nursing leadership and management - staffing

STAFFINGLAZO, Keith Edzel D.C.

MASAYA, Leslie D.

INTRODUCTIONStaffing It is the process of determining the number of nursing personnel to meet the patient’s demand for care. The staffing process involves the selection of qualified and competent personnel, 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 already employed in the institution recruiting personnel may recommend fellow nurses whom they have previously worked with in the past and who they know are competent and 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 informing the public of vacant positions. (CONTENT > FORM)

Word of Mouth. This can be a very effective method of recruitment. However, it may lead to hiring of friends and relatives, a practice which may foster favoritism and nepotism.

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 applicants

New 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 the agency.2. Try to fit the job to a promising applicant3. 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 minimum requirements.- 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 an inadequate personnel file

Emphasize on the comments made by previous 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 give information, 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 give information, 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, job progressions)

- Education (on-the-job training, professional organizations, 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-apprais

al

Open-ended

Topics to explore

Open-ended

question

Self-appraisa

l

Direct question

Professional

What are your

professional goals?

How do you plan

to accomplis

h 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 after another

- Group interview several interviewers at once- Stress interview test an applicant’s reactions to stress

- Reinterview

SELECTION OF PERSONNELII. SCREENING OF STAFF - TESTING

Personality and interest testing is sometimes done but does require a trained psychologist.

Ability tests are rarely used when hiring nurses. In selecting management personnel, problem analysis, oral presentations and mock selection interviews are used.

Measures clerical and mechanical aptitudes, general intelligence, and mental perceptual, and psychomotor abilities.

SELECTION OF PERSONNELIII. ORIENTATION

A process of becoming familiar with a new environment and adapting well to it. Policies, regulations and job descriptions are communicated to the newly employed nurse.

In service education training programs may also be conducted to prepare the beginning nurse practitioner to assume 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

the institution Information on the philosophy, goals, policies

and standards of the institution Functions of the members of the health team

SELECTION OF PERSONNELIV. JOB DESCRIPTION

General tasks, or functions, and responsibilities of a position.

Education, qualifications or skills needed by the person in the job, or a salary range.

Usually narrative, but some may instead comprise a simple 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 be further enhanced through attendance in continuing activities.

STAFF DEVELOPMENTI. PRECEPTORSHIP• Gives the agency personnel an opportunity to evaluate students and determine if they are suitable candidates for employment.• 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 become mentors.• It is a nurturing relationship that cannot be forced.• The mentor is a resource person who supports the development of the young person through influence and promotion.

STAFF DEVELOPMENTII. MENTORSHIP - PHASES

• Mentor uses time and energy to nurture the menteeInvitation

al

• 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 mentorTransition

al

STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPINGStrategic plan for one’s careerProvides 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 skillsDetermining goalsDeveloping a mapPursuing strategies to maintain the map

STAFF DEVELOPMENTIII. CAREER PLANNING/MAPPING Curriculum Vitae Professional goals Education Work Experience Professional membership Continuing education Research Publications

Résumé Concise history of education and

experiences Updated periodically A cover letter should accompany a

résumé to introduce the sender and explain the purpose for sending (Interest in a position)