Chapter 4.2: Staffing; Selection

Selection

• is the process of choosing which people would best fill specific jobs

Completed Job Applications

Purposes:

• to indicate the applicant’s career objective

Completed Job Applications

Actions and Trends:

• only requests information that predicts success in the job

Initial Screening

Purposes:

• to conduct a quick evaluation of the applicant

Initial Screening

Actions and Trends:

• ask questions on work experience, past and expected salary, etc.

Testing

Purposes:

• to measure applicant’s performance in previous and/or current job/s, skills and abilities to learn on the job

Testing

Actions and Trends:

• may include computer testing, software, handwriting analysis, lie detector tests, and urinalysis

Background Investigation

Purposes:

• to make certain that the applicant is honest in his or her resume or application form

Background Investigation

Actions and Trends:

• confirm information in the resume by contacting the previous applicant’s previous supervisor (with permission)

In-depth selection interview

Purpose

• to learn more about the applicant as an individual

In-depth selection interview

Actions and Trends:

• conducted by the applicant’s possible supervisor or manager to whom he or she will report to

Physical Examination

Purposes:

• to make sure that the applicant is physically capable of performing what is expected of him or her

Physical Examination

Actions and Trends:

• either performed by any licensed doctor, the company’s medical doctor, or a doctor from the company’s choice of hospital

Job Offer

Purpose:

• to fill job vacancy or position

Job Offer

Actions and Trends:

• introduce the salary offer and benefits package

Job Proficiency Test

• is one in which the applicant is given the opportunity to demonstrate his or her occupational skills

Psychological Test

• it includes aptitude, personality and vocational interest tests

Aptitude Tests, Personality Tests and Interest Tests

What are the three types of tests under Psychological Test

Aptitude Tests

• measure the potential for performing satisfactorily on the job, given sufficient training

• the mental ability test is the best known variety of this type of test

Mental Ability Test

• is the best known variety of an Aptitude Test

  • this measures the ability to solve problems and learn new materials

Personality Tests

• measure personal tra

Interest Tests

• measure preferences for engaging in certain activities such as mechanical, clerical, literary or managerial work

• measures a perso

Integrity Tests

• is designed to measure the extent of a person’s integrity which relates to job behavior

• is used frequently in retail stores, banks, and warehouses where employees have access to cash or merchandise

Employee Orientation

• is imperative for the new employees to be oriented to the company or organization and the position, and trained so they can perform their tasks properly

• this is also critical for current employees who are moving to different positions within the pharmacy

Orientation Program

• may last for several days, weeks or even months depending on the kind of job and pharmacy

• may include introductions to co-workers a tour of the facilities and equipment, discussion of employee benefits, review of the policies and procedures of the department etc..

Employee Handbook

• can also be of considerable value in handling future disputes and problems

• this is a document that contains the goals, policies and procedures that are relevant to the employee and the job that he or she is assuming

Training

• is important top the employee’s and the pharmacy’s success because if an employee is unprepared or does not understand his or her responsibilities, it is unlikely that they will perform well or reach their full potential

Training

• is done to help employees, whether new or old to meet the changing demands of their jobs

• it benefits both the employees and the organization as it can improve the quantity and quality of work done by the employees

Training

• is to improve the performance of employees in their current tasks and jobs

Development

• is to prepare employees for new responsibilities and positions

Training

• is essential for meeting current needs

Development

• is an investment for future needs

Job Training

• helps current employees keep up with the development of the organization, learn new information, develop new skills to perform better, and refresh capabilities that may have diminished over time

Development

• requires long term preparation for the future needs of the individual and the organization

Job Training

• may be sufficiently done with continuing-ed

Professional Development

• may require formal, structured education experiences such as college courses, multiday seminars, certificate programs, residencies or fellowships

Training Program

• depends on the kind of job on whether the trainees/employees are being prepared for management or non-management positions

The most common types of programs to develop future managers are:

• pharmacies rarely need to hire people who can make immediate contributions

• this offers a distinct advantage

• for this method to be effective, it must be carefully planned and supervised

• involves showing how to do the job and allowing the employee to actually perform the tasks

Job Rotation

• can be used where there are two or more middle management positions

• employees trade jobs on relatively frequent basis during the training period so that they each has an opportunity to manage a whole spectrum of positions

Creation of “assistant to” positions

• if the management is training a person to assume a top-level position, it may be practical to make the trainee an ______ position

• while similar to OJT, this differs in the sense that the trainee is not fully vested with specific responsibilities

Off-the-job Training

• in some instances, the employee development process may include training off premises

• seminars, college courses and the like may better prepare employees for serving the pharmacy’s needs

Non-management Training

• while this process may be less time-consuming, complex, and expensive than training future managers, it certainly is no less important

On-the-job training

• this is the most frequently used training method for non-management

• jobs tend to be routine, and employers typically do not want to invest considerable sums of money in training

Apprenticeships and internships

• jobs that require extensive training an practice are often handled on an apprenticeship or internship basis

• such preparations may take several years and utilizes both on and off the job training

Wage and benefits

• are a necessary part of any staffing process

• the salary level must not exceed the pharmacy’s limitations on cost

Employee benefits

• can be very costly if not carefully administered

Benefit programs

• should be assessed in conjunction with the wage programs, since they can be very expensive if not implemented properly

• some of the common benefits are vacations, holidays, group insurance, bonuses, saving plans, profit sharing etc…

Minimum Wage Law

• was enacted in 1951 providing for minimum wage at PHP4.00/day

• from then up to 1989, increases in minimum wage were affected by wage laws enacted by Congress

National Wages and Productivity Commission (NWPC)

• a new law was passed in 1989

• in order to improve the mechanism in setting the levels of minimum wage

16 Regional Tripartite Wages and Productivity Board (RTWPB)

• was also created to improve the mechanism in setting the levels of minimum wage with the NWPC on 1989

Holiday Pay (Article 94)

• a benefit granted by law, to all covered workers, as a gratuity

200% or 130%

• if an employee is compelled to work on a regular holiday or a special holiday, he or she is entitled to receive this

200%

• benefit received on a regular holiday

130%

• benefit received on a special holiday

Premium Pay

• an employee is entitled to acquire additional compensation when he or she is required by the employer to work overtime or beyond the regular eight hours

Overtime Work

• the normal number of hours in regular working day is 8 hours within the same 24-hour period

  • the required additional compensation given for work rendered beyond designated hours is called?

Overtime Pay

• to compensate the worker for his or her physical and mental efforts for hours worked beyond the normal 8 hours

Overtime Pay

• it could also be viewed as a penalty imposed by society on the employer

• the worker is granted an additional pay to compensate for having been deprived of time for relaxation, amusement or sports, and of the opportunity to contribute to community

Overtime Pay

• the requirement is a governmental measure to promote full employment because it forces employers to hire more workers for every 8-hour period

Plus 25% of the hourly rate

Overtime Pay Rates:

• For work beyond eight hours performed on ordinary working days

Plus 30% of the hourly rate on said days

Overtime Pay Rates:

• for work beyond eight hours performed on scheduled rest day, a special day and a regular holiday

Night Shift Differential

• a worker is expected to work during the daytime

• however, there are certain situations that compel the employer to continue operations beyond the normal daytime working hours

Night Shift Differential

• is ten (10%) of the hourly basic wage for each hour of work that is performed

Night Shift Differential

Reasons why:

• lack of sunlight could cause anemia or tuberculosis, and eyestrain

• risk of accidents are common

Night Shift Differential

Reasons why:

• attendant danger when travelling to and from work at night

Night Shift Differential

Reasons why:

• disruption of normal home life

Service Incentive Leave

• the labor code requires that an employee who has provided at least one year of service is entitled to this service for 5 days

• is really a vacation leave

Article 95 of the Labor Code

• prescribes the minimum of 5 days a vacation leave with pay

• it is not merely to the worker’s additional salary or bounty

Service Charges

• are not required by law, although collected by most restaurants, night clubs, lounges, hotels, etc.

• but when they are collected, the law provides a manner of distribution in order to avoid conflicts between management and its workers

Separation Pay

• is granted to an employee who is involuntarily and permanently dismissed from his or her job

Retirement Pay

• prior to the enactment of this on January 7, 1993, employers were not required to pay retirement benefits except when CBA provides for benefits under a retirement program or the company extends retirement benefits as part of company policy

13th Month Pay (P.D. 851)

• all employers are required to pay their employees regardless of the nature of the latter’s employment and the method of salary payment provided they have worked for at least 1 month during a calendar

13th Month Pay (P.D. 851)

• should be given to the employees not later than the 24th of December

Maternity Benefits

• is granted to pregnant employee, married or unmarried with an accumulated service of at least 6 months within the last 12 months

60 days

Maternity Benefits Entitlement:

• for a normal delivery or miscarriage

78 days

Maternity Benefits Entitlement:

• for a caesarian section delivery, at the rate of 100% of the average daily salary credit

Paternity Leave

• before 1996, was not mandatory, but since July 1996, the benefit has been extended and exclusive to male employees who are married to and cohabiting with his legitimate spouse at time of birth or miscarriage

Paternity Leave

• it is only available for the first 4 deliveries/miscarriages

Social Security System

• is an agency established to provide meaningful protection to members and their families against contingencies resulting from temporary loss of income or financial burden and to contribute to the socio-economic development of the country

Employees Compensation Commission (ECC)

• the earliest laws on workmen’s compensation were the Workmen’s Compensation Law and the Employer’s Liability Act. Both laws provided for amelioration of the worker’s conditions when he or she suffers some permanent, partial or temporary or temporary disability due to injury or illness

Temporary Total Disability

Kinds of Disability:

• is a disability, which prevents an employee from performing his or her work for an extended period of not more than 120 days, unless such disability requires medical attendance beyond 120 days, but not more than 240 days

Permanent Partial Disabilty

Kinds of Disability:

• is a disability, which causes the harmful and permanent loss of the use of any significant of an employee’s body

Permanent Total Disability

Kinds of Disability:

• a disability that lasts for more than the period prescribed for Temporary Total Disability and prevents an employee from pursuing his or her usual work and earning therefrom

Permanent Total Disability

Kinds of Disability:

• complete blindness of both eyes

Permanent Total Disability

Kinds of Disability:

• loss of two limbs at or above the ankles or wrists

Permanent Total Disability

Kinds of Disability:

• permanent and complete paralysis of two limbs

Permanent Total Disability

Kinds of Disability:

• brain injury that resulted in incurable imbecility or insanity

Permanent Total Disability

Kinds of Disability:

• such specific cases determined by the Social Security System and approved by the ECC

PhilHealth

• a home mutual development fund was earlier created by the government under P/D/ 1752, and subsequently amended by RA 7742

PhilHealth

• the objective of the fund, is to promote home ownership and to establish an adequate housing credit system for the member and to invest their collective provident savings to enhance and increase the fund

Regular Employee

• performs the necessary or desirable tasks in the regular business or operations of the employer

Regular Employee

examples:

• clerical or accounting work in a commercial establishment

Regular Employee

examples:

• mechanical or electrical or process operation in a manufacturing plant

Regular Employee

examples:

• secretarial work in commercial or industrial establishments

Regular Employee

examples:

• regular faculty or regular part-time teaching in any academic

Regular Employee

examples:

• personnel conducting audit or official examination of accounts in the controller department

Regular Employee

examples:

• medical personnel in hospitals, as nurses, therapists, physicians doing work in clinics or performing administration work, etc.

Probationary Employee

• it is one hired to fill up a regular plantilla position in the company but who is to undergo a trial period dictated by law to be no longer than six (6) months

Probationary Period

• the employee will seek to prove to the employer that he or she is qualified and has skills necessary to meet the standards of the organization

Contractual Employee

• works for a short duration of time and the wok assignment may possibly be related to the business or trade of the employer