nursing leadership and management - staffing
TRANSCRIPT
STAFFINGLAZO, Keith Edzel D.C.
MASAYA, Leslie D.
INTRODUCTION
Staffing It is the process of determining the number of nursing
personnel to meet the patient’s demand for care. The staffingprocess involves the selection of qualified and competentpersonnel, a system of assignment and staffing schedules.
It involves deciding what type of and how many personnel are needed to provide adequate and quality patient or client care.
FACTORS AFFECTING
STAFFING Type, philosophy, objectives of the hospital and the nursing
service
Population served
Number of patients and severity of their illness
Availability and characteristics of the nursing staff
Administrative policies
Standards of care desired which should be available and clearly spelled out
FACTORS AFFECTING
STAFFING Nursing units and resources available
Budget
Teaching program or the extent of staff involvement in teaching activities.
Expected hours of work
Patterns of work schedule
SELECTION OF
PERSONNELI. RECRUITMENT AND RETENTION - process of enlisting
personnel for employment.
Modes of recruitment include the following:
Employee Recommendation. Nurses who are alreadyemployed in the institution recruiting personnel mayrecommend fellow nurses whom they have previouslyworked with in the past and who they know are competentand reliable.
SELECTION OF
PERSONNELI. RECRUITMENT AND RETENTION - process of enlisting
personnel for employment.
Modes of recruitment include the following:
Advertising. This is the most common method of informingthe public of vacant positions. (CONTENT > FORM)
Word of Mouth. This can be a very effective method ofrecruitment. However, it may lead to hiring of friends andrelatives, a practice which may foster favoritism andnepotism.
SELECTION OF
PERSONNELI. RECRUITMENT AND RETENTION
OTHER MODES:
Job Fairs
Open Houses
Nursing Conventions
Placement services
Career congress
MAJOR SOURCES OF PERSONNEL:
New graduates – Limited idea of job opportunities
Unemployed –Careful assessment needed
Dissatisfied – Receptive of news and job offers
SELECTION OF
PERSONNELI. RECRUITMENT AND RETENTION
CHARACTERISTICS AND ROLES OF A RECRUITER:
Relates well to people
With frankness and enthusiasm
Knows about nursing qualifications and the needs of the institution
Knows how to budget
Responds to inquiries (origin and disposition)
Determines the interests of the potential applicantsNew Graduates, Nurses, Older Nurses, Inactive nurses , Out-of-
town applicants
SELECTION OF
PERSONNELI. RECRUITMENT AND RETENTION
EXAMPLE:
• Exit interview
• Post termination questions
• Clarifications
• Attitude surveys
• Planning activities
Because of the costs of recruiting, selecting and training employees, the decreased quality of orienting new workers, and the emotional drain of turnover on continuing
employees, SERIOUS ATTENTION SHOULD BE GIVEN TO RETENTION EFFORTS.
SELECTION OF
PERSONNELII. SCREENING OF STAFF
3 philosophies during the screening process:
1. Screen out applicants who do not fit the image of theagency.
2. Try to fit the job to a promising applicant
3. Usually, try to fit the applicant to the job.
SELECTION OF
PERSONNELII. SCREENING OF STAFF - APPLICATION FORMS AND RÉSUMÉ
Biographical data, demographic information, personal history,educational background, and work experience.
PURPOSE:
- Determine whether the applicant is qualified and meets the minimumrequirements.
- Planning the selection interview
- Obtain names of references
- Collect information for personnel administration
SELECTION OF
PERSONNELII. SCREENING OF STAFF - LETTERS OF REFERENCE
Recommendation from previous employer
Can be inaccurate and misleading
Some managers write the letter based on aninadequate personnel file
Emphasize on the comments made byprevious employers and co-workers
SELECTION OF
PERSONNELII. SCREENING OF STAFF - INTERVIEW
The purpose of the interview is to obtain further information about the applicant, to giveinformation, and to determine if the applicant qualifies for the position.
INTERVIEWER:
• Explains policies and procedures• Avoids chitchat• Avoids asking questions not related to the job• Concentrates on listening• Avoids giving clues
SELECTION OF
PERSONNELII. SCREENING OF STAFF - INTERVIEW
The purpose of the interview is to obtain further information about the applicant, to giveinformation, and to determine if the applicant qualifies for the position.
INTERVIEWER:
• Not argumentative• Should avoid the “HALO EFFECT” – judgment based
on appearances• Must undergo trainings• Observes the applicant
SELECTION OF
PERSONNELII. SCREENING OF STAFF - INTERVIEW
ASSESSMENT:
- Name, position desired, interviewer’s name
- Work history (abilities, task performed, jobprogressions)
- Education (on-the-job training, professionalorganizations, continuing education)
- Leadership and management
SELECTION OF
PERSONNELII. SCREENING OF STAFF - INTERVIEW
ASSESSMENT:
- Community involvement
- Peer relations
- Poise, manners, interests
*Open-ended questions [nondirective]
*Close-ended questions [directive]
SELECTION OF
PERSONNELII. SCREENING OF STAFF - INTERVIEW
FUNNEL TECHNIQUE
Direct
Self-appraisal
Open-ended
Topics to explore
Open-ended
question
Self-appraisal
Direct question
ProfessionalWhat are
your professional
goals?
How do you plan to
accomplish those goals?
What do you plan to be doing 5 years from
now?
GRID OF TOPICS
SELECTION OF
PERSONNELII. SCREENING OF STAFF – INTERVIEW
TYPES:
- One-on-one interview
- Serial interview the applicant sees one person afteranother
- Group interview several interviewers at once
- Stress interview test an applicant’s reactions tostress
- Reinterview
SELECTION OF
PERSONNELII. SCREENING OF STAFF - TESTING
Personality and interest testing is sometimes done butdoes require a trained psychologist.
Ability tests are rarely used when hiring nurses.
In selecting management personnel, problem analysis, oralpresentations and mock selection interviews are used.
Measures clerical and mechanical aptitudes, generalintelligence, and mental perceptual, and psychomotorabilities.
SELECTION OF
PERSONNELIII. ORIENTATION
A process of becoming familiar with a new environment andadapting well to it. Policies, regulations and job descriptionsare communicated to the newly employed nurse.
In service education training programs may also beconducted to prepare the beginning nurse practitioner toassume bigger responsibilities.
SELECTION OF
PERSONNELIII. ORIENTATION
A well-designed orientation program would include: A tour of the physical facilities
Introduction to co-workers
Description of the organizational structure of theinstitution
Information on the philosophy, goals, policies andstandards of the institution
Functions of the members of the health team
SELECTION OF
PERSONNELIV. JOB DESCRIPTION
General tasks, or functions, and responsibilities of aposition.
Education, qualifications or skills needed by theperson in the job, or a salary range.
Usually narrative, but some may instead comprise asimple list of competencies.
STAFF DEVELOPMENTINTRODUCTION
Roles as a nurse manager in staff development: Support the program Review the goals and provide a budget for the
activities Participating in identifying the needs of the personnel
**The quality of rendered nursing services can befurther enhanced through attendance in continuingactivities.
STAFF DEVELOPMENTI. PRECEPTORSHIP
• Gives the agency personnel an opportunity to evaluatestudents and determine if they are suitable candidates foremployment.
• Faculty facilitate, monitor, and evaluate student learning.
• Provide real-life experiences for students before graduation
• DISADVANTAGE?
STAFF DEVELOPMENTII. MENTORSHIP
• Preceptors are role models who may becomementors.
• It is a nurturing relationship that cannot be forced.
• The mentor is a resource person who supports thedevelopment of the young person throughinfluence and promotion.
STAFF DEVELOPMENTII. MENTORSHIP - PHASES
• Mentor uses time and energy to nurture the mentee
Invitational
• Mentee experiences questioning of goals
• Mentor helps to clarify goals and provides guidance
Questioning • Mentor helps mentee to
personalize learning and become aware of own strengths and uniqueness
• Mentee is now prepared to be a mentor
Transitional
STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING
Strategic plan for one’s career
Provides direction for formal education,experience, continuing education,professional associations, and networking.
Choosing an area of specialization,opportunities, and functional areas.
STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING
CAREER PLANNING INCLUDES THE FOLLOWING:
Assessment of interests and skills
Determining goals
Developing a map
Pursuing strategies to maintain the map
STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING
Curriculum Vitae
Professional goals
Education
Work Experience
Professional membership
Continuing education
Research
Publications
RésuméConcise history of education and experiences
Updated periodically
A cover letter should accompany a résumé tointroduce the sender and explain thepurpose for sending (Interest in a position)