Staffing

1
Staffing
2
HR Staffing

• Determining HR needs
• Projecting staffing levels
• Job analyses
• Managing competencies
• Identifying and recruiting employees
• Evaluating candidates
• Selection tests
• Interviewing
• Managing retention

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Job Analysis

• Systematic process for collecting information on
  the work-related aspects of a job.
• Work activities what the worker does, how and
  why these activities are conducted.
• Tools and equipment used in performing work
  activities.
• Context of the work environment, such as work
  schedule or working conditions.
• Requirements for performing the job KSAs.

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Job Analysis Applications

• HR Planning
• Recruitment job descriptions and want ads
• Selection job requirements and qualifications
• Pricing jobs
• Training and Development
• Performance Management

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Types of Job Analysis

• Task analysis
• Task statements
• KSAs
• Competency analysis
• Competencies
• Matrix / Models
• Compensation analysis
• Compensable factors
• Hay Process

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Job Analysis Methods

• Gather job information
• Job documents
• Interviews Critical Incident Technique
• Questionnaires
• Task Inventory Analysis (customized)
• Position Analysis Questionnaire (off-the-shelf)
• Observation
• Diaries
• Analyze job information
• Create task statements
• Create KSAs or job qualifications
• Validate job information

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KSAs Defined

• Knowledge A body of information (typically of a
  factual or procedural nature) that required for
  successful completion of a task.
• Skill An individuals level of competency or
  proficiency in performing a specific task.
  Usually be expressed in numerical terms.
• Ability A more general, enduring trait or
  capability an individual possesses when he or she
  first performs a task.

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Competency Models

• Core Competencies for sustainable competitive
  advantage.
• More general descriptions that cut across many
  categories of jobs.
• Integrated with selection, training, and
  performance management.
• Competencies ?Behavioral indicators ?Validation

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Team Orientation Competency

• Manager
• Creates and monitors teams to meet business
  objectives.
• Sets clear expectations for teams.
• Works to build commitment towards common goals.
• Provides resources
• Recognizes team for accomplishments.
• Measures own success by teams success.

• Individual Contributor
• Recognizes that own success is linked to team
  success.
• Supports team roles, norms and decisions.
• Speaks up when the team is headed in wrong
  direction.
• Keeps others informed of decisions and
  information that may affect them.

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• Why use competency models?
• Why avoid competency models?

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• Why use competency models?
• Flexibility
• Integration
• Support company culture
• Why avoid competency models?
• Vague
• Lacks focus on job-specific skills
• May increase costs of training

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• Recruiting

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Process Inputs and Outputs
HR Planning Number of jobs to be filled
Selection Job Offers
Recruitment Pool of qualified and interested
applicants
Job Analysis Job Descriptions and Minimum KSAs
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Internal Recruiting

• Identifying and attracting applicants from among
  individuals already holding jobs.
• Why recruit internally?
• Why NOT recruit internally
• Open vs. Closed recruiting
• When should you post a job?
• When should you NOT post a job?

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Internal Recruitment

• Why use internal recruitment?
• Career development leads to retention /
  motivation
• Decrease recruiting / selection costs
• Reduce risk of poor hire
• Why NOT use internal recruitment?
• Shifts vacancy to elsewhere in the organization
• Insular culture Not invented here syndrome
• Potential Politics Hoard good employees, pass
  along not so good employees

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Open vs. Closed Systems

• Closed system
• Cheaper and less time consuming
• Better for targeted searches
• Should be used if open postings arent really
  open
• Open system
• Identify more potential candidates
• Less likely to overlook hidden talent
• Enhances perceptions of fairness
• May be more legally defensible

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External Recruiting Sources

• Walk-ins Broad
• Internet
• Print advertisements
• Colleges Universities
• Job Fairs
• Employment agencies
• Temporary agencies
• Referrals from current employees
• Former employees
• Headhunters Narrow

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Deciding on a Source

• Quantity of applicants
• Large headcount vs. single jobs
• Quality of applicants
• Specialized skills vs. general skills
• Types of people that the media reaches
• Location and Relocation
• Budget
• Past experience

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St. Vincents Hospital Exercise

• Break into teams of 4-5
• Each team spend 20 minutes calculating the yield
  ratios and evaluating what information they
  provide on recruitment effectiveness with the
  following goals
• Identify a strategy for increasing the
  recruitment and retention of nurses at St
  Vincents considering
• Which sources are best at yielding applicants at
  each stage
• Cost of sources
• Nurse retention
• Problems and opportunities to improve the
  recruitment process

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Assessing Recruiting Effectiveness

• Cost per hire
• Time to hire
• Tenure of employees recruited
• Job performance of employees recruited
• Yield ratios
• Applicants per source
• Candidates per applicant
• Offers per candidate
• Acceptance per offer
• New hire per acceptance
• Measuring effectiveness of advertisements by
  coding responses.

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Opportunistic Hiring

• Companies need to hunt for talent continuously to
  capture people when they are ready to make a
  move.
• Identify ideal candidates and court that person.
• Hire them for a specific position even if the
  slot is not currently open.
• While they are waiting for that position they can
  be doing special projects and getting to know the
  organization.
• GE brings in 100 people a year
• Within 18 months they are hired from the
  bullpen into line jobs within the different
  divisions.
• Ideal for job where there are labor shortages and
  it is almost a certainty positions will open in
  the future

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HealthCare Labor Shortages

• Labor Shortages driven by increasing demand for
  healthcare services
• 100 day recruitment campaign suggested for
  vacancy rates 15 or greater
• Perfect hospital recruiting
• Form relationships with possible applicants
• Convert passive seekers to active job seekers
• Employee referrals, past employees
• Develop Proprietary Labor Pipelines
• Relationships with colleges, training schools
• Develop Unique Employment Proposition

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Creative Recruiting Lessons from NovaCare

• Converting passive job seekers
• Cold calling
• Conferences and workshops
• Reversing resignations
• Refer a friend bonuses
• Recruiter bonuses
• Developing the pipeline
• Scholarships for education
• Clinical rotations
• Campus recruitment
• Lectures to recruit in high schools

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Develop a Unique Employment Proposition

• Break into teams of 4-5
• Each team spend 15-20 minutes discussing the how
  they will craft a compelling offer to hire a
  nurse for a hospital with a severe nursing
  shortage
• Focus on how the hospital might set itself apart
  from other hospitals and develop a competitive
  advantage in recruitment
• Team with most creative response will win 2 extra
  credit points on next quiz! (As voted by peers)

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Recruiting in Labor Shortages

• Attend to your recruitment process
• Follow up
• Professionalism of interactions
• Connect with applicants/get to know them
• Recruit constantly even when positions arent
  open
• Opportunity hires
• Developing the pipeline through relationships
  with training schools
• Hire on innate ability, train in skills
• Use your employees as recruiters

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Choosing the best Selecting employees
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Methods to Choose the Best Applicant

• Interviews
• Structured vs. unstructured
• Testing
• General cognitive ability
• Personality

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Interview

• Most widely used selection device
• Validity of interview as a predictor of
  performance is questionable
• Structured interviews work much better than
  unstructured
• Steps in structured interview
• Develop criteria you wish to select on
• Develop questions you think will tap into that
  criteria
• Develop rating scales to rate answers to questions

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Brookdale Hospital Exercise

• Break into groups of 4-5
• Develop criteria for selecting the new CEO of the
  hospital what is the hospital looking for?
• Weight these criteria in terms of importance
• Develop interview questions for each of the
  criteria
• Rating scales which will allow one to evaluate
  answers to questions

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Problems with Interview Validity

• Halo
• First Impression (Primacy Effect)
• Similar to me
• Contrast Effect
• Stereotypes
• Unfavorable Information
• Last Impression (recency effect)
• Non-verbal Behavior
• Level of Structure
• Situational Interview

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Taboo Interview Questions

• Are you planning to have children soon?
• If we hire you, will your spouse relocate?
• What church do you attend?
• So how old are you?
• How is your health?
• Are you a U.S. citizen?
• Have you ever been arrested?

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Cognitive Ability Tests

• Across all jobs, g (general cognitive ability)
  seems to be the best predictor of performance
• Most tests seem to measure g with the exception
  of speed tests
• Specific abilities seem to offer little
  explanatory value over g
• Many employers use tests of g for selection
  (ex. ASVAB)

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Important Questions

• Is there really one best person across
  occupations?
• Wine taster
• Assembly line jobs
• Sales jobs
• Can you be too smart for a job?
• Are these tests culturally biased?

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Adverse Impact

• A substantially different rate of selection in
  hiring, promotion, or other employment decision
  which works to the disadvantage of members of a
  race, sex, or ethnic group
• Use 80 rule selection rate of focal group is
  less than 80 of selection rate of majority group

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Cognitive Ability tests

• Problems
• They have adverse impact against Blacks and
  Hispanics
• Possible test bias but if so pervades the
  entire test, not just some questions

• Benefits
• They predict performance better than any other
  test (personality, integrity) or interviews
• They predict performance equally well for all
  racial groups

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A Big Issue

• Tests most related to performance have the
  greatest adverse impact
• Do we reduce our ability to predict performance
  in order to reduce adverse impact against
  minority group members?
• Do we preserve the maximum predictive validity
  and exclude a disproportionate number of
  minorities from being hired?

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Encouraging news

• The gap between test scores of different racial
  groups is narrowing
• The variability in scores is much greater within
  a given racial group then between race groups
• The overwhelming evidence suggests knowing
  membership in a particular racial group tells
  nothing about test scores. The variability
  within groups is very large

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Personality Tests

• Ability Can do
• Personality Will do
• What personality traits make people better
  workers?
• Across the board? (e.g., conscientiousness)
• For specific jobs? (e.g., extraversion)

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Personality Tests

• Problems
• They predict performance inconsistently across
  jobs
• Applicants find them invasive
• Some inventories have problematic items (i.e., I
  believe in the second coming of Christ)

• Benefits
• No Adverse impact
• Work well for some jobs
• Some traits (conscientiousness) are good
  predictors of performance of lots of different
  jobs

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Personality Tests

• Make sure you are selecting for personality
  traits that are really related to job performance
• Examine questions carefully
• Avoid intrusive questions
• Avoid questions that deal with any sensitive
  topic religion, sexual orientation, health or
  disability status, etc.