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Happy Valley Hospital is a community-based health care facility known for providing high-quality health care to residents of Happy Valley and the surrounding markets. The hospital has a 288-bed acute care facility, a 12-suite family-oriented birthing center, a 44-bed long-term care inpatient facility, and a 14-bed inpatient rehabilitation unit.

CMC and GH are Happy Valley’s main rivals. CMC has 400 beds and is a tertiary acute care facility. It specializes in women’s and children’s services, serves as the regional trauma center, has a large and active emergency department, and offers cardiac services such as open-heart surgery. GH has 200 beds as well as a small cancer center and a kidney dialysis unit.

Over the last five years, Happy Valley Hospital has received numerous recognition awards for excellence in health care. It has had no trouble retaining its nursing and clinical staff due to its reputation for clinical excellence.

However, there have recently been changes in CMC leadership at the levels of CEO and Vice President of Nursing. Employees from Happy Valley Hospital in several key areas have been drawn to work at CMC because new management has promised better pay and working conditions. They have begun to flock to CMC in large numbers. Happy Valley is currently experiencing a severe shortage of registered nurses, radiology technicians, and respiratory therapists.

Based on your understanding of the preceding case study, express your thoughts on the following:

How should Happy Valley Hospital’s management retain their current employees?
What steps should Happy Valley Hospital’s management take to ensure the smooth operation of the hospital in such a crisis situation?
What, in your opinion, should Happy Valley Hospital’s recruitment team do to address the severe shortage of registered nurses, radiology technicians, and respiratory therapists?


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