Prepare a business memorandum to the Director of Clinical Services expressing your opinion on whether or not the organization should move forward with this applicant. Identify the factors you considered for and against the applicant in your response.

Use the case study below:

Using the case study below create a business memo to the Directors of Clinical Services. Express why the company should move on with the applicant or not. Make sure you have facts supporting your opinion.

Applicants were requested to call the office, or to send a rsum to the director of clinical services. AHHS received two responses to the ad. One was a rsum from student at a nearby technical college. The college had a 2-year (asso- ciate degree) registered nurse program, and the applicant was in the last quarter of her second year. Matthews read over the rsum. She knew, from past experience, that R.N.s from 2-year programs lacked many of the skills for this type of work. She decided not to interview this applicant. The other applicant, Margaret Jenkins, called to express interest in this position; the conversation was pleasant and informal because the women knew each other. Jenkins had lived in the area all of her life, had family there, and was well known for her community activities. Jenkins is a registered nurse, with a B.S.N. from the local university. She had most recently worked for 8 years for Dr. Edward Smith, a general practitioner in town. Prior to that time, she had worked at the state men- Sample classified ad for a home health nursing position. Exhibit 1. tal health center. References from both employers indicated that she was hard working, responsible, and professional and got along well with patients, staff, and physicians. Eighteen months ago, Jenkins was involved in a domestic violence situation in her home. During an argument with her husband, accord- ing to the press, Jenkins was physically attacked and the argument ended in the death of her husband. Jenkins was charged with murder. During the course of the trial, most of the details were made public. Episodes of violence had occurred previously, resulting in a separation of Jenkins and her husband, with a restraining order against the hus- band. Jenkins testified that on the night of the fatal argument, she was home with her two children when he appeared and threatened all three of them. While her husband was beating her, she managed to pick up a kitchen knife and kill him. The court convicted her of involuntary manslaughter and sentenced her to 10 years in prison. While she was in prison, her attorney petitioned for early release, based on her standing in the community and the fact that she was the sole roung children. Also during this time, several concerned friends led a Guccessful campaign to have her nursing license reinstated. (The state board of nursing had revoked her license to practice nursing, a standard support of two practice for convicted felons.) Jenkins' immediate concern was finding employment. Dr. Smith, her former employer, was semi-retired and not able to rehire her. When she saw the AHHS ad in the paper, she thought it was her answer. Now that she had her license back, she could begin working immediately. Because of Jenkins' good work record and because no other suitable appli- cants were available, Matthews asked Jenkins to come in for an and set up an appointment for that afternoon. The procedure at AHHS was for all R.N. applicants to be interviewed first by the nursing supervi- sor, then by the two directors, Matthews and Hennessey. Jenkins walked in to the AHHS offices and greeted everyone warmly. A Caucasian woman of average height and weight, she appeared to be in her mid-thirties. She was on time, was dressed appropriately, and looked a little nervous. Barbara Jones, the nursing supervisor, introduced herself and led Jenkins into the conference room. A half-hour later, Jones brought Jenkins to Hennessey's office, where the second interview would take place. Jones went in first and briefly summarized her interview. Although she had a positive overall impression, she was concerned about Jenkins' lack of experience with home health procedures, particularly interviewing and assessment skills. Because this part of the job was so important to the overall plan of care, it was essential that R.N.s have experience in this area. She then left the office and Jenkins went in. Jenkins sat down with Hennessey and Matthews. The three women discussed AHHS policies and general personnel issues, including benefits. It was clear that Jenkins had the abilities and skills needed, she knew the geographical area well, and could communicate effectively with area physi- cians. Her only weakness was that she did not have home health experi- ence. Her personal life was not discussed, but she did remark at one point, "You know, I really need this job." At the end of the interview, Matthews thanked her for coming, and said, "You do meet many of the qualifications, but I'm not sure if you're the right person for this job." Jenkins smiled grimly and said, "I wouldn't blame you if you don't want to hire me." With that, she picked up her things and walked quietly from the office. Matthews and Hennessey looked at each other. "I don't know," Hennessey said. I don't know either!" responded Matthews. They usually based their hiring decisions on qualifications plus intuition," and usually agreed on an applicant's suitability. This case was different, however, and neither was sure whether they should hire Margaret Jenkins. interview, Applicants were requested to call the office, or to send a rsum to the director of clinical services. AHHS received two responses to the ad. One was a rsum from student at a nearby technical college. The college had a 2-year (asso- ciate degree) registered nurse program, and the applicant was in the last quarter of her second year. Matthews read over the rsum. She knew, from past experience, that R.N.s from 2-year programs lacked many of the skills for this type of work. She decided not to interview this applicant. The other applicant, Margaret Jenkins, called to express interest in this position; the conversation was pleasant and informal because the women knew each other. Jenkins had lived in the area all of her life, had family there, and was well known for her community activities. Jenkins is a registered nurse, with a B.S.N. from the local university. She had most recently worked for 8 years for Dr. Edward Smith, a general practitioner in town. Prior to that time, she had worked at the state men- Sample classified ad for a home health nursing position. Exhibit 1. tal health center. References from both employers indicated that she was hard working, responsible, and professional and got along well with patients, staff, and physicians. Eighteen months ago, Jenkins was involved in a domestic violence situation in her home. During an argument with her husband, accord- ing to the press, Jenkins was physically attacked and the argument ended in the death of her husband. Jenkins was charged with murder. During the course of the trial, most of the details were made public. Episodes of violence had occurred previously, resulting in a separation of Jenkins and her husband, with a restraining order against the hus- band. Jenkins testified that on the night of the fatal argument, she was home with her two children when he appeared and threatened all three of them. While her husband was beating her, she managed to pick up a kitchen knife and kill him. The court convicted her of involuntary manslaughter and sentenced her to 10 years in prison. While she was in prison, her attorney petitioned for early release, based on her standing in the community and the fact that she was the sole roung children. Also during this time, several concerned friends led a Guccessful campaign to have her nursing license reinstated. (The state board of nursing had revoked her license to practice nursing, a standard support of two practice for convicted felons.) Jenkins' immediate concern was finding employment. Dr. Smith, her former employer, was semi-retired and not able to rehire her. When she saw the AHHS ad in the paper, she thought it was her answer. Now that she had her license back, she could begin working immediately. Because of Jenkins' good work record and because no other suitable appli- cants were available, Matthews asked Jenkins to come in for an and set up an appointment for that afternoon. The procedure at AHHS was for all R.N. applicants to be interviewed first by the nursing supervi- sor, then by the two directors, Matthews and Hennessey. Jenkins walked in to the AHHS offices and greeted everyone warmly. A Caucasian woman of average height and weight, she appeared to be in her mid-thirties. She was on time, was dressed appropriately, and looked a little nervous. Barbara Jones, the nursing supervisor, introduced herself and led Jenkins into the conference room. A half-hour later, Jones brought Jenkins to Hennessey's office, where the second interview would take place. Jones went in first and briefly summarized her interview. Although she had a positive overall impression, she was concerned about Jenkins' lack of experience with home health procedures, particularly interviewing and assessment skills. Because this part of the job was so important to the overall plan of care, it was essential that R.N.s have experience in this area. She then left the office and Jenkins went in. Jenkins sat down with Hennessey and Matthews. The three women discussed AHHS policies and general personnel issues, including benefits. It was clear that Jenkins had the abilities and skills needed, she knew the geographical area well, and could communicate effectively with area physi- cians. Her only weakness was that she did not have home health experi- ence. Her personal life was not discussed, but she did remark at one point, "You know, I really need this job." At the end of the interview, Matthews thanked her for coming, and said, "You do meet many of the qualifications, but I'm not sure if you're the right person for this job." Jenkins smiled grimly and said, "I wouldn't blame you if you don't want to hire me." With that, she picked up her things and walked quietly from the office. Matthews and Hennessey looked at each other. "I don't know," Hennessey said. I don't know either!" responded Matthews. They usually based their hiring decisions on qualifications plus intuition," and usually agreed on an applicant's suitability. This case was different, however, and neither was sure whether they should hire Margaret Jenkins. interview