Nursing Management Ch 18 Recruiting and Selecting Staff
Terms
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- RECRUITMENT –is the process of enlisting personnel for employment
- RECRUITMENT
- Purpose of recruitment activities is to generate a pool of qualified applicant whereas the purpose of the selection process is to assess an applicants ability, skills, and motivation relative to the requirements and rewards of the job so that a matching
- Purpose of recruitment
- The recruitment and selection process is a joint effort among the nurse manager, the nursing department and the HRM departmernt.
- The recruitment and selection process
- The first-line nursing managers are the most knowleable about job requirements and can best describe the job to applicants.
- First-line nursing managers
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Job Analysis – careful determination of job duties and requirements involved in a particular job by nursing service with technical assistance from HRM.
FACTORS : -
Elements of the Selection Process
Job Analysis - Job specification details the knowledge, skills and abilities needed, the tasks to be performed and the behavior required to perform them.
- Job Analysis
- Supervisory conference –job analysts bring the supervisors and/or first-line managers together to identify the critical tasks or duties required in a job.
- Job Analysis
- Work sampling –data are collected at intervals of time and inference made on the observed activities.
- Job Analysis
- Time and motion studies-observer record exactly how much time is devoted to each skill, task or bahevior; labor-intensive and expensive
- Job Analysis
- Interviewing –relies on staff members as a source of information on job requiremnts. May used questionnaires (open-ended)and checklist(structured).
- Job Analysis
- Self-report logs –relies on the reports of staff members activities; less reliable r/t accuracyof the reports
- Job Analysis
- Methods of recruiting applicants
- Elements of the Selection Process
- Selection technique that measure applicants skill, ability and knowledge
- Elements of the Selection Process
- Assurance that the selection techniques developed and used conformed to legal requirements
- Elements of the Selection Process
- Recruitment –purpose is to locate and attract enough qualified applicants to provide a pool from which the required numbers of individuals can be selected
- Recruitment
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Four elements in any recruiting strategy
A. Where to Look – best place to look is in their own geographic area, local nursing schools, serving as clinical training sites and treat students well, employing students as aides may provide anothe - Four elements in any recruiting strategy
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Four elements in any recruiting strategy
B.How to Look –Recruiting sources
•Employee referrals, advertising in newspapers, professional journals,internet, attendance at professional conventions. Job fairs, career days, visits to eduac - Four elements in any recruiting strategy
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Four elements in any recruiting strategy
C. When to Look –ensure that recruitment begins well in advance of anticipated needs (careful planning) - Four elements in any recruiting strategy
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Four elements in any recruiting strategy
D. How to Sell the Organization –critical component which includes the 4’Ps atrategies: product (available position), place (physical qualities and location-accessibility, scheduling, parking), pric - Four elements in any recruiting strategy
- Cross-Training as a Recruitment Strategy may increase the applicant pool; cross training has the benefits of increasing moral and job satistfaction, improving efficiency, increasing the flexibility of the staff, and providing a means to manage fluctuatio
- Cross-Training as a Recruitment Strategy
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INTERVIEWING- most common selection method; is an information-seeking mechanism between an I ndividual seeking a positionand a member of an organization doing the hiring.
1. It is used to clarify information gathered from the application form,
- INTERVIEWING
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Interviews typically lasts for 1 – 1 ½ hours and includes an
1. Opening – establishing rapport
2. information gathering –core of the interview
3. information giving –phase =allows interviewerto create realistic expectations in th - Interviews typically are and include-
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PRIOR TO INTERVIEW (preparing for the interview)
⬢All needed materials should be on hand
⬢Interview site should be quiet and pleasant
⬢Review job requirements, the application and the resume and note specific questions to be asked -
Principles for Effective Interviewing
PRIOR TO INTERVIEW -
DURING THE INTERVIEW (KEY BEHAVIORS FOR AN EFFECTIVE INTERVIEW)
1.Should start on time
2. Give a warm, friendly greeting
3. Introducs yourself and ask the applicant his or her preferred name
4. Try to minimize status, do not patronize -
Principles for Effective Interviewing
DURING THE INTERVIEW - Following the Interview
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Principles for Effective Interviewing
Following the Interview -
Interview Guide is a written document containing questions, interviewer directions and other pertinent information so that the same process is followed and the same basic information is gathered from each applicant.
Interview guides reduce int - Interview Guide
- Work sample questions are used to determine an applicant’s knowledge about work task and bility to perform the job
- Work sample questions
- Before reaching the information-giving part of the interview, consider whether the candidate is promising enough to warrant spending time in giving detailed job information.
- Before reaching the information-giving
- Mentioning a perception of a subjective weakness such as poor supervisory skills, may lead to legal problems
- Mentioning a perception
- Involving staff in the interview process helps to strengthen teamwork, improve work group effectiveness and increase staff involvement in other unit activities.
- Involving staff
- INTRARATER RELIABILITY –agreement between 2 interviews with the same candidate by the same interviewer is FAIRLY HIGH!
- INTRARATER RELIABILITY
- INTERRATER RELIABILITY –agreement between 2 interviews of the same candidate by several interviewers is RATHER LOW.
- INTERRATER RELIABILITY
- VALIDITY – ability to predict job performance of the typical interview is VERY LOW!
- VALIDITY
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1. Structured interviews are more reliable and valid
2. Interviewers who are under pressure to hire in a short time or meet a recruitment quota are less accurate than other interviewers
3. Interviewers who have detailed information about the jo - INTERVIEW RELIABILITY and VALIDITY
- Possibly the greatest weakness in the selection interview is the tendency for the interviewer to try to assess an applicant’s personality characteristics.
- Greatest weakness in the selection interview
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Information collected during an interview should answer 3 fundamental questions:
1. Can the applicant perform the job?
2. Will the applicant perform the job?
3. Will the candidate fit into the culture of the unit and the organization? - Information collected during an interview
- The best predictor of the applicant’s future behavior in these respects is PAST PERFORMANCE! Previous work and other experience, previous education and training, and current job performance all should be considered, not personlity characterisitcs.
- The best predictor of the applicant’s future
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Education, Experience, Licensure, and Physical Examinations
1. For nurses, educational preparation is particularly important. A.D.N nurse graduates and diploma programs are prepared to care for individuals in structured settings and use the nursing - Education, Experience, Licensure, and Physical Examinations
- The Americans with Disabilities Act (1990) – protects individuals with physical or mental disabilities from discrimination. Reasonable accomodations must be provided for an individual with disabilities. Disabled employees may be held to the same standa
- The Americans with Disabilities Act
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Integrating the Information
1. First weigh the qualities required for the job in order of importance, placing emphasis on the most important elements
2. Second weigh the qualities desired on the basis of the reliability of the data
3. Wei - Integrating the Information
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Legality in Hiring
Title VII Civil Rights Acts – especially prohibits discrimination in any personnel decision on the basis of race, color, sex, religion or national origin includimg not only selection but also entrance into training programs, per -
Legality in Hiring
Title VII Civil Rights Acts -
Legality in Hiring
AGE Discrimination Act – law prohibiting discrimination against applicants and employees over the age of 40. -
Legality in Hiring
AGE Discrimination Act - EEOC – The Equal Employment Oppurtunity Commission is charged with enforcing and interpreting the Civil Right Act and has issued Uniform Guidelines on Employee Selection Procedures. Has broad investigatory powers and access to all relevant employment r
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Legality in Hiring
EEOC – The Equal Employment Oppurtunity Commission - Adverse impact – discrimination by an organization in which fewer members of minority groups are hired than non-minority groups.
- Adverse impact
- THE BASIC RULE OF THUMB IN INTERVIEWING IS WHEN IN DOUBT ABOUT A QUESTION’S LEGALITY, ASK: HOW IS THIS QUESTION RELATED TO JOB PERFORMANCE? If it can be proven that only job-related questions are asked, EEOc law will not be violated.
- BASIC RULE OF THUMB IN INTERVIEWING
- Negligent hiring : organizations are liable for the character and action of the employees they hire. Check apllicant’s background before hiring in regard to licensure, credentials and reference. Failure to do so constitutes negligent hiring if that emp
- Negligent hiring
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Weakness of Interviewing
1 Halo effect
2 Horns effect - Weakness of Interviewing