Executive Summary

OHSU has an amazing staffing system in which seven components of its staffing system

working with each other smoothly and transparently. However, there are some components in the

staffing system which need to be adjusted and improved. The workforce planning process and

sourcing process are the two processes that have done well, and there are not any adjustments or

improvements needed to make. Although the recruiting process is working smoothly, I still

recommend OHSU to improve its staffing process by investing more in its recruitment websites

and OHSU's reputation. For the selecting talent and acquiring talent processes, OHSU has done

well in those processes.

Deploying the talent process is recommended to include employee orientation to support

the new-hired employee to quickly adapt to his/her positions as well as the working cultures of

OHSU. Retaining talent process is the component that OHSU needs to improve on most.

Specifically, OHSU's primary strategy to retain talents is about increasing its compensation.

However, instead of increasing its compensation, OHSU should customize compensation for a

different type of employee as well as reducing its benefit to employees since benefit does not

have a significant impact on employee's decision to stay at the company. Additionally, OHSU

should focus on creating the additional freedom to work independently, increasing the challenge

of works, and being flexible in the working-home schedule for its employees because those three

things are considered as the important factors which help OHSU to retain its talents.
 Introduction

The whole paper is discussing the seven components of the strategic staffing of OHSU.

Specifically, there are two main parts (description and recommendation) in each component. The

description is about how OHSU applies each component in its operation, and the

recommendation part is about the recommendation of the author of what OHSU should

keep/change/improve on.

OHSU stands for Oregon Health & Science University, is a public university and a

hospital in Oregon. OHSU's primary focus is to improve the health of not only Oregonians but

also the health of U.S citizens by concentrating its resources on research to prevent and cure the

diseases. OHSU is a Portland-based hospital with 17,532 employees. The firm has been ranked

as the top adult and children's hospital in Oregon with a secure research fund of $450 million.

The success of Oregon Health & Science Universit1y is based on the contributions of its great

and high-quality employees. OHSU has a good branding name in the job market, with thousands

of candidates applying for the company each month. The HR department and other department

have been working well with each other to create a great staffing system which recruits and train

high-quality employees. Therefore, being able to learn and deliver my recommendations to

OHSU seven components of strategic staffing is my honor.

My interviewee is Tim, and he is working at OHSU as an HR Records Representative.

Tim is a Portland State University (PSU) alumni with a bachelor's degree in Human resources.

Tim's first position at OHSU was an HR intern, and he worked as a Benefits Representative at

OHSU after his graduation.

 Seven Components of Strategic Staffing

Workforce Planning

Description

At OHSU, when there is a new project, the department manager is the one who

determines the number of employees needed; the department manager is also the one who fires

the employees. The reason why the department manager has the role in determining the amount

of employee needed for the new projects of the company is the department manager has the

expertise about the new projects; thus he/she can easily know what skills needed for the project

and how many people needed to complete the project. At OHSU, it prefers using the current

existing employees to hiring new employees to do the new projects since it takes a lot of time to

find the new suitable candidates for the project. To training the current employees for the new

project, OHSU has its department of training called CWE. If the current employees do not pass

the training programs of CWE or there are not enough current employees who meet the

requirement to participate in the new project, the department manager will submit the required

documents for the talent acquisition department to hunt the suitable candidates. The required

documents submitted for the recruiters include the specific job descriptions and the desired

number of new employees needed.

Recommendation:

The workforce planning process of OHSU is reasonable since the department manager is

the one who decides the number of new employees needed and the number of current employees

needed to do skill training with the department of training. Additionally, the workforce planning
process of OHSU is also seamless when the department manager determines the demand for new

employee needed and the recruiter from the talent acquisition team go hunt for the qualified

candidates. With all the things mentioned above, I recommend OHSU to keep its workforce

planning process.

Sourcing Talent

Description

At OHSU, the recruiters will have the basic knowledge about the new projects as well as

the criteria of the employee to be able to work for each department; therefore, the recruiters will

be able to locate precisely where to find the potential employees. The primary method used by

OHSU recruiters to locate qualified applicants is through OHSU employee referrals and through

the universities in Oregon. For example, the interviewee mentioned that whenever OHSU needs

nurses to take care of children, OHSU will come to the Public Health School of Portland State

University to recruit since the students in Public Health school desire the working experience to

work for the hospitals after their graduations or to study in the nursing schools. Additionally,

OHSU also prefers to hire students who graduate or studying at Portland State University to

work for OHSU, because OHSU knows well about the quality of Portland State University

students. In the situation of not being able to find enough the number of qualified employees, the

recruiters will locate and the qualified candidates through Workday, Taleo, LinkedIn, and

Glassdoor by searching the keywords in the job description.

Recommendation

For the sourcing talent process, I recommend OHSU to keep its sourcing talent process

since this process has shown its ability to locate qualified candidates. Specifically, the recruiters
of OHSU know well about the places to find potential employees as well as having access to the

online website to hunt the qualified candidates.

Recruiting

Description

All the applications applying for OHSU through different sources (LinkedIn, Company

Website, and employee referrals) are centralized at the private system of OHSU called ICMS.

The recruiters from the talent acquisition department, read all the CVs carefully to classify the

CVs which meet the minimum requirements of the job. Since all the applications are read by a

real person, not the machine, the recruiters will always have a great number of qualified

applicants for the next processes. According to the interviewee, the recruiting process is not

complicated and has a lot of concerns to worry like the qualified candidates losing their interests

with the applied jobs like in a small business because OHSU has a good branding name; thus it

always has plentiful of qualified candidates who desire for a job at OHSU. As mentioned above,

the recruiters have the responsibility to locate ideal candidates and classify qualified applicants

from thousands of applicants. After determining the qualified applicants, the recruiters will set

the phone-interviews with those applicants to ask the basic general questions to understand about

the candidates as well as doing the background check on those candidates. The candidates who

pass the phone interview round will be moved to the face-to-face interview round. It normally

takes three business days to hear back the result of the phone interview round. The face-to-face

interview round is the main round to select the new employees of OHSU.
 Recommendation

OHSU has created a great recruiting talent process. All the key processes, like phone

interviews and face-to-face interviews, are seamless and transparent. With this recruiting talent

process, OHSU is confident in being able to select well-qualified applicants. There are two

things which I recommend OHSU to do to improve its recruiting talent process. The first thing

which I suggest OHSU does is never stop improving the company reputation in the job market

since the quality of applicants, and the number of candidates applying in OHSU is heavily

dependent on the reputation. Specifically, the firm which has a good brand name and reputation

like OHSU always has a great number of applied candidates as well as the great number of well-

qualified candidates (Turban & Cable, 2005).

The second thing which I suggest OHSU does is to improve its recruitment website

because the recruitment websites play a crucial role in recruiting not only many applicants but

also good quality applicants (Allen, Mahto, & Otondo, 2007; Dineen, Ling, Ash, & DelVecchio,

2007). Since firm reputation affects the effectiveness of recruitment websites (Williamson, King,

Lepak &Sarma, 2010), I believe OHSU will be able to recruit the best applicants.

Selecting Talent

Description

As mentioned in the previous part, all the qualified applicants who pass the phone

interview round with the recruiters will be moved to the face-to-face interview round in which

the recruiters have to decide which candidates will be hired as the new employees of OHSU. In

this round, the applicants will interview with four OHSU employees, which are the department

manager, the assistant of the department manager, the recruiter, and the senior employee of the
department. During the face-to-face interview round, the candidate will be asked the specialized

questions to assess the skills and the knowledge of the candidate. The candidate will also be

asked the situation questions to test the soft skills of the employees. About the skill tests, the

administrative jobs do not require the skill tests; however, all the jobs related to medical do

require the skills tests. According to the interviewee, in the situation of all the candidates fail the

face-to-face round, the recruiters must start over the recruiting process, and the department must

train the additional current employees.

Recommendation

The way of OHSU selecting its new employees from the potentially qualified candidates

is extremely reasonable. Because the specialized questions in the face-to-face interview round

could help the recruiter and the department manager to have the best assessments about the skills

and the knowledge of the candidates, basing on the detailed candidate assessments collected after

the face-to-face interview round, department manager and recruiter could have the most accurate

new employee selections.

Acquiring Talent

Description

At OHSU, the acquiring talent process is crucial since it helps OHSU to obtain the

services of the chosen candidates. The acquiring process to OHSU is a time for the firm to

demonstrate what it can exchange for the service and knowledge of the chosen candidates.

Because of that, during the acquiring process, OHSU recruiters will introduce the salaries,

bonuses, growth opportunities and benefits to the chosen candidates. The followings are the

benefits of working at OHSU:

 - Health Care Insurance

- Medical Insurance

- Dental Insurance

- Life Insurance

- Disability Insurance

In terms of salary and benefit, the chosen candidates can do the negotiation with the

recruiters. Firstly, the recruiters will offer the range of salary which they could pay. The

salary/wage range is determined by doing the research on the job markets as well as comparing it

with salary/wage from OHSU's competitors. If the chosen candidate wants a higher salary/wage,

he/she must prove why he/she is deserved a higher salary. If the chosen candidate could not pick

the salary/wage, the recruiter would pick the reasonable salary/wage for the candidate based on

the pre-determined range. In addition to salary/wage and benefit, the employment contract of

OHSU addresses other aspects of the relationship between the employee and the firm—for

example, retirement or severance payments.

Recommendation

OHSU has shown that it has a great acquiring talent process evidenced by the fact that what

OHSU brings to the table are the valuable things that could be exchanged to the service and the

knowledge of the employee. Because salary/wage and benefit are the two big concerns of the

new employees (Beckman, Young, 2012). Moreover, the negotiation process of OHSU and the

way OHSU determines the salary/wage range for the new-hired employees are reasonable. Most

new-hired employees at OHSU receive the predefined salary/wage range because OHSU does

not want to have any negative impacts on its new-hired employee' motivation and productivity if

the new-hired employees figure out that their wage/salary is less than the incumbent employees
(Iregui, Melo, and Ramirez, 2013). Regrading all the things mentioned above, OHSU should

keep its acquiring talent process.

Deploying Talent

Description

OHSU believes that if the employee's talent is assigned to appropriate jobs and roles in

the organization as well as receiving supports from the coworkers, that employee will be able to

maximize his/her productivity quickly. Because of that, OHSU has developed a comprehensive

training system to support their new-hired employees to adapt to the new roles quickly and to

help the current employees to develop their skills. All the new-hired employees must undergo

two months of training. The two months of training mostly include shadowing and assisting

coworkers. Additionally, new-hired employees must watch videos about sexual harassment,

company policy, and discrimination. To help the new-hired employees to be quickly adaptive

with the new working environment, OHSU creates a shared working space for the sub-

departments of the big departments. For example, there are four sub-departments of the HR

department, which are the talent acquisition department, HR business partner department,

compensation, and benefits department. Once a week, all the employees of each sub-departments

are required to work together under shared space to understand the works of the coworkers

working in different sub-departments.

Recommendation

Personally, OHSU has a deploying talent process. The process does not only include the

activities (shadowing and assisting coworkers), which helps the new employees to be familiar

with the new roles but also providing great supports for the new employees to quickly adapt to
the OHSU working environment. Although the deploying talent process of OHSU is good, I

would like to add one thing in that process. Specifically, Bowles (2012) said, "Orientation has

the value of helping organizations equip new employees with the essential knowledge required to

be successful, refine the skills required to yield required results, and establish enough attraction

to the organization to retain beyond a positive contribution threshold." Because of the benefits

brought by orientation to the new-hired employee, I suggest OHSU have the orientation for each

department.

Retaining Talent

Description

The medical industry is competitive, and the major competitive advantage in the medical

industry is the quality of the medical teams. Additionally, the cost of losing an employee is very

high. Specifically, OHSU must start over the job searching process, the time to train the new

employees and 6-months of insurance for the employees who quit their jobs at OHSU. Therefore,

OHSU always does its best to retain talent. The turnover rate of OHSU is different in the

different departments; the position which has the highest turnover rate is patient care. The

common reasons for employees to quit jobs at OHSU are compensation, travel supports, and

workloads. To retain talent, OHSU does offer its employees good compensations (fixed pay,

flexible pay, and benefit). To be more specific, OHSU always offers a great paycheck,

performance bonus, growth opportunity, better benefits, reward packages, perks like massive

discounts on a bus pass, hotel, and car rental, and paid-vacation break.
 Recommendation

OHSU mainly focuses on improving its compensations, which it offers to the employees

to retain them to stay and contribute to OHSU. The reason OHSU think great compensation( pay

raise and great benefits) is the important key to retain talent, due to the belief that the great

compensation will bring motivation and job satisfaction to the employee which make him/her

stay longer with the company (Tekleab, Bartol, Liu, 2005). However, that believe is needed to

have some adjustments to be completely correct.

The compensation of OHSU should be customized base on different types of employees.

Specifically, according to (Igalens, Rousel, 2005), the great compensation of exempt employees

is the factor the job satisfaction and job motivation under two conditions. The first situation is

the employee must be expressed by the rise in fixed pay, not the rise in flexible pay since the

exempt employees expect to receive the rise in fixed pay when they have the great performances.

The second condition is the rise in fixed pay, and the effort/the performance of the exempt

employees must have a tight relationship with each other. Additionally, Igalens and Rousel

(2005) also mentioned that non-exempt employees increase their job satisfaction and motivations

when their performances and extra working hours are recognized and rewarded with the rise in

flexible pay. The last finding of Igalens and Rousel is the fact that "The benefit which includes

allowance, welfare program, insurance plans, insurance plans, miscellaneous benefits, does not

have the great impact job satisfaction and work motivations like flexible pays and fixed pays."

Regarding the findings from the research of Igalens and Rousel, since OHSU has both

non-exempt employees and exempt employees, OHSU should change its compensation to

improve its retaining talent process by customizing its fixed pay and flexible pay offers for

different types of employee (exempt employees and non-employees). Additionally, OHSU

should also reduce the budget for the benefit of the employees since the benefits do not have

substantial positive effects on employees' job motivation and job satisfaction.

Two suggestions that I also want to change in retaining the talent process of OHSU are to

create additional freedom to work independently and increase the challenge of works. Since

freedom to work independently and the challenge of works are the highly effective strategies to

retain talents as well as boosting the working motivations of the employees (Horwitz, Heng, and

Quazi, 2005, p.32). The second suggestion is about OHSU increase the opportunity for its

employees to have flexible working hours and a flexible schedule to work from home because

the flexibility in working hours and work-from-home schedule has a positive relationship with

the time employees (especially aging workforce) staying with the firm (Stirpe, Trullen, Bonache,

2018).
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