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Slide 1 - Affinity Health System

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					NEW LEADERSHIP PROGRAM

  INTERVIEWING AND HIRING
                OBJECTIVES

• Learn AHS procedures for posting, interviewing and
  hiring

• Develop skills for conducting a productive interview

• Define and apply behavioral-based interview techniques

• Become aware of the laws affecting the hiring process

• Understand the importance of documentation
         Why do we C.A.R.E?

• Hiring decisions are crucial to the success of
  Affinity
• Poor hiring decisions result in turnover. Turnover
  is costly in lost productivity, low morale, disrupted
  customer service and increased cost
• Poor hiring practices leave you and Affinity open
  to discrimination suits
• Good hiring decisions result in the “right” match
  to the position, the department and the
  organization
    What starts the process?

• Transfer

• Resignation

• Termination

• New Position
    When an Employee Leaves
• All forms can be found on the HR Website:
  “How To” – Terms OR Forms - Employment

 Employee completes a Resignation Form
 Manager completes a Change of Status Form
 Manager completes a Separation Checklist

• Inform HR ASAP, as the timing on the mailing of a
  Termination Packet and Exit Interview is crucial
       IN-DEPARTMENT POSTING

Posting of a job to staff within the department only.

 Can only be done on replacement positions.
 Only open to employees within the same department.

The In-Department Posting form is found on the HR website.
  Must inform all within department and give staff a minimum of 3
  business days to respond by way of application. Must consider all
  fairly. Work with your Recruiter to determine pay change.
Manager makes the offer and sends form to HR.
POSITION MANAGER / HIRING MANAGER



Affinity uses an on-line, electronic system for the
processing of job requisitions, the posting of
jobs and the processing of applications.

             This system is called
   Position Manager / Hiring Manager
HIRING MANAGER ADVANTAGES

• Organized electronic system for submitting
  requisitions, tracking the approval process and
  viewing requisitions
• Organized electronic viewing of your own postings
• Organized electronic filing system for applications
• Notified by e-mail when application forwarded
• Access system from home or wherever web access
  available
POSTING INFORMATION

• There is only one Affinity job posting – all postings, whether
  intended for internal candidates only or not, are posted on
  the general posting.
• The Affinity job posting “spiders” out to many other internet
  job posting boards such as Nationjob, Jobnet,
  Healthcarejobs.com…
• All jobs must be posted for at least 3 days to allow internal
  applicants time to apply.
• All applicants, both internal and external, must apply on-
  line. We do not accept applications any other way!
     INTERNAL APPLICATIONS
•   Internal applications are flagged as being a “current employee”.

•   Internal applicants need to meet minimum qualifications.

•   All internal applicants who meet qualifications should be given consideration
    and interviewed.

•   HR does not pre-screen internal applicants.

•   Internal applications are considered confidential. Managers should not
    discuss internal candidates with others who are not on the selection team.

•   When a final candidate is selected, inform your Recruiter. Your Recruiter will
    do an internal reference check with the employee’s current Manager.

•   Offers to internal candidates are made by the HR Recruiter, unless they are
    your own staff.
      EXTERNAL APPLICATIONS

• All candidates receive an e-mail confirming
  receipt of their application.

• The Recruiter reviews applications for the
  following information:
  position, hours and shift, wage, education, work history,
  experience, criminal offenses, eligibility for re-hire, and
  appropriate certification/licensing/registration
HR SCREENING OF APPLICANTS
• HR will interview those who appear to have the strongest
  qualifications for the position.

• Screening interview helps determine if the candidate
  meets qualifications and would be a fit to the position and
  the organization.

• The HR interview covers Affinity MVV, salary
  expectations, availability, job description, benefits and
  reference information.

• Viable candidates are forwarded to the Hiring Manager
  for further consideration.
       THE HIRING DECISION

• The Hiring Manager makes the final hiring decision.

• Inform your Recruiter of your decision.

• The Recruiter will ensure that references are completed,
  licensures are checked, and the appropriate background
  check is run through the Federal Procurement Exclusion
  website.

• The Recruiter determines the wage/salary but will consult
  with the Hiring Manager when applicable.
        THE JOB OFFER

• The Recruiter makes all job offers

• The offer includes the following information:
  position, location, hours, shift, weekend
  requirements, pay, differential pay, sign-on
  bonus, relocation assistance, pre-employment
  health work requirements, start date, orientation
  schedule and any contingencies which may
  apply.
PRE-EMPLOYMENT HEALTH WORK

• Job offers are contingent upon successful completion of
  the pre-employment health work. The health work is done
  through the Affinity Employee Health Department. It
  includes:

 A drug screen within 48 hours of acceptance
 A 2-step TB Skin Test
 Proof of immunity and/or administration of required
  vaccines
 Health examination
NEW EMPLOYEE PAPERWORK

            After a candidates accepts
            a job offer, HR closes the
            job posting, completes the
            new hire paperwork,
            informs all applicable
            departments, prepares a
            packet of information to be
            sent to the new employee
            and informs others
            interviewed but not
            selected.
NEW HIRE PACKET TO THE MANAGER

• Copy of the Offer Letter
• Copy of the Orientation Agenda
• A link to the “Guideline for New Hire/Transfer
  Orientation Worksheet” with links to orientation and
  request forms such as:
      Key Fob Request
      New Hire Computer Lab Registration
      C.A.R.E Registration
      OSHA/JACHO Orientation Form
      Department Orientation Form
      3 Month Evaluation Form
NEW HIRE PACKET TO EMPLOYEE

•   Offer letter
•   Pre-employment Health Work Checklist
•   Orientation Agenda
•   Employment forms to be completed for Check-In
•   Dress Code Policy
•   Maps
•   Employment Agreements, as applicable
      WELCOME NEW STAFF
It’s important to make your new employee feel welcome.
Have a well-planned department orientation and training
schedule. Call your new employee as soon as possible to
welcome them, discuss their training process and answer
questions they may have.

With solid hiring practices and well-planned training, you are
on your way to having a department made up of employees
who want to succeed both for themselves and Affinity Health
System.
Helpful Hints For
  Interviewing
Listen To The Candidate

Concentrate

Listen For Meaning

Avoid Distractions

Don’t Anticipate
Behavior To Watch For

 Friendliness

 Courtesy

 Responsiveness

 Eye Contact

 Assertiveness

 MVV Related Behaviors
Coping With Roadblocks
   Non-stop talker

   Non-talker

   Smooth talker

   Hostile/Intense

   Nervous Applicant
Planning The Interview

 Understand The Scope Of
  The Position
   •   review job description

 Talking vs Listening
   •   majority of talking should be
       done by candidate

 Note Taking
   •   legal perspective
   •   accuracy vs memory
Avoid Discrimination
 Interview All Applicants In The Same
  Way
 Be Careful Of Bias

 Don’t Ask
    Age                Disability
    Ethnic Origin      Marital Status
    Religion           Sexual Preference
 Protected Classes
    Disabled           Minority Population
    Over 40            Veterans
    Women
What Is A Disability Under ADA
 Impairment which substantially limits one
  or more major life functions
 Must have record of impairment

 Must be regarded by others as being impaired

 Make interview accessible

 Don’t ask questions about:
    •   nature of disability
    •   severity of disability
    •   condition causing disability
    •   any prognosis or expectation regarding disability
Question Development
 Open-ended
   •   avoids a yes/no response
   •   allows you to learn more
   •   allows candidate to do most of the talking
   •   example: “Tell me about the most difficult co-worker
       you have worked with. What made them difficult?
       How did you manage to work cohesively with them?”

 Closed-ended
   •   requires short yes/no responses
   •   usually answers one fact
   •   allows the interviewer to do most of the talking
   •   example: “Are you currently employed?”
 Contrary Evidence
   •   candidate’s answers are too good to be true
   •   example: “Tell me about a time you made
       a mistake or things did not go as planned?”

 Theoretical or Situational
   •  seeking opinion because candidate has
      no experience in that area
   • example: “What would you say to a
     co-worker who is always complaining?”

 Past Performance (Behavior)
   •   eliminates misunderstanding about past
       performance…prevents personal impressions
       from affecting your evaluation
   •   example: “Tell me about a time when…Give
       me an example of…Describe a situation where…
       Looking back, what would you…”
QUESTION DEVELOPMENT
   •   Customer Service Skills
   •   Teamwork
   •   Work Performance
   •   Attitude
   •   Interpersonal Skills
   •   Reliability / Dependability / Work Ethic
   •   Decision Making
   •   Working Under Pressure
   •   Flexibility / Adaptability
   •   Management Style
Opening The Interview

 Your Objective
   •   create an atmosphere that
       encourages free and honest
       discussion
 Recommendations
   •   set a relaxed tone
   •   introduce self and/or team members
   •   minimize distractions (pager, phone, cell
       phone, etc.)

 Remember
   •   first few minutes can determine
       success/failure of the interview
   •   plan carefully
Closing The Interview

 Your Objective
   •   bring interview to definite close with clear sense of
       what has been accomplished
   •   do not indicate an offer will be forthcoming

 Recommendations
   •   express appreciation for coming in
   •   indicate next step (“Human Resources will
       contact…”)
   •   discuss time-frames with your Recruiter
   • leave with positive impression of
     Affinity
Documenting The Interview
 Provides thinking and reasoning of selection
   •   interview notes can be evidence in discrimination
       case
 Documentation should be
   •   job related, not personal
   •   specific observation of behavior, not opinion
   •   specific information provided by candidate, not
       your conclusion
   •   appropriate
         - “found it hard to make a decision”, not “seemed
             wishy-washy”
 Evaluate Applicants Objectively
   • Be hypercritical
      If you notice a job related weakness,
      think how difficult that will be to live with
      once the person has been hired.
   • Base your evaluation on facts
      Compare qualifications against job
      requirements.
   • Seek confirmation of your
     evaluation
      Compare your evaluation with others. (Human
      Resources will obtain references)
Employment Laws Affecting Hiring

 Equal Pay Act (1963)
   Requires equal pay for equal work without regard to sex
 Civil Rights Act (1964) Title 7
   Prohibits discrimination in employment on the basis of race, color, religion,
   sex (includes sexual preference) or national origin. Includes recruiting,
   hiring, compensation, job assignments, training programs and promotions
 Age Discrimination in Employment Act (1967)
   Prohibits discrimination against persons 40 years of age or older
 Rehabilitation Act (1973)
   Requires government contractors and subcontractors to take affirmative
   action to employ and to advance qualified handicapped individuals
•   Pregnancy Act (1978)
    Requires employers to treat pregnancy the same as any other temporary
    disability.
•   National Labor Relations Act
    It is illegal to not hire an applicant based on their union beliefs for a non-
    supervisory position
•   Americans With Disabilities Act (ADA) 1990
    Protects qualified individuals with disabilities from discrimination in the
    workplace and requires employers to make reasonable accommodations
•   Civil Rights Act (1991)
    Allows employees to sue for employment discrimination. Employees can sue for
    compensatory and punitive damages:
          - Compensatory damages: emotional pain, mental anguish, suffering
          - Punitive damages: punish employers for wrong-doing…sue for
            unlimited amount of money

				
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posted:6/5/2012
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