be most amendable to improvements? What specific improvements would you suggest to decrease the yield ratios? Why?
Based on Exhibit 2.17, the two largest reasons for nurse rejection of a job offer are negative perception of recruiter and lack of timely follow-up. These two issues can be addressed simultaneously since it involves the recruiter. Recruiters are critical in the process of staffing since they are the first person in contact with potential candidates. They set the standard and [K4]impression the candidate has about the hospital. If the recruiter is friendly, the candidate will feel that the hospital is friendly. If the recruiter is rude, then that is the impression the candidate will have about the hospital. The hospital should hire recruiters that are suitable for the position who have a positive attitude in order to give the candidate a good perception of the hospital. The hospital should also incorporate a continuous training for recruiters in order to train them properly on how to effectively recruit and follow-up in a timely manner. There should also be an evaluation process to evaluate how the training program is operating and make changes as necessary. Another change which would have a positive effect would be the change in pay structure. If the pay for recruiters is mostly commission, then the recruiters would be motivated to do their best so the candidates will ultimately accept the offer. With these changes, we fill this will decrease the yield ratios[K5].
[K1]Math looks good given assumptions
[K2]Be more specific
[K3]Say a bit more
[K4]Back up with data
[K5]Grade = 96