Recruitment and Selection of Supervisors

Recruitment and Selection of Supervisors

Recruitmentand Selection of Supervisors

Recruitmentand Selection of Supervisors

Healthcaresupervisors need a rigorous recruitment and selection process due tothe sensitive nature of the job. There are basically four majorstages that constitute a complete recruitment and selection process:pre-employment preparations, the recruitment and appointment stage,the selection process and the follow-up stage, and training stage(McConnell, 2011). The stages come in succession of each other sothat suitable candidates are identified among a pool of applicants.

Pre-employmentpreparations

Thepre-employment stage= entails setting the standards that candidatesshould meet to be selected. The standards are set based on thebackground and references checks, verifying the work history of theprospective health care supervisors, and drug screening. Theinstitution will set the standards that the applicant must meetconcerning all of the listed aspects. The pre-employment stage alsoincludes analysis and inclusion of the legal aspects that affect therecruitment and selection process.

  1. Considering the legal issues: Legal issues such as diversity on race, gender, persons with disabilities, and other minority groups. Consideration of legal issues is essential to make arrangements of the training session that fits all people. The recruitment panel should also find ways of including all the legal requirements in the advertisements, listing of applicants, and conducting interviews.

  2. The background and reference checks: the standards for background and reference checks will also determine the kind of experiences, competences, legal status, and other aspects that the health care institution will deem fit for testing before a candidate move to the next stage. The recruitment team also sets the professional adherences that applicants should meet. The verification should not be vague and subjective, but through establishing contacts with the former employers of applicants or their referees.

  3. Verification of the work history and licensure: Heath care supervisors are also heath care professionals and the recruitment team must liaise with professional bodies that verify the licenses and certification documents for licensed practical nurses (LNS), registered nurses (RN), medical doctors, lawyers or certified public accountants (CPA). Some of the aspects that will be verified are the expiration dates of the documents, the status of the license, the agency that issues the documents, and the dates of issue.

  4. Setting drug screening criterion for applicants: This is also a legal issue and the recruitment team should establish contact with the medical officers licensed to carry out the tests. Some states forbid against mandatory tests unless there is probable cause. The recruitment team should lay down the screening guidelines that adhere to the legal standards of the particular state. Nonetheless, there must be a way to ensure that tests are carried out for the sake of clarity.

Recruitmentand appointment

  1. Identification of the need, the job description, and person specification for prospective applicants: Identifying the need for the supervisors takes into consideration the organizational and occupational changes that have taken place in the industry. The job description highlights the duties and responsibilities that a supervisor. Different supervisory jobs should have descriptions that align with the line manager so that they have an accurate reflection of the requirements. Person specifications highlight the necessary skills, personal attributes and academic qualifications that applicants should fulfill for selection.

  2. Advertise the position: The choice of the medium for advertisement is vital. The advertisement should reach as many people as possible so that the institution has a variety of suitable applicants. For instance, to reach as many people as possible, the advertisement should appear in local dailies the circulate throughout the country, online recruitment firms, specialist journals, also social media handles belonging to the health care institution. The content of the advertisement should have details about the required skills, academic qualifications, personal attributes, and competencies for applicants. The wording in the advertisement should not scare way applicants. Word like “mature” could make younger potential applicants to shy off.

Theselection process

  1. Application forms: The application form should have standard features that put all candidates at par. The forms should only extract relevant information from the applicants to determine their suitability. Issues such as the gender, age, marital status, and other discriminatory questions should not be part of the application unless they are legally relevant to the supervisor job.

  2. Interview: The board in charge of interviews should have a guiding template on how the interview will be conducted. Interviews have the potential to raise issues of discrimination. In fact the composition of the interviewing board should reflect the organization’s commitment on issues such as gender and racial equality. The main issues that the interviewers should focus on are: the competencies of candidates, the skills, and qualifications as set out in the advertisements. The board should also avoid questions that could be seen as potentially discriminatory so that unsuccessful candidates do not see that as a reason to discredit the process.

  3. The selection criteria: The organization should have a formal marking system for all candidates. All the panelists should individual scores so that the average is the final score of the candidate. Formal marking system avoids pitfalls such as stereotypical judgments.

  4. Interview notes: The records of the interviews otherwise known as “aide memoirs” should be stored. The information in the notes that interviewers make during the interview may be needed in the event that the selection process or the decisions made are a challenged in court or a disputes body. Thus, interviewers should ensure that the comments they write are free from discriminatory words, phrases or connotations. Furthermore, shredding the notes on interviews could be considered an act of lack of transparency in the hiring process. The organization could be found culpable if it cannot produce the interview notes in the case of a dispute from an unsuccessful applicant. The average period to keep the documents pertaining to the interview is three years.

Follow-upactivities

Confirmwith references: The referees that the candidates provided should becontacted so that they can confirm information that would satisfy thepanelists about their suitability. The communication should notconstitute any information that would be deemed discriminatory by thereferee(s).

Makean offer of employment to the successful candidates: The successfulcandidates should be notified of their appointment for the positionof supervisor for the health care institution through formal meanssuch as the official institution’s email. After notification to thecandidate, the next step is to notify the management of thesuccessful candidates to commence training.

Training

Trainingsuccessful appointees should focus on issues such as time management,motivation, leadership and skill development on their new positions.

Motivation:Training on motivation focuses on providing the best environment thatwould nurture other junior employees to develop interest in theirwork. The supervisor should also learn about the organization’smotivation framework so that they can fuse it with their individualperceptions or knowledge about motivation. Some supervisors mayprefer proactive efforts to motivate over reactive methods. While itis important to let them understand the organization’s motivationalstructure, allowing them to exercise the leadership skills onmotivation gives them a sense of autonomy. Other vital aspects thatshould constitute training on motivation include empowering juniorhealthcare employees, and encouraging their professional growth.

Timemanagement: Supervisors should learn about scheduling appointments ina manner that is line with the organizational culture of the healthcare institution. Other issues that may affect time management thatneed scrutiny by trainers are: work schedules, handling disputes, andassigning leaves.

Leadership: Training on leadership imparts the knowledge that will have positiveimplications and empower the new supervisors to make necessarychanges that will position them to perform well in this era ofmanaged care. The training on leadership should also equip thetrainees with ways of developing insights that would enable themdevelop partnerships that complement their supervisory roles. Thetraining should focus on partnerships in human resources, finance,utilization review, and departments that manage the resources neededto track the outcomes of job performance.

Skilldevelopment: Training the supervisors on skill development shouldfocuses on work-related aspects such as problem-solving,communication strategies that are in tandem with organizationalstructure, and the technical skills that are concordant with healthcare industry dynamics. Some of the skill development strategies thatcould be imparted in the new supervisor are continuous learning,induction courses on every aspect of change in the health careindustry, and flexibility to change strategies.

Reference

McConnell,C. R. (2011). Theeffective health care supervisor.Jones &amp Bartlett Publishers.