Recruitment New

8/12/2019 Recruitment New

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RECRUITMENTCREDENTIALING,

SELECTION,

PLACEMENT&

RETENTION


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INTRODUCTION:

Recruitment is an important

function of health manpower

management


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Recruitment procedures include the process

and the methods by which vaccencies are notified,

post are advertised,

applications are handled and screened,

interviews are conducted and

appointments are made.


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MEANING:

Recruitment is a process of securing

applicants to fill vacant positions. it coversboth the filling of new and replacement of

previously established posts which fall

vacant.


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DEFINITION:

According to IGNOU Module: It is aprocess in which the right person for the

right post is procured.


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Recruitment is a process to discover the

sources of manpower to meet therequirements of the staffing schedule and to

employ effective measures for attracting that

manpower in adequate numbers to facilitateeffective selection of an efficient working

force.


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To seek out, evaluate and obtain

commitment from an individual, who iswilling to do job.

To place and orient the persons for the

successful conduct of work in anorganization.


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To find out the source of manpower to

meet the job requirements. To bring linkage activity among those

with jobs and those seeking jobs.


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To stimulate people to apply for jobs to

increase the hiring ratio. To attract the manpower in adequate

numbers.

To precede the selection process To attract the students in adequate numbers

To facilitate effective selection


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PLANNED

Arise from

changes inorganization& retirement

policy

ANTICIPATED

By studying

trends in theinternal andexternal

organization

UNEXPECTED

Arise due to

resignations,deaths,

Accidents &

illness


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LINKAGE OF RECRUITMENT TO

HUMAN RESOURCE ACCQUISITION

JOB

ANALYSIS

MANPOWER

PLANNING

RECRUITMENT SELECTION PLACEMENT


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OBJECTIVES OF

RECRUITMENT:

To attract people with multi-dimensional

skills and experiences that suit the present andfuture organizational strategies

To induct outsiders with new perspective to

lead the company To infuse fresh blood at all levels of

organization


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To develop an organizational culture that

attracts competent people to the company

To search or heat hunt/ head pouch people

whose skills fit the companysvalues

To devise methodologies for assessing

psychological traits


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To seek out non-conventional development

grounds of talent

To search for talent globally and not just

within the company

To design entry pay that competes on

quality but not on quantum


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PRINCIPLES OF

RECRUITMENT:

Recruitment should be done from a

central place. Eg: Administrative officer/Nursing

Service Administration.


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1) Termination and creation of any post

should be done by responsible officers, eg: regarding nursing staff the Nursing

superintendent along with her officers has to

take the decision and not the medical

Superintendent.

2) Only the vacant positions should be filled

and neither less nor more should be

em lo ed.


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3) Job description/ work analysis should be

made before recruitment. 4) Only the vacant positions should be filled

and neither less nor more should be

employed. 5) Job description/ work analysis should be

made before recruitment.


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6) Procedure for recruitment should be

developed by an experienced person

7) Recruitment of workers should be done

from internal and external sources

8) Recruitment should be done on the basis

of definite qualifications and set standards.


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9) A recruitment policy should be followed

10) Chances of promotion should be clearly

stated

11) Policy should be clear and changeable

according to the need.


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SOURCES OF RECRUITMENT:

SOURCES OF

RECRUITMENT

INDIRECT

DIRECT


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I) Internal sources: Internal sources include

present employees, employee referrals,

former employee and former applicants.


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Present employees:

promotion and transfers from among thepresent employees


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Another way to recruit from among present

employees is the transfer without promotion.


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Employee referrals:

Former employees: Previous applicants:


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Advantages:

It is less costly

Organizations typically have a betterknowledge of the internal candidates skills

and abilities than the ones acquired through

external recruiting. An organizational policy of promoting from

within can enhance employees morale,

organizational commitment and job


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Disadvantages:

Creative problem solving may be hindered

by the lack of new talents. Divisions complete for the same people

Politics probably has a greater impact on

internal recruiting and selection than doesexternal recruiting.

Limited options,

lack of originality.


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II) External sources: Sources external to an organization are

professional or trade associations, advertisements,

Employment exchanges,

college/university/institute placement services, walk-ins and writer-ins,

consultants,

contractors.


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Professional or trade associations:

many associations provide placement

services


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Advertisements:

popular method

advertisements in professional/ business

journals.

Newspaper is the most common medium.


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Advertisement must contain the

following information:

The job content ( primary tasks and

responsibilities) A realistic description of working conditions,

particularly if they are unusual

The location of the job Job specifications

Growth prospects and

To whom one applies.


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Employment exchange:

Campus recruitment: Walk-ins, write-ins and Talk-ins:

Consultants:

Contractors:


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Radio, Television:

International Recruiting:


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Merits:

Availability of suitable persons,

Bring new ideas.


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Demerits:

lack of co-operation,

expensive,problem of maladjustment


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MODERN SOURCES OF

RECRUITMENT:

Walk-in

Consult in Tele recruitment: Organizations advertise

the job vacancies through World Wide Web


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RECRUITMENT PROCESS /

STEPS:

STEPS

Planning

Strategydevelopment

Searching

Screening

Evaluation & Control


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FACTORS EFFCTING

RECRUITMENT:

1) The size of the organization

2) The employment conditions in thecommunity where the organization is

located

3) The effects of past recruiting effortswhich show the organizations ability to

locate and keep good performing people


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4) Working conditions an salary and benefit

packages offered by the organization-which may influence turnover and

necessitate future recruiting

5) The rate of growth of organization


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6) The level of seasonality of operations and

future expansion and production programs.

7) Culture, economical and legal factors etc.


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PROCESS OFRECRUITEMENT


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CREDENTIALING


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INTRODUCTION

Credentialing is the process for validating,

the qualification ( achievement ) of licensed professionals,

organizational members or organizations,

and assessing their background


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Many health care institutions conduct their

own credentialing,

generally through a credentialing specialist,

with review by a medical staff orcredentialing committee.


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DEFINITION

Credentialing is the process by which

selected professionals are grantedprivileges to practice within an

organization.


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PURPOSE OF

CREDENTIALING

To prevent a problem before it happens.

To research the qualifications andbackgrounds of individuals and companies.

Credentialing is also the process of

reviewing and verifying information.


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SIGNIFIANCE

Credentialing is very significant because it

shows that an individual or companyperforming a service is qualified to do so.

For example: your doctor must have certaincredentials to prescribe medicine to you.


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LEGAL PROTECTION

It is a good idea to have credentialing

process to protect you and your businessfrom a lawsuit or other legal problems.


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PROFESSION

Almost all professions require, to a certain

degree, some sort of credentials. Police departments, Firefighters, lawyers,

accountants and nurses all need credentials.

You need credentials to drive a car or semi-truck. All states require citizens to take a

driving test.


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HEALTH CARE

CREDENTIALING

DEFINITION:

Health care credentialing is a system usedby various organizations and agencies to

ensure that their health care practitioners

meet all the necessary requirements and areappropriately qualified.


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The credentials may vary depending on the

specified area of the practitioner. For example: An X-ray technician may

have different credentialing forms than an

physician.


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WHO IS CREDENTIALED?

Practitioners: Medical Doctors (MD)


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Extenders:

Physician of assistant (PA), Certified NursePractitioner (CRNP), Certified Nurse Midwife

(CNM).


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Facility and Ancillary service Providers:

Hospitals , Nursing Homes, Skilled NursingFacilities, Hospice, Rehabilitation Facilities,

Outpatient Physical therapy and Speech Therapy

providers, Rural Health Clinics,


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COMPOTENTS OF

CREDENTIALING

The components of a credentialing system

for nurses would be: Appointment:

Clinical privileges:

Periodic reappraisal:


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Appointment:

Evaluation and selection for nursing staff


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Clinical privileges:

Clinical privileges criteria would include

the proof of specialty training and of

performance of nursing procedures orspecialty care during training and previous

appointments.


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Periodic reappraisal:

Continuing review and evaluation of each

member of the nursing staff to assure that

competence is maintained and consistent with

privileges.


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CRETERIA FOR APPOINTMENT:

Criteria for appointments would include

proof of licensure, education and training,

specialty board certification,

previous experience, and

recommendations.


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PRINCIPLES OF CREDENTIALING

ACCORDING TO (ANA)

A report of the Committee for the study of

Credentialing in Nursing was made in 1979.

It included fourteen principles of

credentialing related to:


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1) Those credentialed.

2) Legitimate interests of involved occupation,institution, and general public.

3) Accountability

4) A system of checks and balances


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5) Periodic assessments

6) Objective standards and criteria and personscompetent in their use

7) Representation of the community of the

interests8) Professional identity and responsibility


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9) An effective system of role delineation

10)An effective system of programidentification

11) Coordination of credentialing mechanisms

12) Geographic mobility13) Definitions and terminology

14) Communications and understanding.


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SELECTION


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INTRODUCTION

The selection process starts when

applications are screened in the personneldepartment.

Choosing from among the candidates theone who best meets the position

requirement


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Selecting includes

interviewing,

the employersoffer, acceptance by the applicant, and

signing of a contract or written offer.


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DEFINITION

It is the process of choosing from

among applicants the best qualified

individuals


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SELECTION POLICIES

Application forms

The issue and receipt of application formsis the administrative responsibility, and

much of the preliminary work is handled by

the clerical staff under the supervision of

the administrative head.


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The application form should elicit the

following information

Name

Address

Age of the candidate

Name of parents or guardians

Occupation of father

Details of education

Details of employment

Particular aptitudes or abilities


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A job application form serves three

main purpose:

It enables the hospital authorities to weed

out unsuitable candidates. It acts as a frame of reference for the

interview.

It forms the basis for the personal recordfile of the successful candidates


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Selection committee:

The members of the selection committee

SELECTION PROCESS


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1. INTERVIEW BY PERSONAL DEPARTMENT.

2. PRE-EMPLOYMENT TESTS.3. INTERVIEW BY DEPARTMENT HEAD.

4. DECISIONS OF ADMINISTRATOR TO

ACCEPT OR REJECT.

5. MEDICAL EXAMINATION.

6. CHECK OF REFERENCES.

7. ISSUE OF APPOINTMENT LETTER

STEPS IN SELECTION


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Interviewing is the main method of appraising

an applicants suitability for a post; this is the most difficult part of the selection

process.

It is normally conducted by the personalmanager and the concerned department head.

1.INTERVIEWING


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OBJECTIVES OF INTERVEW

To obtain all the information about the candidate,

to decide his suitability for the post.

To give the candidate a complete picture of the

job as well as of the organization.

To demonstrate fairness to all the candidate.


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PREPARATION BEFORE THE

INTERVIEW

1.PLAN CAREFULLY BEFORE THE INTERVIEW.

General appearance.

Attainment.

General intelligence.

Special aptitude.

Interests.

Use of language.

Ease of conversation

General habits of courtesy.

Facial expression.


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2.DURING THE INTERVIEW

Encourage candidate to talk frankly. Maintain privacy.

Establish rapport.

A written appraisal of the candidate should be madeby the interviewer after the interview.

3.CONCLUDING THE INTERVIEW.


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Written, oral, practical for certain categories of

post.

These test can be broadly classified into four types.

1. Test of general ability, intelligence test.

2. Test of specific ability, aptitude test.

3. Test of achievement, trade test.

4. Personality test.

2.PRE-EMPLOYMENT TESTS.


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Possible Tests Used for Selection

Clerical Test

Applicant

AssessmentCenters

GeneralAptitude Test

ManagementSkills Test

Knowledge Test

Dexterity Test

Industrial SkillsTest

Psychological/Personality Test

Work SampleTest

MechanicalAptitude Test

Honesty Test


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Final approval of the head of the hospital,

selection committee consists of one person

from the personal dept, the dept.head

/supervisor of the concerned dept.and onerepresentative of the head of the hospital.

3.INTERVIEW BY DEPARTMENT

HEAD


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After the interview, the selection committee

submits its recommendation and for

approval to the head of the hospital who is

generally - hiring and firing authority.


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Final approval of selection or rejection of the

candidate

4.DECISION OF ADMINISTRATOR TO

ACCEPT OR REJECT.


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5.MEDICAL EXAMINATION PURPOSES

For the protection of the applicant himself

For the protection of other employees


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6.CHECK OF REFERENCE.

7.ISSUE OF APPOINTMET LETTER.


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INTRODUCTION

The selected candidate is given an appointment letterwith all the details

the candidate should inform the management about

the acceptance of the job and the date of joining

period of probation is one year. it can be reduced to 6

months or 3 months according to the policy of the

institution.

APPOINTMENT


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INDUCTION.

Induction is carried out to overcome a sense of

strangeness to introduce him/her to her colleagues

and to develop a sense of belonging in her.

induction is done by the personal development.


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ORIENTATION PROGRAMME.

The purpose of orientation program me is

to help the personnel to adjust themselves

to their new situation.


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the program should be given with a welcome to

the organisation and

formal introduction to the persons to whom the

new staff members are to be responsible and to

the other people with whom they will work.

Information's about the aims and purpose oforganization and about its personal policy should

be given.


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1. The Ultimate Goal:

Enabling a successful professional and personal lifefor the employee that in turn will lead to a

successful organization (i.e. a win-win situation)

Negotiation


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Package:

Type of appointment (9 or 12 month),

Appointment lines

Location,

Salary/Benefits,

Start date,

Start-up costs,

Technical and office support,

Office and laboratory space,

Support for immigration status, Moving expenses, etc.


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Assigning a new employee to a position

within his or her sphere of authority where

the employee will have a reasonable chance

of success.


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It is possible for one person to fit in well

with an established group, whereas another

equally qualified person would never

become part of that group.


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Many positions within a unit or department

require different skills.

For example, in a hospital, decision-making

skill might be more important on a shift

where leadership is less strong,

communication skill might be the most

highly desired skill on a shift where there is

a great deal of interaction among a variety of

nursing personnel


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Newcomers suffer feeling of failure because

of inappropriate placement within the

organization.

Appropriate placement is as important to the

organizational efficiency,

increased attrition, threats to organization

integrity, and frustration of personal and

professional ambitions.


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Proper placement fosters

personal growth,

provides a motivating climate for theemployee,

maximizes productivity, and

increases the probability that organizationalgoals will be met.


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Managers who are able to match employee

strengths to job requirements facilitate

unit functioning,

accomplish organizational goals, and

meet employee needs.


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RETENTION


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Good employees are hard to find and even harder to

replace.


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What is staff retention?

Staff retention is about keeping those

members of staff that you want to keep


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So when does staff retention begin?

It begins long before individual members of

staff join an organisation.

Constant turn over not only increases

management cost but also suffers the

quality of patient care.


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how can we retain our staff?

pay can retain staff.

results in loss of production

increased staff cost and

reduced efficiency

However a moderate nurses turnover is always

good.

New persons bring new ideas; experience


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Benefits of Staff Retention

Reduce costs of recruitment, selection and

training of new staff

Keeps skills and knowledge in the

organisation

Improve performance, productivity andprofitability

Improve customer loyalty and satisfaction

Can increase sales and aid competitiveness


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Disadvantage

Retention can cause career blockages

Lack of promotion opportunities An older workforce and lack of new

ideas/skills.


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Advantage of staff turnover

It is sometimes easier to introduce change

and redesign jobs during staff turnover

Also reduce costs by employing staff on

lower pay scales

New staff can bring new ideas and skills.


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Disadvantage of staff turnover

The costs of staff turnover

loss of productivity, loss of skills,

lost business,

disruption to customer/client services,


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Causes of staff turn over

Lack of job satisfaction

Lack of professional status Lack of autonomy

Inadequate pay

Inadequate compensation and benefit. Poor teamwork

Disruptive behaviours they experience with

h sicians


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Tensed work environment

Lack of organizational policies Patient over loads

Job stress

Length of shifts Professional salary versus hourly wages.

Expanded carrier opportunities

Th f t ff t b


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The reasons for staff turnover becategorised as follows:

Organizational reasons

Carrier development Inter-personal reasons

Personal reasons


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Organizational reasons

Job satisfaction factors controlled by the

management include

security,

pay benefit,

opportunity for advancement,

working condition,

working hours,

company benefit,

communication, recognition and allied factors.


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Other factors include

perception of lack of professional respectand

recognition by hospital administrators, and

doctors.


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Carrier opportunities

Better carrier opportunities, better salary and

educational opportunities -most important

reason for staff to leave the present job.

Those who choose to leave are more likely

to those who believe they can get a good job

elsewhere.


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Inter-personal reasons

Many times the relationship between those in

authority and the staff are not a good one.

Lack of team spirit, co-operation and

unwillingness of senior staff to teach the

junior staff nurses are some of the reasons for

staff turnover.

A good working condition and interpersonal

relationship are important factors in retaining

staff


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Personal reasons

Family commitment,

travel and

health conditions

are the reasons identified with regard to personal

reasons.


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Strategies to retain staff

Steps which an organization can adapt in retaining

staff:

Determine what motivates your individual

employees. For most employees money is not the

key issue but fulfillment and relationships are very

important.

Notice how much recognition an employee needs.

Some employees can go for years without praise

where as others will leave after six months.


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Understand that many employees are motivated

by their social network at work. Encourage

activities that make employees feel that they arevalued members of a team.

Realize that incentive dont have to be huge. A

surprise appreciation certificate, a thank you card

etc can generate positive feeling.


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Make benefit more accessible.

Consider telecommuting, job sharing and other

flexible working arrangements.

Offer profit sharing incentives to encourage

longevity.

Create clear career paths in the organization.

M t ff ti t t i th t t


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Most effective strategies that wont

cost- Head

Talk to your employees:

When you see them address them by name.

Spend sometime with new employees and find out a

little about them.

Make sure your office manger is readily available to

talk to them especially when they have an issue ornew idea.


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Recognize good work:

when a day runs smoothly, tell your employees

what a good job they have done and thank them

for it.

Consider awarding an employee of the month

nominated by peers and announce it to all.


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Get personal know:

when employees have special events in their lives

good or bad, discuss it with them.

Let others know about it.

Celebrate birthdays and anniversaries of

employment.


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Help them succeed:

to do well in their job employees need an accurate

job description and annual review and let them

know how they are performing.

Access to employee handbook in order to

understand the expectations of the organization.


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Keep them in the loop:

when good or bad things happen to the patients be

certain to inform the staff about it promptly.

By communicating to them and keeping staff

informed they think they are valuable part of the

team and important to patients.


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Key points:

To retain good employees you must offer

them decent wages and benefits.

Performance related pay and bonuses:

bonuses provided at a set time of year

such as Christmas are an excellent way to

retain staff.


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Employees need to be recognized for a

job well done, express how valuable they

are, their punctuality and other positive

factors and remembered on special

occasions such as work anniversary.

Have other mangers praise an

employees work. This lets him know

that you have spread the good word

about him to other de artments


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Be sensitive to the balance between work

and private life.

Leadership development and promotion

schemes


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What is a magnet hospital?

The term magnet hospital is often used to

refer to a facility that is able to attract and

retain a staff of well qualified nurses and

consistently provide quality care.


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Criteria for magnet hospital:

Adequate staff

Flexible schedules

Strong leadership

Adequate salaries

Autonomy

Involving nurses in defining their work environment

Reinforce the need for basic and continuing

education to carry our high quality nursing care.


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The word promote is derived from the

Latin expression defines promovere

meaning tomove forward.


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The term promotion "refers to a change

for better prospects from one job to another

job is deemed by the employee.


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The factors which are considered by

employees as implying promotion are:


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Promotions are reassignments to a position

of higher rank.

Most promotions include

increased status,

title changes, more authority, and

greater responsibility.


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Factors :as a basis for promotion

Outstanding service in terms of quality

as well as quantity

Above average achievements in patient

care and/or public relations.

Experience Seniority


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Initiative

Recognition by employees as a leader

Particular knowledge and experience

necessary for a vacancy


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EMPLOYEETERMINATION


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EFINITION

Termination is the process of firing anemployee.

Employee termination is the process by whichan organization ends an individual's

employment against his or her will.


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Poor job performance

Absenteeism

Substance abuse

Inappropriate behavior

Staff reduction

Abuse of patients and visitors

REASONS FOR TERMINATION


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Insubordination

Intoxication

Theft

Gambling

Willful destruction of the property

Falsification of records


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TYPES RESIGNATION

DISMISSALS JOB DISLOCATION


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RESIGNATION

When a termination is initiated by the

employee himself ,it is termed a resignation.

There are resignations which are avoidable

and others which are unavoidable.


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Avoidable resignations indicate room for

some improvement in the organizational

climate.

Reason may be personal, family

circumstances ,promotion, going on for

higher education or just a desire for change.


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Unavoidable resignations such as those for

reasons of entering a different carrier.

A letter of resignation signed by the

employee concerned

Work with a

positive attitude Proper

tifi ti

Avoid vacation

time or other leave

ti ft


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RESIGNATIONAvoid

expressing

feelings or

defend the work

and support the

administration

constructive

criticism

Letter of resignation

should be typed or

printed clearly

Handing overprofessional

responsibilities

notificatio

n

time after

notification


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When the termination is initiated by the

company ,it is termed a dismissal and it is a

drastic step.

The approval of the next higher authority

should generally be taken.

The personnel manager should be consulted .

DISMISSAL


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Dismissal can be on the ground of

unsatisfactory performance,

misconduct, or

want of qualifications for the job

JOB DISLOCATIONS


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JOB DISLOCATIONS

A dislocated employee is one who can no longer

perform satisfactorily the requirements of his job.

PREPARATION


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PREPARATION

Set the expectations clearly.

Review the job description, performanceappraisal criteria and pertinent policies and

procedures with the employee

Document the employees performance Conduct coaching sessions to deal with

policy or procedure violations in a timely

manner


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Expected performance should be stated inbehavioural terms

Be consistent among employees to deal withperformance issues, policy or procedureviolations.

Check whether follow-up is done and

whether actions agreed in coaching sessionsare delivered.

Document everything in writing.

TERMINATION CONFERENCE


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TERMINATION CONFERENCE

Steps in termination conference1.Calmly state the reasons for dismissal

2. Explain the employment termination process


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3.Ask for employee input

4. End the meeting on a positive note, Ifpossible

:


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A termination meeting is successful when: The employee understands the essential

information about their status.

The employee is treated fairly and with

respect.

The company fulfills its legal and ethical

responsibilities.

The disruption to other employees is

minimal.


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EXIT INTERVIEW

An exit interview is separate from the

termination meeting. Information exchanged at exit interviews

may benefit both the company and

employee. A representative from the human resources

department typically conducts exit

interviews.

STEPS IN EXIT INTERVIEW


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STEPS IN EXIT INTERVIEW

Prepare for the interview by briefly talkingwith the employee's manager and

reading the employee's personnel file,performance appraisals, and otherdocuments.


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Do you feel management communicateswell?

What changes would help employees dotheir jobs better?


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Schedule the meeting as close as possible tothe employee's departure from the company.

Explain the purpose of the interview to theemployee that is to gather information aboutthe employee's perception of the company

and how it treats employees.


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Be prepared to answer employee's questions.

Set the right tone. Be warm, receptive and interested

in what the employee has to say. Don't insert personal comments, provide opinions or

defend the company and its actions.

Gather or verify that all company property andmaterial has been returned.

Document the exit interview.

Outplacement and career


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p

counseling Counselling helps improve employees

mental health, thus enhancing

understanding, self control, self confidenceand consequently their ability to work

effectively.

DIRECTIVE COUNSELING


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Directive counseling occurs when the counselor

listens to the employees problems ,decides how to

solve the problems and tell the employee what todo.

NONDIRECTIVE COUNSELING


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NONDIRECTIVE COUNSELING

Nondirective counseling is client centered.

The counselor listens and encourages

employees to explain their problems, identifyalternatives ,explore each options and

determine the most appropriate solution.

CRITERIA FOR TERMINATION OF


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EMPLOYEE IN NURSING INSTITUTION

First of all the candidate should forward a

letter to the principal for considering

resignation.

Principal should forward letter to the

Personal Manager and Registrar

Registrar should forward order of

acceptance

Relieving certificate is issued

CRITERIA FOR TERMINATION OF


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EMPLOYEE IN HOSPITALS

First of all the candidate should forward aletter to the Nursing superintendent for

considering resignation.Nursing Superintendent should forward

letter to the Administrator.

Administrator issue the order of acceptance. Relieving order and experience certificate

are issued by Human resource department.


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