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47 Cards in this Set

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  • Back
RECRUITMENT –is the process of enlisting personnel for employment
Purpose of recruitment activities is to generate a pool of qualified applicant whereas the purpose of the selection process is to assess an applicants ability, skills, and motivation relative to the requirements and rewards of the job so that a matching process can be carried out.
Purpose of recruitment
The recruitment and selection process is a joint effort among the nurse manager, the nursing department and the HRM departmernt.
The recruitment and selection process
The first-line nursing managers are the most knowleable about job requirements and can best describe the job to applicants.
First-line nursing managers
Job Analysis – careful determination of job duties and requirements involved in a particular job by nursing service with technical assistance from HRM.
Elements of the Selection Process

Job Analysis
Job specification details the knowledge, skills and abilities needed, the tasks to be performed and the behavior required to perform them.
Job Analysis
Supervisory conference –job analysts bring the supervisors and/or first-line managers together to identify the critical tasks or duties required in a job.
Job Analysis
Work sampling –data are collected at intervals of time and inference made on the observed activities.
Job Analysis
Time and motion studies-observer record exactly how much time is devoted to each skill, task or bahevior; labor-intensive and expensive
Job Analysis
Interviewing –relies on staff members as a source of information on job requiremnts. May used questionnaires (open-ended)and checklist(structured).
Job Analysis
Self-report logs –relies on the reports of staff members activities; less reliable r/t accuracyof the reports
Job Analysis
Methods of recruiting applicants
Elements of the Selection Process
Selection technique that measure applicants skill, ability and knowledge
Elements of the Selection Process
Assurance that the selection techniques developed and used conformed to legal requirements
Elements of the Selection Process
Recruitment –purpose is to locate and attract enough qualified applicants to provide a pool from which the required numbers of individuals can be selected
Four elements in any recruiting strategy

A. Where to Look – best place to look is in their own geographic area, local nursing schools, serving as clinical training sites and treat students well, employing students as aides may provide another recruitment tool
Four elements in any recruiting strategy
Four elements in any recruiting strategy

B.How to Look –Recruiting sources
•Employee referrals, advertising in newspapers, professional journals,internet, attendance at professional conventions. Job fairs, career days, visits to eduactional institutions, employment agencies and temporary help agencies.
•Nurses refferred by informal methods are tend to be more productive as they are likely to have more realistic information about the job and the organization But those who come to job with unrealistic expectaions, may experience dissatisfaction as a result.
Four elements in any recruiting strategy
Four elements in any recruiting strategy

C. When to Look –ensure that recruitment begins well in advance of anticipated needs (careful planning)
Four elements in any recruiting strategy
Four elements in any recruiting strategy

D. How to Sell the Organization –critical component which includes the 4’Ps atrategies: product (available position), place (physical qualities and location-accessibility, scheduling, parking), price (pay and differentials) and promotion (advertising, PR, direct word of mouth and personal selling)
Four elements in any recruiting strategy
Cross-Training as a Recruitment Strategy may increase the applicant pool; cross training has the benefits of increasing moral and job satistfaction, improving efficiency, increasing the flexibility of the staff, and providing a means to manage fluctuations in census.; gives nurses to provide a more holistic care.
Cross-Training as a Recruitment Strategy
INTERVIEWING- most common selection method; is an information-seeking mechanism between an I ndividual seeking a positionand a member of an organization doing the hiring.
1. It is used to clarify information gathered from the application form,
2. evaluate the applicant’s responses to questions,
3. determine the fit of the applicant to the position, unit and organization.
Interviews typically lasts for 1 – 1 ½ hours and includes an
1. Opening – establishing rapport
2. information gathering –core of the interview
3. information giving –phase =allows interviewerto create realistic expectations in the applicant and sell the organization
4. closing intended to provide information to the candidate on the mechanics of possible employment
Interviews typically are and include-
PRIOR TO INTERVIEW (preparing for the interview)
•All needed materials should be on hand
•Interview site should be quiet and pleasant
•Review job requirements, the application and the resume and note specific questions to be asked
•Cardinal rule is to review the application or resume before beginning the interview
•Both you and the applicant should be in comfortable chairs, as close as comfortably as possible. No table or desk should separate you.if an office, arrange chairs so that the applicant is at the side of the desk
•Complete freedom from distracting phone calls and other interupptions
Principles for Effective Interviewing

1.Should start on time
2. Give a warm, friendly greeting
3. Introducs yourself and ask the applicant his or her preferred name
4. Try to minimize status, do not patronize or dominate
5. Objective is to establish an open atmosphere so applicants reveal as much possible about themselves
6. Establish and mainatain rapport throughout the interview by talking about yourself, discussing mutual interests, maintaining eye contacts
7. Be careful not to form any hasty first impressions and make equally hasty decisions
Principles for Effective Interviewing

Following the Interview
Principles for Effective Interviewing

Following the Interview
Interview Guide is a written document containing questions, interviewer directions and other pertinent information so that the same process is followed and the same basic information is gathered from each applicant.

Interview guides reduce interview bias, provide relevant and effective questions, minimize leading questions and facilitate comparison among applicants
Interview Guide
Work sample questions are used to determine an applicant’s knowledge about work task and bility to perform the job
Work sample questions
Before reaching the information-giving part of the interview, consider whether the candidate is promising enough to warrant spending time in giving detailed job information.
Before reaching the information-giving
Mentioning a perception of a subjective weakness such as poor supervisory skills, may lead to legal problems
Mentioning a perception
Involving staff in the interview process helps to strengthen teamwork, improve work group effectiveness and increase staff involvement in other unit activities.
Involving staff
INTRARATER RELIABILITY –agreement between 2 interviews with the same candidate by the same interviewer is FAIRLY HIGH!
INTERRATER RELIABILITY –agreement between 2 interviews of the same candidate by several interviewers is RATHER LOW.
VALIDITY – ability to predict job performance of the typical interview is VERY LOW!
1. Structured interviews are more reliable and valid
2. Interviewers who are under pressure to hire in a short time or meet a recruitment quota are less accurate than other interviewers
3. Interviewers who have detailed information about the job for which they are interviewing exhibit higher interrater reliability and validity
4. There is a decided tendency for interviewers to make quick decisions and therefore be less accurate
5. Interviewers develop stereotypes of ideal applicants against which interviewees are evaluated and individual interviewers may hold different stereotypes, thus decreasing interrater reliability and validity.
6. Race and genders have been found to influence interviewers’ evaluatins
Possibly the greatest weakness in the selection interview is the tendency for the interviewer to try to assess an applicant’s personality characteristics.
Greatest weakness in the selection interview
Information collected during an interview should answer 3 fundamental questions:
1. Can the applicant perform the job?
2. Will the applicant perform the job?
3. Will the candidate fit into the culture of the unit and the organization?
Information collected during an interview
The best predictor of the applicant’s future behavior in these respects is PAST PERFORMANCE! Previous work and other experience, previous education and training, and current job performance all should be considered, not personlity characterisitcs.
The best predictor of the applicant’s future
Education, Experience, Licensure, and Physical Examinations
1. For nurses, educational preparation is particularly important. A.D.N nurse graduates and diploma programs are prepared to care for individuals in structured settings and use the nursing process, decision-making process and management skills in the care of those individuals
2. BSN nurse grads can provide nursing care for individuals, families, groups and communities using the the nursing process and decision making process. They are also prepared for beginning community health positions and possess the leadership and manamenet skills needed for entry level positions.
3. Caution is necessary when asking about time between jobs, be careful not to inquire about marital or family status.
4. Licensure status can be verified by asking to see the applicant’s license at time of employment and by verifying the licensure information with the state BNE.
5. Preemployment physical examinations can no longer be used to disqualify applicants for a job or benefits.
Education, Experience, Licensure, and Physical Examinations
The Americans with Disabilities Act (1990) – protects individuals with physical or mental disabilities from discrimination. Reasonable accomodations must be provided for an individual with disabilities. Disabled employees may be held to the same standards for employment (skills and experience to perform the job) as applicants without disabilities.
The Americans with Disabilities Act
Integrating the Information
1. First weigh the qualities required for the job in order of importance, placing emphasis on the most important elements
2. Second weigh the qualities desired on the basis of the reliability of the data
3. Weigh job dimensions by trainability
Integrating the Information
Legality in Hiring
Title VII Civil Rights Acts – especially prohibits discrimination in any personnel decision on the basis of race, color, sex, religion or national origin includimg not only selection but also entrance into training programs, performance appraisal results, termination, promotions, compensations, nenefits and other terms, conditions and privileges of employment
Legality in Hiring
Title VII Civil Rights Acts
Legality in Hiring
AGE Discrimination Act – law prohibiting discrimination against applicants and employees over the age of 40.
Legality in Hiring
AGE Discrimination Act
EEOC – The Equal Employment Oppurtunity Commission is charged with enforcing and interpreting the Civil Right Act and has issued Uniform Guidelines on Employee Selection Procedures. Has broad investigatory powers and access to all relevant employment records and documents. Any legal action can result in reinstatement and /or back pay up to 2 years.
Legality in Hiring
EEOC – The Equal Employment Oppurtunity Commission
Adverse impact – discrimination by an organization in which fewer members of minority groups are hired than non-minority groups.
Adverse impact
THE BASIC RULE OF THUMB IN INTERVIEWING IS WHEN IN DOUBT ABOUT A QUESTION’S LEGALITY, ASK: HOW IS THIS QUESTION RELATED TO JOB PERFORMANCE? If it can be proven that only job-related questions are asked, EEOc law will not be violated.
Negligent hiring : organizations are liable for the character and action of the employees they hire. Check apllicant’s background before hiring in regard to licensure, credentials and reference. Failure to do so constitutes negligent hiring if that employee harms a patient, visitor or another employee. Furthermore, an employee is expected to properly train its employees.
Negligent hiring
Weakness of Interviewing
1 Halo effect
2 Horns effect
Weakness of Interviewing