Part 1: Challenges and Strategies Related to the Recruitment and Selection – with Solution

Challenges and Strategies Related to the Recruitment and Selection – Healthcare organizations have multiple challenges related to the recruitment and selection of new hires. When it comes to recruitment, challenges include a shortage of qualified workers, education-experience dilemma, competition for new graduates, and retirement rate…

In this Performance Task Assessment, you are asked to analyze challenges and recommend strategies related to the recruitment, selection, appraisal, and dismissal of healthcare employees and to create a recruitment, selection, and appraisal plan. In addition, you are asked to evaluate the use of social media in hiring decisions.

Professional Skills: Written Communication and Critical Thinking and Problem Solving are assessed in this Competency.

This Assessment requires submission of one (1) document that includes all three parts of the Assessment. Save the document as HR002 _firstinitial_lastname (for example, HR002 _J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.


Access the following files to complete this Assessment:

  • Case Study: Coutu, D. (2007, June 1). We Googled You. Harvard Business Review, 37-47.
  • Sample Recruitment Strategy Planning Template
  • Use the APA course paper template available here.
  • Download the Writing Checklist to review prior to submitting your Assessment.
  • Be sure to use scholarly academic resources as specified in the rubric. This means using Walden Library databases to obtain peer reviewed articles. Additionally, .gov (government expert sources) are a quality resource option. Note: Internet and .com sources do not meet this requirement. Contact your coach or SME for guidance on using Library Databases.
  • Carefully review the rubric for the Assessment as part of your preparation to complete your Assessment work.


This assessment has three-parts.  Click each of the items below to complete this assessment.

Part I: Challenges of and Strategies for Recruitment and Selection

You are a human resources manager working in a large urban hospital. As a result of ongoing changes in the hiring process at your facility, your director has charged you with preparing a plan for supervisors to use when they recruit, select, appraise, and dismiss healthcare employees. Before you can prepare the plan, you must first analyze the challenges involved in the recruitment and selection of healthcare employees. You must also propose strategies to address those challenges.

Write an analysis of recruitment and selection processes as follows (3–7 pages):

  • Describe four challenges (i.e., legal, ethical, moral, and operational) related to recruitment and four challenges associated with selection. Include a balance of information on both internal and external challenges, and explain how these challenges impact recruitment and selection.
  • Explain the impact of failing to address these challenges on human resources function and hospital performance management.
  • Recommend strategic approaches to address the challenges associated with internal and external factors that affect recruitment and selection. Specifically, describe a strategic approach for each factor you identified, and explain how this strategy will help mitigate the potential challenges inflicted by the particular internal or external challenges. Include best practices from other industries (i.e., information technology, hospitality) in your recommendation. Explain how information from other industries can inform recruitment and selection in the healthcare industry.
  • Identify at least two recruitment sources that the human resources department should use and evaluate their efficiency and effectiveness.
  • Identify at least two candidate selection processes that the human resources department should use, and explain which is most efficient and effective.

Part II: Recruitment, Selection, Performance Appraisal, and Dismissal Plan

Now that you have completed your analysis of recruitment and selection practices, you must write an executive summary outlining a plan for the recruitment, selection, appraisal, and dismissal of healthcare employees that incorporates the strategies you explored in Part I of this Assessment.

The executive summary will outline a plan for the recruitment, selection, appraisal, and dismissal of healthcare employees. The plan may include graphic representations, bullet points, etc. It does not need to emulate an APA-style research paper. Refer to the sample template for guidance; however, you can create your own template or plan document. Include the following:

  • A recruitment and selection plan as follows: (1–2 pages) Define at least two key objectives in developing an effective recruitment process.
  • A performance appraisal, disciplinary, and dismissal plan as follows (4–5 pages)

Part III: Social Media Case Study

Review the “We Googled You” case study. Write an explanation of whether you should or should not hire the individual (2–4 pages).

Your explanation should answer the following questions:

  • What are at least two advantages and two disadvantages of using social media in personnel selection for your hospital?
  • What strategic approaches would you take to enhance the use of social media in the personnel selection process?
  • What is your rationale for your hiring decision?


Recruitment Strategy Planning

Part I: Challenges and Strategies Related to the Recruitment and Selection

Healthcare organizations have multiple challenges related to the recruitment and selection of new hires. When it comes to recruitment, challenges include a shortage of qualified workers, education-experience dilemma, competition for new graduates, and retirement rate.

The most pressing issue is the qualified employees’ scarcity. The number of health professionals is dwindling, and healthcare organizations face a difficult situation (Islam, 2014). Another challenge is choosing between candidates with less experience but graduated with high-level credentials from top-performing institutions or individuals with much experience but graduated from less performing or ranked institutions. This dilemma affects the efficiency of the recruitment process. Many healthcare organizations compete immensely for new graduates.

Hiring fresh graduates is cost-effective and energizing. The high competition is due to the low number of students in medical and nursing institutions. The retirement rate for baby boomers is high, around 10,000 employees per day. This affects organizations who try to hire in large masses to replace those leaving.

Healthcare organizations are highly structured with numerous components. This complexity poses a challenge in selection as HR has to assess unique skills and organization-fit employees. Finding job-fit employees is easy, but it is not easy to select employees with unique skills to fit their structure and culture. Professional autonomy is also a selection challenge. It is difficult for HR to establish performance criteria for selecting physicians, nurses, and highly trained and autonomous technicians. Salary and benefits attract top talents, making it easy to select the right employees for the job.

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Challenges and Strategies Related to the Recruitment and Selection
Challenges and Strategies Related to the Recruitment and Selection

Nevertheless, the inability to offer competitive pay necessitate the HR to hire not very qualified employees for the job who are ready to work with that salary. The world is very competitive, and organizations should be ready to offer a competitive salary (Heilmann, 2010). Job analysis is critical for selecting job fit employees. Incorrect or inadequate job analysis mostly leads to the HR selecting undesired candidates that would adversely affect the organization’s performance. Other selection challenges include interview biases and the complexity of sourcing unique talents with niche skills to do the job. Top talents improve the performance of healthcare organizations.

Neglecting the internal and external factors that affect the recruitment and selection processes often lead to a bad hire, which has adverse consequences to the HR function and organization’s performance (Keep & James, 2010). Individuals can be highly qualified but not fit for the specified roles. This recruitment and selection mistakes cause problems for many healthcare organizations.

Inadequacy in selection and recruitment leads to lost productivity since employees cannot perform effectively. HR would have wasted resources, and there would be a low or no return on investment. The organization’s performance would deteriorate with the inability to meet objectives, demands, and maintain standards. The negligence also affects staff morale since people are working below capacity. Bad hires can affect the rest of the employees since they have to cover other people’s inadequacies.

Not dealing with these challenges impact the HR function who have to use more resources to find a replacement (Dim & Akpunonu, n.d.). There are more costs for job analysis and description, advertising, and conducting interviews. Time taken to find a replacement leaves the organization short of staff who have to do more. For example, a top healthcare company reported a loss of $100 million on inappropriate hires, which have to be paid $3,000 as a separation bonus if they can leave the organization. It is wise for organizations to avoid hiring mistakes since the cost is always high.

Organizations can employ strategies to address the challenges affecting recruitment and selection. Hospitals and healthcare organizations can include enticing benefits that would make professionals want to work for them. This strategy would help organizations attract and maintain the workforce even with the current scarcity (Roulin, Mayor, & Bangerter, 2014).

Balancing between education and experience can be difficult. Therefore, it is essential to create a balance and a healthy mixture of young and highly experienced employees. To win new graduates, healthcare organizations and hospitals should establish partnerships with local and international universities and programs to reach the students before graduating.

There is no mechanism for preventing retirements, and organizations need preparation strategies for the departures. The organizations should consistently hire new personnel to fill left behind positions. State and national licensing organizations well define performance criteria for highly autonomous positions. HR should obtain these definitions to hire desired employees effectively.

Organizational structures can be complex. However, creating patient-centered care redefines roles and makes every professional organization fit. There should be a comprehensive job analysis and description for every role, which should be revised consistently as the environment changes (Alton, 2017). HR should prepare high pay packages and benefits in recruitment and selection to attract new hires to help the organization move forward. Top talents want to be paid well.

Recruitment sources can be internal or external. Internal sources include transfer and promotion. External sources include educational institutions, employment agencies, and advertisements. Promotion, re-hiring, and transfer can be done to fill gaps. Internal processes are more straightforward since the management is aware of the talents and abilities of these employees.

Promotion and transfer boost employee morale since they create opportunities for career growth. Promotion and transfer generate a loyal feeling in the workforce. Also, employees do not adjust since they know the organization’s working methods (Muscalu, 2015). However, with promotion and transfer, there is no introduction of new ideas and personalities. External sources include advertisements, recommendations, and education institutions.

Current employees are encouraged to recommend suitable individuals. Advertisements, recommendations, and searching in educational institutions are often time-consuming, expensive, and lowers employee morale. However, they introduce new ideas, skills, and concepts and create a competitive spirit vital for improving organizational performance and solving existing problems (Muscalu, 2015). Promotions are the most effective since they involve individuals who know the organization’s culture and working methods. However, advertisements help address the issue of inadequate workforce and retirement by bringing in new individuals.

Selection involves choosing among the shortlisted candidates. Various selection processes vary from organization to organization depending on the staff and resources available. The selection process can range from preliminary screening, online and telephone interviews, face-to-face meetings, and cultural-fit selection. Preliminary screening involves giving necessary information to candidates about the job and then sorting candidates by their education, experience, skills, and expected pay (Vincent, 2019).

The screening saves time and money and ensures a rigorous recruitment process. The screening does not rely on human judgment, reducing room for errors. However, the method requires the acquisition of useful assessment tools. Online and telephone interviews save on time and money for performing face-to-face interviews. The employer checks for qualifications and interviews candidates to articulate their capabilities to meet the staffing needs (Leisink & Steijn, 2008).

Face-face interviews are more effective with a narrowed down number of applicants. In-person interviews are vital before making decisions since it facilitates accurate screening, captures the bodily language, emotions, and behavior, and keeps focus. The preliminary screening is the most effective in selection. It saves time and money and narrows down the list to finalists who can undergo a face-to-face interview. 

Part II: Recruitment, Selection, Performance Appraisal, and Dismissal Plan

Recruitment is the process of acquiring new potential candidates to fill an organization’s vacancies. The recruitment process needs to be sufficient to avoid bad hires. Organizational size and image and recruitment policies affect the recruitment process.

An effective recruitment process facilitates the acquisition of top talents for each job position, minimizes recruitment costs, offers promising career growth opportunities and security, helps retain a talented workforce, and ensures alignment with the organizational goals and culture. It is the hope of every organization to win highly skilled workers in the market (Swider, Zimmerman & Barrick, 2015). Top talents would help the organization improve in performance and be more innovative in defeating challenges.

Highly qualified employees bring in new ideas and concepts. Top talents help the company maintain a competitive edge, steer the organization towards success, improves productivity, and helps the company serve more people and generate more money. Top talents are also easy to develop, engage, and ensure a cultural connection. It is the objective of every effective recruitment process to win overqualified personnel in the job market. 

An effective recruitment process aims at minimizing recruitment costs. Effective processes are currently automated, reduce time to hire, employ top talents the first time, and boost personnel referral programs (Compton, 2009). An organization can reduce recruitment costs by employing the data-driven approach, designing a structured hiring method, identifying talents ahead of time, adopting application tracking systems and assessment tools, and implementing speedy sourcing of top talents.

Effective recruitment processes facilitate career growth and development. New hires want opportunities to learn and improve on their skills and excel in the industries. HR should communicate these opportunities in the recruitment process. Recruitment effectiveness reflects on the organization’s ability to retain a large and talented workforce. An actionable recruitment process helps the organization identify and acquire cultural-fit individuals. Culture affects recruitment and retention, and it remains vital in hiring and retaining good employees.

Efficient and effective recruitment strategies

Healthcare organizations need efficient and effective recruitment strategies to acquire good hires. The recruitment process involves preparing, receiving applications, sorting applicants, rating applicants, interviewing candidates, onboarding, and simulating with the workforce (Mohammad, 2020). To acquire top talents, organizations need to include enticing benefits that would attract people to work for them. The current workforce is scarce and dwindling.

Many organizations are competing for top talents by offering them substantial pay packages. Therefore, healthcare organizations should pay well and include competitive benefits (Evans, 2013). An organization works well with a balanced workforce. It is critical to balance young minds and experienced individuals. The recruitment process should offer opportunities for new graduates and those with experience in the industries.

The balance ensures effective knowledge transfer. Health organizations need a strategic partnership with education institutions to identify top talents before they graduate. This strategy ensures a continuous flow of new individuals to replace those leaving. Effective recruitment includes comprehensive job analysis and description.

Correct job analysis ensures the acquisition of the desired pool of workers to improve the organization’s performance. Other effective strategies include adopting an employee referral program that ensures lower turnover, shorter onboarding, reduced hiring costs, and shorter time to hire. The organizations should also use data to measure applications, qualifications, time to hire, response rate, and many other factors (Novack, 2009). Job niche boards are also useful in identifying new and best candidates. Job posts and interviews need to be accurate and precise.

Key objectives in developing an effective selection process

An effective selection process looks to finding and employing the right people for the organization and putting them in roles they best fit. Therefore, it is necessary to put the right job description in the selection process (Mohammad, 2020). Also, an effective selection process seeks to identify organizations’ culture fit candidates.

In identifying culturally fit individuals, personality tests are critical. The HR also desires to find candidates that are unlikely to leave after a short period. It is, therefore, necessary to select the right people for the right job. An effective selection strategy is fair and unbiased. The selection process focuses on the individuals that fit in the organization’s values and goals. The HR should select only those candidates that want to drive the organization forward. The selection process should incorporate effective sourcing techniques.

The selection process

The selection process involves identifying the right candidates with the required qualifications and skills for the job. The process includes preliminary screening, application reception, application screening, employee tests, interviews, checking references, medical examinations, and ultimate selection (Mohammad, 2020).

Preliminary screening and interviews help eliminate unfit candidates and leave HR with a list of fit employees. Candidates send applications to the organization. These applications provide vital information about work experience, bio-data, interests, and special skills. Application screening is done to select candidates to interview. Screening is done on specific criteria. Cognitive, aptitude, intelligence, proficiency, and personality tests provide information that gauges talents and skills.

Interviews are done to identify capabilities in detail (Bolander & Sandberg, 2013). Interviews tell more about a candidate’s suitability for the job. References provide information about experience, capabilities, and unique skills. Medication issues are a factor of high employee turnover. It is crucial to examine employee medical conditions. The final selection is for candidates who have successful passed all requirements.

Performance appraisal and dismissal plan

Appraisal methodology and criteria

Measuring performance is necessary to make critical decisions about promotion, transfer, increment, and dismissal. HR can identify training and development needs through performance measures. Strategies for measuring performance include quality of work, personal habits, and attitude observation, reviewing personal feedback, consistency, client review, and feedback responsiveness. Quality of work is a clear indicator of performance.

Daunting quality shows problems with either the employees or the organization. Personal habits and attitudes, such as disruptive behavior, show a breach of its code of conduct. With a poor attitude, individuals are unable to meet their personal and organizational objectives. The personal presentation includes a dressing code, and it should communicate positively about an organization’s values and image. Consistency shows a desire to improve.

Customers can communicate a lot about employee performance and conduct. Employees need to use feedback to improve. Positive feedback reinforces positive behavior (Obisi, 2011). Surveys, interviews, and self-assessments can be used to collect performance data. Self-assessments are individual performance evaluations about actions and choices (Horwitz, 2012).

They offer vital information about employee needs and satisfaction. HR can conduct interviews to identify employee needs. Interviews give data on critical incidents, competencies, disagreements, and agreements. Self-assessment is the most effective since employees are free to express themselves without interference.

Methods of conducting performance appraisal interviews

There are various methods of conducting performance appraisal interviews, including telling and selling interviews, telling and listening interviews, and problem-solving interviews. In recruitment interview, the interviewer communicates the most, bypassing their perceptions and views about the employee. The feedback should be constructive to help the employee feel comfortable and desire to improve.

In the tell and listen interview, the interviewer provides adequate information about the purpose of the meeting, leaves the employees to speak their perspectives, and positively addresses these perspectives. Problem-solving interviews entail discussions between the HR or management and the employee to address areas of complement and those that need improvement (Dias, 2012). Feedback should be direct and specific, not personal, thankful, and free of criticism, and facilitates development opportunities.

Effective communication techniques for distributing performance appraisal feedback

An organization can achieve effective employee development goals through effective feedback communication. The most common technique for distributing feedback is appraisal meetings. Managers and HR can communicate their views about the employee in appraisal meetings. Managers first begin by appreciating the employees for their contribution, obtain the employee’s viewpoint, and offer relevant guidance and perspective of how the employee can improve.

Teams are also channels for communicating appraisal feedback. Team leaders need specificity and transparency about the demands of every team member. As such, employees would know where they need to improve to help the team. Providing feedback weekly is more effective. Managers, supervisors, HR, and the employee should be involved in reassessing performance at the end of every week.

Communication to employees should be on-going and regular (Dias, 2012). Disciplinary actions are not advisable at the initial meeting but are necessary after reassessing performance. Steps to be taken for misconduct, illegality, absenteeism, inconsistency, incompetency, and irresponsive behavior should be included politely at the end of the feedback. This shows that the organization is serious about unproductive and unacceptable behavior and conduct.

Dismissal methodology and criteria

Dismissal can occur due to redundancy, misconduct, poor performance, and capacity. A dismissal procedure should be fair, reasonable, considerate, and according to the law. An effective dismissal methodology and criterion includes investigation of the issue, informing the employees through meetings or writing about the problem, arranging a hearing with the employee, informing them about the dismissal decision, and allowing the employee to appeal. 

Methods of dismissal include unfair dismissal and constructive dismissal. Unfair dismissal happens when the employer has no good reason for letting the employee go. Constructive dismissal occurs when the employee resigns due to the actions of the organization. An employer can create a hostile environment to force the employee to resign (Vettori, 2011). Employers need to exercise empathy and professionalism during dismissal.

Part III: Social Media Case Study

Healthcare organizations should consider incorporating social media into their recruitment and selection processes. Social media influences every aspect of people’s daily lives, from the people they communicate with to how they communicate. Therefore, it makes sense if an organization tries to reach the social media audience (Andrews, 2012).

Social media recruiting and selection have advantages and disadvantages. On the positive side, social media is a time saver. The HR can assess and screen candidates via their social media accounts, gaining significant insight into their lives and interactions. Social media also saves on advertisement and resource costs. Most recruiters in LinkedIn advertise a job role with insignificant costs. Social media offers a greater reach for employers.

Organizations can target active and passive candidates by sharing new opportunities. However, social media can be intrusive. Going through a candidate’s social media profiles is viewed as an invasion of privacy. People argue that social media is not a true representation of real-life, and people can choose how they want to spend their free time.

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Challenges and Strategies Related to the Recruitment and Selection
Challenges and Strategies Related to the Recruitment and Selection

A social media information can be irrelevant to the job. Social media requires personal responsibility as what people post online can damage their reputation (Sharma, 2014). People have the right to expression, but this can have dire consequences in job-seeking and hiring. Job seekers can hide or block people from their social media accounts. As such, the information they allow people to view would not be accurate and irrelevant for the employers.

Strategic approaches to use social media appropriately for personnel selection

Appropriate use of social media can be advantageous for a company during selection. First, the company needs to establish a strong online presence and reputation. Social media should be used for representing the organization’s values and culture. Social media job seekers tend to look for the things the organization stands for. Social media offers the organization the opportunity to present their proposal in the best way possible (Landers & Schmidt, 2016).

The organization should keep relationships with people and clients in mind while developing their online presence. The company also needs to select the right social networks to develop high-level engagements. An organization needs to connect with the right people, such as industry leaders and experts. Engagements should be individualized, adequate, and authentic if they want to get the right people and the right response.

Generic communication can make an organization miss multiple opportunities for top talents. Live video streaming is an innovative opportunity to engage with the audience, especially passive candidates and experts in the healthcare industry. Live streaming can involve Q & A sessions that offer deeper insights into the organization’s culture. The organization can tailor streaming to target a particular group of individuals with skills and capabilities to fill a specific job vacancy. Other strategies include consistent engagements and social media advertising (Madia, 2011).

The rationale for the hire

Fred should hire Mimi in this case. Social media presence can destroy people’s reputations. When organizations base only on this information, they end up missing good opportunities. Mimi is highly qualified and fit for the job (Coutu, 2007). A social media information can be outdated or falsified. Therefore, Fred needs to talk to Mimi and explain the impact of her social media activity to the company if she is hired. Mimi needs to clarify her initial views and current view about the protest activities in China. If it is necessary, Mimi should change her view about the matter online and prevent possible risks. Executives should hire employees paying more attention to their job abilities rather than their personal life and online presence (Koch, Gerber & De Klerk, 2018). If a competitor employs Mimi, it is bad news for Hathaway Jones.  


Alton, L. (2017). The 4 Challenges Facing Healthcare Recruitment in 2017

Andrews, C. (2012). Social media recruitment. Applied Clinical Trials21(11), 32.

Bolander, P., & Sandberg, J. (2013). How employee selection decisions are made in practice. Organization Studies34(3), 285-311.

Compton, R. L. (2009). Effective recruitment and selection practices. CCH Australia Limited.

Coutu, D. (2007, June 1). We Googled You. Harvard Business Review, 37-47.

Dias, L. P. (2012). Beginning Management of Human Resources. Washington: Flatworld Knowledge.   

Dim, E. O., & Akpunonu, U. E. Effect of Recruitment Challenges on Public Healthcare Organisations: A Study of Nnamdi Azikiwe University Teaching Hospital, Nnewi.   

Evans, J. D. (2013). Factors influencing recruitment and retention of nurse educators reported by current nurse faculty. Journal of Professional Nursing29(1), 11-20.

Heilmann, P. (2010). To have and to hold: Personnel shortage in a Finnish healthcare organization. Scandinavian Journal of Public Health, 38(5), 518-523.  

Horwitz, J. J. (2012). Certifiable: Certificates of Appealability, Habeas Corpus, and the Perils of Self-Judging. Roger Williams UL, Rev.17, 695.

Islam, N. (2014). The dilemma of the physician shortage and international recruitment in Canada. International Journal of Health Policy and Management3(1), 29.  

Keep, E., & James, S. (2010). Recruitment and selection-the great neglected topic.

Koch, T., Gerber, C., & De Klerk, J. J. (2018). The impact of social media on recruitment: Are you LinkedIn?. SA Journal of Human Resource Management16(1), 1-14. 

Landers, R. N., & Schmidt, G. B. (2016). Social Media in Employee Selection and Recruitment. Theory, Practice, and Current Challenges. Cham: Springer International Publishing AG.   

Leisink, P., & Steijn, B. (2008). Recruitment, attraction, and selection. Motivation in public management: The call of public service, 118-135.

Madia, S. A. (2011). Best practices for using social media as a recruitment strategy. Strategic HR Review.

Mohammad, A. (2020). A Review of the recruitment and selection process.

Muscalu, E. (2015). Sources of human resources recruitment organization. Land Forces Academy Review20(3), 351.

Ngune, I., Jiwa, M., Dadich, A., Lotriet, J., & Sriram, D. (2012). Effective recruitment strategies in primary care research: a systematic review. Quality in Primary Care20(2), 115-123.

Novack, M. D. (2009). U.S. Patent Application No. 12/130,954.

Obisi, C. (2011). Employee performance appraisal and its implication for individual and organizational growth. Australian Journal of Business and Management Research1(9), 92.

Roulin, N., Mayor, E., & Bangerter, A. (2014). How to satisfy and retain personnel despite job-market shortage: Multilevel predictors of nurses’ job satisfaction and intent to leave—Swiss Journal of Psychology, 73(1), 13.

Sharma, N. (2014). Recruitment strategies: A power of e-recruiting and social media. International Journal Of Core Engineering and Management (IJCEM)1(5), 15-35.

Swider, B. W., Zimmerman, R. D., & Barrick, M. R. (2015). Searching for the right fit: Development of applicant person-organization fit perceptions during the recruitment process—Journal of Applied Psychology, 100(3), 880.

Vettori, S. (2011). Constructive dismissal and repudiation of contract: What must be proved. Stellenbosch L. Rev.22, 173.

Vincent, V. (2019). 360 Recruitment: A holistic recruitment process. Strategic HR Review.

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