mc connell pp_ch08

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell


Chapter 8

Personnel RecruitmentPersonnel Recruitment


Employee Recruitment

The recruitment and selection of

new employees ranks near the top

in importance of a first-line

supervisor’s responsibilities.


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


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


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


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).


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


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


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


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


RECRUITMENT SOURCES


Recruitment Sources (more)

• Employment agencies

• Computerized databases

• Job fairs

• Walk-in applicants

• Unsolicited résumés


The Aging Work Force

The fasted growing segment of

the available work force is made

up of individuals older than 50

years.



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.



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.”



Although legal protection against

age discrimination kicks in at age

40, for all practical purposes most

instances of age discrimination

involve workers over 50.


During periods of shortage, consider:

Using internship programs

Paying moving expenses

Using signing bonuses

Paying employee “finder’s fees”


Never Overlook --

-- the potential value of

recruiting from within the

organization


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


Verify

Confirm all licenses,

certifications, and registrations.

Confirm college attendance and

especially degrees claimed.

mc connell pp_ch08

Business