Providing Trained Behavioral Personnel
1.0 Executive Summary
The success of an organization relies significantly on the type of human resources it utilizes. Talented human resources tend to improve the service delivery in health care organizations. Moreover, unlike other institutions, health care organizations require sensitive recruitments due to sensitive nature of their services (Rynes & Cable, 2003). However, staff recruitment is a challenging task, particularly when it comes to making decisions regarding the most suitable candidates. If the recruitment is poorly conducted, an organization may end up hiring wrong and unqualified personnel (Carlson et al., 2002). Turnover problem is another consequence of inappropriate hiring, which usually lead to loss suffering in organizations due to frequent staff shortage. Most interesting, the failure to conduct well- organized hiring of staff may result in the organization missing the best candidates due to lack of sufficient information regarding the available positions. Therefore, careful screening of job candidates has become increasingly essential to organizations.
Behavioral hiring has become a popular method of evaluating the candidates during recruitments since it relies on the accurate predictions of candidate’s future performance using the past job performance history. This type of screening method has been found to be 55% accurate in predicting the performance of the candidates (Gholston, 2015). Thus, behavioral hiring is believed to be more objective in making employment decisions compared to other methods. Essentially, the process of behavioral hiring tends to be more probing since it asks for more comprehensive information from the candidate to make the best prediction of job performance (Gholston, 2015). However, the deployment of any hiring method requires the commitment of resources. Therefore, an organization must consider the resources it has before deciding the hiring method to utilize. The plan becomes a necessary tool to help in the evaluation and assessment of the resources to be devoted in the hiring of new staff. This paper will present a business plan for the provision of trained behavioral hiring personnel to nursing managers.
2.0 Budget estimates
Every hiring process requires the devotion of resources. Some of the resources necessary to conduct the behavioral hiring include time, hiring staff, space, and other materials for collecting and keeping information (O'Meara, 2013). The hiring process is quite challenging particularly the decision making on the best candidates to select. As such, trained personnel are required for this task (O'Meara, 2013). Health organizations deal with sensitive services since they specifically deal with human life. Additionally, the equipment used in health care provision is sophisticated, and they require highly trained staff for handling. According to health regulations both at national and international levels, health organizations are supposed to be particularly careful when conducting staff recruitment (Rynes & Cable, 2003). Failure to comply with these regulations may result in the prosecution of the organization by the regulatory authorities. Therefore, a budget is a good prerequisite to help in the estimation of the expected expenditure.
Behavioral hiring is a vigorous exercise especially in the hiring of health staff (O'Meara, 2013). In most cases, this process involves substantial expenditure due to its complex nature. Also, the outsourcing of the hiring staff requires heavy investment. Behavioral hiring entails collection of comprehensive information from the candidates (O'Meara, 2013). Consequently, a lot of time is consumed in the process. In addition, the hiring process may require the recruiting team to conduct telephone interview prior to the actual hiring which will require both resources and time. The number of personnel required is another factor that determines the size of the budget. Considering the number of personnel required by the nursing managers, the size of the budget is likely to be larger than the previous hiring because the process will involve more resources. Also, the hiring process will take longer than the previous adding more to the cost. The estimates of the budget would be presented as follows:
3.0 Comparison with the current service
The demand for health services has increased as more people continue to demand frequent medical check- ups (Khorasani et al., 2014). Additionally, changes in technology have created high demand for health specialist to work with the modern equipment. As a result, health organizations have been forced to hire new staff to cope with changing services delivery methods (Khorasani et al., 2014). However, there is a need to consider the economic capacity of the organization as well as the legal framework within which hiring process is to be conducted. The improvements in the services delivery from the current level have been the primary cause of the need to hire new staff.
The hiring of new employees will have great impacts on the service delivery, a move that will promote the revenues of the health institutions. Considering that new technology has been integrated into the current system, the quality of services is likely to improve fundamentally. Furthermore, the ease of service delivery will be great due to increased number of staff. As a result, the institution will attract more customers and its reputation is likely to grow. The behavioral hiring will ensure that appropriate staffs are recruited for the nursing manager by performing a detailed examination of the candidates to hire the most suited for the health organizations.
4.0 Pro forma
The resources needed for the hiring process is of great concern to the organization. Having a fair idea of the total expenditure is essential to prepare the organization for the process (Breaugh, 2008). According to the budget estimates, a health organization is expected to incur more cost in the recruitment of new staff, particularly when the behavioral method is deployed. If the assumptions of the budget estimate hold true, the expenditure on hiring will be high given that the number of personnel is large. The financial information contained in the pro forma gives an idea of how the actual expenditures on hiring will be. Due to the expected increase in demand, the profits are likely to improve by a large margin. Sales of health services are also expected to increase significantly. The total cash flows will improve due to the high frequency of visitors in the organization as a result of improved services. A presentation of a pro forma would be as follows
The expansion of the institution by hiring new staff is likely to improve the performance of the organization significantly. The pro forma statement presents the expected value of various items which are the main focus of any institution.
5.0 Returns on investment
Predominantly, organizations are concerned with the profitability of their investments. As such, various ratios are calculated before an investment is made. Additionally, the feasibility of a project is carefully conducted to protect the properties of the investors. ROI (returns on investments) entails the calculation of the ratio of profits to the cost of investment to evaluate the marginal efficiency of such investment. Investments with high returns tend to attract people while those low returns are usually not undertaken. Organizations make investments in various ways and they expect some returns from such investments. The preparation of budget estimates helps to provide a fair value of the cost of the investment while the pro forma gives the expected benefits from these investments.
The behavioral hiring process is resource-consuming (Umarani, 2013). Therefore, it is an investment to the organization and returns are expected from it. According to the budget estimates, the total expenditure on the hiring exercise is $ 3350. Therefore, the benefits from the recruitment of the new staff are expected to go above this figure. Considering that the number of visitors will increase and consequently the sales volume, the profits to the institution will also increase. As indicated in the pro forma, the expected benefits total to $ 95, 000. Therefore, the net profit is $ 9160. This figure indicates a substantial profit growth expected from the expansion of the organization by hiring new staff. If we estimate the return on this investment, ROI =net profit/cost, =9160/3350= 2.74 the interpretation of this figure is that for every $100 invested in the project, $ 274 is returned. This implies that the investment is viable in terms of profitability. However, profitability is not the only criteria for evaluating the investment projects.
The feasibility of the investments in terms of risks, legal procedures, and other significant determinants of the profitability should be considered. In health organizations, profitability is affected by various factors such as changes in the value of variable factors, industrial actions by workers, and irregularity of demand (Khorasani et al., 2014). Therefore, the estimated returns and financial information reflected in the pro forma may not be the actual values after undertaking the project. An evaluation plan is essential to assess the progress of a project. Thus, the development of such plan will help to monitor the success of the implementation of the behavioral hiring in the organization.
References
Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103-118.
Carlson, K. D., Connerley, M. L., & Mechan, R. L. (2002). Recruitment evaluation: The case for assessing the quality of applicants attracted. Personnel Psychology, 55, 461-490.
Gholston, S. (2015). Effective Strategies for Hiring Employees Despite Social Affiliation. Academic Journal of Interdisciplinary Studies, 4(2), 211.
Khorasani, E., Keyvanara, M., Karimi, S., & Jazi, M. J. (2014). Views of health system experts on macro factors of induced demand. International journal of preventive medicine, 5(10), 1286.
Rynes, S. L., & Cable, D. M. (2003). Recruitment research in the twenty-first century. In W. C. Borman, D. R. Ilgen & R. J. Klimoski (Eds.), Handbook of Psychology: Industrial and Organizational Psychology, vol. 12, (pp. 55-76). Hoboken, NJ: John Wiley & Sons, Ltd.
O’Meara, (2013). The handbook of strategic recruitment and selection: A systems approach. United Kingdom: Emerald Group Publishing.
Umarani, M. B. (2013). Employer Branding: A Strategic Tool to Attract, Recruit and Retain Talented Staff. International Journal of Innovative Research and Development, 2(1), 17-32.
