MHA CT 3

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Colorado State University, Global Campus *

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542

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Health Science

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Jan 9, 2024

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docx

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STAFF AND RECRUITMENT Staff and Recruitment Jessica Cook Colorado State University Global HCM542: Healthcare Operations Management Professor Michelle Oddi December 3, 2023 1

STAFF AND RETENTION 2 Staff and Retention Healthcare organizations saw some struggles and not just in assuring proper patient care and supplies but the aftermath as staffing shortages began to occur. Human resources and recruiting have been observing an increase in retention rates. Along with a number of complaints from employees who are leaving their careers because they felt a level of burnout from working during the pandemic. Currently, Simi Regional Hospital is encountering these concerns and working to understand why. The hospital has also noticed that the number of applicants has decreased greatly, while some staff are leaving for competitive organizations. A task force team will be chosen to address the staffing shortage, decide if bonuses would be beneficial, and how to manage staffing levels while waiting for new recruitment. While finishing with the understanding of some strategies of how to improve retention for the organization. Involved Stakeholders Recruiting for Simi Regional Hospital is going to take a little more than replacing staff that simply left the organization. The operational manager needs to review the concerns that existing staff have, while working with the appropriate stakeholders to address the current concerns with staffing. The team that will be working closely to help understand what will need to be done will consist of the hiring manager, human resources, talent acquisition, and nursing leaders. This taskforce will work together to fill gaps in talent but will create plans to increase retention and offer competitive salary (Forbes, 2023). It will be key to build and establish an environment that will encourage staff to be proud of where they work and boost retention levels (Forbes, 2023). The hiring manager would closely with nursing leadership, to hear the views of staff and potential ideas to drive recruiting. Humar resources and talent management will work

STAFF AND RETENTION 3 together to research the competition and see how Simi Regional Hospital can offer a competitive advantage in salary and drive recruiting efforts. Areas to Address At the peak of COVID-19, the departments that were greatly impacted by staffing shortages and burn out were the Emergency Room, Critical Care Units, and Intensive Care Units to name a few. Now comes the question of how the team can determine which areas of the hospital will need staffing over others. Several metrics can be utilized to help review productivity levels such as the number of clinical staff per patient bed and labor hours per patient visit (Langabeer et al., 2021). Full time equivalent’s (FTE) is a calculation to evaluate the number of hours needs to keep daily operations running from staff (Langabeer et al., 2021). The hiring managers and human resources can work together to review if the FTEs that are currently on staff and compare the number of staff needed to maintain daily operations. This will be combined with reviewing the revenue generated from inpatient revenue. The revenue will be divided between the hospitals toa revenue into inpatient revenue, with number of days. Understanding revenue and labor hours will also allow the team to determine what pay increase can be decided upon. Pay Increase The annual budget is a crucial document that allows the organization to review its expenses and income (Stobierski, 2021). It will be important for the team to set the goals that are desired in taking on the staffing and recruitment. The goals will need to include the number of staff that may be needed per department, along with the pay increase that will be considered. To accommodate a pay increase of around 5-10%, all expenses should be considered. The considerations will review if there are areas where the expenses are in excess and can potentially

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