Sarah Balseiro

Tess Froelich
Alia Kawar
Kerry Morris

MissionStatement

Wepledgetoprovideessential,qualitycaretoourpatientsinatimelymanner.Ourgoalisto
offerthebestserviceswithareasonablecostinordertomaintainsuperiorpatientsatisfaction.

ExecutiveSummary

SandyCreekUrgentCareCentersmainconcernisthequalityofitsemployees.We
haveimplementedamultitudeofdifferenttechniquestoevaluateouremployeesandto
continuetheirsuperiorskills.Ouremployeessatisfactionisofutmostimportancetothegrowth
ofourorganization.Throughtheprocessofrecruitment,selection,jobanalysis,performance
appraisal,andcompensationwedevelopouremployeestoworktothebestoftheirability.We
sethighstandardsforouremployeeswhichisreflectedinthecaretheyprovideforourpatients.
Wevalueouremployeesandtheworktheyprovidetothepatients,ensuringoursuccessinthe
medicalfield.Ourpatientretentionrateisanindicationofthehardworkanddedicationthatour
employeescontributetotheorganization.TheHumanResourceDepartmentisthebackboneof
SandyCreekUrgentCareCenterthatkeepsouroperationsrunningsmoothly.


JobAnalysis

ForSandyCreekUrgentCareCentertoproperlythriveweneedtomakesureweare
hiringtherightemployees.Thiswillensurethatweareoperatingatthehighestlevelofwork
possible.Withthejobanalysiswearelookingfordetailedinformationaboutthejobsweprovide.
TheeightdifferentjobcategorieswehaveareOfficeAdministrator,AdministrativeAssistant,
Receptionist,NurseManager,LicensedPracticalNurse,RegisteredNurse,NursePractitioner,
andPrimaryPhysician.Wewillbeoutsourcingourjanitorialstaff,payroll,ourfinancesandlab
facilities.Itisimportanttogetthemostdetailedinformationpossibleaboutouremployeesand
theirjobsbecausethemorepreciseweareaboutwhatwewantinouremployees,thebetter
ourfacilitywillperformoverall.Wewillgetinformationforourjobanalysisthroughinterviews,
observations,andquestionnaires.Wehavefoundthatthesearegoodtechniquestoobtain
informationfromouremployees.Themainreasonbeingthatitallowsustoremainasconsistent
aswecanbetweeneachemployee.IntheHumanResourceDepartmentwewanttomakesure
wearefairinouranalysisbetweenalloftheemployees.(Noe103)

Whenperformingthejobanalysiswewillbelookingatthejobdescriptionandjob
specifications.Whatwelookatforthejobdescriptionarethetasks,duties,andresponsibilities
thatarerequiredforanyparticularjob.InourHumanResourceDepartmentwerefertotheseas
4

theTDRs.Thejobspecificationsaretheknowledge,skills,abilities,andothercharacteristics
thatanemployeeshouldhavetoperformthatjob,werefertothoseastheKSAOs.Usingthe
qualificationsthatcomefromthejobdescriptionandspecificationwecanhoneinoncertain
qualitieswearelookingforintheemployeeswearehiring.Wewanttomakesurewearehiring
themostqualifiedemployeeshereatSCUCC.Ifouremployeesareperformingattheirhighest
potentialouroverallperformanceasanorganizationwillincrease.Itisalsoimportanttohirethe
properemployeesbecausetheywillbetheonesdealingwithourcustomers,orpatients,ona
dailybasis.Ifweestablishasolidfoundationinouremployeesthepatientswillrecognizethat
andcontinuetouseourservices.SCUCCislookingtoretainourpatientsaftertheirtimeatthe
center.Ifwecansatisfytheirneedsanddoitinawaywheretheyhadanenjoyableexperience,
thenwecankeepthemcomingback.(Noe103105)

Oneofthemainwayswewillgatherinformationaboutthetraitswearelookingforinour
employeesisthroughotherhealthcarecenters.Wewantageneralguidelinetofollowandthen
wecanadaptittooursizeandwhatwearegoingtospecializein.Inhealthcaretherearealot
5

ofthesamestandardsthatwillbepresentsowecanbasealotofourinformationoffofother
centers.AnotherwaywillgatherinformationaboutourjobdescriptionswillbethroughO*NET.
O*NETisanonlinedatabasethatallowsustosearchjobsbydifferentcategorizes.Sometopics
wesearchedbyweretheabilities,interests,knowledge,skills,andworkactivities.Thisis
extremelyhelpfulbecausewecanhavetheserequirementspredeterminedandfocusmoreon
thosetraitswhenanalyzingthejobs.O*NETisverypreciseanddescriptiveandreallyallowed
ustobreakeachjobdowntoseewhatexactlywearelookingfor.Withtheproperdescription
andspecificationswecangetacompleteanalysisonthevariousjobs.Wehavelookedatwhat
thetasks,knowledgeskills,andeducationrequirementsforthepositionswearelookingtofill.
(Noe107)
WewillalsobeusingtheFleishmanJobAnalysisSystem.Thisisatechniqueweused
toanalyzethesubjectmattertheemployeesareworkingwith.Toevaluatethejobwefocus
mainlyontheskillsandabilitiestheemployeesmusthave.Therearefiftytwodifferent
qualificationsthatweusefortheevaluationthatrangefromproblemsensitivity,deductive
reasoning,informationgathering,andmanyotherfactors.Thisisveryhelpfultousbecauseit
allowsustobeveryspecificinourfindingsinemployeecompetencyonthejob.Whenthe
employeesgotocompletethesurveytheywillbeusingasevenpointsystemtostatetheir
abilitylevelinthatspecificcategory.Withthecompletionofthissurveyitwillleadtofurther
successinotherdepartmentssuchastraining,selection,andthedevelopmentofour
employees.(Noe108)
TheaspectofjobanalysisissoimportanttoourHRdepartmentbecauseitimpactsso
manyotheraspectsofourorganization.Afewofthesystemsandprocessesitcouldaffect
wouldbeourhumanresourceplanning,selection,training,performanceappraisal,andjob
evaluation.Thesuccessofeachofthesedepartmentswillimpactanotherone.Werelyheavily
onthecompetencyofouremployeestodotheirjobanddoitwell.Inorderforthemtobetruly
successfulweneedtomakesureweprovideeverythingwepossiblycaninorderforthemto
thrive.(Noe108109)
Themajorfactorthatwehavetodealwithwhiledoingthejobanalysisisthefactthatwe
areaneworganizationstartingoffwithnoemployees.Wewillstartupandhirewhowethinkwe
needtogetusstarted.Aftersixmonthsofoperationwewillevaluatehowweareworkingand
whatchangeswewillneedtomake.Wewillgaintheemployeesandpatientsfeedbacktosee
whatadaptationsweneedtomake.Itisimportanttolettheorganizationrunforadecent
amountoftimebeforeweanalyzethejobsbecausethiswillallowustogetafullperspectiveof
thedailyoperations.Thefirstsixmonthswillbeconsideredatestruntoseehowwearegoing
tooperate.Afterthesixmonthshavegonebywewillreevaluateourneedsandmakethe
necessaryadjustments.Jobanalysisisavitalpartofourorganizationbecausethesuccessof
SCUCCthrivesoffofouremployees.Ifwehavegoodemployeesworkingtothebestoftheir
abilityourqualityofworkisgoingtobethatmuchbetteroverall.

JobRequirements

OfficeAdministrator

Tasks:

Providecustomerserviceforunsatisfied
patients

Supervisedailyofficeactivities

Serveasareferenceforallemployees
Knowledge:

CustomerService

Management

Communication
Education:

Relatedjobexperienceoranassociates
degree

AdministrativeAssistant

Tasks:

Answeranddirectnecessaryphone
calls

Preparenecessarybusinessdocuments

Performgeneralofficeduties
Knowledge:

Clerical

Computers/Electronics
7

Administration
Education:

Relatedjobexperienceoranassociates
degree
Receptionist

Tasks:

Serveasgreeterfortheestablishment

Maintainappointmentcalendar

Fileandmaintainrecords
Knowledge:

Clerical

CustomerService

Computer/Electronics
Education:

HighSchoolDiploma

NurseManager

Tasks:

Conductadministrativeduties

Directandsuperviseemployees

Maintainschedulesandassignments
Knowledge:

AdministrationManagement

PersonnelHumanResource

LawandGovernment
Education:

BachelorsorMastersDegree

LicensedPracticalNurse

Tasks:

Administernecessarymedication

Observepatientchartsandconditions

Providebasicpatientcare
Knowledge:

Medicine

CustomerService

Psychology
Education:

VocationalSchoolorAssociatesDegree

RegisteredNurse

Skills:

Maintainreportsandrecords

Administermedication

Monitor,record,andreportinformation
onpatients
8

Knowledge:

Medicine

CustomerService

EnglishLanguage
Education

VocationalSchoolorAssociatesDegree
NursePractitioner

Skills:

Analyzepatienthistoryandsymptoms

Diagnoseandtreathealthproblems

Prescribemedication
Knowledge:

Medicine

CustomerService

Psychology
Education:

GraduateSchool

PrimaryPhysician

Skills:

Prescribeandadministertreatment

Order,perform,analyzetests

Collect,record,maintainpatient
information
Knowledge:

Medicine/Dentistry

Psychology

Customer/PersonalService
Education:

GraduateSchool

PerformanceAppraisals

Whenitcomestohealthcare,performanceappraisalisveryimportant.Establishingan
employeesjobexpectationsandthenratingtheirperformanceiscrucialforsuccess.
Supervisionisalsoalargepartofanemployeessuccess.Withoutknowingwhatisexpectedor
notbeingheldaccountable,employeescannotimprove.Gainingfeedbackonhowanemployee
isdoingfromtheirsupervisorisbeneficialtoboththecompanyandtheemployee.

Wewillbeusingaperiodicassessmentofallemployees.Theseassessmentsorbased
solelyonthemanagersdiscretionbutalsogivestheemployeeachancetorespondtothe
managerscommentsandrankingoftheirperformance.BeingthatwearetheHRdepartment
andwillbeconductingtheseperformanceappraisals,wearealsotheonesthatconstructedthe
jobanalysisandrequirementssowearefamiliarwitheachemployeesresponsibilitiesinorder
tobestranktheirperformance.

Someofthecategoriesouremployeeswillbebaseduponinclude:QualityofWork,
Dependability/Responsibility,Attendance,Punctuality,Initiative,etc.Thesecategoriesnotonly
showhowwellanemployeedoesintheirspecificjobbutalsohowtheyareasanemployeein
general(i.e.Attendance/Reliability).

Wechosetousebothabsoluteandcomparativeapproachesbecausesomeofthejobs
onlyhaveonepositionavailablewhereasjobssuchasNurseManagers,LPNs,RNs,Nurse
Practitioners,andDoctorshavemanypositionsavailable.Theabsoluteapproachiswherethe
employeeisonlycomparedtothemselveswhereasthecomparativeapproachiswhentheyget
comparedtootheremployeesintheirposition.

OurUrgentCareCenterisallaboutcaringforourpatientsandinordertoservethemthe
bestwaywecan,weneedthebestemployees.Aftertheselectionprocessiscompleted,itis
theHRdepartmentsresponsibilitytoholdtheemployeesaccountablefortheirperformance.
Eachperformanceappraisalisexpectedtoimprovefromonetothenext.Ifouremployeesdo
notgainknowledge,responsibilityandnewskills,SandyCreekUrgentCareCenterultimately
cannotimproveorgrow.

10

Compensation

Compensationdealswiththeideaofequity(i.e.theideaoffairness).Whenwesatdown
todetermineourcompensationsystem,wewantedtomakesurethatouremployeeswouldfeel
asiftheiroutputswererewardedwiththecorrectamountsofinputs(salaryandbenefits).
Compensationdealswiththeemployeesoveralljobsatisfaction.Iftheemployeeisnotsatisfied
withtheircompensationforthejob,mostlikelytheywillnotbesatisfiedwiththeoveralljob
whichleadstothepotentialoflosingagreatemployee.Sowewantedourcompensation
systemtonotonlybefair,buttoaddtothejobsatisfactionlevelinapositiveway.

Thebestwaywethoughttodothiswastodotherankingmethodofjobevaluationin
ordertocreateinternalequityandinternalworth.Thatis,rankthepositionsweofferinorderof
importanceinordertofigureoutwhichjobismoreimportant,andtocompensateforthose
rankingsfairly.Thepositionsthatweofferareasfollows:officeadministrator,administrative
assistant,receptionist,nursemanager,registerednurse,licensedpracticalnurse,nurse
practitioner,andprimaryphysician.Sinceweareasmallerorganization,wehavedecidedto
outsourceourfinancialservices,payroll,janitorialservices,andlabwork,andbecauseofthis
thesepositionswillnotbeincludedintherankingsystemand/orthecompensationsystemsince
theyareafixedratethatweaccountformonthly.

Number

Position

Explanation

1
Ranking

Primary Physician

Has the most education requirements,

deals with the most responsibility
(making the correct diagnoses, assigning
the correct medication), involves
medical knowledge, quick thinking, and
reasoning skills.

Office Administrator

Requires 4 year degree. Our office

administrators are in charge of human
resources responsibilities (hiring, firing,
benefits, compensation, labor laws,
etc.). This position requires a lot of
responsibility and is critical to
maintaining the urgent care center.

Nurse Manager

Requires years of experience. In charge

of all of the nurses; includes scheduling,
dealing with mistakes, breaks, etc.
Responsibility level is relatively high. Sits
11

in on interviews when hiring nurses.

4

Nurse Practitioner

4 year NP degree required; also deals

with the responsibility of making the
correct diagnoses and assigning the
correct medication, involves knowledge
of medical conditions, quicking thinking
and reasoning skills.

Registered Nurse

Highest education level of the nurses;

requires a good deal of medical
knowledge. Must be organized and deal
with paperwork effectively. Must be
friendly with patients.

Licensed Practical Nurse

Required certification, takes the height

and weight of incoming patients, asks
what symptoms are. Must be organized
and deal with paperwork effectively.
Must be friendly with patients.

Administrative Assistant

2 year degree required. Reports to the

office administrator; maintains
paperwork properly, including auditing.
Helps with updating the database, and
completing small tasks that the office
administrator needs completed.

Receptionist

Must have completed high school; must

be eloquent and form words properly
when speaking with patients. Answers
phones, signs patients in, gives patients
correct paperwork, update the
paperwork correctly in the system.
Must be very friendly.

Asonecanseefromourrankingmethodabove,werankedthepositionsintermsof
educationlevelrequirementsandtheresponsibilitylevelinvolvedwiththeposition.Nowthatwe
knowwhichpositionsaremoreimportantthantheothersandviceversa,weknowwhich
positionsshouldbeacquiringmorecompensationlevelsandbenefits.

12

Inordertofigureoutpayrates,wedecidedtosurveysimilarmedicaljobpositionsin
NewYorkStateinordertofigureoutwhattheywerepayingtheiremployees.Thefollowing
tableincludesinformationtakenfromtheBureauofLaborStatistics.

Occupat Occup
ioncode ation
title

Leve
l

Emplo Empl
yment oyme
nt
RSE

Empl
oyme
ntper
1,000
jobs

Loca
tion
quoti
ent

Medi
an
hourl
y
wage

Mea
n
hourl
y
wage

Annu Mean OurPosition

al
wage
mean RSE
wage

29-1062

Family
and
General
Practitio
ners

detail

2,520

8.50%

0.292

0.32

$82.9
2

$87.0
9

$181,1
50

4.10%

Primary Physician

29-1171

Nurse
Practitio
ners

detail

9,610

4.30%

1.113

1.3

$48.3
5

$48.2
8

$100,4
20

1.00%

Nurse Practitioner

29-1141

Register
ed
Nurses

detail

169,82
0

2.10%

19.666

0.98

$35.7
5

$36.2
9

$75,47
0

0.90%

Registered Nurse

29-2061

Licensed
Practical
and
Licensed
Vocatio
nal
Nurses

detail

49,050

2.30%

5.68

1.07

$21.3
8

$21.6
5

$45,03
0

0.60%

Licensed Practical
Nurse

Nov-21

Human
Resourc
es
Manage
rs

detail

9,070

2.20%

1.05

1.26

$54.6
8

$61.8
5

$128,6
50

2.10%

Office
Administrator

Nov-11

Medical

detail

27,530

2.90%

3.188

1.41

$50.5

$56.7

$118,0

1.10%

Nurse Manager

13

and
Health
Services
Manage
rs

20

43-4161

Human
Resourc
es
Assistan
ts,
Except
Payroll
and
Timekee
ping

detail

8,340

3.20%

0.966

0.94

$18.6
8

$19.1
0

$39,72
0

0.60%

Administrative
Assistants

43-4171

Recepti
onists
and
Informa
tion
Clerks

detail

85,190

2.20%

9.865

1.34

$13.7
4

$14.2
8

$29,70
0

0.70%

Receptionist

Asacompany,wehavedecidedtotakeonapayleaderpolicy.Thismeansthat
comparedtoothermedicalorganizationsinNewYorkState,wepayslightlymorethanaverage.
Thiswillhelpusgeneratemorequalityapplicantsinordertobringmorequalitycaretoour
patients.Wewanttopaysalariesaboveaverage,sowiththatinmind,wehavecomeupwitha
beginningsalaryforourprimaryphysician,whichisabout$182,075ayear,orabout
$87.54/hour.Officeadministrator:$129,325/yearor$62.18/hour.Nursemanager:
$119,010/yearor$57.22/hour.Forournursepractitioners,wehavedecidedthebeginning
salarytobeabout$101,210ayear,orabout$48.66/hour.Forourregisterednurse,wehave
decidedtostartthepayatabout$76,200ayear,orabout$36.63/hour.Licensedpractical
nurse:$46,015/year,orabout$22.12/hour.AdministrativeAssistant:$40,860/yearor
$19.64/hour.Receptionist:$29,850/yearor$14.35/hour.Noticehowthesalariesawardedfollow
therankingmethodfromjobevaluationabove.Allofthebeginningsalariesareslightlyabove
NYSaverageinordertokeepwithourpayleaderpolicy.However,thereisstillroomforraises
inordertoencourageanincreaseinjobperformanceandjobsatisfaction.Theactualbeginning
salaryawardedwillstillbebasedonexperienceandeducationlevels,andsoaregoingtodiffer
fromemployeetoemployee.

Nowthatwehavefiguredoutthegeneralamountofpayawardedtoeachposition,we
cancomeupwithourjobstructure.Thisiswhereourjobsarefactoredintopaygrades.Pay
gradesaresetsofsimilarjobsgroupedtogethertoestablishratesofpay.Inthetablebelow,
position1isreceptionist,position2isadministrativeassistant,position3isLPN,position4is
14

RN,position5isNP,position6isnursemanager,position7isofficeadministrator,andposition
8isprimaryphysician.Becauseweareasmallerorganization,andthepositionsavailableare
sodifferent,eachjobwillbeinitsowncategoryandapayscaleassignedtotheparticular
position.TheminimumthatwewillpayourpositionsisslightlyabovetheNewYorkState
averagesalaries(tostayapayleader),whilethemaximumamountisonceraisesoveryears
arefactoredintotheequation.Beinganeworganization,wearenotsureifwewillbeableto
affordgoingoverthemaximumsalaryamountforeachpositioninafewyears.Becauseofthis,
thejobstructureandpaygradesmaybesubjecttochangewithsuccess.

Positions

NYS Average

Minimum

Median

Maximum

$
29,700.00

$
29,850.00

$
30,000.00

$
32,000.00

$ 42,000.00

$ 44,000.00

$
45,030.00

$
47,000.00

$
49,000.00

$ 77,000.00

$ 79,000.00

$
100,420.00

$
128,650.00

39,720.00 $ 40,860.00
$
46,015.00

75,400.00 $ 76,200.00

$ 101,210.00 $ 102,000.00 $ 104,000.00

118,020.00 $ 119,010.00 $ 120,000.00 $ 122,000.00

$ 129,325.00 $ 130,000.00 $ 132,000.00

181,150.00 $ 182,075.00 $ 183,000.00 $ 185,000.00

15

In terms of benefits, we have decided to offer all of our fulltime positions a health care
(including dental, medical, and vision) plan and a 401(k) plan that our employees can opt in or
out of during open enrollment periods. They can figure out a monthly rate that works well for
themandtheirlifestyles.

Summary
As you can most likely see, our employees satisfaction with their job and elements of
their job is of utmost importance to us. As an organization, we will continuetostrivetoimprove
upon on processes (including recruitment, selection, job analysis, performance appraisals, and
compensation) in order to continually keep employee satisfaction at a high level. This leads to
lessturnoverandmorequalityemployees.

http://www.whatishumanresource.com/jobanalysisandhractivitiesA

Recruiting

Recruiting is the process of generating applicants for a job. Its necessary in ordertofill
job positions as they open up in our UrgentCarecenter.Recruitingiscrucialbecauseitactsas
a buffer between planning for needs in advance and actually selecting candidates to fill
positions as they open up (Noe 143). Recruiting takes some time, so we want to start the
processwellinadvanceoftheopeningofourbusiness.
Since we are a new company, we will have to focus our recruiting efforts externally
rather than internally as we start out. Eventually, once we are established and successful, we
canstartintroducinginternalrecruiting.Wewillhavetorelyheavilyondirectapplicantswhilewe
get established, but would like to see referrals from our employees in the future. The sources
we want to incorporate into our recruiting process are Internet recruiting ads and job
advertisements in order to reach a large pool of applicants. We will have to post our job
16

openings on wellknown websites such as Monster, Healthcarerecruiting.com, and

CareerBuilder in order to find applicants for the positions since we are small andnotyetwidely
recognized. These online efforts will especially be helpful in filling the entrylevel and
administrative positions, such as the Office Administrators, Administrative Assistant, and the
Receptionists.
We also want to have a website where potential applicants can learn more about
SCUCC as a company and can be redirected to in ordertoapplyforanopenposition.Weplan
on having a strong social media presence, using platforms such as LinkedIn, Twitter, and
Facebook, whereapplicantscanalsofindinformationaboutjobopeningsandanynewswemay
have to share. Social media and Internet job advertisements can be found fairlyeasily,andwe
want to make it easy for interested candidates tofind andapplyforouropenpositions. Mostof
our recruiting efforts will be online because according to a presentation by Glassdoor, 87% of
healthcare professionals learn about job opportunities online (How 10). Our online efforts
would have the biggest reach,andthatiswhatweneedtofocusoninordertoeffectivelyfillour
positions.
In addition to social media and Internet job advertisements, all of the health care
professionals will have the chance to talk to a recruiter that we will send to various healthcare
conferencesandgraduatecolleges.Thosepositionsaremorespecificandmightbealittlemore
difficult to fill, so the facetoface contact can entice health care professionals to choose us as
their employer and get the word out about ourjob openings.Ideally, wewantourrecruitertobe
transparent and provide a realistic jobpreview,orbackgroundinformationaboutajobspositive
and negative qualities (Noe 155). The recruiter should be proactive and have someknowledge
of healthcare and the industry, as well (How 1522). According to Glassdoor, these qualities
are what healthcare professionals look for in a recruiter. The recruiter would be greatly helpful
duringthestartupofthe company,butifwefindthatcostsaretoohighforwhattherecruitercan
provide, we can either make the position temporary or outsource recruiting because we are a
smallcompanythatmaynotalwaysneedarecruiter.
The message we want to convey during the recruitment process is our mission
statement, which explains what we stand forasacompanyandthegoalswewanttoalwaysbe
working towards. Our mission statement is: We pledge to provide essential,qualitycaretoour
patients in atimelymanner.Ourgoalistoofferthebestserviceswithareasonablecostinorder
to maintain superior patient satisfaction. We want to also explain that we are looking for
qualified, caring candidates that will provide the best care possible to our patients at all times
and wants to work in a culture where coworkers and colleagues genuinely care about each
other and their success. Creating a basis for what we want to see from Sandy Creeks culture
can help shape it in the future and could potentially improve retention if our employees are
satisfied with SCUCCs culture. The recruiting and job advertisement examples we plan to use
convey our message effectively. An example of a recruiting ad can be seen in Appendix B
Figure 1.
An example of an online job advertisement for anadministrativepositioncanbeseen
in Appendix B Figure 2. An example of a job advertisement for a health care position can be
seeninAppendixBFigure3.

17

Selection

Selection is the process of the organization determining which applicants they will hire
(Noe 165). It begins with candidate found during the recruiting process and narrows down that
large pool to only applicants that are best fit for the job. Once the pool has been narrowed
down, various predictors are used to assess each candidateandassistinselectingandplacing
a candidate in each job position (Noe 165). Our selection process will start with an online job
application, an example of which can be foundinAppendixCFigure3.Theapplicationwillgive
us general information about the applicants and will be assessed to see whether or not each
applicant meets the basic job requirements. The application for the administrative positionswill
ask for contactinformation,workexperience,education,and asignature.Theapplicationforour
health care professionals will ask for the same, but it will also ask for a list of licenses and
certifications. Both types of applications will require a resume, a coverletter,andaminimumof
threereferences.Theresume,coverletter,andreferenceswillallserveaspredictorsforus.
A predictor is used to help organizations decide on the best candidate for the position.
The resume will reveal what kind of experienceeachapplicanthas.Thecoverletterwillhelpus
see why they are applyingforourjobandwhy theywanttoworkforus.Thereferences willgive
us an indication of how well the applicant performed in previous jobs, and will help us predict
how welltheymightperformwithusiftheyarechosen.Thesepredictorswillhelpusinselection
because they give us a way to screen the applicants before allowing them to move on to the
interview. They will help us see which applicants have the potential to be a good fit for the
position. After the application issubmittedtous,wewillrunabackgroundcheckandmakesure
the identity they provided is theirs and that they can legally work in the United States. If the
candidate meets thesebasic requirementsand passesthebackgroundcheck,theywilladvance
toournextpredictor,theinterview.
In order to ensurethatourinterviewyieldsthemost validandreliableresults,wewantto
use a structured interview. A structured interview establishes a set of questions for the
interviewer to ask (Noe184).Thiswillhelplimitbiasestheinterviewermayhaveandwillensure
that the optimal questions are being asked. Some examples of interview questions that will be
asked duringbothanadministrativepositionandhealthcare positionsinterviewcanbefoundin
Appendix C, Figures 1 and 2. The interview is scored out of 45 points, witheachanswerbeing
scored between one and five, one being a poor answer and five being a great answer. The
sampleanswersgivenbelowareallexamplesoffivepointanswers.
Step three, the testing, occurs after the job has been offered and accepted, in
compliance with EEOC regulations. We require a drug test to ensure that all employees heed
our no tolerance policy for drugs of any kind. We also require medical examinations such as
physicals andtuberculosistestingtoensurethatouremployeesarehealthyandwillnottransmit
any illnesses to our patients. Before starting the job, we will require all employees to get a flu
shot, and if they already have gotten one, they will need to provide documentation proving this
to be true. In order to select anemployee,wewillbeusingthe multiplehurdleprocess.Wewill
be eliminating candidates at each stage of selection until we have a small pool of the most
18

qualified candidatestochoosefrom,thenwewillchooseacandidateandplacetheminanopen
positionwithinSCUCC(Noe187).

References

"43-1011.00 - First-Line Supervisors of Office and Administrative Support Workers."

43-1011.00 First-Line Supervisors of Office and Administrative Support Workers. Web. 16 Nov. 2014.
<http://www.onetonline.org/link/summary/43-1011.00>.
"43-6011.00 - Executive Secretaries and Executive Administrative Assistants." 4
3-6011.00 - Executive
Secretaries
and
Executive
Administrative
Assistants.
Web.
16
Nov.
2014.
<http://www.onetonline.org/link/summary/43-6011.00>.
"43-4171.00 - Receptionists and Information Clerks."
43-4171.00 - Receptionists and Information
Clerks
. Web. 16 Nov. 2014. <http://www.onetonline.org/link/summary/43-4171.00>.
"29-2061.00 - Licensed Practical and Licensed Vocational Nurses."
29-2061.00 - Licensed Practical and
Licensed
Vocational
Nurses
.
Web.
16
Nov.
2014.
<http://www.onetonline.org/link/summary/29-2061.00>.
"29-1141.00 - Registered Nurses."
29-1141.00 - Registered
<http://www.onetonline.org/link/summary/29-1141.00>.

Nurses
. Web.

16

Nov.

2014.

19

"29-1141.00 - Registered Nurses."

29-1141.00 - Registered
<http://www.onetonline.org/link/summary/29-1141.00>.

Nurses
. Web.

16

Nov.

2014.

"29-1062.00 - Family and General Practitioners."

29-1062.00 - Family and General Practitioners
. Web.
16 Nov. 2014. <http://www.onetonline.org/link/summary/29-1062.00>.
"11-9111.00 - Medical and Health Services Managers."
11-9111.00 - Medical and Health Services
Managers
. Web. 16 Nov. 2014. <http://www.onetonline.org/link/summary/11-9111.00>.

20

Appendix

AppendixA:Compensation

Figure1

AppendixB:Recruiting

Figure1:Anexampleofarecruitingad

21

Figure2:Anexampleofanonlinejobadvertisementforanadministrativeposition.

22

Figure3:Anexampleofajobadvertisementforahealthcareposition.

AppendixC:Selection

Figure 1: An example set of interview questions and answers for the administrative positions
substituting question nine for question ten when conducting an interview for the entrylevel
positions.
23

Interview Question

Sample Answer, worth 5 points each

1. What computer programs are you

comfortable with?

All Microsoft Office programs, especially

Microsoft Word, Excel, PowerPoint and
Outlook.

2. How well do you handle stress on the

job?

I handle it well. I can juggle multiple tasks

at a time and can stay calm and focused
throughout the stress in order to complete
the tasks at hand.

3. How do you feel about supervising

multiple employees?

I am very comfortable in leadership

positions. I have experience doing so and
know when to delegate tasks in order to
stay efficient.

4. What are your thoughts towards

teamwork?

I believe that teamwork is essential in

many different work environments,
especially in that of the health care
industry. I think collaboration can be key to
success.

5. Do you have any background knowledge

of the health care environment?

I have some background knowledge of/am

interested in the health care industry and
am looking forward to learning more about
it.

6. Have you ever had to fire someone? If so,

how did you go about it? OR If you had to
fire someone, how would you go about it?

If an employee continues to hinder our

teams performance; even after I do
everything I can to help him or her. I would
have to let him go in order to ensure that
the project does not suffer. I would call the
employee into my office and tell him or her
directly that we would have to let him go
due to the repeated hindering behavior,
and listened to what he or she has to say. I
would provide the comfort necessary and
explain where he or she needs to go from
that point.

7.What qualities do you look for in a

manager?

Intelligence, dedication, and genuine

concern for both coworkers and the project
at hand.

8. What is your idea of an ideal Urgent Care

A place thats clean, helps patients quickly

24

center?

and efficiently, and one in which people

care about each other.

9. Are you comfortable working with

numbers and insurance packages?

Yes, I have experience working with

numbers because Ive created
compensation and benefits packages
before. OR Yes, I am comfortable with
numbers because I learned a lot about
compensation and insurance during my
time in college.

10. Would you consider yourself

organized?

Yes, I am very organized. My previous

work experience or hobbies have improved
upon my organization skills.

(BestAnswers1),(50HR1)

Figure2:

Anexamplesetofinterviewquestionsandanswersforhealthcarepositions.

Interview Question

Sample Answer, worth 5 points each

1. What made you decide to pursue this

career path?

I wanted to do something in my career that

is challenging, interesting, and makes a
difference in people's lives on a daily basis.

2. How well do you handle stress on the

job?

I handle it well. I always make sure to make

the patient my main focus.

3. How would you handle a rude coworker? I would take the coworker aside and calmly
address my concerns and listen to his or
her side of the story. I would work with
them in order to come up with a solution to
ensure there is no tension in our work
environment. OR I would address the
situation with my supervisor to find out
what the issue is in a non-confrontational
manner and how it can be corrected.
4. How would you handle a rude patient?

I would assure them that I am giving them

the best possible care and would do my
best to stay calm and not take the rudeness
personally.

5. Do you prefer to work by yourself or as

part of a team?

I am able to work well by myself, but I like

to work with people and prefer to be a part
25

of a team, especially in the health care

environment, where I have found in my
experience that teamwork is the most
efficient and effective way to ensure the
patients are getting the best care.
6. How would you handle a family who is
not satisfied with the care you gave to a
patient?

I would listen to what they have to say and

ensure them that my patient is my top
priority and am giving the best care
possible. If a concern they have were
legitimate, however, I would be sure to
address it immediately.

7. What do you find to be the most

challenging aspect of this career path?

I find not being able to always take away all

of a patients pain to be the most difficult
aspect of the job. I care about my patients
and I want to get them healthy and
comfortable as quickly and as thoroughly
as possible.

8. What do you find to be the most

rewarding aspect of this career path?

Seeing a patient smile no matter what pain

theyre in because they are satisfied with
my care and have hope that they will get
better in the near future.

9. How does your care affect your patient

beyond bringing him or her back to health?

It gives them confidence that there is

someone there who is willing, able, and
ready to do everything he or she can to
take care of the patient. I believe my care
also shows that I care about them as a
person, not just as another patient.

(18Top1).

Figure3:AnexampleofanonlinejobapplicationforSCUCC.

26

27

28

29

30

31


(Position1)

32