HUMAN RESOURCES

DEFINED

   Activities managers perform to plan for, attract, develop, and retain an effective workforce.

Starts with mission and vision  grand strategy   strategic plans  plan resources recruit and select  develop  orient, train and perform appraisals Get optimum work performance to achieve mission and vision

STAFFING

    The determination of the number and level of personnel needed to perform the duties required to meet the objectives of the organization Type of operation Goals and objectives Plan how to meet objectives

DETERMINE STAFFING

      First step before hiring Based on number of patients Based on number of positions Based on labor minutes per meal or meals/minute Based on work activity Staffing tables

JOB ANALYSIS

       Detailed study of job Determine tasks and responsibilities Who does employee report to What are the essential, specific, and routine tasks and responsibilities What are the ongoing tasks What other employees does person communicate with in order to complete tasks What position will person supervise

JOB ANALYSIS

  Translated into behavioral objectives and put into job description An objective must state clearly what is to be completed, how the task is to be completed, and a standard against which the task will be measured-directly measurable and observable

JOB DESCRIPTIONS

     Job descriptions contain broad categories and actually tell very little about the job being performed Job title – status and level in organization Job summary or identification – to whom the person reports, department information Job objectives or duties – include performance standards Job specification-minimum requirements

SCHEDULING

      Organized procedure for ensuring staff utilization Hours per day Number of days per week Time of work day Full time equivalents Gives times and tasks

RECRUITMENT

SCREENING

DEFINED

 Locate and attract qualified applicants

FEDERAL LAWS

        1963 Equal Pay Act 1964 Title VII Civil Rights Act 1967 Age Discrimination in Employment 1978 Pregnancy Discrimination 1986 Immigration Reform and Control Act 1990 Americans with Disabilities Act 1993 Family Medical Leave 1996 HIPAA

SCREEN

   To eliminate unqualified, under qualified, overqualified applicants Review applications and resumes prior to interview Interviews with walk-ins not usually effective

INTERNAL/EXTERNAL RECRUITMENT

     Comply with equal opportunity laws Advertise in public media Federal civil rights laws Internal-company bulletin boards, newsletters, etc External-newspapers, internet

SAMPLE ADVERTISING

PRE-EMPLOYMENT TESTING

      Legally considered to consist of any procedure used in the employment selection decision process Depends on position which tests required Ability tests, performance tests, personality tests Must be standard for all positions Must make potential employee aware Applies to drug screening process – initial or periodic

INTERVIEWING

OPEN ENDED QUESTIONS

    Gaps in employment or education Many different jobs in short period of time Areas left blank Asking not to contact former employer

SETTING

  Privacy Uninterrupted

CONDUCTING INTERVIEW

      Determine goal of interview Be prepared Tell about operation and position Candidate asks questions Discuss things overlooked Be a good listener

AFTER THE INTERVIEW

   Check references Make selection Send letters

ORIENTATION

ADVANTAGES

    Most important-positive impression about you, your operation, new co-workers After orientation should know what is required for the job, know the organization’s mission and operations, know work rules and benefits Most obvious benefit – reduction in turnover = savings in time and money Improves morale and motivation

PROJECT IMAGE

       Commitment to customers Negative attitude of others Answer questions Work areas well organized, clean and well-stocked Others follow procedures Prepare orientation items Show new employee around

AVOID

   Overloading with paperwork Overloading with administrative details “Sink or swim” orientation

TRAINING

BENEFITS

        Give knowledge, skills, and confidence to do job better  less breakage, higher customer satisfaction Have information to contribute own ideas  cost cutting suggestions Increased profits with increased customer satisfaction Reduction in safety hazards Increased motivation Reduces conflicts between employee and management Constant assessment makes managers aware of development and progress of each employee Well-trained staff reflects well on you

BEFORE TRAINING

   ASSESS what skills and knowledge they have; what skills and knowledge they need Identify by observation, interviews, group discussions, internal data Prioritize is task performed regularly is task critical to employee and customer safety is performing task critical to performing well in organization is task not performed due to lack of knowledge or skill

ON-THE-JOB TRAINING

   Advantages Demonstrate skills Monitor progress Skills implemented immediately Disadvantage - Pass along employee inefficiency Methods Self-administered training Role play/simulation Cross training and job rotation

GUIDELINES

    Tell employee what to do and how to do it Show employee what to do and how to do it Let the employee show you how the task is done – they repeat the instructions Review the performance

REASONS TO TRAIN

   Skills – technical, human, or conceptual Knowledge – facts and procedures Attitudes – instill positive attitude

DEVELOPMENT

  Upgrading skills of professionals and managers Training is usually upgrading skills of technical and operational employees

MOTIVATION

DEFINED

  Stimulation of action Employees are motivated by what is important to them

TIME

     Interviewing Orientation Training Ongoing Maslow’s hierarchy Hawthorne studies – Elton Mayo Feedback

TECHNIQUES

           Communication Job enhancement Delegation of responsibility Treat employees fairly and respectfully Honesty Available Consistent Flexible Address problems and conflicts immediately Confidence in you and your leadership Involve employees in organizational goals

BENEFITS

    Health care and insurance Healthy awareness programs Employee assistance programs Day-care assistance

INCENTIVES

      Identify problem Create incentive program with specific goals, length, who (include everyone), how long, resources needed Implement by communicating all parts Monitor to see if meeting goals Recognize and reward participants Evaluate success of program

AWARD PROGRAMS

    Give as soon after recognized performance as possible Give specific reasons for receiving award Be sure reward in meaningful Award process must be valued and respected

MOTIVATE YOURSELF

   Set and clearly define your career goals Set up incentive and reward system Write an action plan

DEMOTIVATING

        Being assigned extra work with no extra benefit Abusive or abrasive behavior Inconsistent behavior Poor physical conditions Oversupervision Oversensitivity Indecisiveness Make decisions that affects employee without consulting them

PERFORMANCE APPRAISALS

BENEFITS

       Employees less anxious Employees know goals and expectations Encourage good work habits Discourage unacceptable habits Plans for future training Provide basis or information for decisions on compensation, promotions, bonuses, etc.

Most successful when establish an action plan for employees’ future

MONITORING EMPLOYEE PERFORMANCE

      Set performance standards and goals Provide standards and goals for employee Monitor and assist goal achievement Evaluate performance Make personnel decision Communicate regularly with employee – provide feedback

WRITTEN APPRAISAL

   Character traits – humanistic, subjective, how well they conform to characteristics important to organization Behavior – frequency with which they fulfill specific action Financial and operational results – rate according to fulfillment of profit and cost goals

ALWAYS

     Rate each goal or item separately Add additional comments to sum up overall development Sum up how well employee has fulfilled position Consider how realistic the goals were Consider only job-related, non-biased factors (legally defensible)

AVOID

      Rating too harshly or easily Rating according to personality traits not job-related Over-emphasizing or under emphasizing traits Holding employee accountable for factors beyond their control Basing evaluations on things you cannot substantiate Halo effect

PEER REVIEW

   Required by organizations such as JCAHO Standards of performance Colleagues see different aspect of performance.

PROBLEM PERFORMANCE

POOR PERFORMANCE

       Do not understand standards Insufficient knowledge or skills Cannot or will not conform to rules, policies Experiencing personal problems Not receiving feedback on performance Skills and personality do not fit job No incentive or reward for good performance

COMMON PERSONALITY TRAITS

        Constant complaining Lack of initiative Making excuses Inflexibility Lack of involvement Unwillingness to make independent decisions Unwillingness to conform Resistance to authority

RULES

              Substandard job performance Chronic or excessive absenteeism or lateness Theft and damage to company property Misuse of telephone AWOL Breach of safety rules or hazardous behavior Discourteous or inappropriate language Unprofessional behavior or demeanor Failure to report work-related injuries Fighting or harassing co-workers or clients Insubordination Falsifying time cards, other documents Possessing weapons Being intoxicated, using/possessing drugs

PROGRESSIVE DISCIPLINE

    ORAL WARNING WRITTEN WARNING DISCIPLINARY SUSPENSION TERMINATION

POSITIVE DISCIPLINE

    ORAL REMINDER WRITTEN REMINDER DECISION-MAKING LEAVE TERMINATION

TERMINATION JUSTIFICATION

      Consistent pattern of rule breaking Substandard performance All attempts by employer have been made to help employee improve Endangering clients or co-workers Actions by manager have adhered to policies and were applied fairly and consistently Document all previous discussions and incidences

LEGAL SIDE OF TERMINATION

CIVIL RIGHTS ACT

   Federal law – 1964 Prohibits discrimination on basis of race, color, religion, sex, pregnancy, or national origin Enforced by EEOC

AMERICANS WITH DISABILITIES ACT

      1990 – enforced by EEOC All private and public employers with 15 or more employees on each working day in each of 20 or more calendar weeks during current or preceding year Prohibits discrimination against qualified individuals in hiring, pay, promotion, firing, and other areas Reasonable accommodations in facilities and in work practice for qualified disabled persons Hire only qualified individuals May ask what accommodations should be made if disability is disclosed