Human Resources Management

1 HUMAN RESOURCES MANAGEMENT Dr. G. Morataya, PharmD, APH Associate Professor West Coast University Slides courtesy of Jason Wong, PharmD, BCPS, CGP 2 Objectives • • • • • Explain the importance of human resources management in providing high-quality pharmacist services Identify critical steps in the recruitment and selection of employees Compare and contrast job orientation, training and development Discuss the roles of motivation and rewards in employee performance feedback List the steps involved in progressive discipline 3 Reading • David P. Zgarrick, PhD, FAPhA, Leticia R. Moczygemba, PharmD, PhD, Greg L. Alston, PharmD, Shane P. Desselle, RPh, PhD, FAPhA; Pharmacy Management: Essentials for All Practice Settings, 5e. Chapter 17; New York, NY: McGraw-Hill, 2020. 4 Lecture Outline • • • • • Human resources management and pharmacy practice Recruitment and placement Training and development Performance feedback Termination 5 Section I. Human Resources Management And Pharmacy Practice Process of achieving organizational objectives through the management of people • Include recruiting, hiring, training, developing and terminating employees • Important because it can affect the quality and quantity of work, as well as employee performance • When pharmacy employees know their responsibilities and receive sufficient & appropriate feedback → fewer errors • Learning objective 1 6 Section II. Recruitment And Placement • Importance of recruitment and placement • Pharmacy staff are more likely to determine a pharmacy’s image than any advertising or promotional events • Well-trained staff are more likely to maintain a loyal patient base & draw patients from competitors • Problem employees - unproductive, antagonizing or have personal problems; cause conflict within pharmacy, reduce job enjoyment, increase workplace tension & hinder teamwork; take up significant managerial time ! Don’t hire a monster !! • Refer to table 12-1 for negative consequences associated with losing a pharmacist Learning objective 2 7 Section II. Recruitment And Placement • Recruiting EME • Key – (1) continually recruit & network (2) maintain a pleasant work environment (3) establish a positive image in the minds of potential recruits th r • Benefits of a desirable work environment – employees feel rewarded 3 and recognized,zfewer job turnover, job vacancies are filled quickly 8656 and with less effort,4want ads become unnecessary • Employers of choice have a positive image in the community and can pick and choose among the best candidates • Advertisement – (1) local – hometown newspaper or professional local chapter journals (2) regional – CPhA (3) national – APhA (4) internet (5) don’t forget employees’ referral!! Learning objective 2 8 Section II. Recruitment And Placement • Placement • Refers to candidate application, screening, interviewing, selecting candidates and hiring processes • Personnel offices assist in advertisement, managing applications & paperwork, screening candidates, advising regarding legal & internal policy questions, checking references and extending job offers • Pharmacist/hiring manager should monitor and influence the personnel office or have some decision making Learning objective 2 9 Section II. Recruitment And Placement • Application • Screen unqualified candidates, provide candidate’s background, helps to rank applicants, check honesty • Screening • Criteria • Behaviors, tasks, skills, capabilities and knowledge required • Physical requirements • Required information, technology and resources • Expected interpersonal relationships • Budget and managerial responsibilities • Common deal breakers • Lack of job qualifications (experience, residency or board certification) • Poorly completed apps (misspelling, missing information or sloppy writing) • Negative applicant history (felony conviction, lying on the application, frequent changes in employment) Learning objective 2 10 Section II. Recruitment And Placement • Interviewing • Steps • Send job description, benefit information, agenda to • • • • • • candidate Identify interview objectives: acute vs long term needs Review job description and performance standards (refer to table 12-2 for sample) Develop a list of interview questions Study applicant’s application and CV: identify areas for candidate to elaborate; note any frequent job changes, gaps in employment, demotions, inconsistencies in history, or incomplete information on references Schedule a quiet, uninterrupted time for interview Alert colleagues so they can schedule a time to meet with the candidate Learning objective 2 11 Section II. Recruitment And Placement • Interviewing (continue) • Day of interview • Start with ice breaker • Types of question – situation, stress, behavioral; mix them up! • Personality and skill tests • Common interview mistakes by candidate (refer to table 12-3) • Lack of preparation: position and organization • Lack of answer/being unengaged • Interviewers assume candidate wants the position • Inappropriate dress or body language/movement • Tardiness • Responding badly to predictable questions • Poor body language • Unclear or irritating speech patterns • Focusing on self-interest over that of the hiring organization • Showing under-confidence or over-confidence Learning objective 2 12 Section II. Recruitment And Placement • Selecting candidates • Keep good notes about each candidate • Develop an interview checklist to structure interview notes • Avoid distracting the candidate during interview • Factors to consider: • Can candidate do the job? • How well does the candidate’s skills and experience match with the organization’s needs? • Will the candidate make my job easier? • Would I want to work with this person? Learning objective 2 13 Section II. Recruitment And Placement • Hiring • Reference check by personnel department • Put together compensation package • Training • employee should know • (1) what they are supposed to do • (2) how to do it • Key • managers should • communicate to employees what is expected of them • train them to do it • provide feedback about their performance Learning objective 2 14 Section III. Training and Development • Training • Improve current tasks and jobs, essential for meeting current needs t to • Orientation • Purpose – welcome new associates, present a positive first impression, help them settle into their new responsibilities, establish early expectations of performance and behavior, introduce mission, goals, culture & expectations • Examples – coworker introductions, tour of facilities, benefits, policies & procedures, performance objectives, computer systems, special organizational/departmental training (HIPAA, sexual harassment and discrimination) • Job training • Need ongoing job training because of changing nature of medical and business model • Can be (1) continuing education, (2) on-the-job training or (3) short courses • Cross-training – help staffing, improve self-esteem & sense of contribution to organization Learning objective 3 15 Section III. Training and Development • Development • Prepares employees for new responsibilities and positions; is an investment in future needs • Factors to consider • (1) Where am I now? • (2) Where do I want to be? • (3) What skills, knowledge and training do I need to get there? • Requires a greater intensity of education and instruction • e.g. formal education, structured experiences such as college courses, multiday seminars & certificate programs, residencies or fellowships Learning objective 3 16 Section IV. Performance Feedback • Types of performance feedback • (1) Day-to-day feedback • • • • • • • verbal and visual messages, most effective Mgmt. get out of office or from behind the desk and interact with associates assist & support, not to criticize & inspect their work Listen more than talk, learn what is happening Focus on the positive – catch associate s doing something right Take notes – and set deadline to get back to associates, keep your promise Make associates see your presence as helpful • (2) Annual (or semiannual) performance reviews • More long-term • review previous progress, identify successes and areas of improvement, set goals and objectives for next year • Augments and summarize manager’s feedback • (3) Ad hoc (arranged/scheduled) performance reviews • Good ad hoc performance review – recognize outstanding performance, award/gift • Bad ad hoc performance review – address unacceptable behavior, consider part of progressive discipline Learning objective 4 17 Section IV. Performance Feedback • Progressive discipline • In response to unacceptable performance • Escalate consequences of poor employee performance incrementally with a goal of improving that behavior (getting good associate back on track) • Until associate either improves, resigns or is terminated • Make explicit to employee the consequences of unsatisfactory behavior to encourage improved behavior • Scenarios that may cause progressive discipline – (1) discourtesy to patients or coworkers (2) tardiness (3) absenteeism (4) unsatisfactory work performance (5) violation of policies • Steps – (1) verbal (2) written (3) suspension and (4) termination Learning objective 5 18 Section IV. Performance Feedback • Verbal warning • Formal • Inform associate if performance is not improved, further disciplinary action may be warranted • Relatively common and often times ends here • Refer to table 12-4 for reasons why associates do not always do what they are supposed to do Learning objective 5 19 Section IV. Performance Feedback • Written warning • A legal document (can serve as evidence in a court case) • Should be crafted carefully with help from superiors, human resources/legal department • Describe unacceptable behavior clearly, previous warnings, specific expectations of future behavior to be achieved by a precise deadline, and consequences of not meeting expectations • Keep good records because they will form basis for potential written warnings Learning objective 5 20 Section IV. Performance Feedback • Suspension • Sometimes written warnings do not result in improved employee performance • Meant to act as a final warning and demonstrate the seriousness of a situation • Must be carefully crafted to include previous warnings, requirements for future actions and consequences for not improving behavior (i.e. termination) Learning objective 5 21 Section V. Termination • Can be a difficult situation • For associate, can have tremendous impact on elf-esteem, reputation and personal finance • For manager, can be emotionally charged event that leads to an unpleasant confrontation, also possible legal action (hence every step must be appropriate and documented) Procedures differ depending on situation • Associate on probation, or commit acts that result in immediate termination (violence on the job, drug or alcohol use at work, stealing, vandalism, or absence without notice) → does not need to be followed • Many associates will resign before being terminated; otherwise attend a termination meeting • Learning objective 5 22 Section V. Termination • Prior to meeting, manager must make sure • Reason for termination is related to poor job performance or • • • • • • breaking major rules Reason can be stated in measurable, factual terms Associate has been given specific feedback regarding the deficiency Policies and procedures regarding discipline have been followed and actions documented Associate has been given ample opportunity to correct the poor performance Associate received consistent treatment with similar situations Personnel department has been kept informed throughout the disciplinary process and is aware of plan to terminate Learning objective 5 23 Section V. Termination Manager’s response should be neutral; state the decision is final. Do not argue with or criticize associate or engage in any negotiation • Offer recommendations on what associates should do next • Complete and file paperwork • Keep it confidential • Learning objective 5 24 Take Home Messages Good human resource management provides excellent pharmacy services • Pharmacy personnel who are well managed are more likely to be productive, satisfied in their jobs and effective • Patients will be better served and achieve better health outcomes • Pharmacist should commit to good human resource management • 25 References • Human resources Management • Dr. Richard d’Assalenaux, PharmD