STAFFINGLAZO, Keith Edzel D.C.

MASAYA, Leslie D.

INTRODUCTION

Staffing It is the process of determining the number of nursing

personnel to meet the patient’s demand for care. The staffingprocess involves the selection of qualified and competentpersonnel, a system of assignment and staffing schedules.

It involves deciding what type of and how many personnel are needed to provide adequate and quality patient or client care.

FACTORS AFFECTING

STAFFING Type, philosophy, objectives of the hospital and the nursing

service

Population served

Number of patients and severity of their illness

Availability and characteristics of the nursing staff

Administrative policies

Standards of care desired which should be available and clearly spelled out

FACTORS AFFECTING

STAFFING Nursing units and resources available

Budget

Teaching program or the extent of staff involvement in teaching activities.

Expected hours of work

Patterns of work schedule

SELECTION OF

PERSONNELI. RECRUITMENT AND RETENTION - process of enlisting

personnel for employment.

Modes of recruitment include the following:

Employee Recommendation. Nurses who are alreadyemployed in the institution recruiting personnel mayrecommend fellow nurses whom they have previouslyworked with in the past and who they know are competentand reliable.

SELECTION OF

PERSONNELI. RECRUITMENT AND RETENTION - process of enlisting

personnel for employment.

Modes of recruitment include the following:

Advertising. This is the most common method of informingthe public of vacant positions. (CONTENT > FORM)

Word of Mouth. This can be a very effective method ofrecruitment. However, it may lead to hiring of friends andrelatives, a practice which may foster favoritism andnepotism.

SELECTION OF

PERSONNELI. RECRUITMENT AND RETENTION

OTHER MODES:

Job Fairs

Open Houses

Nursing Conventions

Placement services

Career congress

MAJOR SOURCES OF PERSONNEL:

New graduates – Limited idea of job opportunities

Unemployed –Careful assessment needed

Dissatisfied – Receptive of news and job offers

SELECTION OF

PERSONNELI. RECRUITMENT AND RETENTION

CHARACTERISTICS AND ROLES OF A RECRUITER:

Relates well to people

With frankness and enthusiasm

Knows about nursing qualifications and the needs of the institution

Knows how to budget

Responds to inquiries (origin and disposition)

Determines the interests of the potential applicantsNew Graduates, Nurses, Older Nurses, Inactive nurses , Out-of-

town applicants

SELECTION OF

PERSONNELI. RECRUITMENT AND RETENTION

EXAMPLE:

• Exit interview

• Post termination questions

• Clarifications

• Attitude surveys

• Planning activities

Because of the costs of recruiting, selecting and training employees, the decreased quality of orienting new workers, and the emotional drain of turnover on continuing

employees, SERIOUS ATTENTION SHOULD BE GIVEN TO RETENTION EFFORTS.

SELECTION OF

PERSONNELII. SCREENING OF STAFF

3 philosophies during the screening process:

1. Screen out applicants who do not fit the image of theagency.

2. Try to fit the job to a promising applicant

3. Usually, try to fit the applicant to the job.

SELECTION OF

PERSONNELII. SCREENING OF STAFF - APPLICATION FORMS AND RÉSUMÉ

Biographical data, demographic information, personal history,educational background, and work experience.

PURPOSE:

- Determine whether the applicant is qualified and meets the minimumrequirements.

- Planning the selection interview

- Obtain names of references

- Collect information for personnel administration

SELECTION OF

PERSONNELII. SCREENING OF STAFF - LETTERS OF REFERENCE

Recommendation from previous employer

Can be inaccurate and misleading

Some managers write the letter based on aninadequate personnel file

Emphasize on the comments made byprevious employers and co-workers

SELECTION OF

PERSONNELII. SCREENING OF STAFF - INTERVIEW

The purpose of the interview is to obtain further information about the applicant, to giveinformation, and to determine if the applicant qualifies for the position.

INTERVIEWER:

• Explains policies and procedures• Avoids chitchat• Avoids asking questions not related to the job• Concentrates on listening• Avoids giving clues

SELECTION OF

PERSONNELII. SCREENING OF STAFF - INTERVIEW

The purpose of the interview is to obtain further information about the applicant, to giveinformation, and to determine if the applicant qualifies for the position.

INTERVIEWER:

• Not argumentative• Should avoid the “HALO EFFECT” – judgment based

on appearances• Must undergo trainings• Observes the applicant

SELECTION OF

PERSONNELII. SCREENING OF STAFF - INTERVIEW

ASSESSMENT:

- Name, position desired, interviewer’s name

- Work history (abilities, task performed, jobprogressions)

- Education (on-the-job training, professionalorganizations, continuing education)

- Leadership and management

SELECTION OF

PERSONNELII. SCREENING OF STAFF - INTERVIEW

ASSESSMENT:

- Community involvement

- Peer relations

- Poise, manners, interests

*Open-ended questions [nondirective]

*Close-ended questions [directive]

SELECTION OF

PERSONNELII. SCREENING OF STAFF - INTERVIEW

FUNNEL TECHNIQUE

Direct

Self-appraisal

Open-ended

Topics to explore

Open-ended

question

Self-appraisal

Direct question

ProfessionalWhat are

your professional

goals?

How do you plan to

accomplish those goals?

What do you plan to be doing 5 years from

now?

GRID OF TOPICS

SELECTION OF

PERSONNELII. SCREENING OF STAFF – INTERVIEW

TYPES:

- One-on-one interview

- Serial interview the applicant sees one person afteranother

- Group interview several interviewers at once

- Stress interview test an applicant’s reactions tostress

- Reinterview

SELECTION OF

PERSONNELII. SCREENING OF STAFF - TESTING

Personality and interest testing is sometimes done butdoes require a trained psychologist.

Ability tests are rarely used when hiring nurses.

In selecting management personnel, problem analysis, oralpresentations and mock selection interviews are used.

Measures clerical and mechanical aptitudes, generalintelligence, and mental perceptual, and psychomotorabilities.

SELECTION OF

PERSONNELIII. ORIENTATION

A process of becoming familiar with a new environment andadapting well to it. Policies, regulations and job descriptionsare communicated to the newly employed nurse.

In service education training programs may also beconducted to prepare the beginning nurse practitioner toassume bigger responsibilities.

SELECTION OF

PERSONNELIII. ORIENTATION

A well-designed orientation program would include: A tour of the physical facilities

Introduction to co-workers

Description of the organizational structure of theinstitution

Information on the philosophy, goals, policies andstandards of the institution

Functions of the members of the health team

SELECTION OF

PERSONNELIV. JOB DESCRIPTION

General tasks, or functions, and responsibilities of aposition.

Education, qualifications or skills needed by theperson in the job, or a salary range.

Usually narrative, but some may instead comprise asimple list of competencies.

STAFF DEVELOPMENTINTRODUCTION

Roles as a nurse manager in staff development: Support the program Review the goals and provide a budget for the

activities Participating in identifying the needs of the personnel

**The quality of rendered nursing services can befurther enhanced through attendance in continuingactivities.

STAFF DEVELOPMENTI. PRECEPTORSHIP

• Gives the agency personnel an opportunity to evaluatestudents and determine if they are suitable candidates foremployment.

• Faculty facilitate, monitor, and evaluate student learning.

• Provide real-life experiences for students before graduation

• DISADVANTAGE?

STAFF DEVELOPMENTII. MENTORSHIP

• Preceptors are role models who may becomementors.

• It is a nurturing relationship that cannot be forced.

• The mentor is a resource person who supports thedevelopment of the young person throughinfluence and promotion.

STAFF DEVELOPMENTII. MENTORSHIP - PHASES

• Mentor uses time and energy to nurture the mentee

Invitational

• Mentee experiences questioning of goals

• Mentor helps to clarify goals and provides guidance

Questioning • Mentor helps mentee to

personalize learning and become aware of own strengths and uniqueness

• Mentee is now prepared to be a mentor

Transitional

STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING

Strategic plan for one’s career

Provides direction for formal education,experience, continuing education,professional associations, and networking.

Choosing an area of specialization,opportunities, and functional areas.

STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING

CAREER PLANNING INCLUDES THE FOLLOWING:

Assessment of interests and skills

Determining goals

Developing a map

Pursuing strategies to maintain the map

STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING

Curriculum Vitae

Professional goals

Education

Work Experience

Professional membership

Continuing education

Research

Publications

RésuméConcise history of education and experiences

Updated periodically

A cover letter should accompany a résumé tointroduce the sender and explain thepurpose for sending (Interest in a position)