Nursing Leadership and Management: STAFFING

1. STAFFING
LAZO, Keith Edzel D.C.
MASAYA, Leslie D.

2. INTRODUCTION
Staffing
 It is the process of determining the number of nursing
personnel to meet the patient’s demand for care. The staffing
process involves the selection of qualified and competent
personnel, a system of assignment and staffing schedules.
 It involves deciding what type of and how many personnel
are needed to provide adequate and quality patient or client
care.

3. FACTORS AFFECTING
STAFFING  Type, philosophy, objectives of the hospital and the nursing
service
 Population served
 Number of patients and severity of their illness
 Availability and characteristics of the nursing staff
 Administrative policies
 Standards of care desired which should be available and clearly
spelled out

4. FACTORS AFFECTING
STAFFING  Nursing units and resources available
 Budget
 Teaching program or the extent of staff
involvement in teaching activities.
 Expected hours of work
 Patterns of work schedule

5. SELECTION OF
PERSONNEL
I. RECRUITMENT AND RETENTION - process of enlisting
personnel for employment.
Modes of recruitment include the following:
 Employee Recommendation. Nurses who are already
employed in the institution recruiting personnel may
recommend fellow nurses whom they have previously
worked with in the past and who they know are competent
and reliable.

6. SELECTION OF
PERSONNEL
I. RECRUITMENT AND RETENTION - process of enlisting
personnel for employment.
Modes of recruitment include the following:
 Advertising. This is the most common method of informing
the public of vacant positions. (CONTENT > FORM)
 Word of Mouth. This can be a very effective method of
recruitment. However, it may lead to hiring of friends and
relatives, a practice which may foster favoritism and
nepotism.

7. SELECTION OF
PERSONNEL I. RECRUITMENT AND RETENTION
OTHER MODES:
 Job Fairs
 Open Houses
 Nursing Conventions
 Placement services
 Career congress
MAJOR SOURCES OF PERSONNEL:
 New graduates – Limited idea of job opportunities
 Unemployed – Careful assessment needed
 Dissatisfied – Receptive of news and job offers

8. SELECTION OF
PERSONNEL
I. RECRUITMENT AND RETENTION
CHARACTERISTICS AND ROLES OF A RECRUITER:
 Relates well to people
 With frankness and enthusiasm
 Knows about nursing qualifications and the needs of
the institution
 Knows how to budget
 Responds to inquiries (origin and disposition)
 Determines the interests of the potential applicants
New Graduates, Nurses, Older Nurses, Inactive nurses , Out-of-town
applicants

9. SELECTION OF
PERSONNEL I. RECRUITMENT AND RETENTION
Because of the costs of recruiting, selecting and training employees, the decreased
quality of orienting new workers, and the emotional drain of turnover on continuing
employees, SERIOUS ATTENTION SHOULD BE GIVEN TO RETENTION EFFORTS.
EXAMPLE:
• Exit interview
• Post termination questions
• Clarifications
• Attitude surveys
• Planning activities

10. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF
3 philosophies during the screening process:
1. Screen out applicants who do not fit the image of the
agency.
2.Try to fit the job to a promising applicant
3. Usually, try to fit the applicant to the job.

11. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - APPLICATION FORMSAND RÉSUMÉ
Biographical data, demographic information, personal history,
educational background, and work experience.
PURPOSE:
- Determine whether the applicant is qualified and meets the minimum
requirements.
- Planning the selection interview
- Obtain names of references
- Collect information for personnel administration

12. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - LETTERS OF REFERENCE
 Recommendation from previous employer
 Can be inaccurate and misleading
 Some managers write the letter based on an
inadequate personnel file
 Emphasize on the comments made by
previous employers and co-workers

13. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - INTERVIEW
The purpose of the interview is to obtain further information about the applicant, to give
information, and to determine if the applicant qualifies for the position.
INTERVIEWER:
• Explains policies and procedures
• Avoids chitchat
• Avoids asking questions not related to the job
• Concentrates on listening
• Avoids giving clues

14. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - INTERVIEW
The purpose of the interview is to obtain further information about the applicant, to give
information, and to determine if the applicant qualifies for the position.
INTERVIEWER:
• Not argumentative
• Should avoid the “HALO EFFECT” – judgment based
on appearances
• Must undergo trainings
• Observes the applicant

15. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - INTERVIEW
ASSESSMENT:
- Name, position desired, interviewer’s name
-Work history (abilities, task performed, job
progressions)
- Education (on-the-job training, professional
organizations, continuing education)
- Leadership and management

16. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - INTERVIEW
ASSESSMENT:
- Community involvement
- Peer relations
- Poise, manners, interests
*Open-ended questions [nondirective]
*Close-ended questions [directive]

17. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - INTERVIEW
Open-ended
Direct
Self-appraisal
FUNNEL TECHNIQUE
Topics to
explore
Open-ended
question
Self-appraisal
Direct
question
Professional
What are
your
professional
goals?
How do you
plan to
accomplish
those
goals?
What do
you plan to
be doing 5
years from
now?
GRID OF TOPICS

18. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF – INTERVIEW
TYPES:
- One-on-one interview
- Serial interview  the applicant sees one person after
another
- Group interview  several interviewers at once
- Stress interview  test an applicant’s reactions to
stress
- Reinterview

19. SELECTION OF
PERSONNEL
II. SCREENING OF STAFF - TESTING
 Personality and interest testing is sometimes done but
does require a trained psychologist.
 Ability tests are rarely used when hiring nurses.
 In selecting management personnel, problem analysis, oral
presentations and mock selection interviews are used.
 Measures clerical and mechanical aptitudes, general
intelligence, and mental perceptual, and psychomotor
abilities.

20. SELECTION OF
PERSONNEL
III. ORIENTATION
A process of becoming familiar with a new environment and
adapting well to it. Policies, regulations and job descriptions
are communicated to the newly employed nurse.
 In service education training programs may also be
conducted to prepare the beginning nurse practitioner to
assume bigger responsibilities.

21. SELECTION OF
PERSONNEL
III. ORIENTATION
A well-designed orientation program would include:
 A tour of the physical facilities
 Introduction to co-workers
 Description of the organizational structure of the
institution
 Information on the philosophy, goals, policies and
standards of the institution
 Functions of the members of the health team

22. SELECTION OF
PERSONNEL
IV. JOB DESCRIPTION
 General tasks, or functions, and responsibilities of a
position.
 Education, qualifications or skills needed by the
person in the job, or a salary range.
 Usually narrative, but some may instead comprise a
simple list of competencies.

23. STAFF DEVELOPMENT
INTRODUCTION
Roles as a nurse manager in staff development:
 Support the program
 Review the goals and provide a budget for the
activities
 Participating in identifying the needs of the personnel
**The quality of rendered nursing services can be
further enhanced through attendance in continuing
activities.

24. STAFF DEVELOPMENT
I. PRECEPTORSHIP
• Gives the agency personnel an opportunity to evaluate
students and determine if they are suitable candidates for
employment.
• Faculty facilitate, monitor, and evaluate student learning.
• Provide real-life experiences for students before graduation
• DISADVANTAGE?

25. STAFF DEVELOPMENT
II. MENTORSHIP
• Preceptors are role models who may become
mentors.
• It is a nurturing relationship that cannot be forced.
• The mentor is a resource person who supports the
development of the young person through
influence and promotion.

26. STAFF DEVELOPMENT
II. MENTORSHIP - PHASES
• Mentor uses time
and energy to
nurture the
mentee
Invitational
Questioning
• Mentee experiences
questioning of goals
• Mentor helps to clarify
goals and provides
guidance
• Mentor helps mentee to
personalize learning and
become aware of own
strengths and uniqueness
• Mentee is now prepared
to be a mentor
Transitional

27. STAFF DEVELOPMENT
III. CAREER PLANNING/MAPPING
 Strategic plan for one’s career
 Provides direction for formal education,
experience, continuing education,
professional associations, and networking.
 Choosing an area of specialization,
opportunities, and functional areas.

28. STAFF DEVELOPMENT
III. CAREER PLANNING/MAPPING
CAREER PLANNING INCLUDESTHE FOLLOWING:
Assessment of interests and skills
Determining goals
Developing a map
Pursuing strategies to maintain the map

29. STAFF DEVELOPMENT
III. CAREER PLANNING/MAPPING
 Curriculum Vitae
 Professional goals
 Education
 Work Experience
 Professional membership
 Continuing education
 Research
 Publications
 Résumé
Concise history of education and experiences
Updated periodically
A cover letter should accompany a résumé to
introduce the sender and explain the
purpose for sending (Interest in a position)