HUMAN RESOURCES

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HUMAN RESOURCES
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DEFINED

• Activities managers perform to plan for, attract,
  develop, and retain an effective workforce.
• Starts with mission and vision ?grand strategy ?
  strategic plans ?plan resources ? recruit and
  select ? orient, train and develop ? perform
  appraisals
• Get optimum work performance to achieve mission
  and vision

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STAFFING

• The determination of the number and level of
  personnel needed to perform the duties required
  to meet the objectives of the organization
• Type of operation
• Goals and objectives
• Plan how to meet objectives

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DETERMINE STAFFING

• First step before hiring
• Based on number of patients
• Based on number of positions
• Based on labor minutes per meal or meals/minute
• Based on work activity
• Staffing tables

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JOB ANALYSIS

• Detailed study of job
• Determine tasks and responsibilities
• Who does employee report to
• What are the essential, specific, and routine
  tasks and responsibilities
• What are the ongoing tasks
• What other employees does person communicate with
  in order to complete tasks
• What position will person supervise

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JOB ANALYSIS

• Translated into behavioral objectives and put
  into job description
• An objective must state clearly what is to
• be completed, how the task is to be
  completed, and
• a standard against which the task will be
  measured-directly
• measurable and observable

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JOB DESCRIPTIONS

• Job descriptions contain broad categories and
  actually tell very little about the job being
  performed
• Job title status and level in organization
• Job summary or identification to whom the
  person reports, department information
• Job objectives or duties include performance
  standards
• Job specification-minimum requirements

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SCHEDULING

• Organized procedure for ensuring staff
  utilization
• Hours per day
• Number of days per week
• Time of work day
• Full time equivalents
• Gives times and tasks

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RECRUITMENT

• SCREENING

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DEFINED

• Locate and attract qualified applicants

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FEDERAL LAWS

• 1963 Equal Pay Act
• 1964 Title VII Civil Rights Act
• 1967 Age Discrimination in Employment
• 1978 Pregnancy Discrimination
• 1986 Immigration Reform and Control Act
• 1990 Americans with Disabilities Act
• 1993 Family Medical Leave
• 1996 HIPAA

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SCREEN

• To eliminate unqualified, under qualified,
  overqualified applicants
• Review applications and resumes prior to
  interview
• Interviews with walk-ins not usually effective

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INTERNAL/EXTERNAL RECRUITMENT

• Comply with equal opportunity laws
• Advertise in public media
• Federal civil rights laws
• Internal-company bulletin boards, newsletters,
  etc
• External-newspapers, internet

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SAMPLE ADVERTISING
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PRE-EMPLOYMENT TESTING

• Legally considered to consist of any procedure
  used in the employment selection decision process
• Depends on position which tests required
• Ability tests, performance tests, personality
  tests
• Must be standard for all positions
• Must make potential employee aware
• Applies to drug screening process initial or
  periodic

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INTERVIEWING
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OPEN ENDED QUESTIONS

• Gaps in employment or education
• Many different jobs in short period of time
• Areas left blank
• Asking not to contact former employer

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SETTING

• Privacy
• Uninterrupted

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CONDUCTING INTERVIEW

• Determine goal of interview
• Be prepared
• Tell about operation and position
• Candidate asks questions
• Discuss things overlooked
• Be a good listener

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AFTER THE INTERVIEW

• Check references
• Make selection
• Send letters

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ORIENTATION
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ADVANTAGES

• Most important-positive impression about you,
  your operation, new co-workers
• After orientation should know what is required
  for the job, know the organizations mission and
  operations, know work rules and benefits
• Most obvious benefit reduction in turnover
  savings in time and money
• Improves morale and motivation

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PROJECT IMAGE

• Commitment to customers
• Negative attitude of others
• Answer questions
• Work areas well organized, clean and well-stocked
• Others follow procedures
• Prepare orientation items
• Show new employee around

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AVOID

• Overloading with paperwork
• Overloading with administrative details
• Sink or swim orientation

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TRAINING
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BENEFITS

• Give knowledge, skills, and confidence to do job
  better?less breakage, higher customer
  satisfaction
• Have information to contribute own ideas?cost
  cutting suggestions
• Increased profits with increased customer
  satisfaction
• Reduction in safety hazards
• Increased motivation
• Reduces conflicts between employee and management
• Constant assessment makes managers aware of
  development and progress of each employee
• Well-trained staff reflects well on you

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BEFORE TRAINING

• ASSESS what skills and knowledge they have what
  skills and knowledge they need
• Identify by observation, interviews, group
  discussions, internal data
• Prioritize
• is task performed regularly
• is task critical to employee and customer
  safety
• is performing task critical to performing well
  in organization
• is task not performed due to lack of knowledge
  or skill

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ON-THE-JOB TRAINING

• Advantages
• Demonstrate skills
• Monitor progress
• Skills implemented immediately
• Disadvantage - Pass along employee inefficiency
• Methods
• Self-administered training
• Role play/simulation
• Cross training and job rotation

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GUIDELINES

• Tell employee what to do and how to do it
• Show employee what to do and how to do it
• Let the employee show you how the task is done
  they repeat the instructions
• Review the performance

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REASONS TO TRAIN

• Skills technical, human, or conceptual
• Knowledge facts and procedures
• Attitudes instill positive attitude

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DEVELOPMENT

• Upgrading skills of professionals and managers
• Training is usually upgrading skills of technical
  and operational employees

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MOTIVATION
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DEFINED

• Stimulation of action
• Employees are motivated by what is important to
  them

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TIME

• Interviewing
• Orientation
• Training
• Ongoing
• Maslows hierarchy
• Hawthorne studies Elton Mayo
• Feedback

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TECHNIQUES

• Communication
• Job enhancement
• Delegation of responsibility
• Treat employees fairly and respectfully
• Honesty
• Available
• Consistent
• Flexible
• Address problems and conflicts immediately
• Confidence in you and your leadership
• Involve employees in organizational goals

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BENEFITS

• Health care and insurance
• Healthy awareness programs
• Employee assistance programs
• Day-care assistance

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INCENTIVES

• Identify problem
• Create incentive program with specific goals,
  length, who (include everyone), how long,
  resources needed
• Implement by communicating all parts
• Monitor to see if meeting goals
• Recognize and reward participants
• Evaluate success of program

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AWARD PROGRAMS

• Give as soon after recognized performance as
  possible
• Give specific reasons for receiving award
• Be sure reward in meaningful
• Award process must be valued and respected

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MOTIVATE YOURSELF

• Set and clearly define your career goals
• Set up incentive and reward system
• Write an action plan

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DEMOTIVATING

• Being assigned extra work with no extra benefit
• Abusive or abrasive behavior
• Inconsistent behavior
• Poor physical conditions
• Oversupervision
• Oversensitivity
• Indecisiveness
• Make decisions that affects employee without
  consulting them

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PERFORMANCE APPRAISALS
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BENEFITS

• Employees less anxious
• Employees know goals and expectations
• Encourage good work habits
• Discourage unacceptable habits
• Plans for future training
• Provide basis or information for decisions on
  compensation, promotions, bonuses, etc.
• Most successful when establish an action plan for
  employees future

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MONITORING EMPLOYEE PERFORMANCE

• Set performance standards and goals
• Provide standards and goals for employee
• Monitor and assist goal achievement
• Evaluate performance
• Make personnel decision
• Communicate regularly with employee provide
  feedback

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WRITTEN APPRAISAL

• Character traits humanistic, subjective, how
  well they conform to characteristics important to
  organization
• Behavior frequency with which they fulfill
  specific action
• Financial and operational results rate
  according to fulfillment of profit and cost goals

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ALWAYS

• Rate each goal or item separately
• Add additional comments to sum up overall
  development
• Sum up how well employee has fulfilled position
• Consider how realistic the goals were
• Consider only job-related, non-biased factors
  (legally defensible)

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AVOID

• Rating too harshly or easily
• Rating according to personality traits not
  job-related
• Over-emphasizing or under emphasizing traits
• Holding employee accountable for factors beyond
  their control
• Basing evaluations on things you cannot
  substantiate
• Halo effect

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PEER REVIEW

• Required by organizations such as JCAHO
• Standards of performance
• Colleagues see different aspect of performance.

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PROBLEM PERFORMANCE
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POOR PERFORMANCE

• Do not understand standards
• Insufficient knowledge or skills
• Cannot or will not conform to rules, policies
• Experiencing personal problems
• Not receiving feedback on performance
• Skills and personality do not fit job
• No incentive or reward for good performance

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COMMON PERSONALITY TRAITS

• Constant complaining
• Lack of initiative
• Making excuses
• Inflexibility
• Lack of involvement
• Unwillingness to make independent decisions
• Unwillingness to conform
• Resistance to authority

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RULES

• Substandard job performance
• Chronic or excessive absenteeism or lateness
• Theft and damage to company property
• Misuse of telephone
• AWOL
• Breach of safety rules or hazardous behavior
• Discourteous or inappropriate language
• Unprofessional behavior or demeanor
• Failure to report work-related injuries
• Fighting or harassing co-workers or clients
• Insubordination
• Falsifying time cards, other documents
• Possessing weapons
• Being intoxicated, using/possessing drugs

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PROGRESSIVE DISCIPLINE

• ORAL WARNING
• WRITTEN WARNING
• DISCIPLINARY SUSPENSION
• TERMINATION

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POSITIVE DISCIPLINE

• ORAL REMINDER
• WRITTEN REMINDER
• DECISION-MAKING LEAVE
• TERMINATION

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TERMINATION JUSTIFICATION

• Consistent pattern of rule breaking
• Substandard performance
• All attempts by employer have been made to help
  employee improve
• Endangering clients or co-workers
• Actions by manager have adhered to policies and
  were applied fairly and consistently
• Document all previous discussions and incidences

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LEGAL SIDE OF TERMINATION
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CIVIL RIGHTS ACT

• Federal law 1964
• Prohibits discrimination on basis of race, color,
  religion, sex, pregnancy, or national origin
• Enforced by EEOC

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AMERICANS WITH DISABILITIES ACT

• 1990 enforced by EEOC
• All private and public employers with 15 or more
  employees on each working day in each of 20 or
  more calendar weeks during current or preceding
  year
• Prohibits discrimination against qualified
  individuals in hiring, pay, promotion, firing,
  and other areas
• Reasonable accommodations in facilities and in
  work practice for qualified disabled persons
• Hire only qualified individuals
• May ask what accommodations should be made if
  disability is disclosed