recruitment and selection project (grade a paper)

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Doctors Hospital Nassau, The Bahamas

Jelissa Lynelle Edwards

Student Identification – 314103728

Recruitment and Selection MGMT 0200

Course Coordinator – Nicole Lawrence

E-Tutor – Joann Jordan

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Table of ContentsAbout

Doctors Hospital Nassau, the Bahamas.................................................................................................3

Job Analysis................................................................................................................................................5

The Repertory Grid Interview: The Interviewer’s Statements and Questions..........................................6

Recruitment Process....................................................................................................................................8

Internal Recruitment................................................................................................................................8

External Recruitment...............................................................................................................................9

Realistic Job Preview.............................................................................................................................10

Expense Chart........................................................................................................................................11

Application Process...............................................................................................................................12

Selection Process.......................................................................................................................................14

Shortlisting............................................................................................................................................14

Scoring System..................................................................................................................................14

Competency Assessment.......................................................................................................................16

Final Shortlisting/Selection...................................................................................................................23

Interview Protocol.....................................................................................................................................25

Validity and Reliability.............................................................................................................................31

Legal Legislations.................................................................................................................................31

Conclusion.................................................................................................................................................33

Appendix 1- Job Description....................................................................................................................34

Appendix 2- Job Specification...................................................................................................................36

Appendix 3- Competencies.......................................................................................................................38

Appendix 5- Job Ad...................................................................................................................................40

Addendum.................................................................................................................................................44

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Doctors Hospital Nassau, the Bahamas

Doctors Hospital, which was once the Rassin Hospital of 1955, was founded in 1986 in

the Bahamas by a group of Bahamian physicians. The hospital is a large organization that is

equipped with over 72 beds and employs more than 500 individuals, approximately 200 of whom

are specialized medical physicians. Its mission is “to operate a quality acute care hospital that

meets and exceeds the healthcare needs and expectations” of its patients, to provide “an

enriching and rewarding professional environment for its “associates and physicians,” to make “a

positive contribution to the advancement of healthcare in the region,” and to “provide increasing

value to its shareholders” (Doctorshosp.com, n.d., “About Us,” para. 2). Following its mission is

its vision to “be the best healthcare provider in the region,” which gives greater insight and

reasoning for its chosen values—[w]elcome, [e]mpathy, [c]ommitment, [a]ccountability,

[r]espect and [e]xcellence (Doctors Hospital Associate Handbook, 2014). Although the

healthcare facility’s business turnover was not made readily available to the public, other

financial information, such as its annual report, that determined its financial status was

published. According to doctorshosp.com, Doctor’s Hospital is “accredited by [the] Joint

Commission International” to be “the most modern acute care privately owned healthcare facility

in the Caribbean” (para. 7). The net worth for the financial quarter that ended in April 2014 was

noted by Doctors Hospital Health System Limited to be 27,720,000 (assets of 31,181,000 –

liabilities of 3,461,000 = net worth aka shareholder’s equity) (2014, p. 1–2).The hospital is also

open every day of the year, twenty-four hours per day, and offers emergency trauma, transplant,

and transport services. The organizations strategic goals are to provide excellent customer

service, deliver quality clinical services, and encourage workforce and leadership development,

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as well as build a sustainable future (Doctors Hospital Associate Handbook, 2014). As a part of

the hospital’s strategic goals, a few policies, such as the [e]qual [e]mployment [o]ppourtunity,

performance appraisals, and probation, as well as the recommend open-door policy, etc., have

been put in place. The EEO policy, as listed within Doctors Hospital Associate Handbook, is to

ensure that employment is based upon “capabilities and qualifications without regard to age,

race, religious creed, color, sex, national origin, ancestry or any protected characteristics as

established by law” (p. 13). Employees who encounter any bias or prejudicial behavior within

the organization must first report to an assigned report and to the vice president or president of

human resources if the report concerns the manager to whom he or she is assigned (Doctors

Hospital Associate Handbook, 2014). Furthermore, based on its performance appraisal and

probations policy, the organization performs annual performance assessments based on

employees’ hiring or promotion date. When an employee is found to be incompetent or lacking

in his or her performance, he or she is either terminated or given the opportunity to improve.

Doctors Hospital also has a “recommend open-door” policy and the idea is to promote an

atmosphere “whereby associates can talk freely with members of management staff” (Doctors

Hospital Associate Handbook, 2014). The hospital is one of the busiest medical facilities on the

island of New Providence.

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Job Analysis

Armstrong (2012) states a job analysis is the process of collecting information, analyzing

and setting out that collected information as it relates to a particular job. It is understood that this

information comprises the tasks or duties, as well as the competencies, knowledge, skills,

attributes, and other objectives (KSAOs), that are needed to perform the job and is later used to

create a job description. Analysts use various methods to conduct a job analysis. One method is

interviews which, as noted by Armstrong (2006), “aims to obtain all the relevant facts about the

role to provide the information required” for a job description (p. 189). Doctors Hospital will be

recruiting for the open position of chief medical officer. A repertory grid interview, which is an

approach created by American psychologist George Kelly, with subject matter expert’s (SMEs)

senior managers and executive team leaders, is the best job analysis method to use for compiling

the attributes and responsibilities that are needed for the job. The repertory grid technique that is

done with those who are in positions to make comparisons between a number of employees (Job

Analysis for Human Resources, n.d. , “Repertory Grid Technique,” p. 33) was selected for three

reasons. These include the fact that the position is highly ranked, there is only one holder of the

position, and there’re very few previous holders- who may no longer be employed with the

organization. Senior managers or executive team leaders who are familiar with the work

behavior of the previous chief medical officer(s) play a pivotal role in determining the necessary

competencies that are needed to effectively perform the job. The repertory grid interview uses an

empty grid that contains the number of chief medical officers identified by the subject matter

experts (SMEs), as well as the similarities, differences, and ratings that SMEs will be asked to

indicate throughout the interview. The grid results, along with the interviewer’s additional notes

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from several interviews with different SMEs, would later be analyzed to indicate the most

frequently identified KSAOs. The idea is to conduct two interviews with the same subject matter

experts, with the second interview being a review of the job specifications and descriptions that

were drafted from the analysis results.

The Repertory Grid Interview: The Interviewer’s Statements and Questions

Statement 1: Thank you for finding time in your busy schedule to attend this interview.

My name is Ms. Edwards. Please allow me to first assure you that this interview and all

information that you give is confidential. This interview will be conducted over the course of two

(2) hours. The aim is to identify the competencies that you believe are best suited for the open

position of chief medical officer. You are being given a sheet of paper for noting and rating

purposes. At this moment, I ask that you think of all of the job objectives that are needed to

effectively complete the job.

Statement 2: Think of names belonging to all of the chief medical officers you have

encountered who, in your opinion, were both good and bad employees. List those names in order

from 1 to 10, with 1 being the best employee.

At this stage in the grid interview, the interviewer would have a set of cards that would be

numbered with the amount of chief medical officers whom the interviewee (senior manager)

managed. The cards will be shuffled and each numbered card would be related to the amount of

names that the interviewer has not seen (Job Analysis for Human Resources, n.d., “Repertory

Grid Technique,” p. 34).

Statement 3: Each card within this deck is numbered and relates to each name that you

noted earlier. Please select three cards and lay them out in front of you.

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Question 1: Out of these three numbers that relate to a person on your list, how are two of

these individuals similar to but different from one in their job performance?

All responses given by the interviewee would be noted and analyzed quickly during the

process in order to determine if the responses are “too general or too specific” (Job Analysis for

Human Resources, n.d., “Repertory Grid Technique,” p. 35). If the responses aren’t just right,

then it is understood that the interviewee should be probed. One probing technique is laddering.

A general response would be laddered down and a response that is too specific would be

laddered upward. For instance, the interviewee responds to Question 1 by simply saying “a fast

worker.” As a response that is too general, it would be my responsibly to probe and reply with

ladder-down questions, such as “what do you mean by that?” or, alternatively, “how do you

determine that?” (Job Analysis for Human Resources, n.d., “Repertory Grid Technique,” p. 35–

36). A tick is placed near those two numbers that are similar and a cross near that one number

which is different. All of the satisfying answers that have been noted would, at this time, be

recorded on the empty grid.

Statement 4: On the grid are the numbers that are all related to the names you have

personally listed. Please rate each one from 1 to 7 with 7 being the highest-possible rating.

The process is continued and repeated from Statement 3 of the interview until all listed

chief medical officers have been compared. The interview will end with a closing statement.

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Recruitment Process

Internal Recruitment

Internal recruitment is recruiting recruits for job openings from within the organization.

In alignment with the organization’s equal employment opportunity policy (EEO), that seeks to

encourage employment based on ‘capabilities and qualifications’, this method of recruitment has

been selected as a part of the encouragement process for current employees. It demonstrates that

the organization’s EEO policy is an ongoing process prior and after employment as well as it

indicates that the organization is serious and open to promoting its current staff and employee’s .

Furthermore, the cost of recruiting internally is less costly compared to external recruitment. The

organization will attract and alert internal candidates about the current open position of chief

medical officer (CMO) through the following advertisement methods:

The organization’s notice board- is often placed in popular area’s that are trafficked and

read by employees daily. Here the organization will place a copy of the job ad (see appendix 5)

that’s based on the job specification. The ad on the notice board will contain the application

method (that’s how to apply) as well as any additional necessary notes that need be addressed to

potential internal recruits.

The organization’s staff & employee internal intranet- is one that can only be accessed by

members of the organization. Some organizations have member’s only servers that’s accessed

and used daily for purposes such as storing and viewing confidential documents or viewing work

schedules. Here the organization can also post a copy of its job ad and any additional notes.

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Both methods of advertisement where chosen because they are in popular areas that increases the

chances of the opening being noticed and viewed by interested internal recruits.

External Recruitment

Apart from internal recruitment, the decision to recruit individuals from outside of the

organization was also established. While the organization do wants to uplift its EEO policy and

encourage promotions it should also want to ensure that it hires a candidate best suited for the

job despite additional expenses. The organization might find a suitable candidate through

internal recruitment as well as it might not. Implementing external recruitment increases the

likelihood of attracting and recruiting the best person for the job. Ensuring that Bahamian

legislative laws are followed and all fairness as outlined in the organizations EEO policy is

provided the following advertisement methods where chosen for attracting external candidates:

Newspaper advertisements – are placed within the local Bahamian newspapers. Placing

advertisement within the newspapers help the organization target a larger audience including the

hearing impaired. Two of the Bahamas most popular newspapers are the Nassau Guardian and

the Tribune only available in the capital that is New Providence. Personal research was done to

estimate the cost of weekly advertisements for the following newspapers. The estimated cost

given for weekly advertisement where approximately twelve Bahamian dollars ( BSD 12.00)

weekly to advertise this particular job opening in the Nassau Guardian and fifteen Bahamian

dollars (BSD 15.00 ) weekly to advertise in the Tribune. An estimated total of one hundred and

eight Bahamian dollars (BSD 108.00) monthly, advertising the current vacancy in the print

newspapers.

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Radio advertisements – is usually aired on one or more of the popular Bahamian radio

stations during the run time of famous talk shows when most are tuned in. Such as Guardian Talk

on 96.9 FM or Darold Miller Live on 107.9 FM. This method also reaches a wider variety of

candidates such as those located on the Bahamian family islands that don’t have access to the

capital’s local newspapers. It also helps include the visually impaired. The researched cost given

to advertise weekly is approximately twenty Bahamian dollars (BSD 20.00) on 96.9fm during

the runtime of Guardian Talk and thirty Bahamian dollars (BSD 30.00) on 107.9fm during the

runtime of Darold Miller Live. That is an estimated total of two hundred Bahamian dollars (BSD

200.00) monthly advertising the opening on the radio stations. Advertising the opening over the

radio is different from advertising in the newspapers or on the company’s website. Factors, such

as the given advertisement runtime and the audience actually hearing the ad without seeing it is

taken into consideration. Therefore, the radio ad will only verbally specify, the name of the

organization, the opened position, the organization’s location and the application procedure. All

additional information such as the job specification can be viewed on the corporate website

which will be stated also.

The corporate website – is the organizations informative website made available to the

public. The cost of advertising vacancies on the corporate website is usually at no expense. Here

the organization can post a job ad for the openings as well as instruct applicants to further file

and submit applications on the website. This method of advertisement was chosen for those who

prefer seeking job openings online excluding newspapers or for those who are not located within

the Bahamas or the capital for that matter. In addition it allows the organization to further

advertise without additional expenses, such as posting a realistic job preview (RJP) on the

website.

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Realistic Job Preview

According to Catano, Wiesner and Hackette (2013) a realistic job preview helps

candidates develop a realistic perception about what it’s like working for the organization. A

video displaying what it's like to be a part of the executive team and work at Doctor’s hospital

will be created and posted on the corporate website for display. Doing so allows online interested

applicants to build personal perceptions and make decisions about wither or not they’d like to

move forward with the application process. There are several businesses in the Bahamas that

specialize in video advertisements and productions. One of the most popular businesses is

THEMOVIGROUP established since 1997 in Nassau, New Providence. Based on personal

research the cost for this business to produce a video of this sort can range anywhere between

two hundred Bahamian dollars (BSD 200.00) to six hundred Bahamian dollars (BSD 600.00).

The face of the RJP video will be an executive member. The member will be instructed to give a

brief explanation and demonstrated walk through of their day. The creative demonstrated walk

through will contain both the positive and negative elements one regularly comes into contact

with such as any meetings, employees , staff members and other work related assignments. The

executive member will also give personal opinions about their job and working for the

organization.

Expense Chart

Services Businesses One Time Payment

Weekly Payment

Monthly Payment

Yearly Payment

Radio Ad. Guardian Talk - $ 20.00 $ 80.00 $ 960.00Darold Miller Live - $ 30.00 $ 120.00 $ 1,440.00

Corporate Website Ad.

Doctorshosp.com - $ 0.00 $ 0.00 $ 0.00

News Paper Print Ad,

Tribune - $ 15.00 $ 60.00 $ 720.00The Nassau - $ 12.00 $ 48.00 $ 576.00

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GuardianOrganization Notice Board

Doctors Hospital - $ 0.00 $ 0.00 $ 0.00

Organization’s Intranet

Doctors Hospital - $ 0.00 $ 0.00 $ 0.00

RJP Video Film. THEMOVIGROUP $ 800.00 - - -Total - $ 77.00 $ 308.00 $ 3,696.00

All figures are in Bahamian Dollars (BSD)

Overall the organization will spend a onetime payment of eight hundred Bahamian

dollars on the RJP video. Approximately, three hundred and eight Bahamian dollars (BSD

308.00) monthly to attract candidates by external means; which in turn will be three thousand six

hundred and ninety six thousand Bahamian dollars (BSD 3,696.00) spent yearly advertising

should the organization take a year to recruit a chief medical officer.

Application Process

Sense the goal as stated in Doctors Hospital Associate Handbook (2014) is to recruit the

best person for the job without “regard to age, race, religious creed, color, sex, national origin,

ancestry or any protected characteristics as established by law” (p.13); a structured application

form that excludes all of the above mention will be given for all applicants to file either online or

in person. Despite the fact that panel members would be using the same criterion for scoring,

ensuring that all of the previously mentioned (age, sex etc.) is excluded from the application

helps decrease the chances of any tempting bias decisions being made. Information of such sort

will be requested and documented after a job offer has been extended and accepted by the

recruit. Also note that the application will specify that all information on the application will be

used for the purpose of selection decisions, by completing or signing the application indicates

understanding, and will be taken as being granted permission to do so. Furthermore, recruits are

to submit CV’s as well as at least three (3) references from previous employers willing to give

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reviews in the same manner. Unlike, CV’s which is understood to give a detailed outline of the

applicant and their educational accomplishments that’s simply to keep on file along with

applications , references which can identify experience, past performance and the like; play a

pivotal role during assessment and the final shortlisting process. However, the structured

application is the focus at this point. The structured application is most important and will be

used during the first and last stage of the selection process for shortlisting.

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Selection Process

ShortlistingThe organization will now begin to shortlist potential recruits from the list of applications

filed either online or in person. Although, applications was accepted online they will not be

shortlisted via the use of any shortlisting software. Shortlisting is understood to be a small

selection of candidates out of the larger pool of standing candidates. The panel method –

understood as a shortlisting procedure that consists of two (2) or more managerial members– has

been selected to reduce the likelihood of individual prejudices. The panel will consist of two (2)

members, the human resource manager, and the chief executive officer of Doctors Hospital. The

criteria based on the job specification and description for the open position of chief medical

officer would have previously been prepared, reviewed and agreed upon by both panel members

before the meeting. Preceding forward both panel members will be instructed to each grade a

personal list of applicants that has passed based on the given criteria and rating. According to

Torrington (2005) “An operating principle throughout is to concentrate on who can be included

rather than who can be excluded, so that the process is positive, looking for strengths rather than

shortcomings” (p. 136). Finally, in order to address any disagreements the panel members will

review applications, discuss all passed applicants and their scores, and produce a final shortlist.

Those who’ve made the final shortlist will be called in to sit a structured interview and

personality test.

Scoring System

A scoring system was used along with the panel method. The scoring system consisted of

a matrix sheet that listed all criteria based on the job specification and a rating scale. The scale

DOCTORS HOSPITAL 15

was used by panel members to rate the extent to which applicants met each listed criteria. No

weighing was placed on individual criteria. The scores and the name of each applicant from the

application were placed on the matrix sheet by panel members along with calculated total scores.

The applicant’s total scores were also placed on the submitted application form. In this manner

the panel members were able to review and select those with the highest application scores.

Shortlisting Matrix Rating Scale

5 Outstanding Significantly exceeds the criterion.4 Excellent More than exceeds the criterion.3 Good Exceeds the criterion.2 Adequate Meets the criterion1 Inadequate Does not meet the criterion.0 Evidence demonstrated that the candidate did not

meet the competency or criteriaCannot be assessed on the evidence provided.

Note. Table is adapted from information found at slideshare.net. Retrieved May 27, 2015, from http://www.slideshare.net/LynnTulip/recruitment-matrix-4962216Shortlisting Matrix

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Note. Table is adapted from information found at slideshare.net. Retrieved May 27, 2015, from http://www.slideshare.net/LynnTulip/recruitment-matrix-4962216

DOCTORS HOSPITAL 16

Competency Assessment

References– from past employers were instructed to be submitted as a part of the

application process. The checking of references and its reviews will be used to assess past

performance and conduct, stress tolerance, team work and communication skills as well as

management skills. The given reference contacts will be contacted and asked to answer questions

related to the following aforementioned that would’ve been displayed at their organization. All

of which are competencies needed for the open CMO position at Doctor’s hospital. A reference

check form will be available for management and will include the conductor’s, reference’s and

the applicant’s name, date, applicant’s position, reference’s phone number as well as the

conductor’s signature upon completion. A revised matrix rating scale similar to that used during

the shortlisting process will be used to score references based on comments given and notes

taken during the reference checks. The rating for each applicant’s reference is later used as a part

of the final shortlisting or decision making process.

Matrix Rating Scale

5 Outstanding Exceeds expectations in most to all areas with superior results

Requires limited direction in complex situations

4 Excellent More than acceptable for effective performance

Consistently demonstrates better than average level of performance

Requires limited direction in complex situations

3 Good Should be acceptable for effective performance

Meets criteria relative to quality and quantity of behavior required for successful job

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performance Demonstrates a sufficient range

of skills for handling the situation

2 Adequate Insufficient for performance requirements

Generally does not meet criteria relative to quality and quantity of behavior required for successful job performance

Does not demonstrate a sufficient range of skills for handling of situation

1 Inadequate Significantly below criteria required for successful job performance

No answer or inappropriate answer

Demonstrates counter-productive behaviors that have negative outcomes or consequences

0 Evidence demonstrated that the candidate did not meet the competency or criteria

Cannot be assessed on the evidence provided.

Note. Table is adapted from information found at slideshare.net and gov.bc.ca . Retrieved May 27, 2015, from http://www.slideshare.net/LynnTulip/recruitment-matrix-4962216 and www2.gov.bc.ca/local/myhr/.../jobs.../reference_check_guidelines.docx

Reference Check Form

Doctors Hospital Bahamas Applicant Position:Date:

Applicant Name: Reference Name:Conductor Name: Reference Phone Number :

Job Specific Questions:

Question 1: Stress and WorkloadPlease describe ___________’s ability to communicate effectively - both verbally and in writing in a clear, concise manner (inter-personal, group settings, email, letters/memos, reports, presentation, etc.).

Notes:

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Probing Questions: In what aspects does candidate excel? In what aspects could candidate improve? Has this been discussed with him/her? What development is underway to achieve this improvement? How long has he/she been working on improvement and what is the progress.

Rating:

Question 2: CommunicationPlease describe ___________’s ability to communicate effectively - both verbally and in writing in a clear, concise manner (inter-personal, group settings, email, letters/memos, reports, presentation, etc.).


Notes:

Rating:

Question 3:ManagementPlease describe ___________’s staff leadership ability and provide an example. In what leadership areas is he/she very effective?


Notes:

DOCTORS HOSPITAL 19

Rating:

Question 4: Teamwork and corporationIn this position the successful applicant must be able to work cooperatively as part of a team and support team decisions. How well did this employee demonstrate this in your organization? Please explain or describe.


Notes:

Rating:

Overall Performance Questions:

1. What would you say were ________key strengths and challenges?

2. Have there been any issues or performance concerns with this individual?

If yes, please explain when were these issues identified? When were they discussed with the individual? What development is underway to achieve improvement? How long has he/she been working on improvement and what are the progress/ outcome?

Notes:

Rating:

Reliability – Punctuality and Attendance:

3. Did the applicant’s ability to attend work on a regular and consistent basis and when needed ever effect the operation of the office or their ability to satisfactorily perform their responsibilities and duties?

Notes:

DOCTORS HOSPITAL 20

Please explain any concerns/ or absence patterns. Did you discuss these issues or concerns with the individual? If yes, what improvement have you observed?

Rating

Standards of Conduct:

4. How effective was this individual in ensuring that their conduct met the highest standards in matters such as confidentiality, loyalty, honesty, integrity, impartiality, workplace behavior and conflicts of interest?

If there were any issues or concerns in this regards, please explain. Did you discuss these issues or concerns with the individual? If yes, did improvement result?

Notes:

Rating:

In closing:

1. Is there anything else of relevance that I have not asked you that you think I should know about this individual’s performance at work? Any comments you wish to add?

Notes:

2. Would you rehire this individual? Why, or why not?

Notes:

Overall Rating SummaryQuestion and Competencies Assessesed RatingQuestion 1.Question 2.

Question 3:Question 4:Overall Performance:ReliabilityStandards of ConductTotal ScoreConductor Signature:

DOCTORS HOSPITAL 21

Note. Table is adapted from information found at slideshare.net and gov.bc.ca . Retrieved May 27, 2015, from http://www.slideshare.net/LynnTulip/recruitment-matrix-4962216 and www2.gov.bc.ca/local/myhr/.../jobs.../reference_check_guidelines.docx

Additionally applications– that were submitted as a part of the application process will be

a part of the assessment process. The application’s biodata was assessed against competencies

during the first process and used to shortlist applicants. Therefore, no additional scoring will be

needed however; the standing score will later be used during the final shortlisting process. The

application’s data assessed leadership, knowledge, experience, IT skills, education, qualifications

as well as special requirements that were the ability to work full-time and take a pre-employment

medical exam.

Personality tests– will also be implemented as a form of assessment which will seek to

assess responsibility and reliability based on personality traits. The ‘big five’ factor personality

model is used to describe human personalities in five aspects. These are according to Fetzer

Institute, openness, conscientiousness, extraversion, agreeableness, and neuroticism. All of

which is understood to consist of broader factors that are listed below. Personality tests in the

form of questionnaires has be constructed to help identify such ‘big five’ personality traits in

humans. Applicants will be expected to sit a personality test by completing a questionnaire

before the start of the interview. The personality test would be evaluated and the correct

personality will be assigned. The objective is to align the personality factors with the most

suitable desired competencies for the job in hopes of finding the ‘best fit’ personality.

Understanding that the personality factors are adjectives, each one that fairly describes a

competency will be assigned one point (1pt). Although, it’s right to say that the personality trait

which consists of the most points would be the ‘best fit’ personality for the job in this regard; the

point system was also implemented for final shortlisting purposes such as the statistical

DOCTORS HOSPITAL 22

combination of all assessment scores rather than to select an applicant based only on their

personality.

Big Five Dimensions Facet (and correlated trait adjective)Extraversion vs. introversion Gregariousness (sociable)

Assertiveness (forceful) Activity (energetic) Excitement-seeking (adventurous) Positive emotions (enthusiastic) Warmth (outgoing)

Agreeableness vs. antagonism Trust (forgiving) Straightforwardness (not demanding) Altruism (warm) Compliance (not stubborn) Modesty (not show-off) Tender-mindedness (sympathetic

Conscientiousness vs. lack of direction Competence (efficient) Order (organized) Dutifulness (not careless) Achievement striving (thorough) Self-discipline (not lazy) Deliberation (not impulsive)

Neuroticism vs. emotional stability Anxiety (tense) Angry hostility (irritable) Depression (not contented) Self-consciousness (shy) Impulsiveness (moody) Vulnerability (not self-confident)

Openness vs. closeness to experience Ideas (curious) Fantasy (imaginative) Aesthetics (artistic) Actions (wide interests) Feelings (excitable) Values (unconventional)

Note. Table is adapted from information found at http://fetzer.org/. Retrieved May 27, 2015, from http://fetzer.org/sites/default/files/images/stories/pdf/selfmeasures/Personality.pdf

The structured interview– will also be a part of the assessment process. A structured

panel interview was selected because it decreases the likelihood of individual prejudices by

allowing more than one assessor to participate. Additionally more than one assessor provides

DOCTORS HOSPITAL 23

additional views and acknowledgement of competencies that one interviewer might overlook.

The structured interview will consist of a set of questions that further assesses professionalism,

oral communication skills, positive attitude and thinking ability. Details will be discussed further

during the interview protocol.

Final Shortlisting/Selection

This is the final stage in the selection process after all assessments including the

interview has been fully completed and scored. Catano, et al. (2013) refers to this stage as the

decision making process that consists of decision making models which “involve combining

applicant information statistically (regardless of how that information was collected)” (pg. 477).

The open position to be filled requires only one person proven to contain the necessary

knowledge, skills ability and other competencies as well as considered the ‘best fit’, for the job.

Two decision making models will be used in combination with one another. These are the

multiple cut-off and the multiple regression models. The multiple cut-off model is understood to

rely on assessment cut-off scores in order to determine the finale selection of applicants i.e. the

cut off score for personality tests would be zero (0) where the applicant’s personality trait

doesn’t contain any factors correlated to either of the competencies assessed. Applicants are

required to score above the cut-off score for ‘all’ assessments given. Those who’ve scored below

the cut-off score on either of the assessments will be rejected despite passing scores one

might’ve received on other assessments. Furthermore, there’s the multiple regression model that

according to Catano, et al. (2013) relies on “validity coefficients obtained in meta-analytic

studies” to determine final selection (pg.479). For instance the assigned validity coefficient for a

structured interview is 0.51. Validity coefficients are understood to be an assigned measure that

predicts relatedness between the assigned assessment and future job performance or predictive

DOCTORS HOSPITAL 24

validity. The multiple regression model consist of a regression formula in the form of

y=a+b1 x1+b2 x2+b3 x3+b4 x4 where [a] is understood to be the point in which the regression

line intercepts the y axis, [b] is understood to represent validity co-efficient and [x] representing

the assessment score. As the combination method the multiple cut-off model is performed first

and the multiple regression method being performed there after. Upon completing the

combination method each candidate would’ve been assigned a score range from highest to

lowest. In this manner candidates are able to be selected from a ‘top-down’ basis however only

one candidate is needed. The candidate that received the highest score would be selected and a

job offer extended. The combination method was selected for the following reasons: multiple

assessments were used and scores from all assessments needed to be combined, there’s more

than one applicant however only one person’s needed for the position and all applicants might

have surpassed cut-off scores making final selection decisions difficult.

Interview Protocol

Based on the brief introduction about the interview given during the selection process we

know that a structured interview was selected to assess applicants. According to the United

States office of personnel management (2007) as stated in their publication titled ‘Structured

Interviews: A Practical Guide”, a structured interview “ensure candidates have equal

opportunities to provide information and are assessed accurately and consistently” (pg. 3). It’s

also noted later by the United States office of personnel management (2007) in the same article,

that based on known studies structured interviews have a “high degree of reliability, validity and

legal defensibility” (pg.4).This is due to the fact that a structured interview consists of a set of

acceptable questions that all applicants are asked in the same manner, a set of interviewers who

DOCTORS HOSPITAL 25

all agree on which answers are skeptical and a familiar rating scale used to grade interview

results for all applicants. The interview will assess the applicant’s past behavior, anticipated

behavior, and will therefore include both types of formats (situational and behavioral) and both

types of questions. The behavioral and situational questions will attempt to assess competencies

such as a positive attitude, understanding and thinking abilities, oral skills and level of

professionalism. It’s understood that for both formats used a separate rating scale is assigned for

each. The rating scale similar to those used earlier is developed prior to the interview and

contains proficiency levels that can be between zero to seven (0 -7) with labels such as adequate

or inadequate or satisfactory and unsatisfactory as well as it contains descriptors that describes

these labels and proficiency levels. The rating scale for both formats is a rather complex one that

the Unites States office of personnel managements (2007) suggests in the article ‘Structured

Interviews: A Practical Guide’, that smart subject expert’s (SMEs) play a role in developing; in

the same manner they’ve played a pivotal role during the job analysis process. The rating scale

is also important because it’s needed during the final selection process when all applicants’

assessment scores from the various methods have been statistically combined.

The interview will be conducted at the organization’s conference room located at the

facility. The interview will consist of a panel of members; these include the CEO of Doctors

hospital who’s also the CMO’s direct report as well as the human resource manager. Applicants

will be given a personality questionnaire to complete before the interview. However, the

personality questionnaire will not be used as a part of the structured interview. Should the

applicant attend the meeting earlier than the assigned time the personality questionnaire will be

given to be completed in the main time. Additionally, the realistic job preview video that was

developed to help with applicant’s realistic perception about the job and working at the

DOCTORS HOSPITAL 26

organization will be displayed at the start of the interview as well as or during the applicant’s

waiting period if one came earlier than expected. Asking the interviewee about their day and

what one thinks about the RJP video will pose as an icebreaker. After an icebreaker has been

attempted both panel members will introduce themselves and a brief description of the job

opening will be provided by either panel member (preferably the human resource manager). The

interviewee will be given an overview of what the interview process would be like by indicating

that a series of questions will be asked and notes will be taken by interviewers. The applicant

will be asked the following:

Behavioral Questions

1. Describe a situation in which you had to deal with individuals who were difficult, hostile,

or distressed. Who was involved? What specific actions did you take and what was the

result? (Measured Competency : Professionalism)

a. Response–

i. Presents shortcomings of a newly installed HR automation system in a

tactful manner to irate senior management officials. (Level 5 Expert)

ii. Facilitates an open forum to discuss employee concerns about a new

compensation system. (Level 4 Advanced)

iii. Restores a working relationship between angry co-workers who have

opposing views. (Level 3 Intermediate)

iv. Offers to assist employees in resolving problems with their benefits

election. (Level 2 Basic)

DOCTORS HOSPITAL 27

v. Refers employees to the appropriate staff member to resolve their issues.

(Level 1 Awareness)

2. Tell us about a time you’ve had to analyze a situation and make recommendations. What

did you do? What was your thought process? What was the reason for your decisions?

(Measured Competency : Thinking)

a. Response –

i. Researched information regarding the situation, place one’s self in the

current position to better assess it from all angles and gathered a team of

executives to review possible decisions to facilitate a better understanding

before moving forward with final recommendations. (Level 5 Expert)

ii. Sought opinions and advice from individuals who’ve experienced the

situation before making a final decision of what to recommend. (Level 4

Advanced)

iii. Coming up with possible solutions to the problem by putting myself in the

actual situation before moving forward with personal research. (Level 3

Intermediate)

iv. Gather a team of executive to better assess the situation. (Level 2 Basic)

v. Referred the problem to the appropriate person who understood and could

better analyze the situation. (Level 1 Awareness)

Probing Questions –

a. What factors led up to the situation?

b. How did you respond?

c. What was the outcome?

DOCTORS HOSPITAL 28

Situational Questions

1. Two emergency room doctors are co-managing a single patient. Neither of the doctors

seems to agree with each other’s management styles and as a result an argument between

both Doctors takes place. The argument takes place in the patients’ presence. You are

there to assess the situation; however, the patient is also angry and displease with the

organization and its service. How would you handle the situation? (Measured

Competency : Positivity and Attitude)

a. Response–

i. While keeping poise and a positive attitude, deeply apologies to the patient

for such an incident reinstate the organizations patient policy and assign

the patient a new doctor. Furthermore, ask both doctors to speak privately

and dismiss them for the remainder of the day. (Proficiency Level –

Superior)

ii. Apologize to patient and ask to speak to both doctors privately.

(Proficiency Level– Satisfactory)

iii. Dismiss both doctors. ( Proficiency Level –Unsatisfactory)

2. You are asked to attend an executive board meeting to which you will be asked to

introduce yourself as the new CMO to other executive members. Demonstrate how you

would do so. (Measured Competency : Oral Communication)

a. Response –

DOCTORS HOSPITAL 29

i. Candidate can respond freely giving a speech or full statements about

one’s self that demonstrates a strong vocabulary, clear and correct

pronunciations and coordination of words that communicates what’s to be

said. (Proficiency Level – Superior)

ii. Candidate’s free responses demonstrate poor pronunciation and

coordination of words, unclear and unable to be understood statements and

incorrect use of low vocabulary. ( Proficiency Level –Unsatisfactory)

iii. Candidate demonstrates acceptable pronunciation and coordination of

words that’s unclear but able to be understood. Portrays proper use of mild

vocabulary. (Proficiency Level –satisfactory)

Probing Questions–

a. Why do you believe this situation occurred?

b. How do you think your action would be received?

c. What would you say?

DOCTORS HOSPITAL 30

Validity and Reliability

Validity is the extent to which the selection methods’ scores corresponds to job

performance in that it measures what it’s intended to measure. According to Pilbeam and

Corbridge (2010), “the main concern of recruiters is the predictive validity of selection methods”

(pg.188). Predictive validity is understood to indicate the extent of which scores from selection

methods correlate with future job performance. Predictive validity is measured using validity

coefficients that can be found based on meta-analytic studies (see chart below). Another form of

validity is combined/incremental validity stated by the United States office of Personnel

Government (2007) to be considered when multiple selection methods – in this instance– are

used. Each assessment method measured separate KSAO’s of which each provided unique

results. Combined together the methods can more accurately predict job performance than either

method used alone. Furthermore, reliability is understood to be the consistency of measurements

over time and judgment. A selection method is only valid endless it is reliable. Therefore, it’s

assumed that the listed validity coefficients for both the combined and predictive validity of the

used selection methods considered reliability factors during meta-analytic studies.

Selection Methods Predictive Validity CoefficientsReference checking .26Personality Tests .41Application Biodata .35Structured interviews .51Note. Table is adapted from information found at http://www.opm.gov . Retrieved May 27, 2015, from http://www.opm.gov/policy-data-oversight/assessment-and-selection/reference-materials/assessmentdecisionguide.pdf

DOCTORS HOSPITAL 31

Legal Legislations

According to part (1) section (6) of the Bahamas employment act established in 2001that

relates to anti-discrimination:

No employer or person acting on behalf of an employer shall discriminate against an

employee or applicant for employment on the basis of race, creed, sex, marital status,

political opinion, age or HIV/Aids by – (a) refusing to offer employment to an applicant

for employment or not affording the employee access to opportunities for promotion,

training or other benefits, or by dismissing or subjecting the employee to other detriment

solely because of his or her race, creed, sex, marital status, political opinion, age or

HIV/Aids.

The following anti-discrimination law was borne in mind during the selection process. The

procedures used during the selection process was reference checks, biodata from applications

which neither asked questions that related to race, creed, sex, marital status or any of the

aforementioned. Additionally, applicant’s was notified and permission to use and store

application biodata was sought and granted by applicant’s with their personal signatures as proof,

before it’s use for selection decisions and monitoring purposes as it relates to equal employment

opportunity. Furthermore, more than one assessment was combined to increase the likelihood of

predicting job performance. All selection methods and assessments where related to the criteria

needed for the job opening which was obtained from a current job analysis. Predictive validity

measures based on studies were accurately assessed and documented for legal purposes.

Therefore, selections was made solely based on the applicants proven record to possess the

necessary KSAO’s regardless of ‘race, creed, sex, marital status, political opinion, age or

HIV/Aids’.

DOCTORS HOSPITAL 32

ConclusionIn summation Doctors Hospital will be recruiting candidates for the open position of

Chief Medical Officer through internal and external means. The organization plan to attract

internal candidates for the job via the use of the organizations notice boards and internet; while

external candidates will be attracted via the use of advertisements placed on radio stations, in

local print newspapers and on the organizations corporates website which is also utilized to

display a realistic job preview (RJP). Candidates will be expected to submit applications, CV’s

and references for the job either via the company’s website or locally. The application which will

be structured is later used for shortlisting applicants based on the job’s criteria formulated from

the job specification and description. All shortlisted applicants will further be assessed via the

use of a personality test, a structured interview, a reference checks and biodata from the

previously scored applications. The structured interview will be both situational and behaviorally

formatted with two (2) panel members present to assess competencies. In this manner the

likelihood of individual bias decisions that usually occur with one interviewer can be decreased.

Furthermore, all assessment tools used for selection purposes contained a scoring system that

measured competencies later used for statistically combining individual scores during the final

selection process. Final decision was made and candidates selected from a top down bases

ranging from the highest score to the lowest. Therefore the candidate with the highest score was

extended the job offer as CMO of Doctors Hospital. Validity and reliability reports for

assessment tools that indicate its effectiveness in predicting job performance as well as the

DOCTORS HOSPITAL 33

Bahamas employment will not only be taken into consideration but will also be document for

legal purposes.

Appendix 1- Job Description

According to Armstrong (2012), a “job description defines what job holders are supposed

to do in terms of activities, duties or tasks” (p. 534). The information for a job description for the

position of senior medical officer would be obtained from the job analysis that would have been

previously conducted.

Job Title: Chief Medical Officer (CMO)

Department: All Hospital Departments

Reporting to: Chief Executive Officer

Job Purpose: Responsible for providing leadership, medical expertise, and oversight that successfully leads the organization toward its vision.

Main Responsibilities: Lead and implement the clinical direction for the organization.

Provide clinical guidance, support, and education.

Build and leverage cross-functional, collaborative relationships to achieve shared company goals.

Promote collaboration to both internal and external healthcare team members.

Assist with analytics and the development of quality measures for new payment models (value-based/risk-based payment structures).

Actively engage in business development opportunities to include presenting the Bahamas Medical Centre’s business and clinical

DOCTORS HOSPITAL 34

capabilities to employers, legislative officials, and other key constituents.

Keep abreast of emerging models in healthcare delivery; identify and define new and innovative strategies to achieve business goals and objectives.

Identify opportunities to collaborate and develop clinical integration opportunities with owners and other health delivery systems to achieve affordable outcomes.

Participate in senior management business and clinical strategy development and implementation.

Develop and implement strategic goals related to quality improvement and the management of directors within all departments.

Note. Table is adapted from information found at MedCost.com. Retrieved March 2, 2015, from https://www.medcost.com/images1/PDF_Files/CMO_Job_Description.pdf

DOCTORS HOSPITAL 35

Appendix 2- Job Specification

According to Armstrong (2012), a job specification “defines the knowledge, skills and

abilities (KSAs) required.” It also includes the “education, training, qualifications and experience

needed” for the job and an effective performance (p. 535).

Qualifications and Training: A current unrestricted license to practice medicine in the Commonwealth of the Bahamas.

Experience: A minimum of 5 years of professional, post-residency experience in direct patient care with a proven ability to communicate a vision and drive results.

Knowledge, Skills and Abilities: Knowledge of managed healthcare systems, medical quality assurance, quality improvement, and risk management.

Knowledge of patient care database management.

Knowledge of Microsoft Suite. Ability to think strategically and

innovatively. Ability to successfully lead case

managements, disease managements, and/or population health programs.

Ability to assess business needs; design and implement programs and evaluate results.

Ability to solve problems and execute on initiatives.

Core Competencies: A team player who is able to effectively collaborate with employees and staff.

An effective communicator who is able to deliver his or her message regularly, clearly, and intelligently.

A stress-tolerant, hardworking individual who is able to cope with stress and tedious workloads.

DOCTORS HOSPITAL 36

A reliable individual who is able to deliver and work collaboratively internally and externally when need be.

A responsible person who is able to accept accountability and responsibility for personal actions.

Positive and professional, acceptable attitude and appearance.

Special Requirements: Pre-employment medical examination Fulltime - Required working forty (40)

hours per week.Note. Table is adapted from information found at MedCost.com .Retrieved March 2, 2015, from https://www.medcost.com/images1/PDF_Files/CMO_Job_Description.pdf

DOCTORS HOSPITAL 37

Appendix 3- Competencies

Core Competencies Definition Proficiency Level

Responsible Able to accept accountability and responsibility for personal actions.

(4) Mastery

Reliable Able to deliver and work collaboratively, internally, and externally when need be.

(4) Mastery

Stress Tolerant A hard-working individual who is able to cope with stress and tedious work loads.

(3) Very Proficient

Team Player Able to effectively collaborate with employees and staff.

(4) Mastery

Communicable Able to deliver messages across regularly, clearly, and intelligently. Acceptable oral skills.

(4) Mastery

Positive and Professional Acceptable attitude and appearance.

(4) Mastery

DOCTORS HOSPITAL 38

Functional Competencies Definition Proficiency LevelLeading Uses personal

skills and experience to execute guidance.

(3) Very Proficient

Analytical thinking Uses experience and research to solve complex situations.

(4) Mastery

Performing and applying extensive research Able to execute, coordinate, and align valid research with the organization’s goals.

(4) Mastery

Management Able to schedule and carry out personal and work duties accordingly and on time.

(3) Very Proficient

Job Competencies Definition Proficiency LevelKnowledge of Health Care Litigation and More Within the Bahamas

Able to align personal knowledge and experience with the organization’s strategic goals.

(3) Very Proficient

Note. Table is adapted from information found within the book Recruitment and Selection by Catano, Wiesner, & Hackett (2013).

DOCTORS HOSPITAL 39

Appendix 5- Job Ad

Position: Chief Medical Officer

New Providence, The Bahamas Remuneration:Doctors Hospital– stated to be “accredited by Joint Commission International” to be “the most modern acute care privately owned healthcare facility in the Caribbean” (Doctorshosp.com, n.d., “About Us,” para. 7) invites all qualified individuals to apply for the following senior position.Qualifications and Training:A current unrestricted license to practice medicine in the Commonwealth of the Bahamas.

Experience:A minimum of 5 years of professional post-residency experience in direct patient care with a proven ability to communicate a vision and drive results.

Knowledge, Skills and Abilities Knowledge of managed healthcare systems, medical quality assurance, quality improvement and risk management.

Knowledge of patient care database management.

Knowledge of Microsoft Suite. Ability to think strategically and

innovatively. Ability to successfully lead case

managements, disease managements and/or population health programs.

Ability to assess business needs, design and implement programs, and evaluate results.

Ability to solve problems and execute on initiatives.

Core Competencies: A team player who is able to effectively collaborate with employees and staff.

An effective communicator who is able to deliver his or her message regularly, clearly, and intelligently

A hardworking, stress-tolerant individual who is able to cope with stress and tedious work loads.

A reliable individual who is able to

DOCTORS HOSPITAL 40

deliver and work collaboratively, internally and externally, when need be.

A responsible person who is able to accept accountability and responsibility for personal actions.

Positive and professional, acceptable attitude and appearance.

Special Requirements: Pre-employment physical examination Fulltime - Required working forty (40)

hours per week.Please submit CVs , (3) References and Applications at doctorshosp.com/career-

opportunities.phpLocal Submissions Accepted

DOCTORS HOSPITAL 41

References

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management. London:

Kogan Page.

Armstrong, M. (2006). A Handbook of Human Resource Management Practice. London: Kogan

Page.

BAH. Labor Relations. ( 2008). Employment. Retrieved March 27, 2015, from

http://laws.bahamas.gov.bs/cms/images/LEGISLATION/PRINCIPAL/2001/2001-0027/

EmploymentAct_1.pdf

Catano, M. V, Wiesner, H. W., & Hackette, D. R. (2013). Nelson Education Series in Human

Resource Management: Recruitment and Selection in Canada. Toronto: Nelson

Education.

Doctors Hospital Associate Handbook. (2014). Nassau: Doctors Hospital

DoctorsHosp.com. (n.d.). About Us. Retrieved from http://www.doctorshosp.com/about-us.php

Doctors Hospital Health System Limited. (n.d.). Interim report: Quarter ended April 30, 2014.

Retrieved from http://goo.gl/RmLKk6

Fetzer Institute (2009, August 31). Big Five Inventory (BFI) . Retrieved from

http://fetzer.org/sites/default/files/images/stories/pdf/selfmeasures/Personality.pdf

Gov.bc.ca (2013, March 5). Reference Check Guidelines. Retrieved from

www2.gov.bc.ca/local/myhr/.../jobs.../reference_check_guidelines.docx

Lenus.ie/hse. (n.d.). Job Analysis for Human Resources? Retrieved from

http://lenus.ie/hse/bitstream/10147/42708/1/2089.pdf

Medcost.com. (n.d.). Chief Medical Officer Job Description. Retrieved from

https://www.medcost.com/images1/PDF_Files/CMO_Job_Description.pdf

DOCTORS HOSPITAL 42

Pilbeam,S., & Corbridge, M. (2010). People Resourcing and Talent Planning: HRM in Practice.

London: Pearson Education Limited.

Slideshare.net (2010, August 13) Recruitment Matrix. Retrieved from

http://www.slideshare.net/LynnTulip/recruitment-matrix-4962216

Torrington, D. Hall, L & Taylor, S. (2005). Human Resource Management. London: Pearson

Education Limited.

U.S.Personnel Management. (2007). Assessment Decision Guide. Retrieved March 27, 2015,

from http://www.opm.gov/policy-data-oversight/assessment-and-selection/reference-

materials/assessmentdecisionguide.pdf

U.S.Personnel Management. (2007).Structures Interviews: A Practical Guide. Retrieved March

27, 2015, from http://www.opm.gov/policy-data-oversight/assessment-and-selection/

structured-interviews/guide.pdf

DOCTORS HOSPITAL 43

AddendumLayout and Preparation

Organization Introduction The Recruitment Process

1. Recruitment Methodso Internally ( Note- Encourages employee promotions as a part of policy)

Job Advertising Company’s Bulletin/Notice Board Company’s Staff and Employee Intranet Website

o Externally

Job Advertising ( Note- Find the Estimated cost per month) Local Print News Papers Ads Radio Stations Corporate Website

Realistic Job Preview (RJP , attracting candidates)

2. Application Method o Local Submission of CV’s and Structured Application Forms & References

o Online Submission of CV’s Structured Application Forms & References

The Selection Process

1. Shortlisting / Screening of Applications only (Note - Consider Employment Act) o 2 member Panel Selection (Based on Job specification)

&o Scoring System matrix (“)

2. Assessment of KSAO’s ( Note – Persons from the Shortlist) o Personality Tests ( Note - To determine and align personal traits with core and

functional competencies) ( point system) o Interviews ( Note- Structured, to help determine & align displayed results with

job competencies) ( Further Discussed in Interview Protocol) ( rating system)o Reference Checks or Letter of Recommendation (Note - Inclusive of Performance

Reviews to ensure tract record of ability, skills and experience) (rating system ) 3. Finale Selection

o Statistical Composite for combining all selection assessment data

o Combination Model ( Note – Ensure assessments are scored)

Interview Protocol

DOCTORS HOSPITAL 44

o Realistic Job Preview Video ( Note - Show cased at beginning of the

Interview ) o Structured Interview ( Note – Structural and Behavioral )

2 member Panel Interview o (Conductor) HR Manager, and (Direct Report) CEO panel members

o Takes Place in the organization’s conference room at the organization

Validity and Reliability o Validity and Reliability Defined

o The Predictive and Combined Validity of selection Assessment Methods

(Note- Only valid unless reliable) Validity Co-efficient

o Selection Assessment methods meet Bahamian labor laws

DOCTORS HOSPITAL 45

Project Question You are working as a Recruitment Manager in the Human Resources Department of a

Company in your home country and are approached by an internal client (Executive Vice President of Human Resources/Marketing / Finance/Accounts/ Production/ Quality Control, etc.) to assist in the recruitment and selection of a senior member for their team(Senior Manager / Regional Manager/Director/Vice President). You are required to complete a project entailing the development of a selection system for a job of your choosing. You may use actual organizations and jobs; however, must create a new selection system rather than simply describe an existing system.

recruitment and selection project (grade a paper)

Business

doctors hospital nassau

recruitment process

internal recruitment

external recruitment

selection process

job description

job specification

job analysis