Davita Dialysis

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Devita Dialysis ‘Overhauls” Recruiting Department

Jessie Hammond

September 30, 2010

Devita Dialysis ‘Overhauls” Recruiting Department

Recruiting new employees is one of the biggest challenges health care organizations face today. The total population of RN's available for staffing is rising at the slowest pace of the last 20 years (Keller, Siela, Twibell, 2009). Healthcare facilities across the nation are struggling to meet the staffing requirements to stay afloat and provide adequate care to patients. The question in front of many organizations is how to stand out in a competitive workforce and recruit top hires. DaVita Dialysis is no different in 2005 the organization fell prey to the nursing shortage and had to re-evaluate the organization’s recruiting methods (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). Management was forced to consider new theories and eventually consider a complete overhaul of the recruiting department. DaVita Dialysis met with success at the end of the overhaul but many steps and changes were made to reach the goals (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). About the Article

On December 14, 2009, Workforce Magazine released an article regarding the recruiting issues at DaVita Dialysis (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). Senior staff writer Ed Frauenheim wrote the article and Crain Communications Inc holds the copyright to the article (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). Frauenheim discusses the condition of the recruiting department at DaVita Dialysis, efforts to increase recruitment, and the results of the changes (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009)

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The Beginning: Identify the Issue
DaVita Dialysis is an organization based in Denver Colorado and operates dialysis centers in 43 states across America (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009) . However, in 2005, the organization suffered a serious blow when management realized approximately 10 percent of budgeted nursing positions were not filled (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). In addition was the serious concern of the time lapse in the turnover ratio (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). At this time, an average of 65 days was spent to fill the vacant positions (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009).

In the same year, DaVita acquired Gambro Healthcare, which increased the recruiting crisis (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). With the addition of the Gambro facility, the organization now bared the responsibility of permanently filling and maintaining approximately 33, 600 positions within 1,500 facilities associated with DaVita (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009).

Recruiting a Recruiter

It was in 2006 DaVita management realized the full extent of the recruiting crisis and declared that recruiting was one of the bottom-five departments (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009). DaVita management decided to bring in a long time specialist in recruiting Tony Blake (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009).

Blake immediately assessed the situation at DaVita and was startled. Reflecting on the early stages of his arrival at DaVita, Blake summarizes the recruiting situation as “Recruiting was labeled as ‘broken,’ ”. Blake and DaVita management worked to together and concluded the recruiting department would require a total overhaul (“DaVita: Optimas Award Winner for Competitive Advantage,” 2009).

Based on the theories listed in the text this issue was addressed as the four-step control process (Lombardi, 2007). Identifying the issues and seeking out a specialist in the field of recruitment falls into the category of...
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