unit 7 staffing staffing. 2 staffing the third managerial function: - staffing involves selection of...

Download Unit 7 STAFFING STAFFING. 2 Staffing The third managerial function: - Staffing involves selection of personnel and assignment systems and the determination

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  • 2 Staffing The third managerial function: - Staffing involves selection of personnel and assignment systems and the determination of staffing schedules. - Adequacy of skilled staff to accomplish organizational goals is an important management function - Staffing: concerned with placing right persons in right positions.
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  • 3 Practical application of designed organizational structure. Separate and fundamental function of management. Definition: Staffing: the process of assigning competent people to fill roles designed for organizational structure through (recruitment, selection, and development of personnel).
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  • 4 Purposes of staffing: 1. Assigning qualified people to appropriate jobs. 2. Assuring adequacy of skilled staff 3. Facilitates the achievement of organizational goals 4. Fulfill the need to supply enough staff according to standards and organizational structure 5. Increase job satisfaction 6. Decrease burn-out, turn-over and frustration of staff 7. Improving and maintaining the quality of care 8. Providing for cost-effectiveness of work.
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  • 5 Important criteria to staffing: Staffing criteria are unique to each organization A. Organizational Chart: -Indicate numbers and types of workers needed to fill the various positions. - Example: Organization cant hire an extra nurse unless this position is mentioned in organizational plan and through proper channels
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  • 6 B. Existing Structure And Standards - The agency must follow the adopted professional standards (criteria) in choosing staff members. - Example: If a health agency follow professional standards recruited by the American Nursing Association (ANA), it must follow these standards in its model of care, which includes: - Individualized using care - Effective communication - Patient's participate in decisions affecting his health. - Provision of continuing education.
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  • 7 C. Job specifications / Job description: Clear written list of the functions and responsibilities of every employee in practical way to perform the job. Job description includes: (precise job content, duties, activities, responsibilities, and expected results by agency)
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  • 8 Pre-employment staffing responsibilities: Selection of personnel : I. Recruitment and retention. II. Screening of staff. III. Pre-employment testing. IV. Physical Examination I. Recruitment and retention: seeking out or attracting applicants for existing position Recruitment strategies or methods: - Advertising. - Employee recommendation.
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  • 9 2. Screening of staff: a. Application forms: quick way to collect demographic information, (personal history, education background, work experience, etc.) - Supervisor should screen out applicants who don't fit agency. b. Letters of preference: Letters of recommendation may be requested from references. c. Interview ( selection interview ). - Verbal interaction between individuals for a particular purpose.
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  • 10 purposes of the interview: obtain information, and to determine if the applicant meets the requirements for the position. The interview is universally accepted for selecting individuals for positions. Limitation of interview: - Major defect of the interview is its subjectivity, - Supervisors use their own judgments, biases, and values to make decisions with short interaction with an applicant in an unnatural situation
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  • 11 Some of research findings regarding the validity and reliability of interview: 1. The same interviewer will consistently rate the interviewee the same. (high intra-rater reliability). 2. The ratings of tow different interviewers of the same applicant will not be consistent, (extremely low inter- rater reliability). 3. Inter-rater reliability is satisfactory if interview is structured & same format is used by both interviewers.
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  • 12 4. If Interview has reliability (measures same thing consistently), may not means validity (measures what it is supposed to measure). 5. High interview assessments are not related to subsequent high-level job performance 6. Validity increases when there is a team approach to the interview. 7. The attitudes and biases of interviewers greatly influence rate of applicant.
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  • 13 8. Negative information is weighed more heavily than positive information about the applicant 9. Decisions of interviewers of often formed in the first few minutes of the interview. 10. In unstructured interviews the interviewer tends to do most of the talking, while in structured interviews the interviewer does about 50 percent of the talking.
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  • 14 Overcoming interview limitations : 1- Develop a structured interview format for each job classification: Each job has different position requirements, structured interview is more advantageous. 2- Use scenarios to determine decision making ability: (to obtaining answers to a particular set of questions, same set of scenarios should be used with each category of employee).
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  • 15 3- Conduct multiple interviews: - more than one interviewer for applicant reduces the bias. For most effective interview; applicant should be interviewed on two separate days. (This prevents applicants from being accepted or rejected because they were having a good or bad day). 4- Use a team approach: use a hiring committee to interview job applicants. 5- Give training in effective interview: Training about interview techniques & communication skills.
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  • 16 Planning, conducting & controlling the interview: Planning the interview is vital to success, interviewer should be available at the appointed time & give adequate time for the interview. - Before the interview, all interviewers should review the application, - Noting questions concerning information supplied by the applicant. - Using a planned sequence in the interview format make spontaneous and smooth process.
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  • 17 Planning, conducting & controlling the interview cont. 1. Introduce self and greet applicant. 2. Make a brief statement about the company and the available positions. 3. Ascertain the position for which the person is applying. 4. Discuss the information on the application, seeking clarification as necessary.
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  • 18 5. Discuss employee qualifications. 6. If applicant appears qualified, discuss the company and the position further. 7. Explain the subsequent procedures for hiring date. (If the applicant is not hired at this time, discuss how &when he will be notified of interview results). 8. Terminate the interview.*(you can permit the applicant to ask some questions) If manager has opened well the interview will usually done smoothly. Pause frequently to allow the applicant to ask questions.
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  • 19 Methods help reaching goals of the interview: 1. Use open-ended questions that require more than a yes or no answer 2. Pause a few seconds after when applicant finished before asking the next question, to give him chance to talk further. 3. Return to topics later in the interview that the applicant offered little information on initially. 4. Ask only one question at a time.
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  • 20 5. Restate part of applicants answer if you need clarification. 6. Ask questions clearly, but do not verbally or nonverbally (body & eyes) indicate correct answer. 7. The interviewer should always appear interested, (avoid interruption, criticism & impatience) 8. More personal questions should come later in the interview, after a rapport has been established 9. Use appropriate language for the applicant.
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  • 21 * Important points regarding interview: 1. Written record should be kept of all interviews. (Keep note taking to recall the applicant). 2. Before finishing the interview, interviewer should be sure that all questions have been answered. (applicants are not offered a job at the end of a first interview unless they are clearly qualified more than others). 3. Interviewers need to analyze their impressions of the applicant, interviewer needs to consult with others in the organization before a job offer can be made.
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  • 22 4. let qualified applicants know final outcome without delay, but with not qualified applicants interviewer must be extremely tactful 5. Interviewer should not give false hope but advise the individual as soon as possible that he does not have the proper qualification. 6. The interviewer should maintain records of the exact reasons for rejection of applicants.
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  • 23 Evaluation of the interview: Interviewers should plan post interview time to evaluate the applicants interview performance. Interview notes should be reviewed and clarified. (record the interview final evaluation).
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  • 24 III. Pre-employment testing. used as a selection tool. (Some organizations do post employment testing to determine learning needs or skill deficiencies). IV. Physical Examination : - After determining the most appropriate person to fit the job, manager must be sure that the same standards are used to evaluate all candidates - Final selection should be based on established & professional criteria.


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