Healthcare Human Resource Management Flynn Mathis Jackson Langan Healthcare Recruitment and Selection Chapter 6 PowerPoint Presentation by Tonya L. Elliott, PHR

After you have read this chapter, you should be able to: Learning Objectives After you have read this chapter, you should be able to: Specify the decision necessary as part of a strategic approach to recruitment Describe the methods utilized for both internal and external recruitment Discuss the criteria used to evaluate the effectiveness of organizational recruitment efforts Compare and contrast job performance, selection criteria, and predictors Identify the legal requirements of the selection process and outline that process Explain the importance of conducting pre-employment background investigations

Labor Markets Labor Markets The external sources from which employers attract employees Geographical area Managerial Education level Service & support Skill type Technical/Professional

Recruiting and Labor Markets Labor Force Population All individuals who are available for selection if all possible recruiting strategies are used Applicant Population A subset of the labor force population that is available for selection using a particular recruiting approach Applicant Pool All people who are actually evaluated for selection

Recruiting Decisions Affecting Applicant Population Recruiting Method Advertising media chosen Recruiting Message What is said about the job and how it is said Applicant Qualification Required Education level and amount of experience necessary Administrative Procedures Time of year to recruit, follow-ups with applicants, and use of previous applicant files

Planning and Strategic Decisions In Recruiting Internal vs. External Recruiting Flexible Staffing --- Temporary employees --- Independent contractors Float Pools --- Resource pools Employee Leasing

Internal Recruiting Internal Recruiting *Current employees *Others with previous contact with the organization *Friends of current/former employees *Previous applicants Job Posting and Bidding Employer provides notices of job opening and employees respond by applying for specific opening

Internal Recruiting Database Human Resource Information Systems (HRIS) help manage large number of applications and openings Internal Recruiting Methods Promotion and Transfer Employee Referrals

External Recruiting Schools, Colleges, & Universities Media Sources newspapers, television, radio, billboards Professional Associations Employment Agencies Executive Search Firms

Internet Recruiting E-Recruiting Methods Major method of recruiting in today’s market E-Recruiting Methods Job Boards --- employers can post jobs and search for candidates Professional/Career Web Sites Employer Web Sites

Effective Online Job Postings Appealing Readable Shorter is better Start with clear job title and overview Describe employer concisely State qualifications clearly Provide salary & benefits information Indicate how to apply

Internet Recruiting: Advantages & Disadvantages Cost savings *over other recruiting methods Time savings *speed of sending and receiving information via e-mail Expanded pool of candidates *exposure to larger number of candidates Advantages More unqualified applicants *result of greater exposure Increased time demands *greater number of candidates to review Limited Internet Access *some individuals don’t have access to this resource *may stifle diversity efforts Disadvantages

Other Sources for Healthcare Recruitment Clinical Rotations Rotations hosted by various healthcare facilities to allow “hands on” learning Preceptorships and Internships Offered in later stages of health professional’s training Fellowships New graduates working in high-level support positions Summer Employment Job Shadowing Volunteer Pools

Recruiting Evaluation Areas of evaluation: Quantity of applicants EEO goals met Quality of applicants Cost per applicant hired Time required to fill openings

Nature of Selection Selection Placement The process of choosing qualified individuals from an applicant pool to fill jobs in an organization -- Selection Criteria A characteristic that a person must have to do the job successfully -- Predictors Visible indicators of the selection criteria Placement Fitting a person to the right job

Job Performance, Selection Criteria, and Predictors Figure 6-3

Legal Concerns AVOID: Illegal discrimination in hiring Immigration Reform and Control Act (IRCA) of 1986 Requires employers to determine whether a job applicant is a U.S. citizen, registered alien, or illegal alien, within 72 hours of hiring. Key Question Who is the applicant?

Selection Process Applicant job interest Pre-employment screening Applicant form Test / Interviews Background Investigation Additional interview (optional) Conditional job offer Medical exam/drug test Job placement A typical selection process in a larger organization 1. 2. 3. 4. 5. 6. 7. 8. 9.

Reception And Job Preview / Interest Screening The “public relations” dimension Initial screening or job preview/interest screen A brief interview with the applicant to determine if the applicant is likely to match any available jobs in the organization Realistic job preview (RJP) Informing job candidates of the “organizational realities” of a job so they can more accurately evaluate their own job expectations

The Psychology of Selection Figure 6-5

be used in addition to applications! Application Forms Application forms – 4 purposes: A record of the applicant’s interest Provides interviewer with profile of applicant A basic employee record for applicants who are hired A tool for research on selection process effectiveness Application disclaimers and notices Employment-at-will Employment testing Reference contacts Application time limit Information falsification Resumes should be used in addition to applications!

Uniform Selection Guidelines – EEOC: Selection Testing Uniform Selection Guidelines – EEOC: Any employment requirement is a “test” Ability test Assess the skills that individuals have already learned Aptitude test Measure general ability to learn or acquire a skill Mental ability test Measure reasoning capabilities

Other Selection Testing Assessment Centers A series of evaluative exercises and tests used for selection and development Interviews Pencil-and-paper test Individual/group simulations Work exercises Psychological/personality tests Physical ability tests Psychomotor tests – dexterity, hand-eye coordination, arm-hand steadiness, etc.

Selection Interviewing Not an especially valid predictor High “face validity” – virtually all employers use it Structured interview Set of structured questions asked of all applicants Provides legal protection in selection decisions Behavior event interview Applicants give specific examples of how they have performed a certain procedure or handled a problem in the past Higher validity than unstructured interviews Panel interview Several interviewers interview the candidate at the same time Interviewers all hear same answers, but may make applicants uncomfortable

To ensure safety to patients, healthcare workers, & the public Background Checking To ensure safety to patients, healthcare workers, & the public Legal Constraints Federal/state laws protect individuals’ rights in background checks Fair Credit Reporting Act Giving References on Former Employees Federal Privacy Act of 1974 Medical Examinations & Inquiries Americans with Disabilities Act Drug Testing Genetic Testing

Making the Job Offer Important Items in the Offer: Offer can be made by phone Offer should be formalized in a letter Terms and conditions clearly identified Careful of making promises that could change Applicant should sign Keep copy in personnel file

Relocation Assistance Relocation Assistance: Optional May include: Sales of existing homes Moving expenses House-hunting trip costs Automobile transportation New home mortgage assistance Enables employees to become more productive more quickly in their new locations