Data communication strategies

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Consider your work in Week 3 on Exercise 40: Evaluating the Recruiting Function on pages 123–126 in Nkomo, Fottler & McAfee, 2011. For this Assignment, you will use the final metrics you identified in the Week 3 Assignment and work to design a plan for ongoing monitoring and communication of these new metrics.

To complete this Assignment, review the Learning Resources for this week and other resources you have found in the Walden Library or online, and create a 10-slide PowerPoint presentation, including detailed speaker notes, that addresses the following:

  • Referring to week 3, list the metrics that you recommended and explain why.

  • Design a plan that outlines how you would communicate, to the entire organization, these new metrics and their importance to supporting the recruiting process. Be certain to include steps for ongoing monitoring of the newly suggested metrics.


Cost Analysis


Cost Analysis

MHRM 6401


Describe the use of metrics for a hospital recruiting strategy

The metrics used evaluates the progress of the recruitment strategy in terms of how many candidates succeeded in every stage of the recruitment process. Each of the stages in the recruitment process is compared to the initial number of applicants in determining the success rates of the candidates in getting hired and retained after one year since recruitment. Also, the metric involves a comparison between the initial number of applicants and the ones that perform above average (Nkomo et al., 2011) In addition, the use of metrics allows the organization to evaluate the cost incurred in hiring every nurse. Also, the recruitment strategy focuses on different channels at which the organization pools employees from.

Explain the benefits of metrics in recruiting strategy development and execution

The metrics used defines every stage as an independent yet an important stage to the overall recruitment process. This aims at creating transparency and in ensuring the hospital management can monitor the effectiveness and efficiency of the recruitment process based on the performance of the candidates throughout the process. Also, the metrics used helps the organization to monitor the recruitment cost and make a comparison between the cost incurred and the expected benefit based on the number of candidates that perform above average (Bose, 2019).

Evaluate the nurse recruiting strategy for a hospital

a. What are the metrics used in the case?

The metrics used in the case is yield ratio which seeks to determine the number of successful candidates based on the initial number of applicants. In this case, the metrics used include ratio of applicant to qualified, the number of candidates interviewed in relation to applicants, number of candidates offered job in relation to the number of initial applicants. Also, other metrics used include number of candidates who accepted job in relation to the initial number of initial applicants, candidates who were hired and survived for one year in comparison to the initial number of applicants as well as the number of candidates hired and who perform above average. Finally, there is the cost incurred in recruiting every nurse hired (Nkomo et al., 2011, p.123).

b. What was the process the hospital used to select these metrics?

The method used is very effective as it provides a clear criterion in which the recruitment officials followed in recruiting the new members of staff (Nkomo et al., 2011).

c. Based on the data calculations you completed, is the hospital using effective recruiting sources.

The recruitment sources used are effective while few are less effective. Among the less-effective sources include hospital-based schools. This is because regardless of the hospital incurring high cost of $110 per hire, no candidate was successfully hired through this channel.

d. Which recruiting sources would you need to manage more effectively.

The recruitment source that needs more effective management include journal ads. This is because the source amounted to the highest number of hires yet the cost per hire was low. With effective management, the organization can maximize the outcome at a minimum cost. This yields to management efficiency and optimal use of resources (Wawer, 2018).

Assess the cost benefits of using HR metrics

HR metrics are associated with costs such as inefficiency where n organization may implement a recruitment source in its business model but fail to realize the expected outcome or results. This can result into critics against the HR and overall management team on basis of misuse of resources. However, the use of HR metrics ensures there is a larger pool of candidates which increases the chances of successful hires.

a. How can HR metrics be used to lower costs?

The metrics can be used in lowering cost through adopting the least expensive source of recruitment candidates and which yield highest results.

How can HR metrics be used to create value for an organization?

a. How could the recruiting process be improved?

The metrics can be used in creating value through hiring most appropriate candidates that fits the job descriptions needed in the organization. The more resourceful the candidates are in attaining the requirements of the job position, the higher the value the candidates or potential employees add to the organization.

b. What stage or stages of the hospital recruiting process seem the most amenable to improvements?

Invitation to interview is more prone to amendments and can be leveraged in maximizing potential value to the organization. This can be improved through amending the questions to focus more on the proposed value to the organization.

Identify new specific metrics to support HR recruitment functions

Calculating the number of employees leaving the organization within the first five years of occupation can be used in assessing the appropriateness of the candidates in meeting the job requirements.



Bose, I. (2019). Metrics of Organizational Practices in Human Resource Management: Selected perspectives from HR analytics. RIMS Journal of Management4(1), 26-35.

Nkomo, S. M., & Fottler, M. D., & McAfee, R.B (2011). Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders, 7th Edition Mason, OH Cengage Learning.

Wawer, M. (2018). The use of HR metrics in human resources management. Przedsiębiorczość i Zarządzanie19(3.2), 303-317.


Evaluating the Recruiting Function


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 staffmg.




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. Ayield 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.

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.


St. Vincent’s Hospital is a 260-bed hospital in a northeastern city affiliated with the Roman
Catholic Church. The administrator is Sister Oaire, 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

Exercise 40 • Evaluating the Recruiting Function 123


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, super­
visor 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 improve­
ments. Sister Mary Louise and Barnett readily agreed to an outside consultant because they
are aware of current nursing shortages due to declining nursing school enrolhnents. St.
Vincent’s Hospital itself contributed to this enrollment decline by dosing its own School of
Nursing due to fewer applications and the high cost of operation.

Data on Recruitment Sources for Registered Nurses at St. Vincent’s Hospital, 2007-2009

Invitation Qualified One- Above- Total
Number of Potentially for and Offered Accepted Year Average Recruitment

Recruitment Source Applicants Qualified Interview Job Job Survival Rating 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

Junior colleges 16 13 11 6 2 2 1 1,200
Hospital-based 8 8 3 2 1 0 0 800

University 24 24 16 14 10 8 7 1,300

7. Private employment 9 9 8 5 2 2 1 4,000

8. Public employment 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 7 7 4 3 0 0 0 1,150
Association meeting

Totals 273 221 146 98 52 33 20 $14,045

Part 2 • Meeting Human Resource Requirements 124


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

Yield Rates

Recruitment Sources Potentially






Average Cost
Per Nurse


l. Internet applications

2. Walk-ins

3. Employee referrals

4. Newspaper ads

5. Journal ads

6. Educational institutions
Junior colleges
Hospital-based schools
University programs

7. Private employment

8. Public employment agency

9. Direct mail

10. Job fair

11. State Nursing Association

Averages for all sources 1.24 1.87 2.79 5.25 8.27 13.65

(JI “‘

EXHIBIT 2.10 Reasons J<ir Nurse Rejectio11 of a Job Offer from St. Vincent’s Hospital, 2007-2009

Reason Number Percent
Recruitment Processes

Job attributes not communicated

Negative perception of recruiter

Negative perception of hospital

Lack of timely follow-up

Perceived lack of honesty in recruitment process

Negative information from recruiter

Job Attributes

Location of hospital

Salary offer

Hours of work

Promotional opportunities

Fringe benefits

Working conditions

Perceived poor job “match”



























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 ll 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.


1. How would you evaluate the nurse recruiting strategy currently being used by St.
Vincent’s Hospital? ls 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 improve­
ments? What specific improvements would you suggest to decrease the yield ratios? Why?

Part 2 • Meeting Human Resource Requirements 126

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