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2. Learning Objectives Cite factors that must be considered when determining staffing needs. Differentiate among job specifications, job descriptions, and job analyses. Write a job specification, a job description, and a job analysis. Discuss how such factors as regional workforce, financial resources, and other environmental conditions might influence staffing.

3. © 2006 Thomson-Wadsworth Learning Objectives Describe various recruitment methods that are available. Determine which recruitment methods are best for each of several different positions. Differentiate between an unstructured, a semi-structured, and a structured interview. Write an interview schedule for a specific job.

4. © 2006 Thomson-Wadsworth Learning Objectives Discuss the pros and cons of the group interview. State the factors that should be considered when making a hiring decision. Describe how to check references. Discuss how compensation levels are set. State how benefits and benefit packages can relate to the employment process.

5. © 2006 Thomson-Wadsworth Overview Human Resources –The people who work in an organization. Human Resources Department –The department within an organization that is responsible for personnel matters, setting policy and procedures related to employees, and training managers in how to deal with human relations issues.

6. © 2006 Thomson-Wadsworth Determining Staffing Needs Staffing –The determination of the type and number of employees that are needed to carry out the work of an organization. Reductions in Force (RIFs) –A decrease in the workforce, also called layoffs. Employees may be either transferred or terminated.

7. © 2006 Thomson-Wadsworth Determining Staffing Needs The jobs –Job Specifications - Lists of requirements for a specific job, that can be evaluated objectively and that apply to all candidates for that job. –Job Descriptions - Listings of the general duties related to a job or job classification.

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9. Determining Staffing Needs – The Jobs Job Analysis –A detailed description of the daily duties to be carried out in a specific job, often including time frames for each job activity. Job analysis ex: breakfast cook in hospital...

10. © 2006 Thomson-Wadsworth Determining Staffing Needs – The Jobs –5:30 Begin shift. Preheat ovens and grill. –5:35 Pick up production schedule from supervisor’s office; review menu items. –5:40 Assemble ingredients for breakfast menu. –5:50 Start breakfast preparation. –6:25 Deliver hot foods to patient trayline. –6:55 Deliver hot foods to cafeteria line...

11. © 2006 Thomson-Wadsworth Determining Staffing Needs – The Jobs Job analysis ex: clinical dietitian –8:00 Check in. –8:00–9:00 Review changes since end of last day worked. Set patient care priorities for day. –9:00–12:00 See highest priority patients; carry out patient care activities. –12:00–1:00 Conduct meal rounds. –1:00–1:30 Lunch. –1:30–4:20 Continue patient care activities. –4:20–4:30 Taste test for dinner trayline. End of shift.

12. © 2006 Thomson-Wadsworth Determining Staffing Needs – The Jobs Job analysis –Best source of information about a job is the incumbent. Incumbent - The person who currently holds the position.

13. © 2006 Thomson-Wadsworth Determining Staffing Needs – The Jobs The issue of flexibility –Adaptations are necessary when employees do not match their positions exactly. –Succession Planning - A staffing strategy that anticipates what jobs will open due to retirements and promotions, and prepares other individuals to be eligible to move into these positions.

14. © 2006 Thomson-Wadsworth The Recruitment Process Recruitment –The process of finding qualified applicants for open positions in an organization.

15. © 2006 Thomson-Wadsworth The Recruitment Process Advertisement –A job recruitment method in which the organization has complete control over the content. –Job Hot Line - A telephone service that lists employment opportunities. –Paid advertisements appear in/on: Newspapers Web sites Radio/television

16. © 2006 Thomson-Wadsworth The Recruitment Process Networking –Word of Mouth - An informal method of information exchange that relies on verbal communication between individuals.

17. © 2006 Thomson-Wadsworth The Recruitment Process Recruitment agencies –Recruiting Firms - Agencies that specialize in matching qualified candidates to available jobs. Hiring Incentives –Rewards or bonuses that are given to job candidates to entice them to accept a position.

18. © 2006 Thomson-Wadsworth Interviewing Paper Review - An initial screening of the applications to eliminate candidates who do not meet the job specifications. Secondary screening process selects candidates to interview. Interviews are scheduled and conducted.

19. © 2006 Thomson-Wadsworth Interviewing Unstructured Interview –An interview that resembles an informal conversation. Semi-Structured Interview –A type of interview that takes on a conversational tone but is somewhat organized by an outline of topics to be covered and an idea of how questions will be asked.

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21. Interviewing Structured Interview –An interview that follows a predetermined agenda. –Interview Schedule - A list of all of the questions that will be asked of each candidate in an employment interview; the agenda for the interview.

22. © 2006 Thomson-Wadsworth Interviewing Group Interviews –Interviews in which more than one person interviews the candidate. –Civil Service Examination - A highly structured group interview used for candidates for governmental positions. –Search Committee - A group of personnel who form a team to screen and interview candidates for some upper management, administrative, and academic positions.

23. © 2006 Thomson-Wadsworth Interviewing Taking notes –Especially important when multiple interviews occur within a short period –Recording devices may be used if candidates are informed –For group interviews, 1 person may be assigned to take notes

24. © 2006 Thomson-Wadsworth Interviewing What not to ask –Age –Sexual orientation –Marital status –Parental obligations –Anything not directly related to the job

25. © 2006 Thomson-Wadsworth Interviewing The content of the interview –Questions to gather information about the candidate relevant to the job –Provision of information about the job/organization to the candidate –Opportunity for candidate to ask questions Closing an employment interview –Indicate when hiring decision is expected –Allow extra time, so that if first choice refuses job offer, alternate candidate may be offered the job

26. © 2006 Thomson-Wadsworth The Hiring Decision Hiring Decision - The selection of the best candidate for the position. Checking references –Types of references: employment, education, personal –Verify you are speaking with an appropriate person when checking references over the telephone –Recognize that company policy may limit the reference information is provided

27. © 2006 Thomson-Wadsworth The Hiring Decision Compensation –The salary given for work performed. –Considerations include: Organizational salary ranges for the position Candidate's current salary Equity among similar employees Economic conditions Negotiation for benefits Equal opportunity/affirmative action

28. © 2006 Thomson-Wadsworth The Offer Benefits –Include such items as insurance, paid time off, employee assistance programs, wellness programs,etc. –Perks - Include items like expense accounts, cars, company credit cards, etc. –Cafeteria Package - A selection of benefits offered to employees from which they can pick and choose according to individual needs.

29. © 2006 Thomson-Wadsworth The Offer – Benefits Leave

30. © 2006 Thomson-Wadsworth The Offer – Benefits Leave –Vacation Time - Paid time off from work designated for leisure activities or rest.

31. © 2006 Thomson-Wadsworth The Offer – Benefits Leave –Sick Time - Paid time off to be used for illness or injury. –Bereavement Time - Paid time off when there is a death in the family. –Paid Time Off (PTO) - The time an employee can be absent from work with pay. –Buy Back - An option in which the employer pays the employee for accrued time off that was not used.

32. © 2006 Thomson-Wadsworth The Offer – Benefits Insurance –Statutory coverage: Social Security, Unemployment Insurance, Worker's Compensation Social Security Administration at www.ssa.gov/www.ssa.gov/ –Voluntary coverage: health insurance, life insurance, a retirement program, dental insurance, vision insurance, disability insurance, accidental death insurance, legal insurance

33. © 2006 Thomson-Wadsworth The Offer – Benefits Other –ex: product discounts, memberships, subscriptions, tuition reimbursement

34. © 2006 Thomson-Wadsworth The Offer Acceptance or rejection –Candidate is allowed reasonable period to make a decision –Upon rejection, another candidate is offered the job –Upon acceptance, a start date is arranged –Other candidates should be notified in writing

35. © 2006 Thomson-Wadsworth Conclusion Staffing should be undertaken in a planned, deliberate manner, whether it involves hiring a single employee or building an organization from the ground up. The jobs to be done are outlined in job specifications, job descriptions, and, sometimes, job analyses.

36. © 2006 Thomson-Wadsworth Conclusion A variety of recruitment tools are available to HR departments and to hiring managers to publicize available jobs. The employment interview should be planned in such a way that candidates can be compared with one another.

37. © 2006 Thomson-Wadsworth Conclusion The hiring decision is made based on the qualifications of the candidates and other factors such as compensation, diversity goals, reference checks, and so on. An employment offer often includes benefits such as paid time off, insurance, and the like.

38. © 2006 Thomson-Wadsworth The National Search HR determines that someone is needed for a particular job HR prepares job specification and job description HR advertises and utilizes networking to identify candidates HR collects and evaluates resumes to narrow pool

39. © 2006 Thomson-Wadsworth The National Search HR conducts telephone interviews of selected candidates to further narrow pool Search committee conducts personal interviews of candidates HR makes offer and negotiates details of employment HR informs other candidates that position is filled