3 Online Healthcare Management Quizzes

Study Guide for Part V: Staffing Human Resources Management

Notes from Dunn Additional Notes Chapter 17) The Staffing Process a) Chapter Objectives

i) Define the staffing function as the sum of activities required to attract, develop, and retain people with the knowledge and skills needed to achieve the objectives.

ii) Describe how equal opportunity laws and fair employment regulations affect the staffing function.

iii) Describe the relationship between the human resources department and line management.

iv) Describe the importance of job description and job qualifications on job analysis.

vii) Identify recruitment, staffing, and scheduling alternatives. Staffing – the managerial function concerned with the procurement

of human resources. Human resources management – the management, including

planning of the staffing function. Recruitment – the process of locating qualified candidates. Selection – the process of choosing from the pool of applicants.

b) The Staffing Function and the Human Resources Department i) Historical Patterns – started with record keeping, grew

with unionization and legal issues. ii) Current patterns – assistance with finding and screening

qualified candidates. Unity of command concept- each person should take orders from and report to one boss. Recruiting – the process of attracting and seeking a pool of applicants from which to choose a qualified candidate.

c) Staffing and Legal Implications i) Discrimination on the basis of age, race, sex, color,

religion or nation origin is prohibited. ii) See summary Exhibit 17.2 Labor Legislation on page 367

d) Functional Authority and the Human Resources Department i) Most human resources have to sign off on employee

termination due to legal concerns. Record keeping is essential for successful terminations.

e) The Supervisor’s Staffing Function

ii) Determining the Need for Employees – Tying work and productivity standards to FTEs (1) Use job descriptions – duties and responsibilities. (2) Job specifications/qualifications – minimum

requirements (3) Job analysis – activities, tasks, equipment, tools, and

working conditions ii) How Many to Hire – forecasting customer demand. iii) Finding the Right Person – the labor market is tied to

economic activity (growth or contraction) f) Transfers

i) Outsourcing – contracting out work (1) See reasons for outsourcing on page 384.

g) T he O r ganizing Sid e of Staffing i) T r aditional work Sc hedules ii) F lex ible W ork Sc hedules

( 1) F lex tim e – m odif ying per s onal s c hedules ( 2) C om pr ess ed s c heduling – s queeze m or e work

into f ewer iii) T em por ar y Staffing h) Summary

iv) Virtual Positions – jobs held by employees who work

off-site

v) Telecommuting – working from home or off-site location

h) Temporary Staffing to Fill Scheduling Gaps

i) pro re nata (PRN) – as needed

i) Summary

Chapter 18) T h e Se le ct i o n Pro ce ss a) Chapter Objectives

i) Discuss the selection process ii) Describe the process of the interview. iii) Discuss the difference between and purposes of directive (structured) and nondirective (non-structured, counseling) interviews. iv) R e c o g n i z e t h a t i n t e r v i e w q u e s t i o n s m u s t b e s t r u c t u r e d t o a v o i d d i s c r i m i n a t i o n a g a i n s t a p p l i c a n t s . iv) U n d e r s t a n d t h e v a l u e o f i n v o l v i n g o t h e r s i n i n t e r v i e w i n g p r e f e r r e d c a n d i d a t e s a n d s u p p o r t i n g e n t i t y d i v e r s i t y m i s s i o n s .

b) Interviews i) Directive Interviews – planned interview with

predesigned format. ii) Nondirective Interviews – Listening

iii) Appraisal Interview – directive and non-directive interview

normally discussing employee’s strengths and weaknesses. c) The Employment Interview – standard questions for

comparison purposes i) Preparing for the Employment Interview

(1) Use job description and job specifications/qualifications as a starting point to identify the ideal candidate.

(2) Use phone interviews to narrow candidates down. (3) The application form – seeks background i) Federal regulations and guidelines prevent employers from asking certain questions – religion, sex, ancestry, marital status, age, birthplace, parents’ birthplace, and other personal data.

ii) Conducting the Interview (1) Introductions (2) Honesty is the best policy, but what is the truth? (3) Use open-ended questions. (4) See page 400 Exhibit 18.2 (5) Take lost of notes and write up summaries

for comparisons. (6) Co-interview candidates with other managers

iii) Equal Employment Opportunity Laws – consult with human resources

iv) Closing the Interview – any other questions? v) Evaluating the Applicant

(1) Snap judgments (2) Halo effect – mountains out of molehills.

(3) Overgeneralization – past performance is not always an indicator of future performance.

(4) Comparisons – apples and oranges (5) All the right answers – good interview skills may

not be a job requirement. (6) Excessive qualifications – extras are not required,

vi) Testing the Applicant – needs to be clearly job related. See page 409 Exhibit 18.6

d) D iver s it y e) Making the Decision

i) Hire, wait or reject – timing is important e) Documentation

ii) Temporary Placement

f) Summary Chapter 19) Performance Appraisals and Position Changes a) Chapter Objectives

i) Describe the purpose of periodic performance appraisals. ii) Discuss the role of the supervisor in performing the

appraisal. iii) Understand the advantages to succession planning and mentoring. iv) Review the relationship between wage and salary structure and employee retention and recruitment. v) Describe the purpose and methods of promotion.

b) The Performance Appraisal System i) Performance Appraisal

Methods (1) Written essay

(2) Comparative standards and rankings (3) Critical incidents, graphic rating scale, behavioral ranking scales (BARS) (4) 360-degree feedback

ii) Purposes of the Performance Appraisal System – documenting and confirming performance

c) Mentoring, Skill Building, and Succession Planning

i) Succession planning – preparing employees

ii) Skills inventory – list of skills one possesses

iii) Mentor – individual who helps a subordinate

d) Timing of Appraisals – within first 3 -6 months and employer standard times. At least annually.

e) Who is the Appraiser? – self-appraisals are valuable – a supplemental sources f) Performance Rating i) Appraisal forms (see Exhibit 19.3 page 426) ii) Typical qualities for nonsupervisory personnel iii) Managerial and professional employee factors iv) Performance Development Plan – to facilitate correction of weaknesses identified during a performance appraisal. g) Pr oblem s in Performance Rating (see page 431 Exhibit 19.5)

i) Problems in Performance Rating

(1) Overly lenient

(2) Overly harsh

(3) Central tendency – appraise all employees as average

(4) Halo effect – give high or low marks based on one

aspect

(5) Similar-to-me – rating others higher that are like “me”

h) P re p ar i n g fo r t h e In te rv iew – sam e t ec h ni q ue s as C h a pte r 1 8 i) Notice of Meeting ii) Prepare what you will say iii) Can be unpredictable depending on message i) The Appraisal Interview i) Prepare, private, standard agenda, state purpose ii) Address personality conflicts affecting performance iii) Objectivity – use management by objective approach - MBO

makes appraisals easier iv) Closing the Evaluation Interview j) Proper Wages, Salaries, and Benefits

i) Internal Alignment – the relative monetary value of jobs

within a department or business. ii) External Alignment – wage surveys

Wage survey – data collected for jobs paid in community With similar or key enterprises Benchmark job – jobs that are similar in every healthcare organization

iii) Benefits account for 25 to 35 percent of cash payroll

k) Promotion – plays a part in current performance i) Promotion from Within ii) Basis of Promotion (1) Merit – rewards (2) Ability – skill (may not correlate to new job)

i) Assessment Center Approach – method of evaluating in-house candidates for promotion to management

(3) Seniority – assumes ability increases with length of

service iii) Balancing Criteria l) Summary