STAFFING

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Unit 7

• STAFFING

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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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• 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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• Purposes of staffing
• Assigning qualified people to appropriate jobs.
• Assuring adequacy of skilled staff
• Facilitates the achievement of organizational
  goals
• Fulfill the need to supply enough staff according
  to standards and organizational structure
• Increase job satisfaction
• Decrease burn-out, turn-over and frustration of
  staff
• Improving and maintaining the quality of care
• Providing for cost-effectiveness of work.

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• 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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• 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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• 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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Pre-employment staffing responsibilities

• Selection of personnel
• Recruitment and retention.
• Screening of staff.
• Pre-employment testing.
• 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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• 2. Screening of staff
• 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.
• 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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• 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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• Some of research findings regarding the validity
  and reliability of interview
• The same interviewer will consistently rate the
  interviewee the same. (high intra-rater
  reliability).
• The ratings of tow different interviewers of the
  same applicant will not be consistent, (extremely
  low inter- rater reliability).
• Inter-rater reliability is satisfactory if
  interview is structured same format is used by
  both interviewers.

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• 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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• 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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• 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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• 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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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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Planning, conducting controlling the interview
cont.

• Introduce self and greet applicant.
• Make a brief statement about the company and the
  available positions.
• Ascertain the position for which the person is
  applying.
• Discuss the information on the application,
  seeking clarification as necessary.

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• 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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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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• 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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• Important points regarding interview
• Written record should be kept of all interviews.
  (Keep note taking to recall the applicant).
• 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).
• 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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• 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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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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• 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.