The Selection Process
For many health facilities the hiring process is quite lengthy and tedious but aimed at hiring the best personnel for the job offered. There are usually many team members involved in the process; each having different roles to play. The success of the selection process depends on the ability of the team members to accredit the potential hire for all the essentials that the job offer requires. Many processes are unsuccessful because of a lack of link between the job description and the expertise and fit of the new hires to the said jobs. A selection process thus needs to be designed in such a way that it links the attributes of the new hire to the requirements for the job while keeping focus on the organization’s culture and expectations.
Analyzing a process involves a brief description of the process followed by a review of the roles for every team member. The procedure is then appraised for effectiveness and then an analysis of how the process can be modified is done. To further evaluate the process, a job opening is analyzed together with the skills required for that job, the types of fit that would make a candidate fit for the job. A comparison between the job description and expectations is then done followed by the attributes the nurse manager will seek from the candidate.
The selection process at Umass Memorial Medical Center involves five steps. Interested candidates create an online profile and send in their applications. The information given is reviewed by the staffing team, and candidates whose profiles match the requirements are contacted by telephone or e-mail. The next step involves screening by telephone. Candidates whose skills fit the position are then selected for an interview. Following the interview, a candidate evaluation is then conducted (Myrna Gusdorf, 2008). Former employers and referees are contacted before an offer is made. The offers are made verbally and then sent by hard copy or via email to the successful applicants. The applicants then undergo a medical test before commencing work.
The selection process involves members from different departments. The staffing team is involved in reviewing the applications and informing successful applicants of their selection for interviews. The staffing team also sends emails and printed offer letters to successful new hires. The human resource team makes sure that there is adequate advertising for new jobs. The team also deals with all the logistics of the selection process. The group is also involved in the interview process (Myrna Gusdorf, 2008). Nurse Managers finally participate in evaluating the applicants. They conduct the interviews and evaluate all the candidates for the requisite skills to match the job. They also inform the HR team of the job description and requirements for advertising.
While the process is highly effective, it is prone to bias as the selection process does not take long, and the applicants are not engaged fully to assess their competencies. Problems of stereotyping where candidates who have certain qualifications are deemed fit for the job without considering their persona also come into play (R.D Gatewood, 2001). To help the system become more effective, more screening of applicants should be done so as to assess whether they are the precise fit. One-on-one interviews, as well as panel interviews, should be done to assess how the applicant fits into the organization. Tests designed to observe the applicant in the real world will enable the selection committee determine how fit the applicant is for the organization and the job.
Recently, an opening for the job of a clinical coordinator, urology has sprung up. The job entails efficiently coordinating clinical services and opening up communication with all staff to improve performance in urology. The coordinator will also function as a link among nurses, managers, physicians, patients and families members. The coordinator will also operate closely with the superiors of the surgical services to promote the urology program. Applicants must have a Nurse Practitioner, B.S.N, and M.S.N. degree. The applicant must also have licensure as an Acute Care Nurse Practitioner as well as hold BLS and ACLS certifications. Last, a five-year minimum experience is required. The expectations for the job are that of liaison, and they fit suitably with the given job description.
Clinical coordinators are required to have a person-job fit (Amy Kristoff-Brown, 2011). This type of fit requires the applicant to have personal characteristics that are suited for that job. The background articulated for the job does not encompass all the requirements needed to excel in the said job. Educational qualifications do not make one fit for coordinating people (Locke, 1976). The candidate for the position must possess people skills, have a low temperament and an understanding of the diverse cultures. A high emotional intelligence and tolerance for stressful situations is also a necessity that has not been incorporated in the background (Kleinman, 2003). The candidate must also have an excellent command of the written and spoken word. In an interview setting, such information can be elicited by engaging the interviewee in a dialog that turns chaotic, with all the interviewers bombarding the interviewee with questions. How much the interviewee keeps calm and how they answer the questions, even the most arrogant and distasteful, will enable the panel assess the interviewee’s emotional intelligence and ability to maintain calm even under stress. Enquiring from the interviewees how they would handle arrogant patients, irate family members, and demanding faculty staff will be essential in evaluating the applicant’s fit for the job.
Amy Kristoff-Brown, P. R. (2011). APA Handbook of industrial and organizational psychology. American Psychological Association, 3(8), 3-50. Doi:10.1037/12171-001
Kleinman, C. S. (2003, September). Leadership Roles, Competencies, and Education: How Prepared Are Our Nurse Managers? Journal of Nursing Administration, 33(9), 451-455.
Locke, E. (1976). The nature and causes of job satisfaction. Handbook of industrial and organizational psychology, 1297-1350.
Myrna Gusdorf. (2008). Recruitment and Selection: Hiring the Right Person. (Katya Scanlan, Ed.) Society for Human Resource Management, 1-19.
R.D Gatewood, H. F. (2001). Human Resource Selection (5th ed.). Fort Worth, Texas: Dryden Press.