The Science Journal of the American Association for Respiratory Care

2010 OPEN FORUM Abstracts


Carol Mihailuk, Jan E. Phillips-clar, Elsie Collado-Koman; Respirtory Care, UCSD Medical Center, San Diego, CA

OBJECTIVE: The cost incurred in the hiring and orientation process per new hire is approximately $22,000. We hire 8 to 10 new staff each year and identified retention as an opportunity for improvement. Our goal was to increase the retention rate by improving the processes of recruitment, screening and hiring new staff. METHOD: A workgroup was formed consisting of RC leadership and staff to identify improvements in screening, interviewing and selection of applicants. The newly created program included: 1) Collaboration with Human Resources ensuring initial screening for a California licensed RCP and Registered Respiratory Therapist. Applicants meeting these criteria’s were sent to RC Manager that confirmed the RCP was in good standing with the Respiratory Care Board. 2) All referred applicants were contacted directly by the RC Manager acknowledging receipt of application and resume. 3) The creation of a respiratory specific questionnaire for referred applicants to complete and return to further get “know” the applicant. 4) The creation of a new database containing applicant’s resume and completed questionnaire for the hiring team to review. 5) A 4-hour RC Shadow was required for all applicant selected to be interviewed for assessment of skills and character. 6) Revision of interview questions in collaboration with Human Resources. 7) The creation of a score matrix aided in information gathering and in the objective selection of candidates. Retention rates were obtained and compared before and after implementing of the program. RESULTS: Collaboration between Human Resources and the RC manager refined the selection of applicants. Candidate shadowing was beneficial for staff and prospective employees to share knowledge, ask and answer questions and was a first look at a prospective team mate and employer. The year prior to implementing the program retention rate was 65%. The one year retention rate improved to 90% with the revised implementation. CONCLUSION: The restructure and implementation of the hiring process was beneficial in several ways; 1) collaboration with Human Resources guided the team in creation of carefully constructed interview questions to gather information pertinent to the job position. 2) The screening, questionnaire and shadowing process produced a desired pool of highly qualified candidates . We estimated a savings of $88,000 in salary expenses. Sponsored Research - None