HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an...

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 orient, train and develop 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

RECRUITMENTSCREENING

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 betterless breakage, higher customer satisfaction

Have information to contribute own ideascost 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