Successful Recruitment and Hiring Strategies

Soft skills training

competency based practical skills

Orientation should focus on the information essential to

provide a strong foundation for the future

Effective interviews use

questions to assess competencies ("soft skills")

Most successful pharmacy practices appreciate that talented employees provide a

competitive advantage and use thoughtful, well-organized, and targeted approaches to hiring

(Illegal and Inappropriate Questions) Questions perceived to discriminate against members of protected classes can result in

complaints to local, state, or federal agencies

The Equal Employment Opportunity Commission - 1972

- Authority to monitor discrimination and file lawsuits

Provide clarity about diagonal selection

1. Each stakeholder's role in the hiring process. 2. Evaluation process expectations

Types of Progressive Disciplines

1. Verbal warning 2. Written warning 3. Suspension 4. Termination

Orientation to Department

>Organizational chart >Introductions to the team, department staff, and mentor (if applicable) >Department/facility orientation

Orientation to Position

>Position Description >Review of performance expectations and standards >Notification of job schedule and hours >Schedule of upcoming pertinent meetings >Initial job assignments >Training plan

Orientation to Organization

>Review key company policies (e.g., probationary period, dress code, email, and internet usage) >Employee benefits >Employee policies >Pay and benefits information >Tour of facility (e.g., bullet in boards, parking, office supplies, emergency exits) >Follow-up orientation plan

Progressive Discipline

A series of acts taken by management in response to unacceptable performance by employees, with the goal of improving that behavior

Screening Tool: Reference, Drug, Medical, and Background Checks

Due diligence is required to verify identity, work experiences, and accomplishments of candidates as documented in application materials and described during interviews

Evaluate the Effectiveness of the Hiring Process After a Candidate is on the Job

Best accomplished after a new employee has worked for a while and received a performance review

Step 2: Define Position Requirements

Clearly and definitively document duties, tasks, and responsibilities critical to a position's success

Types of Background Checks

Credit History Criminal History Records Degree/Licensure Verification Drug Screening Employment Verification Military Records Motor Vehicle Records Reference Check Sexual Offender Record Registry Social Security Number Check

Occupational Safety and Health Act of 1970

Designed to prevent work-related injuries, illnesses, and deaths

calculation of the yield ratio

Details the relative success of one particular sourcing activity as compared to others

Analyzing Yield Ratios

Determining the effectiveness of various sourcing strategies can reduce costs and increase recruitment success

Telephone and Video Interviews Differences

Differ in that they tend to be shorter and are not used to make a final candidate selection

Informational Question

Have you ever worked in a customer service position?

The hiring official may or may not manage the hiring process

Instead, this may be delegated to others who will make a recommendation to the hiring official

Candidates should be made aware of the intangible benefits of working in the organization

Intangibles may enrich the employee value proposition

Telephone vs Video

Interviews conducted via videoconferencing serve the same purpose as telephone interviews but allow candidates and hiring managers to establish a better rapport than what is possible over the telephone

(Negotiate an Employment Offer) Employment offers are

Legally binding

Potential Sourcing Methods for Pharmacy Positions

Newspaper classified ads (online or print) Ads in professional journals and newsletters Internet job search sites (e.g., Rxinsider.com, Monster.com) Social media (e.g. Facebook, LinkedIn, Twitter) Posting announcement on the organization's website Employee referrals Open-house events within an organization

(Step 6: Negotiate an Employment Offer) Once a final candidate has been selected,

Once a final candidate has been selected,

Essential Functions of a Pharmacist Position

Review prescriptions to ensure accuracy and to evaluate their suitability. Compound and dispense medications by calculating, weighing, measuring, and mixing ingredients, or oversee these activities. Provide patients, caregivers, and other health care providers with information and advice regarding drug interactions, side effects, dosage, and proper medication storage. Plan, implement, and maintain procedures for mixing, packaging, and labeling pharmaceuticals, according to policy and legal requirements to ensure quality, security, and proper disposal. Analyze prescribing trends to monitor patient compliance and to prevent excessive usage or harmful interactions. Supervise the provision of care by nonlicensed personnel, and oversee the work of pharmacy technicians. Offer health promotion and prevention activities, such as blood pressure monitoring, immunizations, and guidance on glucose level testing. Oversee ordering and purchasing of pharmaceutical supplies, medical supplies, and drugs Maintain patient profiles, charge system files, inventories, control records for radioactive nuclei, and registries of poisons, narcotics, and controlled drugs.

Telephone and Video Interviews Similarities

Similar to on-site interviews in that they take a structured interview approach and use a common slate of questions

Behavioral Interview Question

Tell us about a time when you did not have complete information but were asked to respond to customer's complaint about the work that someone else performed.

Case Study Question

The pharmacy is filled with customers because of an outbreak of the flu. An obviously ill patient is getting agitated from waiting; a mother with a crying child keeps getting in and out of line, which is annoying other customers; an elderly man, who is one of your best customers, calls you by name and asks if he can just pick up his regular prescription; meanwhile, the telephone continues to ring, someone in the pharmacy just spilled a bottle of capsules on the floor, and the customer you just assisted does not speak English clearly and is asking you for more information about the medications in her prescription bad. What would you do first in this situation, and why?

Screening Tool: Telephone and Video Interviews

Used to screen a large number of qualified applicants and shrink candidate pool to a more manageable number of finalists

Examples of Illegal or Inappropriate Interview Questions

What is the origin of your name? What is your ethnicity? Where were you born? What is your age/birth date? What is your religion? Do you have a disability? Is this your maiden name? Are you married? Do you have child-care responsibilities, or do you have any children? Which church do you attend? Have you ever been arrested? (Asking about convictions is permissible.) What is your race or ethic origin? What is your political affiliation? Have you ever served in the military? Have you ever been treated for a substance abuse problem?

Situational Interview Question

What would you do if a customer demanded a full refund for the generic medicine that you had dispensed because you though it did not work as well as the brand-name version she had used in the past?

Questions to Evaluate Staffing Needs Part 2

Which institutional initiatives, goals, or strategic aims are affected by, or could be affected by, this position? Are the title, classification, and compensation still appropriate for this position? Does this vacancy represent an opportunity to increase the diversity of our staff? What unique characteristics did the past jobholder have that are likely not to be replaced? Are there internal candidates who might be promoted or trained for this opportunity, such that a regular search might not be necessary? Could there be an internal search only? Has the organization established an affirmative action plan or other employment strategy that affects how the recruitment is conducted? Should we consider waiting six months before filling the position to review and analyze whether the work can be eliminated, reshaped, absorbed, or reorganized?

Questions to Evaluate Staffing Needs Part 1

Why did this position become vacant? Were there organizational issues that prompted the vacancy (e.g., downsizing, change of leadership, change of work requirements, frequent turnover)? What would happen if this position were not filled/refilled? Could this position be half-time, part-time, seasonal, or something other than full-time? Should an intern or acting appointment be made before a regular search is conducted? What changes have occurred with this position over time, such as new or different duties, or increased responsibilities? What has changed in the department or organization? What has changed in the general workplace or in society that influences how this position works (e.g., changes in technology, computer, and security requirements, labor shortages in this discipline/field, change in legal requirements)?

(Step 4: Determine the Sourcing Strategy) Sourcing strategies

are approaches an organization uses to seek applicants for vacancies

Reference and background checks

are usually the last screening technique to evaluate candidates for employment and are generally conducted only on a single finalist

Many pharmacy employers require drug tests and criminal backgrounds checks due to

access to controlled substances

(Hiring Official) Most pharmacy personnel are selected and hired by the

direct supervisor of the position or manager of the pharmacy

The best hiring decisions occur when

employments openings are announced widely, applicants understand the position duties and expectations, multiple screening tools are used, and a variety of people provide feedback during the hiring process

The best hiring decisions occur when

employments openings are announced widely, applicants understand the position duties and expectations, multiple screening tools are used, and a variety of people provide feedback during the hiring process

A well chosen employee can strengthen and bring

energy and new ideas to a pharmacy practice

Medical exams are used to

evaluate a candidate's ability to physically perform the essential functions of the job

Successful and profitable organizations set themselves apart from competitors by

hiring the right people.

(Illegal and Inappropriate Questions) Do not ask questions that are

inappropriate, unethical, or illegal during the interview

Peers and other managers are often asked for

input into the recruitment process

Using organizational fit at the interview stage after all objective criteria have been exhausted can be a useful and defensible screening technique if

it is used legally and with appropriate caution (and does not screen for protected-class criteria)

(Hiring Official) Organizations differ as to who is granted authority to

make an employment offer

The ADAAA prohibits

medical exams from being administered before an employment offer is made

Mandatory training

must be completed to meet federal, state, or local statutes

Rather than re-use an old job description:

o Assess current demands of the position o Note changes in technology that may have occurred o Incorporate new skills/duties that are now required

A representative from the Human Resources may be used to:

o Ensure hiring process participants are aware of company policies, procedures, laws, and regulations related to recruitment and selection o Offer guidance about effective recruitment strategies o Describe labor market trends o Provide guidance related to screening techniques and total compensation packages

Effective hiring is a multistep process:

o Evaluate current staffing needs o Define position requirements o Decide who will be involved in the hiring process o Develop a sourcing strategy o Design a screening and evaluation process o Negotiate an employment offer o Provide a thorough and welcoming orientation experience o Evaluate the effectiveness of the hiring process

Yield ratio analysis includes:

o How much it cost to advertise or recruit applicants o The number of applicants generated by the source o A comparison of the percentage of interview and job offers accepted by candidates coming from that source

• Types of advertisements include:

o In-column ads o Block ads o Web ads o Image ads o Position announcements

Orientation

o Lays the groundwork for retention and success o Is part of a longer on boarding process

Initial training offered to new employees often includes:

o Mandatory training o Hard skills training o Soft skills training

Structured interviews

o Questions are based on requirements (duties, tasks, etc.) of the position o Requirements are translated into terms that define competencies a candidate must possess to effectively perform the requirements of the position

A well-designed job description is an important foundation for:

o Recruitment o Selection o Compensation o Training requirements o Performance evaluation parameters

The decision making process

o Screening matrix may be used to compare qualifications of one applicant against others o Each candidate should be evaluated by the same objective criteria by everyone involved to ensure quality, consistency, and fairness

Types of questions:

o Situational interview o Behavioral interview o Informational interview o Case study

Essential functions of the job are a key component of the job description

o Tasks and responsibilities that are fundamental to doing a particular job o Should be explicit and used to draft job advertisements and develop selection criteria o Required to ensure compliance with the American Disabilities Act Amendments Act (ADAAA)

A comprehensive on boarding may last several months; is an opportunity to learn about:

o The organization (history, future direction) o The role of the employee's department o The role of his/her position o How other departments fit within the organization

Sourcing strategies may vary based on:

o The position o Labor market conditions o Time frame for search

Orientation process helps the employee embrace the

organization's mission, vision, and values

After a candidate has been hired and successfully oriented, it is a good practice to

oriented, it is a good practice to review the hiring process to determine if the process served its intended purpose

(Illegal and Inappropriate Questions) Limit questions to those that

relate to the essential functions of the job or how a person might work within a given environment

It is common for subordinates of a unit head or similar position to

serve on an interview panel

On-boarding

should begin as soon as the candidate accepts the offer

Verbal offers

should utilize standard language or form letter required by their human resources department or legal counsel

Hard skills training

skill based knowledge necessary to operate equipment, technology, and processes for a specific task

(Reference, Drug, Medical, and Background Checks) Organizations that do not conduct reference and background checks can be

sued for negligent hiring

A critical component of this analyzing yield ratios is

the calculation of the yield ratio

The more specialized the position,

the larger the recruitment area needed

The more senior the position and competitive the pay,

the more likely the candidate will relocate to accept position

The geographic parameters for recruitment generally depend on

the position's level within the organization, its compensation, its prestige, and the number of new employees needed

Candidates should be informed about

the total compensation package offered by the organization.

Diagonal selection Goal

to get a multidimensional and complete picture of the work being performed

Orientation, on boarding, and new hire training are used to ensure the new employee understands

used to ensure the new employee understands responsibilities, is aware of key resources, and is comfortable and familiar with organizational expectations

Checking social media sites to learn about candidates' background and character should be

used with caution

Screening Tool: Evaluating Organizational Fit

whether a person would work well considering the organization's culture, coworkers, and approach to work

Verbal offers should be followed up with a

written letter confirming the terms of conditions of employment.

Sourcing Strategy: Using Networks

• A deliberate and organized approach to maintaining contact information for talented people can be an exceptional recruitment strategy • Savvy managers make an effort to meet/stay in touch with people they meet at professional gatherings and other interactions to have a pool of potential candidates to contact when openings occur • A less personal approach is to use professional organization mailing lists • Networking is used in diversity efforts when managers reach out to a variety of candidates from traditional and nontraditional recruiting sources

Screening Tool: Work Samples

• A screening technique that uses actual work activities as a test to evaluate a candidate's knowledge, skills, and abilities for a given job • Considered the most valid and reliable screening technique because samples assess an applicant's ability to perform work required by the job

Step 3: Decide Who Will be Involved in the Hiring Process

• Determine who will be involved in hiring process, how they will be involved, and when they will be involved • One model of involvement is diagonal selection, a process by which participants are chosen from across the organization and at various levels

Screening Tool: Face-to-Face Interviews

• Interviews are the second most commonly used screening technique, but are less reliable than other selection methods • Should not be used as the sole method for making decision, and should be structured to enhance effectiveness • Structured interviews involve a predefined slate of questions and a standardized method of evaluating responses

Sourcing Strategy: Advertising

• Involves informing individuals of the position opening to encourage them to apply • Considered a more passive process than other sourcing strategies • Should be part of a more comprehensive recruitment process that seeks to cultivate applicants, whether or not they are actively pursuing new employment opportunities • Consists of placing ads in venues such as newspapers, journals, and websites

Screening Tool: Airport Interviews

• Organizations will conduct 'airport interviews' to meet with several national candidates face-to-face in an efficient manner • The hiring authority or team schedules a conference room at an airport or nearby hotel and flies in several candidates to interview • Candidates often fly in and out the same day

Sourcing Strategy: Search Firms

• Search firms or professional recruiters (headhunters) are typically used for senior positions • Also used to hire in competitive fields that warrant additional expertise and support • Can be helpful when an organization needs to hire a large number of candidates in a short period of time, when seeking to staff in geographic areas where positions are difficult to fill, and when recruiting highly technical positions • Charges for these services vary significantly

These legislations prohibit discrimination for protected groups

• The Federal Civil Rights Act of 1964 • Title VII of the Civil Rights Act of 1991 • Age Discrimination Act of 1967 • Americans with Disabilities Act of 1990 • Family and Medical Leave Act of 1993

Laws and Regulations Influencing HRM

• The Federal Civil Rights Act of 1964 • Title VII of the Civil Rights Act of 1991 • Age Discrimination Act of 1967 • Americans with Disabilities Act of 1990 • Family and Medical Leave Act of 1993 • The Equal Employment Opportunity Commission - 1972

Before Termination: Are All of the Following Statements True?

• The employee is not being terminated for anything but poor job performance or breaking major rules. • The reason for termination can be stated in measurable, factual terms. • The employee has been given specific feedback regarding the performance deficiency in measurable, factual terms. • The organization's policies and procedures regarding discipline have been observed and actions documented. • The employee has been given ample opportunity to correct the poor performance. • Employee treatment is consistent with similar situations of employee performance. • The personnel department has been kept informed throughout the disciplinary process and is currently aware of plans to terminate the employee.

Screening Tool: Application Materials

• The selection process typically starts with a review of written or electronic application materials - resume, cover letter, credentials, transcripts, and application • Applicants are evaluated based on how they compare with the objective criteria documented in the job description and advertisement • Applicants are evaluated against each other

Step 5: Develop a Screening and Evaluation Process

• Various screening and evaluation strategies are available to determine which applicants are viable candidates for employment • Each technique has advantages and disadvantages • Use multiple screening methods to make a sound hiring decision • Carefully consider which types of screening methods to use and how much weight to give each method • Another consideration: the decision-making process used to eliminate candidates or advance them to next round of screening

Telephone and Video Interview Compare

•Both telephone and video interviews save time and expense • Candidate who progress to the next step may be invited for on-site interview

Step 1: Evaluate Current Staffing Needs

•Rushing to hire a replacement can result in filling a role that is not actually needed or hiring a person poorly matched for the job or environment • When the wrong person is hired, the organization may be exposed to unnecessary liability • Thoughtful, prudent hiring practices produce better results