1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 15 Management of Human Resources.

1Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.

Chapter 15

Management of Human Resources

2Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.

Employee Law

Federal and state laws play a major role in the employment of staff

Local and institution-specific regulations also affect human resources

Understanding the laws decreases the exposure to liability in hiring practices.

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Equal Employment Opportunity Laws

Laws ensure that there are equal employment opportunities for all individuals regardless of race, color, national origin, religion, sex, age, or disability

These laws are enforced by the U.S. Equal Employment Opportunity Commission (EEOC)

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Federal laws prohibiting job discrimination are:

Title VII of the Civil Rights Act of 1964 prohibits discrimination based on race, color, religion, sex, or national origin

The Equal Pay Act of 1963 (EPA) protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination

The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who are 40 years of age or older

Title I and Title V of the Americans with Disabilities Act of 1990 (ADA) prohibits discrimination against disabled workers in both private and government sectors

Sections 501 and 505 of the Rehabilitation Act of 1973 prohibits discrimination against disabled federal government employees

Civil Rights Act of 1991 provides monetary damages in cases of intentional employment discrimination

(http://www.eeoc.gov/abouteeo/overview_laws.html)

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Employee Unions

Many health care organizations are unionized Some have differing unions for different sets of

employees Union agreement(s) can affect everything from the

hiring process to the delivery of patient care New employees receive information about the union,

their benefits and contract requirements Managers will receive information about the union

rules that affect the management of the unit

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The Employment Process

There is a nine-stage process of recruitment:1. Position posting2. Advertising3. Screening4. Interviewing5. Selecting6. Orienting7. Counseling/coaching8. Performance evaluation9. Staff development

Huber, 2006

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Position Posting

When a position becomes vacant, the hospital posts the position internally

The position is later posted externally in the local newspapers and with staffing and recruiting agencies

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Advertising

Hospitals may place ads in professional nursing journals, magazines, and professional organization websites.

Some positions may utilize a professional recruiter / search firm to assist

Ideally, a large pool of qualified candidates will be encouraged to apply

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Screening

Applications are screened to determine whether their qualifications meet the job criteria

Equal opportunity employers must meet all federal government guidelines

Criminal background checks and drug & alcohol screens are frequently part of the process

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Interviewing

Interviews are usually done in person Telephone and teleconference interviews

can also be done Interviews may be one-on-one or a

multiple-person panel interview

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Selecting

Depending on the position, one or multiple managers select the final candidate

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Résumé

A professional résumé should be submitted during the recruitment process

A résumé is a summary of professional and personal experiences—education, clinical experience, employment, skills, and interests

Often the résumé is the employer's first impression of the candidate

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Résumé Tips

Proofread multiple times Have others proofread your résumé Tailor it to the specific job you are applying

for Attach a cover letter addressed to the nurse

manager

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The Job Interview

Initial interviews are frequently with the nurse recruiter

The nurse manager conducts another interview and may include nursing staff

Prepare for the interview by making a self-assessment of your abilities, your strong points, and your challenges

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Guidelines for Interviews

The manager should not make promises that cannot be kept

The manager should not ask anything the law prohibits from being considered in making a decision.

Example: Do not ask about an applicant's race or religion, because you are not allowed to consider these factors in making your decision

Do not panic if an applicant raises a delicate subject—such as disability or national origin. You cannot raise such subjects, but the applicant can.

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