Case study - Keeping things the same

Metropolitan Hospital was built two years ago and currently has a workforce of 235 people. The hospital is small, but because it is new, it is extremely efficient. The board has voted to increase its capacity from 60 to 190 beds. By this time next year, the hospital will be over three times as large as it is now in terms of both beds and personnel. The administrator, Clara Hawkins, feels that the major problem with this proposed increase is that the hospital will lose its efficiency. "I want to hire people who are just like our current team of personnel-hardworking, dedicated, talented, and able to interact well with patients. If we triple the number of employees, I don't see how it will be possible to maintain our quality patient care. We are going to lose our family atmosphere. We will be inundated with mediocrity, and we'll end up being like every other institution in the local area-large and uncaring!" The chairman of the board is also concerned about the effect of hiring such a large number of employees. However, he believes that Clara is overreacting. "It can't be that hard to find people who are like our current staff. There must be a lot of people out there who are just as good. What you need to do is develop a plan of action that will allow you to carefully screen those who will fit into your current organizational culture and those who will not. It's not going to be as difficult as you believe. Trust me. Everything will work out just fine." As a result of the chairman's comments, Clara has decided that the most effective way of dealing with the situation is to develop a plan of action. She intends to meet with her administrative group and determine the best way of screening incoming candidates and then helping those who are hired to become socialized in terms of the hospital's culture. Clara has called a meeting for the day after tomorrow. At that time she intends to discuss her ideas, get suggestions from her people, and then formulate a plan of action. "We've come too far to lose it all now," she told her administrative staff assistant. "If we keep our wits about us, I think we can continue to keep Metropolitan as the showcase hospital in this region."

1. What can Clara and her staff do to select the type of entry-level candidates they want? Explain.

2. How can Clara ensure that those who are hired come to accept the core cultural values of the hospital? What steps would you recommend?

3. Could Clara use this same approach if another 200 people were hired a few years from now?