ANSWER THE DISCUSSION POST WITH A MINIMUM OF 150 WORDS. APA FORMAT. MINMUM OF TWO DIFFERENT REFERENCES.

Week Three: Discussion One

Which motivation theory do you think would be the most difficult to implement in an HCO and why?

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1. Responses should be of sufficient length (150 words) with proper grammar.

2. Cite two references (one may be your text) using APA format,

3. 150 word minimum.

Assigned Readings:

· Chapter 9: Leading: Theories & Models

· Chapter 10: Leading: Motivating and Influencing

· Chapter 11: Leading: Culture and Ethics

HCA 620

Health Organization Management

Welcome to the Week Three lecture for HCA 620 Health Organization Management.

Week Three
Staffing:
Obtaining Employees

This week we will start with Staffing: Obtaining Employees. Click on the continue button to begin.

What Is Staffing?

Staffing: The process of obtaining and retaining people to fill jobs and do the work

Staff—also known as workers, employees, associates, personnel, human resources, workforce, or talent

Healthcare is a service performed by many people, so managers must excel at staffing

We can think of staffing as the process of obtaining and retaining people to fill jobs and do the work.

Many organizations, including HCOs, proclaim, “Employees are our greatest asset.” How can managers obtain their “greatest asset”? How can managers then retain their “greatest asset” to avoid the time, expense, effort, and lost revenue of replacing workers (and avoid receiving negative comments on employer review websites such as Glassdoor)? Chapters 7 and 8 answer these questions. First, we identify seven staffing processes that HCOs use. Then we examine three special concerns for staffing HCOs. After considering this background, we study in more depth the seven staffing processes. The first three are explained in this chapter and focus on obtaining workers. The other four staffing processes are explored in the next chapter and focus on retaining workers. When you become a manager, you will soon become involved in staffing. Chapters 7 and 8 will help you prepare for that work.

The staffing of some HCOs includes physician jobs. As we learned in chapters 4 and 5, physician jobs may be quite different from other types of jobs. People who perform physician jobs might—or might not—be employed by the HCO where they work. If they are employed, they are usually obtained and retained differently than other employees are and in ways that are beyond the scope of this book.

Seven Staffing Processes

Planning for staff—forecasting the staff (workforce) the organization will require in the future and planning how to effectively obtain and retain that future staff.
Designing jobs and work—determining the work tasks to be done by a job, along with the job’s qualifications, supervision, working conditions, rules, and schedules.
Hiring staff—recruiting and selecting people for jobs, which may include reassigning existing workers by promotion or transfer.
Developing staff—helping employees acquire new knowledge, skills, attitudes, behaviors, and competencies for current and future jobs.
Appraising performance—evaluating workers’ job performance and discussing those evaluations with them.
Compensating staff—determining and giving wages, salaries, incentives, and benefits to workers.
Protecting staff—ensuring that workers have proper and safe work conditions, their rights are protected, and their opinions are considered by managers.

Seven Staffing Processes

Which of these processes have you noticed in a summer job or part-time job during school?

As mentioned, this chapter studies, the first three staffing processes, which get people in the door to start working. Chapter 8 explains the other four processes, which keep people working rather than walking out the door.
These seven staffing processes interact with and affect each other. For example, designing a public health inspector’s job may lead to developing current inspectors to perform new competencies, which then may lead to higher compensation for the inspectors. Also, all these processes can contribute to both obtaining and retaining staff. For example, hiring obtains staff, and if it is done well, the staff stay and are retained. Compensation must start high enough to hire people, and it must later increase to keep people.

Managers should ensure that all seven staffing processes are done well to help their HCOs survive and thrive. In doing so, they should keep in mind three special concerns: staff diversity and inclusion; centralized, decentralized, and outsourced staffing; and laws and regulations. These are explained in the following sections.
5

Three Considerations

Diversity and inclusion

Centralized, decentralized, and outsourced staffing

Laws and regulations
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Chapter 1 reported US demographic trends that indicate HCOs’ labor supply and patient population will continue to become more diverse in multiple ways.

Three Considerations

Diversity and inclusion

Centralized, decentralized, and outsourced staffing

Laws and regulations
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

“Diversity refers to the range of human differences that include the primary or internal dimension such as age, gender, race, ethnicity, physical and mental ability and sexual orientation; and the secondary or external dimension such as thought styles, religion, nationality, socio-economic status, belief systems, military experience and education”. The primary, internal dimension may be referred to as human diversity and the secondary, external dimension as cultural diversity (Evans 2015). Together, these dimensions create differences among staff in many aspects of work, including status, communication, authority, teamwork, professional behaviors, and use of time.

A diverse workforce, including a diverse management team, can improve organization performance, population health, patient experience, community relationships, and other expectations of HCOs’ stakeholders (who are also becoming more diverse). For example, many HCOs have been unable to hire enough nurses, pharmacists, and primary care physicians to fill job vacancies. Thus, managers must lead and manage their HCOs to value diversity and use it to strengthen the organization.

Three Considerations

Diversity and inclusion

Centralized, decentralized, and outsourced staffing

Laws and regulations
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Centralized, decentralized, and outsourced staffing:

Top managers must decide if staffing will be done internally by the HCO’s employees or outsourced to external consultants and companies. When the work is done internally, top managers must decide which portion of that work will be done by centralized human resources (HR) specialists and which will be done by decentralized line managers throughout the organization. In HCOs large enough to have HR specialists, these employees perform some staffing-related tasks and provide advice, tools, systems, and procedures to line managers that enable them to perform staffing work for their areas of responsibility. Some organizations decentralize much of the staffing work to department managers and do not have a traditional HR department.

Three Considerations

Diversity and inclusion

Centralized, decentralized, and outsourced staffing

Laws and regulations
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Laws and Regulation:

Staffing is greatly influenced (actually, controlled) by laws, court decisions, and regulations at the national, state, and local levels of government. Laws and regulations affect how managers recruit staff, interview applicants, compensate employees, promote or discharge employees, and perform most aspects of staffing. For example, if you have had a job, you probably know that laws require workplace safety and forbid discrimination in hiring. In addition to these types of laws, state governments regulate and require licensure for many healthcare jobs.

Planning for Staff
Forecasting HCO’s future required staff:
– numbers, types, qualifications of positions and workers needed to achieve mission and goals.

Planning changes for other six staffing processes.
– to obtain and retain the forecasted required staff.

Designing Jobs & Work
Determines for a job:
Work tasks
Qualifications
Supervision
Working conditions
Rules
Schedules
Based on job analysis:
Using observations, surveys, interviews
Creates job descriptions used with other staffing processes

“A job consists of a group of activities and duties that entail natural units of work that are similar and related” (Fottler 2015a, 143).
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Some jobs, such as president, are performed by just one person. Other jobs, such as nurse, are performed by more than one person if the amount of work is too much for one person. There are multiple nurse positions, and each is filled by a person who performs the nurse job. “A position consists of certain duties and responsibilities that are performed by only one employee” Thus, five people may fill five nurse positions that all perform one nurse job.

Job Analysis
Job and work design involves determining which tasks and activities must be done and how they should be organized into jobs, positions, teams, and work units. Workers in the healthcare industry perform hundreds of distinct jobs.

Job analysis dissects jobs to identify the specific tasks, activities, and behaviors of each job and their relative frequencies.

In chapter 4, we studied how work and jobs are designed as part of organizing work in an HCO. This task is also linked to staffing. Job and work design involves determining which tasks and activities must be done and how they should be organized into jobs, positions, teams, and work units. Workers in the healthcare industry perform hundreds of distinct jobs. \Job analysis dissects jobs to identify the specific tasks, activities, and behaviors of each job and their relative frequencies.

Historically, job analysis assumed jobs were stable and constant. The analysis simply defined the tasks and activities of a job. Today, however, managers view jobs as more flexible and even adaptable to fit particular people and situations. Many HCOs now use competency-based job analysis. A competency is a set of related knowledge, skills, and attitudes (e.g., interpersonal) associated with job performance.

Jobs also are being redesigned for team-based work and performance. HCOs have adopted these newer, flexible approaches to job analysis because internal and external factors (e.g., the trends described in chapter 1), cause continual change in HCOs. Because flexibility is needed, many job descriptions include the statement “Other duties as assigned.”

Job Description
Statement that indicates job title and work to do.

May also include:
Minimum qualifications
Authority
Reporting relationships
Equipment and materials used
Working conditions
Work schedule
Mental and physical demands
Interactions with others
Salary range

Based on job analysis

Also called position description

Managers and HR staff analyze jobs using several methods, including observation, written surveys, and interviews. This information is used to create job descriptions (also called position descriptions). Although HCOs use different formats and content, all job descriptions state the job title and (in varying detail) the work to be done. Many job descriptions describe minimum qualifications, such as traits, education, skills, competencies, and licensures for the job. More detailed job descriptions may include authority, reporting relationships, equipment and materials used, working conditions, usual work schedule, mental and physical demands, interactions with others, and salary range.

Line managers, including lower-level beginning supervisors, work closely with HR staff and top managers to do job analyses. Accuracy matters because job analyses guide other staffing processes used to obtain and retain staff. Managers use job analyses and job descriptions to:

plan how many of which types of jobs are needed,
write announcements of specific job openings,
decide which applicants could best perform various jobs,
evaluate each employee’s job performance,
determine how to train and develop employees,
decide the pay for each job and worker,
recognize potential dangers of some jobs, and
perform the staffing processes in general.

Incorrect or sloppy job analysis can lead to bad hiring choices, employee lawsuits, poor organization performance, and an HCO’s failure to achieve its goals. Think of the trends discussed in chapter 1 and recall that, for instance, HCOs are striving to improve population health, patients’ engagement in their care, workforce diversity, patient safety, and mobile health. Adapting to such trends requires accurate job analyses.

Hiring Staff

Recruit applicants
Select from among applicants
Make job offers
Sometimes reassign workers
e.g., promotion, transfer, demotion
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

After designing jobs and work, managers must obtain people to perform those jobs. For this task, HCO managers usually hire people as employees on the HCO’s payroll. These employees may be full-time, part-time, on-call, per diem, permanent, temporary, seasonal, or some other status.
Alternatively, some HCO managers contract with a healthcare staffing company (e.g., HealthCare Support), a temporary (“temp”) staffing agency (e.g., Kelly Services), or some other outside business (e.g., Aramark) that assigns its own employees to the HCO, as we saw in chapter 5.
In this chapter, we will focus on how an HCO’s managers hire employees on the HCO’s payroll, which is the most common approach to staffing HCOs. Even when putting people onto its payroll, the HCO might outsource some work to a recruiting company, a staffing search firm, or external consultant. Managers must continually decide how much staffing work to do internally and how much to outsource to specialists.

Hiring staff involves recruiting and selecting people for jobs, which may include reassigning existing workers by promotion or transfer. Some HCOs refer to this as talent acquisition. Perhaps you have been a job applicant and participated in this process. It includes:

recruiting applicants,
selecting from among applicants,
making a job offer, and
sometimes reassigning a worker (e.g., promotion, transfer).

Selecting an Applicant

Managers ensure selection complies with laws and HCO’s policies.
Decide process and methods.
Decide selection criteria.
Decide who makes the selection.
Compare applications to job description.
Use electronic assessments, realistic job previews, “tryouts,” tests, interviews.
References often checked (although not strong predictors of job success).
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Developer Notes: Align text with VO. Add continue button to continue to next slide.

VO: Managers select the applicant to whom they will offer a job. A hiring decision has important short- and long-term consequences for the HCO, so managers should invest time and effort to make a wise selection.
An unwise selection may lead to voluntary or forced turnover followed by repeating the costly, time-consuming hiring process. Other consequences may include tension and stress among coworkers, lost revenue, and delayed service for patients.

Interviewing Applicants

May help judge applicant’s personality, behaviors, traits, and fit.

Sometimes biased and unreliable.

Via telephone, teleconference, videoconference, meeting.

Behavioral interviewing (competency-based interviewing) often used.

Much time needed to plan and conduct effective interviews.

As a manager, you might interview applicants whose native language and culture differ from yours. You might participate in selection decisions that consider culturally diverse applicants. Such situations require careful communication, sensitivity, and emotional intelligence. The preceding guidelines can help ensure a fair, useful interview. Chapter 15, on professionalism, gives more advice on how to handle potential language and cultural barriers when interviewing and selecting people for jobs.

Promptly after each interview, the manager should gather feedback from everyone who interacted with (or even observed) the interviewee. Include HR staff, everyone who interviewed the applicant, and even a receptionist who observed how the applicant behaved while waiting outside the manager’s office. These people should not let biases influence them. They should make thoughtful judgments based on evidence and avoid premature assumptions and safe political choices.

Interviewing Applicants

However, if applicants call and ask why they were not hired, the HR staff should simply say that a more appropriate candidate was chosen, without going into detail (McConnell 2018).
Giving reasons for rejection may be neither helpful nor needed, and it could lead to problems (Dunn 2016, 452).
HR staff may just say the applicant’s qualifications did not sufficiently match the job requirements.
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Once the supervisor, manager, or team decides which applicant to hire, HR staff extends a firm job offer to the individual with a starting date and salary. The offer may be made subject to reference checks and background checks (e.g., for drug abuse or criminal conviction) if those were not already done. After the candidate accepts the job offer and clears all background verifications, the HR staff should ensure the HCO has documented the specific reasons each other applicant was not hired. This documentation is essential because, months or years later, the HCO might have to legally justify its hiring decision.

However, if applicants call and ask why they were not hired, the HR staff should simply say that a more appropriate candidate was chosen, without going into detail. Giving reasons for rejection may be neither helpful nor needed, and it could lead to problems. HR staff may just say the applicant’s qualifications did not sufficiently match the job requirements.

Final Steps for Hiring

Extend job offer to selected applicant.
Starting date
Salary
May be “subject to”:
– References checks
– Background checks (e.g., current drug screens)
Obtain firm acceptance from applicant.
Document why other applicants not hired.
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Extend job offer to selected applicant
Starting date
Salary
May be “subject to”:
– References checks
– Background checks (e.g., current drug screens)
Obtain firm acceptance from applicant
Document why other applicants not hired
18

One More Time
Staffing obtains and retains workers using seven staffing processes.
Staffing must consider diversity and inclusion, use of human resources experts, and labor laws.
Staff planning includes
– forecasting future required staff and
– planning changes to staffing processes.
Job design determines for a job: work to be done, rules, qualifications, supervision, working conditions, schedules.
Hiring includes recruiting and selecting applicants, making job offers, and reassigning staff.

Staffing obtains and retains workers using seven staffing processes.
Staffing must consider diversity and inclusion, use of human resources experts, and labor laws.
Staff planning includes:
– forecasting future required staff and
– planning changes to staffing processes.
Job design determines for a job: work to be done, rules, qualifications, supervision, working conditions, schedules.
Hiring includes recruiting and selecting applicants, making job offers, and reassigning staff.

You have concluded with the Week Three Interactive Presentation. Please proceed back to Week Three in Blackboard to continue the curriculum for Week Three.

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