FINAL EXAMINATION HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT MAN-NSA # 213 SERIDON, MARY ELLEN GRACE G. Question #1. What steps will you undertake to ensure recruitment of qualified candidates? Step 1: Studying the different jobs in the institution and writing job descriptions and specifications (job analysis) The Job Design is about the agreement about the profile of the ideal job candidate and the agreement about the skills and competencies, which are essential. The information gathered can be used during other steps of the recruitment process to speed it up. Step 2: Requisition of New Employee To inform the personnel department, the line supervisor or the department head concerned should accomplish a formal requisition form indicating the position filled, the date when the new employee will be needed, his pay rate, the required qualifications of the employee, the job description, approval by the responsible official of the institution and other pertinent data. Step 3: Actual Recruitment of Applicants a.
SOURCING FOR POSSIBLE APPLICANTS
We will use advanced search and social networking techniques to ferret out great candidates that could never be found using traditional tradition al techniques. Part of the philosophy that underlies the recruitment process is the belief that nothing beats the telephone as a potent weapon for effective recruitment. Team members are all highly trained salespeople. It will open to all applicants who wish to apply. When strong potential candidates have been identified, we generate excitement and energy around the clients’ opportunities as it keeps the process moving more efficiently and more quickly. b.
SCREENING OF APPLICANTS
This is the stage wherein the qualified applicants will be sort to have a list for the upcoming interview. Sorting will be base on the requirements filed by the applicant. We see to it there would be equal treatment among all candidates. c. SCHEDULING SCHEDULING OF OF INTERVIEW INTERVIEW Each of our recruiting teams is tasked with scheduling responsibilities. We should get interviews set up quickly, and we put special effort into making interviews happen without undue delay.
d. FEEDBACK FROM THE RECRUITING TEAM We will use feedback collection to catch inconsistencies and to identify patterns that might be bogging things down. Based on what we hear from hiring managers, we’re often able to provide helpful interview training and advice. Or we can make subtle process adjustments to prevent good candidates from getting lost. The more closely we work with hiring managers, the greater the bonds of collaboration and trust that are established. Collaboration and trust lead to a process that gets faster and smoother with every iteration. e. OFFER TO SELECTED APPLICANTS The most qualified applicants will be given the opportunity to work in our institution. They will be asked to report to the office for the necessary additional requirements if any, and to sign their offer of appointment. This step is the most delicate and critical step in our recruitment productivity process. It demands a detailed understanding of a shifting mix of facts, opinions and emotions. f. ONBOARD Recruitment doesn’t reach a successful conclusion until the new employee shows up for orientation. But we go further than simply making sure they show up. Are they well-prepared for the stresses of the first day? Have we maintained contact with them since offer acceptance? Ensuring an effective useful onboarding process will increase a new employee’s job satisfaction, which reduces attrition and eases the ongoing recruitment burden. Effective, highly communicative onboarding is a critical component in building a productive ongoing recruitment process. Question #2. Draft a sample advertisement/invitation for application, noting that your goal is to attract the best applicants around. Maphod General Hospital Lagawe, Ifugao Vacancy Announcement No.04 PH/2011 Internal/ External POSITION TITLE Endocrinology nurses (5) Psychiatric nurses(5) Pediatric neurology nurses (5)
POSITION LEVEL Entry level (nurse 1) Entry level Entry level
DATE ISSUED November 8, 2011 November 8, 2011 November 8, 2011
Requirements, Duties and Responsibilities: A. Endocrinology Nurses Must be a registered nurse with a minimum of atleast 4 years of experience in the proposed area. With Masters /Doctorate Degree only Assess patients. Undertakes any patient training required, initiates the first doses, and then monitors their response in a nurse-led clinic. Work closely with physicians and help treat patients by administering medications and providing routine medical care. They also conduct exams and tests in order to monitor patient progress or the appearance of new health problems. Typical duties can include taking blood pressure, inserting catheters, and drawing blood samples. |Educating patients and their families about the effects of diabetes, assisting them in proper management and helping them make healthy lifestyle choices. B. Psychiatric Nurses Must be a registered nurse with a minimum of atleast 4 years of experience in the proposed area. With Masters /Doctorate Degree only Administer medication, teach patients and their loved ones how to deal with the behavioral challenges inherent in patients suffering from mental disturbance, and they also often deal with such behavioral challenges themselves. C. Pediatric Neurology Nurses Certified Neuroscience Registered Nurse With atleast 2 years full-time experience With Masters /Doctorate Degree only Monitoring neurological exams, administering medication, maintaining health records, and consulting physicians about patient progress. They help patients by encouraging them to adapt to persistent neurological difficulties, and carry out treatments that both improve and support body functions in order to promote recovery. Provide specialized post-operative care for patients after neurosurgery and work with those that have experienced brain injury, neuro trauma, and spinal damage, as well as patients with conditions such as multiple sclerosis, motor neuron disease, meningitis, encephalitis and Parkinson's disease. Must possess good communication skills and are able to provide comfort to children and families experiencing frightening health situations.
*ALL APPLICATIONS ARE SUBMITTED TOGETHER WITH AN APPLICATION LETTER, COMPREHENSIVE RESUME AND OTHER PERTINENT DOCUMENTS. APPLICATIONS ARE DUE DECEMBER 8, 2011.*
Applications should be submitted to: Mary Ellen Grace Seridon, Director of Human Resources Management, Maphod General Hospital Lagawe, Ifugao Email:
[email protected]
Question #3. Give at least 5 personal questions that should be avoided during interviews and justify why they should not be asked. 3.1. What religion do you practice? Religion is a subject that should be treaded upon lightly at the office, and even more so in interviews. Protect yourself from overstepping the boundaries. You may want to know about religious practices to find out about weekend work schedules, but it's imperative that you refrain from asking directly about a candidate's beliefs. Instead, just ask directly when they're able to work, and there will be no confusion. 3.2. How far is your commute? Although hiring employees who live close by may be convenient, you can't choose candidates based on their location. Find out about their availability instead e.g,. Are you able to start work at 8 a.m.? 3.3 How old are you? Maturity is essential for most positions, but it's important that you don't make assumptions about a candidate's maturity based on age. Alternately, you have to be careful about discrimination towards applicants nearing retirement. Knowledge of an applicant's age can set you up for discrimination troubles down the road. To be safe, just ensure that the candidate is legally old enough to work for your firm. 3.4. Do you have kids? This one is for positions in which the candidate may work with children. The added experience of children at home may be a bonus for you, but it's not an employer's place to ask about this. Rather, inquire about the candidate's experience, and they may volunteer this information to you anyway. These questions primarily concern women with children, but they're applicable to everyone. Ensure that you don't make assumptions, and avoid embarrassing candidates 3.5. What do your parents do for a living?
Asking a candidate about their parents can reveal a lot, but it's not directly related to their future performance in a position. However, if you are trying to find out if your candidate's family has traditionally worked in your industry, this question is a good way to find out. 3.6. If you get pregnant, will you continue to work, and will you come back after maternity leave? Ultimately, you want to invest your time in a candidate that will stick around, but you can't ask a woman to share her pregnancy plans, or lack thereof, with you. Discuss her general plans for the future to gauge her commitment level, baby or not. 3.7 Do you smoke or drink? As an employer, you probably want to avoid someone who has a drinking problem or will take multiple smoke breaks throughout the day. It's even a concern for insurance. Instead of asking about this directly, find out if they've had trouble with health policies in the past. Question #4. What do you think is the best method to evaluate the performance of clinical nurses? For me, the best method would be direct supervision coupled with patient experience in dealing with the performance of the nurses. In this way, nurses will be aware that they are being strictly monitored and making themselves challenge to all their duties and responsibilities. Nurses could see themselves rated on such things as good hand washing, patient nutrition, fall reduction, how well they inform patients on the progress of their treatment and how they minimize pain. Measuring the performance of nurses and the job they do in a more positive way is definitely a step in the right direction. In the past, the emphasis has been on the negative impact of nurses on the patient experience. These fall into the safety measurement category such as failure to rescue – death among patients with treatable complications – falls, drug errors, healthcare-associated infections and pressure ulcers. Metrics will be used to evaluate nurses’ performance in a variety of ways. There will be existing indicators which check whether particular tasks have been carried out. Patient experience and patient survey results will feed into nursing metrics as well as indicators that measure patient satisfaction. It is important to acknowledge that some nurses are suspicious of metrics and attempts to measure what they do because in the past this has often led to cutbacks in service and staffing levels. Indeed, if metrics are seen by nurses as just another performance management arrangement, they risk failing because they will not be fully embraced or used properly by nurses themselves. Question #5. What circumstances may make even the best performance evaluation method futile? 5.1 MORAL DISTRESS — Working in such emotionally charged environments where life and-
death issues are encountered on a daily basis could become highly stressful and could contribute
to the experience of moral distress. Moral distress results when a person perceives that the right course of action cannot be implemented because of institutional constraints. 5.2. BURNOUT in critical care nurses include a difficult workload, conflict with colleagues and management, inadequate staffing and resources, emotional demands of patients and patients’ families, dealing with the ethical aspects of life-sustaining technology, and exposure to death and dying, lack of hardiness, lack of assertiveness in dealing with others, diminished coping skills, family demands, health problems, and lack of social support.
5.3. PATIENTS RECEIVED MEANINGLESS AND EXCESSIVE CARE For example, performing cardiopulmonary resuscitation on a patient with multiple organ dysfunction would be a ―physiologically‖ futile act, and cardiopulmonary resuscitation may be withheld on these grounds because the probability of success is truly zero; however, resuscitating a patient whose chances for survival are small, but existent, would not be considered futile care Another example is when nurses have relatives confined in the hospital that they tend to focus more to them than the rest of the patients. Question #6. What is the most significant problem? Job dissatisfaction of the employee is the main problem. Question #7. How will you address it now so that it will not happen again? Most people who want to quit in ways that are noticeably different than employees who are satisfied with their jobs. As an HRMO, I would rather talk to the employee to have some clarifications regarding the issues and also to protect the institution from possible damage. In addressing this, I will look into the loopholes and try to generate ways to cope up with the reasons of dissatisfaction -- Taking into consideration the agreement of both parties from the time of recruitment such as the training development of the employees and etc.
Question #8. How would it have been prevented? Career contentment is a state of mind that comes from within it is not dependent on what an employer provides. That's why some people can be content in their jobs despite enduring poor working conditions, difficult coworkers, or a bad day. People who have achieved contentment find meaning in their work, are resilient in the face of workplace challenges, and have a vision of how this job fits into long-term career objectives. Career contentment means you exercise control over your thoughts, emotions, reasoning, talents, and choices to have and enjoy the career you desire without depending on employers to make you satisfied. * Create a culture of resiliency. Employees who are trained in resiliency skills tend to be happier workers. They accept challenges, rather than complain about them. As long as their job fulfills their calling and purpose, resilient employees tend to stay.
* The employer should tell employees early and often that it is the employee's responsibility to recognize and pursue their own career contentment, rather than expecting employers to make them satisfied. Employees who learn to take charge of their own happiness at work learn to be self-sufficient and are highly motivated. *Beyond employer efforts to keep employees satisfied, which they should, employers' emphasis should be on matching employees with meaningful work. An employee who feels fulfilled and supported in the pursuit of meaningful work is a resilient employee. * Don't try to hold on to employees who are discontent in their work. These employees are probably in the wrong job or have not developed a predisposition to recognize their contentment. If despite their efforts and the employer's assistance they cannot find contentment, they should consider changing jobs or careers. An employer cannot make employees happy; employees have to do these themselves. Question #9. If you were similarly asked to share about your ―country report‖, i.e. three important insights on HRM worth emulating; what would these be? 9.1. Swiss health care demonstrates that Governments need not be the single payer. Through their unusually mixed system of private and public contributions, the Swiss maintain a price mechanism which permits all people to influence the flow of funds into the system and avoid the widespread rationing typical of the UK. As a result, health expenditure is among the highest in the world. The interests of patients are served by a third-party payer of their choice to which they pay visible, if regulated contributions. Policies that may be offered by social health insurers include the conventional, variable deductibles, bonuses for no claims, managed care on so on. 9.2. The Swiss ensure that people dependent on government support do not have an obviously inferior service. In practice, Switzerland applies a market test. They recognise that the state cannot guarantee the standard of care enjoyed by the rich and so it cannot honestly promise an equal service without suppressing all private health care. Through careful use of targeted subsidies on private insurance premiums Switzerland guarantees a standard chosen by people on middle incomes who are spending their own money. That standard is very high. By combining insurance and solidarity, the Swiss ensure that the most disadvantaged people in society enjoy the same level of care as the working and middle classes. 9.3. The Swiss recognize the special nature of health care – it is partly a moral necessity and partly an ordinary consumer good. They aim with much, though not unqualified success to make the market serve everyone, whether they are self-supporting through work or not. However, the element that is like other consumer goods is vulnerable to oversupply and over-use when provided at very low cost. Perhaps by having more choice of benefits packages and providers, consumers will assume even more personal responsibility.
Question #10. How may they be implemented in the Philippines? 10.1. The Philippine government should make a mandatory regulation on the proceedings of the various insurance companies that the private and public insurance agreed upon. Punishments are strictly observed in cases of violations. To implement this, the companies on the other must possess a spirit of truthfulness and justice for their insurers. There should be give and take
relationship between both parties. I believe that in every act that we do, it starts in our own selves. We know that Filipinos are fond of playing with money and tend to scam them without considering the people who trusted their company knowing that they will be benefited yet it is the other way around. 10.2. Discrimination is everywhere. To implement a non-discriminatory policy, our government should also support the needy that cannot avail of medical services. Equal medical service should be observed. Even the Philhealth is difficult for the poor to avail of it. Our local government is trying to help in a way that preventive measures are important. The government with the medical team render service to reach the far flung areas where they anticipated a need for medical mission. 10.3. The Philippines should also give priority to health sector just like Switzerland. With the 20% of funds, they should increase it to accommodate necessary improvements of the health sector. Just like the facilities to purchase for state-of-the-art technologies which our country is lacking. We almost see on news that millions worth of drugs were expired and is obsolete already. What is manifested in this case is that there is oversupply of drugs and they left it behind until it became waste. The government should monitor the purchase and to where those medicines be distributed to local units. Another is that drugs are expensive. To regulate the prices, the Philippines has already the generics pharmacy which is beneficial to people.
