HRNM6112 – Recruitment and Selection

Culture in Recruiting and Selecting at Decomet Health Facility

June Forbes Nixon – 315102131

April 16, 2017

UWI Open Campus
Course Coordinator: Ms. Giselle Phillips
Group Facilitator: Dr. Denise Peart
 Table of Contents

Executive Summary
Introduction…………………………………………………………………………………2-3
Methodology
Primary Sources………………………………………………………………………3
Secondary Sources……………………………………………………………………3 - 6
Limitations……………………………………………………………………………6
Delimitations………………………………………………………………………….6 - 7
Findings………………………………………………………………………………………8 - 9
Analysis of Findings……………………………………………………………………….10 - 11
Action Plan
Goals of the Solutions………………………………………………………………........12
List of Actions…………………………………………………………………………....12
Timeline……………………………………………………………………………..13 - 14
Resource Allocation……………………………………………………………………...14
Indentification of Possible Problems to the Suggested Solution…………………….......15
Monitoring Progress………….........................................................................................15
Assigning Tasks………………………………………………………………………….15
Cost Estimation……………………………………………………………………..15 - 16
Conclusion………………………………………………………………………………………17
References……………………………………………………………………………………….18

Appendix I………………………………………………………………………………………20
 Executive Summary
Decomet Health Facility is one of those organizations that think that anyone can do
human resource management activities and that is why they delayed in employing a personnel
manager until the situation got out of hand. When they recruited the HR manager, the facility had
numerous human resource management issues that even the newly established HR department
was not able to deal with them. The new HR had to find an outside researcher to investigate the
problems with the hospital’s recruiting and selecting function. The researcher chose to use
interviews to carry out the investigation by interviewing 20 out of 200 employees of the hospital.
The sample of the study was selected using purposive sampling that allowed the researcher to
use own judgment. The interviews with the employees of the facility revealed that the hospital
did not have proper recruiting and selecting strategies, the recruitment system was overwhelmed,
the resource allocation was inadequate, the resources were poorly utilized and lack of relevant
skills for the recruiters. A review of secondary sources revealed that the most common
challenges for recruitment and selection functions are the cost of job advertisements,
misrepresentation of qualification, the size of the organization, organizational culture and
structure, business strategy and poor communication.
However, the consultant encountered some constraints in the investigation such as getting
all the members of the sample, biasness of employees, and the inability to include the entire
population. In response to these limitations, the consultant did the interviews after work, assured
the confidentiality and anonymity the respondents and their responses. The challenges identified
in the recruiting and selecting function of the hospital could be overcome by revising the current
strategies and policies, hiring an HRM firm to help internal recruiters, increasing budget
allocation and developing and implementing training and development programs for recruiters.
 Introduction
Recruiting and selecting are important HR functions in any health facility. It is crucial to have an
effective recruiting and selecting process that will ensure that the people chosen to work in the
facility are the best fit for the organisational culture (Woods & West, 2010). The majority of
professionals working in a health facility interact directly with patients and their families. Hence,
the people selected to work in such environment should not be of unquestionable character. Their
behaviour should help them establish healthy relationships with everyone they interact with such
as clients and colleagues (Race, 2015). Recruiting and selecting decisions are complex and
costly, and they should not be made in a hurry.
The process of filling vacant positions should be comprehensive and thorough to avoid
mistakes of hiring people who do not match with the organisational culture. Some organizations
strive to hasten the process in an effort to fill anvacancy that has unexpectedly arisen but they
end up having the wrong people (Misra, 2009). The best health care culture and work
environment can be built by taking enough time to decide on the right candidates for the facility.
It is essential for the recruiters to focus on organisational values and mission in the recruitment
and selection process (Larimore, 2012). Therefore, recruiting and selecting process should be
performed diligently to avoid repeating the same process shortly upon the realisation that the
hires do not fit the organisational culture.
Decomet Health Facility is a medium-sized hospital located in one of the towns on the
outskirts of the City of San Fernando. The facility primarily offers general medical services to
the people in the town. The hospital has 60 beds in four wards: two for males and two for
females. It also has an outpatient wing that accounts for 80 percent of the total patients who visit
the hospital per annum. The facility was started in 2007 by Dr Eric Smith and Dr Ken Harris
after noting that the area was underserved in health care services. Both had worked with some of
the biggest health facilities in the UK for a combined period of 30 years. They got a loan of
$500,000 from a bank to kick off operations. They started with a total of 20 employees including
five nurses, and three clinicians. The hospital grew fast, and they managed to repay the loan in
five years. They got another loan to finance the expansion. By 2015, the hospital had 200
employees with 60 nurse and 20 clinicians. It had also acquired all the five floors of the building
where it was operating up from a single floor in 2007.
 In 2012, the owners noted that the human resource management function that was being
handled by Dr Smith was becoming overwhelming and it was necessary to create a full human
resource management department with HR professionals. The first step was to hire a human
resources manager. Alice Meyers was recruited as the hospital’s first personnel manager. Her
first job was to create an HR department and hire relevant people to help her in executing the
functions of the office. Within three months after taking up a job at Decomet, Meyers had
recruited four employees to work in the department. With a complete department, Meyers started
to review the HR challenges that the hospital was facing, and she noted that the employee
turnover was higher than the industry average. She tried to do all her best to streamline the HR in
the facility. However, by 2016, the problems were still there, and she decided to seek help from
an outside consultant. After a critical analysis of the problems, Meyers discovered that the
genesis of the problems whtvas in the recruitment and selection process. She asked the finance
manager to allocate money for further investigation into this area, and fortunately, she got
enough budget allocation to hire a consultant in 2017.
Meyers learned that I had just completed a course in HRM and she asked me to carry out
an investigation into the recruiting and selecting culture at the facility and make
recommendations on how the situation can be rectified. Therefore, this paper outlines the
methodology used to collect data from the primary and secondary sources, and limitations and
delimitations of the surveys. The paper contains the findings from the primary research and the
analysis of the same as well as review of secondary sources. Finally, it prescribes for the most
appropriate solutions to the issues found from the study by creating an eight-step action plan.

Methodology
Primary Sources
The consultant wanted to know from the people working in the facility what they
believed was the cause of problems in the recruiting and selecting process. With over 200
employees, it was time-consuming and costly to find the views from all of them. Hence, the
consultant decided to use interviews to collect data from 20 employees of the hospital. However,
the biggest challenge was to come up with the most appropriate sample. After a critical
examination of the facility and the diversity of the workforce, the consultant decided that
purpose sampling was the most suitable technique(Ray, 2012). Purposive would allow the
researcher to rely on his judgment to choose those who will participate in the interviews.
The main aim of this scrutiny was to receive responses from employees in all
departments and hierarchical levels. The employees in the facility were categorised into four
groups: physicians, nurses, clinicians, and support staff. The consultant decided that each of the
group will be represented by an equal ratio in the sample. For example, the sample was 10
percent of the entire population. Hence, all groups had 10 percent representation in the sample.
After identifying the members of the sample, the consultant contacted each one of them and
scheduled a face-to-face meeting. All the interviews were conducted within two weeks with each
taking about one hour.
Secondary Sources
The consultant appreciated that it was important to corroborate the findings from the
primary sources with evidence from secondary sources. Hence, he reviewed a few studies that
have been done by other researchers in the past on the subject of recruiting and selecting. The
first study to analyse was done by Zinyemba (2014) in Zimbabwe. It involved investigation into
the challenges of recruitment and selection in 10 companies. The participants were human
resources managers from the ten companies and the researcher collected data using interviews.
The study revealed that the five top challenges in recruiting and selecting process were cost of
advertising, misrepresentation of qualification, nepotism and favouritism, company location and
change of business model.
The researcher found that majority of those interviewed complained that the cost of
advertising for a job vacancy in some media channels was too expensive. They said that the high
cost affected the quality of applicants because they could not reach those who use expensive
media platforms such as the television. Additionally, the study established that many HR
managers were concerned about the many incidents where candidates presented fake credentials.
The selection process may fail to detect the actual skills and knowledge of the candidates and use
the papers to determine their ability. However, the inadequacy in the applicant is identified later
while on the job, upon the realization that they cannot perform. Consequently, the recruiting and
selecting process has to be repeated which forced the company to spend more money and time.
On the issue of nepotism, Zinyemba noted that over 50 percent of those interviewed
agreed that it affected recruiting and selecting functions in their companies. The majority of them
accepted that they had made decisions on the candidate to hire based on the interference from a
higher authority in the company. The study noted that senior managers have a significant
influence on the people chosen to fill positions in their departments. It is common for managers
to secure jobs for their relatives and friends in the companies they work for even if those
candidates are not the best fit for the positions. Another challenge identified by the researcher
was that the location of a company determined the quality of the interested candidates. The
respondents cited that companies located far from the major urban centres were disadvantaged in
attracting the best employees. The investigation noted that changes in the business model
affected the recruiting and selectingprocess in the participating companies. The HR managers
asserted that it is difficult to find employees who will match a new business model.
The other study reviewed by the consultant was done by Rao &Bhoganadam (2014) in
India. The study involved analysis of the recruitment and selection process used by Sai Global
Yarntex, a private limited company that deals with textile manufacturing. The researchers
collected data via a questionnaire and involved 40 employees of the enterprise. Only 50 percent
of the respondents believed that the company was doing its recruiting and selecting of employees
in the right manner. When asked whether they wanted the existing recruitment policy to be
changed, 80 percent did not see the need to do so. All the respondents did not think that the
company was practising favouritism in choosingits employees. The study revealed that 90
percent were satisfied with the procedure that was being used to recruit people for the company.
Moreover, 55 percent of the participating employees did not have a problem with the
company’s selection process. When asked about how they came to know about the vacancy of
the position they were hired to fill, 60 percent cited that their friends who work in the company
informed them. The majority believed that the best source of recruitment is internal while all of
the respondents said that the company was ethical and transparent in its recruitment process.
However, it was only 32 percent of the surveyed workers who believed that the company’s
working condition attracted them to apply for the jobs they were holding.
The consultant analysed a study done by Florea & Mihai (2014), in which they used
Kalman Filter to examine the impact of internal and external factors on recruiting and selecting
performance. The Kalman Filter model is commonly used in engineering and finance field, and
the researchers wanted to apply it in this new area. The internal factors that were identified in the
study to affect recruiting and selecting were orientation and size of the organisation, culture,
structure, business strategy and the lifecycle of the organisation. The size and the sector of the
entity that is recruiting determine the number of applicants. The amount of knowledge on the
organisation orientation helps the recruiters to align their objectives with the overall company
strategies. The culture of the recruiting firm influences the type of the candidates selected. For
example, large organisations want to adopt sophisticated and relatively fair recruitment and
selection practices as they seek to gain legitimacy from various stakeholders.
The organisational structure affects the recruiting and selecting process because it
describes how duties and responsibilities are allocated among individuals and departments.
Business strategy determines the type of people to be recruited by identifying the future skill
needs. The recruiters must ensure that the people selected to join the organisation will help the
organisation achieve its short-term and long-term goals (Farr &Tippins, 2013). The life cycle of
the organisation affects the management priorities, and every stage has different requirements for
skills and knowledge.
Other internal factors that influence recruiting and selecting are the recruitment team, job
stability, presence of a union, ethical and legal issues, diversity, qualifications, sustainable
development and competence and skills. Additionally, the researchers identified external factors
that influence the recruitment and selection process. The factors included internationalisation,
globalisation, labour market conditions, changes in technology, legal and political factors, social
and economic situation, and many others (Nikolaou &Oostrom, 2015).Therefore, the study
established that problems with recruiting and selecting are caused by a myriad of factors even
though some of them have a greater impact than others.
The final secondary source analysed by the consultant was a study done by Ekwoaba,
Ikeije&Ufoma (2015) in Nigeria. The study investigated the effects of recruitment and selection
criteria on Fidelity Bank Plc, and it involved 130 respondents where the data was collected using
a structured questionnaire. The researchers found that the bank had a functioning recruitment
policy that guided the recruiting and selecting activities in the bank. The bank was filling vacant
positions immediately they were declared vacant. However, about half of the participating
employees said they were not informed about vacant positions in the company.
Lack of employee involvement caused information gap in the bank, and this affected the
quality and the number of job applicants. An investigation into the impact of recruitment and
selection criteria on the performance of the bank established that 46.2 percent of those surveyed
believed that the approach used to recruit and select employees affected the overall performance
of the bank. The study also found that over half of the respondents think that the bank
encourages the influence of external factors during the recruiting and selecting process. The
researchers also established that about 60 percent of the respondents did not think that the bank
was acknowledging all the applications which demonstrated that the HR department was not
serious about attracting the best employees.
Limitations
The consultant met constraints in this study. First, employees had a very busy schedule,
and it was hard to get enough members for the sample. Second, the respondents tended to be
biased because they were still working for the hospital as they feared to be victimised for giving
negative responses about their employer (Rao &Bhoganadam, 2014). Third, the fact that the
study was based on a section of the population made the outcomes not to be absolute.
Delimitations
Upon identification of the limitations to the investigation, the consultant developed
strategies to deal with these challenges. The consultant scheduled the interviews after working
hours to avoid disrupting respondents from their daily routine. The respondents were assured that
their responses would not be shared by the management or anyone in the facility. Moreover, the
participants remained anonymous throughout the study (Rao &Bhoganadam, 2014). Finally, the
researcher tried as much as possible to ensure that all departments and professionals were
represented in the survey.
Findings
The interviews covered various aspects of recruitment and selection at the
DecometHealth Facility. However, the primary objective of the survey was to establish the
challenges the HR department was facing in finding the most suitable employees. An
investigation in the relevance of the strategies that were being used in the facility established that
80 percent of those interviewed did not believe that they were responsive to the twenty-first
century’s HR challenges. The majority of the respondents said that they felt that recruitment
strategies were outdated and needed to be revised. The respondents did not believe that the
hospital was applying recruitment strategies that would ensure retention. An interview with the
human resources manager revealed that the facility did not have a standard recruitment and
selection policy. The study established that the HR department was not making deliberate efforts
to portray the hospital as a top place to work for prospective employees.
The second result from the study was that the recruitment system at the health facility
was overwhelmed. An investigation into the average period the facility was taking to recruit new
hires revealed that the pressure was too much for the recruiters. The majority of the respondents
said that it took a week for them to be hired by the company. Most of the interviewees agreed
that the HR department was overwhelmed by the high number of vacancies that were arising in
the firm because of rapid expansion. Some of the respondents mentioned that the high rate of
employee turnover in the hospital was leading the recruitment and selection team to rush the
process of finding replacements which affected the quality of candidates. The HR manager said
that it was hard to allocate resources to recruitment activities because of the high level of
unpredictability.
Another outcome of the study was that limited resources affected the recruitment and
selection process at the facility. About 65 percent of those who participated in the survey said
that the funds allocated to recruitment and selection activities were not enough to enable the
hospital to attract the best talents. The majority of them mentioned that the HR department was
relying on referrals from current employees and advertisements on its website to attract potential
employees.
The respondents did not believe that the HR manager was doing enough to attract the best
people to fill vacant positions in the firm. An investigation into whether the participants believed
that the recruiters were using the resources they were allocated efficiently noted that most of the
respondents thought that the recruitment team could improve in the way they were employing
their resources. The HR manager admitted that the resource allocation to recruitment and
selection function were inadequate but also said that the recruiters had room to improve in the
way they were using their budget allocation.
 The last major outcome of the study was that the recruiters did not have the talents
required to execute their responsibilities in a professional manner.Sixty (60) percent of the
respondents said that they did not believe that the recruitment team has adequate skills to hire
competent people in all the departments. The HR managers stated that it was difficult to get good
recruiters from the job market because their demand was very high. He asserted that he had to
hire newly trained recruiters and empower them internally. However, he did not have enough
time to train them because of the need to recruit people frequently and they had to start recruiting
and selecting new employees before they could get enough training. The job advertisements
posted by the company on the notice boards and the website were not appealing to the best
candidates.

Analysis of Findings
The interviews revealed that Decomet Health Facility did not have recruiting and
selecting strategies aligned to the existing HR challenges. The finding disagrees with outcomes
of a similar study done in India. Rao &Bhoganadam (2014) found that more than half of
employees of Sai Global Yarntex believed that their employer was doing recruitment and
selection in the right manner. Therefore, Decomet can improve its current strategies and ensure
that they address the current challenges. The recruitment policies at the hospital were outdated
because they had not updated for a while. Hence, it is important for the HR manager to develop a
program for reviewing the recruitment and selection process from time to time.
The study discovered that the Decomet’s recruitment system was overwhelmed. The
outcomes of the survey agree with the findings in a study done by Florea& Mihai (2014). The
two researchers identified the size of an organisation as one of the internal factors that affect the
process of finding the best fit for the organisation. When the number openings to be filled are
many, and the recruiters are under a lot of pressure to deliver, the process is likely to be hurried.
It is at this time that most aspects of recruitment and selection are overlooked, and this leads to
costly mistakes.
The other result of the study was that the management did not allocate sufficient
resources to the recruiting and selecting function. The finding concurs with the result of an
investigation done by Zinyemba (2014) in Zimbabwe. The researcher identified the high cost of
recruitment as a big challenge for companies in Zimbabwe as they tried to find the best
employees. The recruiting and selecting process can be very expensive, and the only way to
avoid the high costs is to minimise hiring by maintaining low employee turnover. It is difficult to
avoid recruiting new workers because no organisation has ever achieved 100 percent retention.
However, people leaving the organisation could be reduced by creating a healthy working
environment and addressing employee concerns on time and in the right manner.
The consultant gathered from the respondents that Decomet did not have necessary
talents to ensure that it attracts the best healthcare professional. The quality of the recruiting and
selecting process was compromised by their lack of proper skills and knowledge. The finding
agreed with the outcome of the study by Ekwoaba, Ikeije&Ufoma(2015) in Nigeria that revealed
how recruiters at Fidelity Bank Plc held information about vacant positions from the other
employees. Since the recruiters lacked adequate communication and interpersonal skills, they
created an information gap. Lack of enough skills on the part of recruiters can be disastrous
because they may not be able to match the talents in market and the organization needs. Hence, it
is crucial to ensure that the recruiters are properly trained and they have relevant experience to
identify people who can help Decomet achieve its short-term and long term goals.
 Action Plan
Goals of the Solutions
An efficient evaluation of the recruiting and selecting practices at Decomet Health
Facility is based on specific data and information, and is not a conjecture or
perception.Therefore, revision of the current recruitment and selection strategies are compulsory
and to ensure that they are responsive to the modern day human resource issues. Further, to deal
with the overwhelming number of new employees, Decome Health Facility needs to hire an
outside human resources management firm to help the internal recruiter when vacancies are to be
filled that exceeds the ability of the human resource department to manage. The organization
should also avail enough resource to the recruiters, the HR manager needs to request the finance
manager to increase the budgetary allocation for recruiting and selecting by 30 percent to cater
for the unpredictable movements in demand for new hires. Finally, for the health facility to
improve the skills and knowledge of Decomet’s recruiters, the HR manager needs to develop and
implement training and development programs for the recruiters in the facility.

List of Actions

Revision of the recruiting and selecting strategies will involve identifying problematic areas
inthe current strategies, this is so because Decomet Health Facility is not exempted from
problems. Appointing a team that will lead the development and implementation of the new
strategies is another important aspect of revising the strategies. As a HR Manager it is important
to identify and select the organization that will be used for benchmarking, this is necessary to
avoid incurring additional cost to the budgetary allocation. In order to get the buy-in of the
internal stakeholders it is important to engage all employees in the development of the new
programs. Compilation of the data collected from internal and external sources is helpful to the
process. In the preparation of the final document with the recruitment and selection strategies
approval must be sought from the HR manager in order to complete the process and to
implement the plans. Training of all recruiters on the importance and application of the
strategies must be done in an effort to realize an effective change to the recruiting and selecting
of new employees at Decomet Health Facility. Monitor the success of the new programs by the
HR Manager is another important aspect in making the change in the recruiting and selecting
process.
The hiring of an ouside consultant will include preparing a three year projection of the
recruiting and selecting needs of the facility and determine the workload that the internal
recruiters can manage effortlessness. It will also involve the identification of HR firms that are
the best fit for Decomet as well as inviting bids from the HR organization that have the potential
to meet the facility’s current and future personnel needs. Additionally, Decomet will select the
firm that will boost support in the recruiting process if the internal capacity is overwhelmed.
Requesting the HR manager to increase the budgetary allocation for the recruiting and
selecting function will involve five actions. The first will be to prepare a report for actual
recruiting and selecting expenses, in the las t five years. The second action will be to identify
areas of recruiting and selecting which have been overlooked because of lack of funding.
Estimating how much it would cost if all aspects of recruiting and selcting have been considered
is the third action. Fourthly, preparing a three year projection of costs relating to recruiting and
selecting of employees at the hospital. Fifthly, to present all reports to the finance manager for
funding.
The development and implementation of the training programs for the recruiters will include
identification of skill and knowledge gaps in the recruitement team. It will also involve
preparing a training manual for the recruiting ansd selecting of trainers who could be from within
the facility as well as from outside. The HR Manager shall supervise the preparation of the
timetable for the training programs and launching of the program.
Timeline
Within the first six months, Decomet will be implement most of the action to improve the
recruitment and selection process of the facility. The actions to be performed in the short-term
will include identifying problematic areas in the current strategies and appointing a team that will
lead the development and implementation of the new strategies. Identifying and selecting the
organization that will be used for benchmarking. Engaging all employees in the development of
the new programs. Compiling the data collected from internal and external sources. Preparing the
final document with the recruitment and selection strategies. Seeking approval from the HR
manager to implement the plans. Training all the recruiters on the importance and application of
the strategies. Additionally, the recruiters will start using the strategies in hiring new workers.
The HR will facilitate the preparation of a three year projection plan for the recruiting and
selectingneeds of the facility and the determination of the workload that the internal recruiters
can copewith.
Other actions to be completed in the short-term will into to identify HR firms that are the
best fit for Decomet, to invite bids from the HR organization that have the potential to meet the
facility’s current and future personnel needs and to select the firm that will help in the
recruitment process if the internal capacity is overwhelmed. They will also include preparing a
report for actual recruiting and selecting expenses in the last five years, also to identify areas of
recruiting and selecting which have been overlooked due to a lack in funding and to estimate
how much it would have cost if all aspects of recruitment have been considered. Moreover, HR
managers will prepare a three year projection of costs related to the recruiting and selecting of
employees at the hospital.Additionally, all the reports will be presented to the finance manager
for funding and help to identify skill and knowledge gaps in the recruitment team. After
identifying the gaps, the HR manager will prepare a training manual for recruiters, select the
trainers who could be from within the facility or outside and prepare the timetable for the
training programs.
Finally, monitoring the success of new programs is an important long term action which
will help in determining the usefulness of the strategies implemented which will take between
three to six years. Decomet Heal Facility needs this monitoring strategy to remain relevant in the
health service. Additionally, it wil help to evaluate their actions against the consequences to see
if thy aremeeting the goals of the community and initiative. In a sense, monitoring data helps in
understanding how well the initiaitveisfunctionctioning. That is monitoring can help pinpoint
where the actions of the initiative are not producing the desired effects.
Resource Allocation
The implementation of this solution will require additional funding. The amount of extra
financial resources will cater for the external recruiters, training and development for the internal
recruiters and the revision of the current strategies. It is estimated that the whole project will cost
30 percent more of the current amount of money used in recruiting and selecting process.
However, the project is expected to save a lot of money especially through reduced turnover and
fewer recruitment activities. Other resources needed for the implementation of this solution are
time and efforts from the employees.
Identification of Possible Problems to the Suggested Solution
The biggest problem with this solution is that it depends heavily on the HR manager and
if the necessary support is not given, it will fail. The other issue that is likely to hinder the
success of this solution is resistance from the current recruiters who must play a central role in
ensuring that it succeeds. The last possible problem is a lack of funding from the finance
manager who must approve the new budget for the recruiting and selecting function.
Monitoring Progress
It is important to monitor the status of the project regularly to ensure that it remains on
track throughout the implementation process. The management will select a committee to
oversee the implementation of the solution. The committee shall be meeting after every two
months to assess the progress of the project. Additionally, the HR will be preparing monthly
reports on how the project is performing (Bratton & Gold, 2012). All challenges identified in the
reports will be discussed in the committee meetings, and the proper solutions will be developed
and implemented.
Assigning Tasks
The HR Manager will be in a position to assign tasks to the approproiate personnel in the
various departments so that the workload is completed in a timely manner. Assigning tasks are
important so that the department heads will understand the authority and responsibility allotted to
them. In delegating this will strengthen the confidence of the subordinates and help in the
development of their initiative and capabilities. As a result of assigning tasks, employees will
gain power and become more influential within the organisation. The HR Manager at Decomet
Health Facility has the responsibility to inspire the employees so that they will assume new
responsibilities and explore new methods on their own. By effectively assigning tasks , the HR
Manager will be helping the subordinates prepare for advancement to higher level positions in
the organization.
Cost Estimation
It is estimated that the project will increase the recruiting and selecting costs by about 30
percent.This recruiting and selecting process may have unexpected consequences which may
exceed the organization ability to meet the cost. However, it is imperative that this be done to
acquire the relevant skilled personnel at Decomet Health Facility.In the long term with the
project implemented talented and skilled  personnelswould be recuited for the organization.
Spanking newthoughts may well find meaningfulexpression, a competitive atmosphere would
coerce employees togive out their best and earn great rewards.
 Conclusion

Decomet Health facility is going through turbulent times because of the problems in its
recruiting and selecting function. The employees feel that the hospital has not invested enough
resources in this important area. Interviews with the current employees revealed that the situation
is serious and it needs a quick solution. The remedy to the problems should involve revision of
the strategies being used to hire new employees and make them more responsive to
thetoday’sHR challenges. It will also include hiring an external consultant to help in recruiting
new employees when the internal recruiters are overwhelmed. Other aspects of the solution to
the dilemma are increase in financing to this important function and implementation of training
and development programs to empower recruiters.
 References

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criteria on organizational performance. Global Journal of Human Resource Management,
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Farr, J. L. (2013). Handbook of employee selection. Abingdon: Routledge.
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APPENDIX I

Interview Questions

1. What is your name?

2. What is your profession?
3. In which department do you work in this facility?
4. For how long have you been working here?
5. How did you get to know about this job before you decided to apply?
6. What attracted you to work in this organization?
7. Do you think that there were problems in your recruiting process?
8. What were the problems did you observe while you were being recruited?
9. For the time you have worked here, have you identified any problem with the hospital
recruiting and selecting process?
10. If you have identified any challenges, mention just two.
11. From your perspective, do you think that the recruiting and selecting policies are relevant
to the modern day HR challenges?
12. Do you think that the hospital has a standard recruiting policy that is applicable to
everyone?
13. Do you think that the facility has enough personnel to carry out the recruiting and
selecting function in a professional and effective manner?
14. Do you think that the recruiting system of the hospital is overwhelmed?
15. Do you think that the recruiters have enough resources to carry out their function?
16. Do you think that the recruiters use the resources they have in the most efficient manner?
17. Do you think the people involved in the recruiting and selecting at the hospital have the
necessary skills and talent to execute their functions in a professional manner?