Recruitment in Nursing Management

- Prepared by

Management skills development guide

- Introduction

The individuals belonging to the organization are the human resources that the organization has obtained through employment, and the organization is required to identify, attract and retain qualified employees to fill vacant positions throughout their presence in the organization Human resources are considered the most important of all other resources, and employment can be defined as a process consisting of eight tasks designed to provide the organization with the right people in positions The occasion

- The 8 Tasks of Hiring

First Human Resources Planning

The purpose of human resource planning is to ensure that the organization's staffing needs are met This is done by Analyzing the organization's plans to determine the skills required in employees For the planning process Human resources have three elements

1.     Forecasting the organization's staffing needs

2.     Comparing the organization’s needs with the organization’s employees nominated to meet these needs

3.     Develop clear plans showing how many people will be hired (from outside the organization) and who will be trained (from within the organization) to meet these needs

Second Providing employees

In this process, the management must attract candidates to fill the vacant positions The management will use two tools in this case job specifications and job requirements The management may resort to many means to search for those who cover these needs, such as regular newspapers and newspapers specialized in advertising, employment agencies, or contacting business institutes and colleges, and other sources (internal or external) Currently, job advertisements and needs have begun to be managed via the Internet, as many websites have been created for this purpose

Third Selection

After the selection process, those candidates who applied for the advertised positions are evaluated, and those who match the needs are selected The selection process steps may include filling out some forms, interviews, written tests, and referring to people or sources related to the applicant for the job

Fourth Introduction to the organization

Once an employee is selected, he or she must be integrated into the organization The induction process involves introducing the new employee to work groups and familiarizing him or her with the organization's policies and regulations

Fifth Training and development

Through training and development, the organization attempts to increase the ability of employees to participate in improving the efficiency of the organization

Training It is concerned with increasing the skills of employees

Development It is concerned with preparing employees to be given new responsibilities to accomplish

Sixth Performance evaluation

This system is designed to ensure that actual work performance meets specified performance standards

Seventh Employment decisions

Employment decisions such as incentive bonuses, transfers, promotions, and demotions should all be based on the results of the performance appraisal

Eighth Termination of service

Voluntary resignation, retirement, suspension, and dismissal should also be of concern to management

- Performance evaluation and assessment

Performance appraisal definition

Performance evaluation is the determination and assessment of the nurse's current level of competence according to specific and objective standards and methods that must be available in the job holder

Definition of performance evaluation

Performance evaluation is a process that aims to determine the worker’s performance, define it, and how he should perform his work, and design a plan for the worker’s development Performance evaluation not only defines the worker’s level of performance, but also affects his level of performance in the future

The concept of job performance evaluation

·       Performance appraisal can be defined as the process of measuring employees’ behaviors in the work environment, their characteristics related to their jobs, and the results of their work, on a regular and periodic basis, by a person or group of people who are appropriately aware of their performance

·       Evaluation is not an end in itself, but rather has become a means that ultimately aims to motivate individuals, help them modify their behavior in a positive way, and push them to develop their performance, thus raising the productive efficiency in the organization

In general, performance evaluation systems aim to achieve the following objectives

◾  Assist in manpower planning

◾  Distributing work to workers according to their abilities and skills

◾  Improve the employee selection process

◾  Determine the training needs of employees as well as the impact of training on performance

◾  Fairness and accuracy in rewards

◾  Identifying individuals who can be promoted and discovering qualified employees for leadership positions

◾  Help improve performance and pay attention to indicators of inefficiency at work

◾  Providing feedback to employees on their performance levels

Performance evaluation objectives

Administrative objectives

·       Promotion, transfer and demotion decisions

·       Decisions to renew or terminate contracts

·       Decisions to enroll employees in training and development programs

Guidance and counselling objectives

·      Highlighting strengths and weaknesses

·      Referring employees to training or rehabilitation programs

·      The organization should review existing incentive programs and raise satisfaction levels

Scientific research objectives

·      Verifying the integrity of recruitment and selection processes

·      Evaluation of incentive procedures and systems and job satisfaction

·      Training program evaluation

The importance of evaluation

·       Detect performance deficiencies

·       Develop and improve performance

·       Achieving goals

·       Finding solutions to performance shortcomings

·       Reveals the latent energies and capabilities of individuals

·       Detecting workers whose abilities, preparations and skills do not match the work they do

·       Benefit from previous experiences

·       Employing energies

·       Empowering individuals to trust their institutions

·       Helps members benefit from each other

·       Enabling employees to know their strengths and weaknesses in their work and work to avoid and eliminate shortcomings and weaknesses

·       A method for detecting weaknesses in systems, procedures, laws, work methods, and standards followed and their validity

·       It helps in raising the morale of employees and strengthening the ties and relationships between the manager and the subordinate

·       It provides an opportunity for employees to correct their mistakes, work on avoiding them, develop their skills, and achieve what they aspire to in terms of promotion and obtaining rewarding bonuses and compensations

·       It helps reduce the rate of negative behaviors of employees, such as absence, neglect, and lack of enthusiasm for work

·       It contributes to revealing the latent untapped competencies of employees

The importance of the performance evaluation process

Its importance at the level of managers

• Encouraging managers and supervisors to develop their skills and intellectual capabilities and enhance their creative abilities to reach a sound and objective evaluation of the performance of their subordinates
• Encourage managers to develop good relationships with subordinates and approach them to identify problems and difficulties

Its importance at the employee level

·       It makes the worker feel more responsible, which increases his sense of justice and that all his efforts are taken into account by the organization

·       Motivating the worker to work diligently, seriously and sincerely, in order to expect to win the respect and appreciation of his superiors, morally and materially

Evaluation basics

·       Link to clear and specific goals

·       Inclusiveness of all types and levels of goals

·       To be done according to clear standards such as (justice, knowledge, credibility, etc)

·       Evaluation should be a collaborative process

·       to be continuous

Important conditions for the success of the application of the performance evaluation method

·       The evaluator should be a motivator for sound objective evaluation

·       The evaluator should use appropriate criteria to measure performance

·       These criteria should be derived from the job description of the position whose incumbent’s performance is to be evaluated

·       The evaluator should be responsible for the results of his evaluation

·       The evaluator should understand the method used and be trained on how to use it efficiently

·       The evaluator must be able to actually observe the employee’s behavior while performing his job

·       That human biases and errors do not affect the evaluation process

·       The evaluation method must be properly designed, taking into account scientific and practical foundations

·       The method used should facilitate subsequent procedures, such as interviews and career counselling

·       The method must be consistent with the culture of the institution, which must be characterised by objectivity and the desire to achieve the goals of the work and the employees

Elements of employee performance evaluation system

·       Define the purpose This is the goal that the management seeks to achieve through the process and its collection of this information and data

·       Providing information to the workers themselves on the quality and efficiency of their work performance, for knowledge and to improve performance for the better

·       Determine the level of wages, competencies and bonuses that an individual can receive in return for performance

·       Identify the tasks and duties that may be assigned to the employee, if these tasks are needed

·       Identifying shortcomings in the individual’s performance and his need for development and growth through training efforts

·       Forcing managers to link their subordinates' behavior to the results and ultimate value of the work

Performance evaluation process

The performance evaluation process consists of five steps

·       Mutual understanding between the boss and the subordinate

·       Official recording of performance in the performance evaluation form

·       Continuous performance evaluation

·       Objective discussion of the evaluation result

·       Appropriate formal procedures for the evaluation results

Performance Evaluation Responsibilities

1-     Direct manager

He is the person most capable of evaluating the capabilities, achievements, strengths and weaknesses of his subordinates On the other hand, the subordinates’ awareness and knowledge of their boss’s skills and seniority makes them not mind that he is their primary evaluator

2- The direct supervisor’s boss

The immediate supervisor evaluates the subordinate regardless of the extent to which this is in line with the management’s desire Reliance on the supervisor’s supervisor results from the goal of satisfying the company’s desires without conflict

3-     Committees

It is composed of department heads - who are directly responsible for the employee in the evaluation site and have a connection and previous knowledge of him This ensures fairness and impartiality in the evaluation, but the time taken by these committees is very long

HR experts or insiders

·       They must be aware of the nature of the job being evaluated Their responsibilities include meeting with the evaluators, explaining the evaluation elements, the required evaluation method, and the measurement method They are then asked to take executive steps

·       The president evaluates his subordinates

·       Subordinates evaluate their boss

·       Colleagues evaluate each other

·       A group of evaluators are evaluating

Mention the benefits of the process of measuring and evaluating job performance

Raising the morale of employees

When employees feel that their efforts are appreciated by management, an atmosphere of good relations will prevail between them and management

Notifying employees of their responsibilities

When the worker feels that the results of the evaluation will lead to a set of decisions that will affect his professional future, he will do his best in his work

·       A means of ensuring fair treatment

·       Supervision of presidents

·      Continued monitoring and supervision

· Evaluation of selection and training policies

·      Controlling appointment and transfer operations

·      Achieving discipline and commitment to work

·      Identify training needs

·      Determine incentive rewards and grant bonuses

Characteristics of an effective performance appraisal system

·       Clear goals and standards

·       Validity

·       Reliability

·       Linking individual and organizational outcomes

·       It can be applied

·       Provides feedback

·       Motivational

·       Respects the human touch of employees

·       - forward-looking

·       Helps managers reward high performance and achievement

·       In line with the organization's policy

Qualities that must be present in the resident person

·       To have practiced employee performance evaluation and assessed its results and responsibilities

·       To be familiar with the employee's work

·       His judgments are based on accurate and realistic criteria

·       It is based on facts and not personal impressions or opinions

·       Evaluates all employee's work and qualities

·       Not swayed by personal considerations or external pressures

Common difficulties and mistakes

·       Resident tolerance

·       Influenced by personal considerations

·       Low resident motivation

·       The resident or employee is not familiar with the job duties

·       The inability of the resident to accurately distinguish between individuals

·       Work environment and human relations between the president and the heads

·       Fear of confronting employees with bad news

·       The belief that evaluation for high-level professions is unnecessary

·       Because the evaluation process takes a lot of time and effort from them

·       The performance evaluation process is subjective and unjustified

Employee performance evaluation problems

• Personal impression  This impression is represented by the president’s reliance on the individual’s performance in his evaluation On the basis of a false assumption, for example, the president assumes that the excellent person In a certain job he is excellent in the rest of the jobs, so the evaluation of this person’s performance is based on On the wrong impression of someone
• Discrimination  which is based on personal relationship, kinship, religion, sect or region Or the party
• Fear of hurting employees' feelings
• Tolerance  It is based on giving positive results to employees in general, regardless of the fact that Their performance
• Strictness  where the supervisor gives low grades or evaluation due to the nature of The supervisor himself and his personal qualities
• Neutrality or mediation  Supervisors give average ratings due to lack of data The specific ability to classify employees according to their real capabilities
• Guilt  Some managers often feel guilty when they evaluate the performance of employees, especially when the results of the evaluation process have some negative effects on employees in terms of promotions, incentives, and continuity in work Therefore, managers must overcome such feelings in order to be able to perform the evaluation process efficiently and effectively

Suggestions for improving the level of evaluation

·       Resident selection

·       Involve more than one resident

·       Training of arbitrators or evaluators

·       Choose the method that suits the institution and the nature of the business

·       Performance measures should be objective, accurate, observable and measurable

·       The employee is informed of the final report and discussed

- Develop employee performance

Nursing staff development

Staff development includes training and continuing education of nursing staff

Continuous training

It includes all planned and organized educational activities provided by the employer to the nursing staff, which aim to raise the level of service provided to patients

·       Nursing development goals

1.     Keeping pace with scientific change and modern teaching methods

2.     Expanding the network of dealings and effective communication between different departments

3.     The presence of modern nursing concepts such as quality improvement, change skills, etc 

Continuing training programs include

Orientation programs (orientation programs)

In it, the newly appointed nurse or the one who has started her new job is introduced to her responsibilities and duties in order to help her adapt to the new work environment

Contents of the configuration program

a) General preparation It includes general nursing topics, quality programs, infection control, digital transformation, occupational safety and health, etc

b) Specialized preparation in the departments This includes the nursing skills specific to each department

Skills training programs

These programs include training nurses in the skills necessary to perform their work efficiently and at the required level, such as technical skills or skills in human relations and communication methods

Leadership and management training programs

It trains nursing leaders and individuals qualified for promotion in supervisory and administrative responsibilities for various nursing positions

Continuing education

These programs are designed to educate nurses and their assistants and to update and develop their knowledge and skills with modern trends and new information that occurs as a result of developments in nursing and medical technology and sciences Some of these programs aim to prepare the nurse to work in specialized journals

Implementation of the training program

•           Identify training needs

•           Prioritize

•           Setting goals (general or specific) (intellectual, motor or sensory)

•           Selection of educational materials

•           Training program design

•           Choosing the appropriate strategy (lecture - viewing - discussion - simulation - audio-visual means)

•           Program implementation

•           Evaluation (before, during and after)

Teaching methods used in continuing education programs inclu

•     The lecture

•     Viewing (presentation and interpretation )

•     Discussion

•     simulation (role playing)

•     Audio-visual aids