STAFFING Sample Structured Interviews:

- Getting human resources that fit the positions created by the structure in  Why did you apply for employment with this company?
order to accomplish organizational goals  What was your NLE rating?
- Determines and provides a number of personnel to produce a desired  What certifications do you hold?
level of care to meet the patients demand  What do you like most about nursing?
- It is also called the process of assigning competent people to fill the  What is your philosophy in nursing?
roles through:  Which personal characteristics are your great assets?
 RECRUITMENT
 SELECTION & PLACEMENT Evaluation of the Interview
 DEVELOPMENT
1. The requirements of the job
Recruitment - Regardless how friendly or interesting the applicant, without basic skills
for the job they will not be successful overqualified may feel unhappy in
- Recruitment is the process of actively seeking out or attracting the job
applicants for existing positions. 2. Personal Bias
- Examine any negative feeling that occurred during the interview
Modes of Recruitment
Selection
- Word of mouth
- Recommendations - Process of choosing from among the applicants the best-qualified
- Advertisements individual or individuals for a particular job or position.
- Posters
- job fairs Consider:
- nursing conventions
- internet  Educational & credential requirements
 Reference check
Criteria for Developing an Effective Nurse recruitment Advertisement  Pre employment testing
 Physical examination – criteria based for the final selection
- Target the population.
- Catch the reader’s attention. Placement
- Consider a picture that depicts a professional nurse in action, the kind of
action nurses say they want. - Assigning the newly hired employee within his or her sphere of
- List several factors that attract nurses. authority
- NEVER place an experienced newly hired to a novice position
Interview - Faulty placement = reduced organizational efficiency, threats to
integrity and frustrations to personal ambitions
- An interview may be defined as a verbal interaction between individuals
for a particular purpose. Indoctrination
- The interview is frequently accepted as the foundation for hiring.
- Structured or unstructured - Refers to the planned, guided adjustment of an employee to the
organization and the work environment.
4 Basic Purposes of Interview:
3 Separate Phases:
1. To obtain information from the applicant about his or her past work
history and future goals 1. Induction
2. To give information to the applicant about the organization’s mission - Good induction training ensures new hires are settled in quickly and
and goals and the nature of the employment opportunity happily to a productive role.
3. To evaluate the applicant’s work experience, attitudes, and personality - Induction training is more than skills training. It's about the basics and
as a potential fit for the organization importantly about training in the ‘way we do things here’ -
4. To give the applicant an opportunity to evaluate the organization as a - Research has shown that an effective induction is critical to both early
potential fit for his or her current and future employment goals productivity and long-term employee retention.
2. Orientation
Overcoming Interview Limitations - 2-3 days by personnel employee
- History, vision, mission, purpose, structure, job, grievance, benefits,
- Prepare for the Interview
holidays policies,
- Use Team Approach
- Handbook advisable
- Develop A Structured Interview Format for Each Job Classification
- New nurse assigned with experience nurse for orientation
- Use Scenarios to Determine Decision-Making Ability
- Frequent visits
- Conduct Multiple Interviews
- Documentation
- In-service education
3. Socialization and Resocialization
- “Socializing new nurses into the healthcare culture will help retain
them.”
- Resocialization – Occurs when individuals are forced to learn new
values, skills, attitudes and social rules as a result of changes in the type
Roles of the Interviewer of work they do, the scope of responsibility they hold, or in the work
setting itself
- Judge the applicant’s willingness and ability to work, adaptability,
appearance Staff development is extremely important. It is driven by three
- Explains policies and procedures, acquaint with the position conditions:
- Should avoid social chitchat, giving clues about what pleases and
displeases them. 1. The rate of change in healthcare
- should try to avoid premature judgment or halo effect. 2. The introduction of new technology into the workplace
3. The increased demand on maximizing productivity
3 Main Approaches to Training: and work outside their defined role, and to share the limelight with other team
members.
1. On-the-job training provides direct, realistic training in the specific
tasks required by the position. Icebreakers - They break through barriers and create opportunities for the
2. Information presentation resembles the traditional classroom approach company
to education.
3. Action-based methods of training involve simulations, role-playing, Sherlocks - Critical thinkers who solve problems
and case studies. Role-playing and simulations give learners the ability
to practice new behaviors in a safe environment. Team Development

Preceptorship - Form-storm-norm-perform-adjourn
- TEAM means Together Each Achieves More Success (James
- Used before students graduate to orient them to the agency and recruit Lundy,1992).
them later - The team is empowered to do what is required
- Opportunity to evaluate students to determine if they are suitable - setting and planning are strategies to meet the goals
candidates for employment
When to build teams?
Mentorship
It’s time to build that team if you are facing the following problems:
- Mentorship is about helping another to achieve something important to
them. - Loss of productivity or output.
- It is about giving help and support in a non-threatening way, in a manner - Complaints.
that the recipient will appreciate and value and that will empower them - Conflicts between personnel.
to move forward with confidence towards what they want to achieve.  - Lack of clear goals.
- Confusion about assignments.
Create and Lead Teams - Lack or innovation or risk taking.
- Ineffective meetings.
- Most teams aren't teams at all but merely collections of individual - Lack of initiative.
relationships with the boss. Each individual vying with the others for - Poor communication.
power, prestige and position. (Douglas McGregor from Group to Team) - Lack of trust.
- Leaders should not think of themselves as managers or supervisors, but - Employees feel that their work is not recognized.
as "team leaders." - Decisions are made that people do not understand or agree with
- Thinking of yourself as a manager or supervisor, places you in a position
of traditional authority based solely on respect for the position, which Job Design
places you in a position of power.
- By understanding the personal work preferences and motivations of your - Creatively aligning the needs of the organization with the skills and
team members, you as an individual and not your position, can earn their interests of the employee and then designing the job to meet those needs
respect and trust. is job redesign at its best.
- A team is a group of people coming together to collaborate. This - The reasons to redesign a job may be to introduce new tools or
collaboration is to reach a shared goal or task for which they hold technology, improve a process, use employee skills more effectively, or
themselves mutually accountable. provide better customer service.
- A group of people is not a team. A team is a group of people with a high
degree of interdependence geared towards the achievement of a goal or
Job Analysis
completion of a task
- is the study of position to determine knowledge, skill, aptitude and
personal characteristics needed to perform certain responsibilities
- It starts by developing a job description and position requirements;
questionnaires, determines minimum requirements.

Job Evaluation
Group Process
- is the process of measuring the remunerative worth if a job in relation to
- Coordinate and facilitate the group to identify the problem; maintain other positions
focus how people treat each other while you accomplish a task
Job Design
Group task roles Group maintenance Dysfunctional roles
Initiator-contributor roles Aggressor - Specifies the job content, with what the job requires, how to do it and the
Information seeker Gatekeeper Dominator relationship among organizational, social and personal needs of a worker
Opinion seeker Encourager Recognition seeker
Information giver Harmonizer Special interest Job simplification
Opinion giver Compromiser pleader
Elaborator Follower Blocker - Removes the more difficult and conflicting tasks so that the worker can
Orienter Group observer Self-confessor do more of what remains
Critic Standard setter Help seeker
Energizer playboy Job Rotation – rotation form different units
Procedural technician
Job Enrichment – intended to increase motivation and productivity while
recorder
reducing absenteeism and turnover

Job Description – contain job specification, derived from job analysis;

Contributors are task-oriented members who enjoy providing the team with
arrange duties and is useful for recruitment, transfer and placement
good technical information and data. They push the team to set high standards.

Collaborators are goal directed members who see the vision, mission, and
goal of the team. They are flexible and open to new ideas, willing to pitch in