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Chapter15.pptx

Chapter 15 Employee Recruitment, Selection, Placement, and Indoctrination

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Learning Objectives

1. Identify variables that impact an organization’s ability to recruit candidates successfully for job openings (Text p 377 & 379)

2. Delineate the relationship between recruitment and retention (Text p 383)

3. Describe interview techniques that reduce subjectivity and increase reliability and validity during the interview process (Text p 384-86)

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Learning Objectives

4. Develop appropriate interview questions to determine whether an applicant is qualified and willing to meet the requirements of the position

5. Differentiate between legal and illegal interview questions

6. Select appropriate activities to be included in the recruitment, selection, placement and indoctrination of employees (Text 392-400)

*Orientation to the Institution, To the Unit (ATI p 10) (Text 400-402)

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Staffing—The Third Phase of the Management Process #1

In staffing, the leader-manager recruits, selects, orients, and promotes personnel development to accomplish the goals of the organization.

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Staffing—The Third Phase of the Management Process #2

Staffing is an especially important phase of the management process in health-care organizations because such organizations are usually labor intensive (i.e., many employees are required to accomplish organizational goals).

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Sequential Steps in Staffing #1

Determine the number and types of personnel needed to fulfill the philosophy, meet fiscal planning responsibilities, and carry out the chosen patient care delivery system selected by the organization.

Recruit, interview, select, and assign personnel based on established job description performance standards.

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Sequential Steps in Staffing #2

Use organizational resources for induction and orientation.

Ascertain that each employee is adequately socialized to organization values and unit norms.

Use creative and flexible scheduling based on patient care needs to increase productivity and retention.

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Factors Affecting Staffing Needs #1

Source of nursing pools

Number of students enrolled in local nursing schools

Usual length of employment of newly hired staff

Patient care delivery system in place

Knowledge level of needed staff

Budget constraints

Times of high patient census

Peak staff resignation periods

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Factors Affecting Staffing Needs #2

Historically, when the economy improves, nursing shortages occur. When the economy declines, nursing vacancy rate decline as well.

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Factors Affecting Staffing Needs #3

Numerous factors are contributing to significant future nursing shortages, including the aging of the nursing workforce, accelerating demand for professional nurses, inadequate enrollment in nursing programs of study, and the aging of nursing faculty.

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Factors Affecting Staffing Needs #4

Leaders should seek to proactively recruit and hire staff with age, gender, cultural, ethnic, and language diversity to better mirror the rapidly increasing diversity of the communities they serve.

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Seeking Employee Diversity

Diversity also brings new perspectives to thinking and problem solving.

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Recruitment

The process of actively seeking out or attracting applicants for existing positions

Should be an ongoing process

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Factors That Affect Recruitment

Financial resources

Adequate nursing pool

Competitive salaries

The organization’s reputation

The location’s desirability

The status of the national and local economy

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Recruitment Methods

Advertisements

Career days

Literature

Word of mouth by satisfied employees

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Recruitment and Retention

Recruitment is not the key to adequate staffing in the long term. Retention is, and it occurs only when the organization is able to create a work environment that makes staff want to stay.

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Turnover

Some turnover is normal and in fact desirable.

It infuses the organization with fresh ideas and reduces the probability of groupthink.

However, excessive or unnecessary turnover reduces the ability of the organization to produce its end-product and is expensive.

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Interviewing as a Selection Tool

The most common method for employee selection used by managers

Also the most time-consuming and thus one of the costliest selection tools

It generally requires an interviewer to use judgments, biases, and values to make decisions based on a short interaction with an applicant in an unnatural situation. Thus, reliability and validity are always suspect

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Purposes of the Selection Interview #1

The interviewer seeks to obtain enough information to determine the applicant’s suitability for the available position.

The applicant seeks to obtain adequate information to make an intelligent decision about accepting the job, should it be offered.

The interviewer seeks to conduct the interview in such a manner that, regardless of the interview’s result, the applicant will continue to have respect for and good will toward the organization.

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Purposes of the Selection Interview #2

The structured interview is a much better predictor of job performance and overall effectiveness than the unstructured interview.

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Reliability and Validity Issues of the Selection Process

Validity increases with a team approach.

Negative information tends to be weighed more heavily than positive information.

The same standards should be used for all applicants.

Selection should be based on established criteria, not value judgments.

Personal bias should be minimized because negative feelings likely have no relation to the criteria necessary for success in the position.

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Limitations of the Interview Process as a Selection Tool #1

Subjectivity can never be totally eliminated.

High interview assessments do not necessarily correlate with high-level performance on the job.

Mixed reliability and validity

Intrarater reliability high

Interrater reliability low in unstructured interviews

Interrater reliability is better if interview is structured and same interview format is used by all interviewers.

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Limitations of the Interview Process as a Selection Tool #2

Negative information about the applicant is weighed more heavily than positive information, and the earlier in the interview, the greater the negative effect.

Most decisions about the applicant are made in the first 30 to 60 seconds.

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Limitations of the Interview Process as a Selection Tool #3

In unstructured interviews, the interviewer generally does most of the talking. In structured interviews, the interviewer talks less.

The environment is artificial, and it is difficult for many interviewees to relax and be natural.

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Limitations of the Interview Process as a Selection Tool #4

The interviewer may have poor communication skills and be unable to generate a discussion.

Physical appearance often contributes substantially to an interviewer’s opinion about an applicant.

Interviewers frequently ask questions that demonstrate a self-fulfilling prophecy regarding their first impression of the applicant.

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Limitations of the Interview Process as a Selection Tool #5

The major defect of the interview is subjectivity.

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Overcoming Interview Limitations

Use a team approach.

Develop a structured interview format for each job classification.

Use scenarios to determine decision-making ability.

Conduct multiple interviews.

Provide training in effective interviewing techniques.

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Suggested Interview Format

Introduce yourself and greet the applicant.

Make a brief statement about the organization and position and clarify the position for which the person is applying.

Discuss the information on the application and seek clarification or amplification as necessary.

Discuss employee qualifications and proceed with structured interview format.

If applicant is qualified, discuss the position further.

Explain hiring procedures

Terminate the interview.

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Two Aspects That Carry the Most Weight When Making Hiring Decisions

The requirements of the job

Qualified versus overqualified

Personal bias

Examine any negative feelings occurring in the interview for personal bias.

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Common Job Interview Mistakes of Applicants #1

Arriving so early you appear overanxious

Saying too much

Wearing a coat/hat during the interview

Wearing psychologically intimidating colors or patterns

Sitting down before the interviewer does or addressing the interviewer by his or her first name

Asking about salary, vacation, or promotions too early in the interview

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Common Job Interview Mistakes of Applicants #2

Bad-mouthing or revealing confidential information about a former or current employer

Not having any questions

Overstating your accomplishments

Having a “what can you do for me?” attitude

Being vague, rambling, or evasive; all show poor communication skills

Lacking clear direction regarding what you want in your career

Showing apathy or lack of motivation

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Tips for the Applicant During the Interview #1

Avoid a bad first impression!

Don’t be late.

Don’t avoid eye contact.

Avoid a cold, clammy handshake.

Don’t sit down until the interviewer does.

Don’t fidget with personal belongings.

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Tips for the Applicant

Do your homework about the organization you are applying to.

Practice the interview and rehearse answers to foreseeable questions about your education and experience.

Be prompt on the day of the interview.

Look your best for the interview. Dress conservatively and make sure you are neatly groomed.

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Tips for the Applicant During the Interview #2

Do not slouch or fidget.

Do not chew gum or smoke cigarettes.

Bring a paper and pencil to take notes.

Answer the questions with confidence and watch the interviewer for nonverbal cues.

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Practice Interview Questions

Why do you want this job?

What is your philosophy of nursing?

What strengths and weaknesses do you bring to this job?

Why should we hire you? Why us?

What is your 20-year career plan?

Can you define professionalism in nursing practice?

What do you know about our organization?

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Illegal Interview Inquiries

Age

Marital status

Children

Race

Sexual preference

Financial or credit status

National origin

Religion

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After the Interview #1

Send a thank-you note to the interviewer.

If offered the job, send a formal letter accepting or rejecting the job.

Personally critique the interview experience. Review in your mind what you did well and what you would do differently the next time.

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After the Interview #2

Selection should be based on the requirements necessary for the job; these criteria should be developed before beginning the selection process.

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Placement

The astute leader is able to assign a new employee to a position within his or her sphere of authority where the employee will have a reasonable chance for success.

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Phases of Employee Indoctrination

Induction: includes all activities that educate the new employee about the organization and employment and personnel policies and procedures

Orientation: teaches activities that are more specific to the position

Individual orientation to each department: Specific departments are responsible for developing their own orientation program.

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