mc connell pp_ch08
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© 2010 Jones and Bartlett Publishers, LLC
Umiker's Management Skills for the New Health
Care Supervisor, Fifth Edition
Charles McConnell
© 2010 Jones and Bartlett Publishers, LLC
Chapter 8
Personnel RecruitmentPersonnel Recruitment
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Employee Recruitment
The recruitment and selection of
new employees ranks near the top
in importance of a first-line
supervisor’s responsibilities.
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Costs of a “Poor Choice:”
Cost of recruiting and training a
replacement
Cost of repeat advertising
Time and productivity lost while a
position is vacant
Cost of overtime to cover essential
tasks
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Costs of a “Poor Choice:” (more)
Reduced productivity while
replacement is learning
Possible unemployment
compensation expense
Potential loss of customers
Potential legal problems arising from
termination
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Needed to Obtain Good Employees:
A recruiting program that provides a
broad choice of good candidates
A selection process that can choose the
best candidate with a high degree of
confidence
The ability to persuade the most
desirable candidates to accept our offers
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Desirable Candidates:
have a broad technical or professional
background,
are effective communicators and rapid
learners,
can deal effectively with people, and
are flexible (for example, can readily
move among competencies as needed).
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Laws Affecting Hiring:
The Civil Rights Act of 1964
Executive Orders 11246 and 1375
Age Discrimination in Employment
Act of 1967
Rehabilitation Act of 1973
The Americans with Disabilities Act
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Cannot Request Information About:
age, nationality, or marital status
spouse’s occupation
whether married or not
whether pregnant planning pregnancy
child-care or baby-sitting arrangements
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Cannot Request Information About: (more)
character of military discharge or service record
arrest record (ask about convictions only)
membership in organizations other than those related to one’s occupation
labor union involvement religious affiliation
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Cannot Request Information About: (more)
nature, severity, or existence of
physical or mental impairments
whether ever out on disability or
Workers’ Compensation
anyone’s status or circumstances as
a member of a protected group
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RECRUITMENT SOURCES
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Recruitment Sources (more)
• Employment agencies
• Computerized databases
• Job fairs
• Walk-in applicants
• Unsolicited résumés
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The Aging Work Force
The fasted growing segment of
the available work force is made
up of individuals older than 50
years.
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The Aging Work Force
Mandatory retirement was eliminated
by law (the Age Discrimination in
Employment Act and amendments),
so most workers cannot be forced to
retire as long as they are still able to
do the job.
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The Aging Work Force
There are significant numbers of
willing and able workers age 50-plus
available who cannot readily find
employment; for a great many
employers, these workers are
considered “too old.”
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The Aging Work Force
Although legal protection against
age discrimination kicks in at age
40, for all practical purposes most
instances of age discrimination
involve workers over 50.
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During periods of shortage, consider:
Using internship programs
Paying moving expenses
Using signing bonuses
Paying employee “finder’s fees”
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Never Overlook --
-- the potential value of
recruiting from within the
organization
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Résumés'
Be cautious; many résumés contain
exaggerations or outright untruths
When reviewing, be especially alert to
indications of customer service experience
Be wary of frequent job changes,
especially lateral moves
Investigate lengthy time gaps
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Verify
Confirm all licenses,
certifications, and registrations.
Confirm college attendance and
especially degrees claimed.