© 2006 thomson-wadsworth. learning objectives cite factors that must be considered when determining...


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.


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.


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.


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.


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.


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.


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...



– 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 . . .



• 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.



• Job analysis– Best source of information about a job

is the incumbent.• Incumbent - The person who currently

holds the position.



• 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.


The Recruitment Process

• Recruitment – The process of finding qualified

applicants for open positions in an organization.



• 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



• Networking– Word of Mouth - An informal

method of information exchange that relies on verbal communication between individuals.



• 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.


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.


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.


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.


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.


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


Interviewing

• What not to ask– Age– Sexual orientation– Marital status– Parental obligations– Anything not directly related to the

job


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


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


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


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.


The Offer – Benefits

• Leave



• Leave– Vacation Time -

Paid time off from work designated for leisure activities or rest.



• 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.



• Insurance– Statutory coverage: Social Security,

Unemployment Insurance, Worker's Compensation

• Social Security Administration at www.ssa.gov/

– Voluntary coverage: health insurance, life insurance, a retirement program, dental insurance, vision insurance, disability insurance, accidental death insurance, legal insurance

http://www.ssa.gov/



• Other– ex: product discounts, memberships,

subscriptions, tuition reimbursement


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


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.


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.


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.


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


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

© 2006 thomson-wadsworth. learning objectives cite factors that must be considered when determining...

Documents

specific job

job activity

job analyses

job classification

job descriptions listings

staffing needsstaffing

staffing strategy

jobsjob analysis ex