Staffing (Book-Based)

Staffing

organization of employees and workers into various operating units

Staffing

process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality for the efficiency and effectivity of an organization

recruitment processes up to the employment of staff

Staffing comprises of:

Human Resource Planning

Staffing includes __________________________ to identify what the organization requires in terms of the numbers of employees needed and their attributes.

people

Human Resource Management is managing ______________ by providing care to them to ensure their efficiency.

Human Resource Management

defined as the process of achieving organizational objectives through the management of people

recruiting, hiring, training, developing, and terminating employees

Tasks of HRM

Licensing and Registration

PERSONNEL POLICIES:

• Pharmacists must be licensed and must adhere to the requirements for continuing education.

Hours

PERSONNEL POLICIES:

• The number of hours an employee works per week. This also includes the time and method of payment for regular hours and overtime work.

Compensation

PERSONNEL POLICIES:

• The bulk of a person’s earnings comes from a base salary or wage and incentives, such as bonuses. Competitive wages must be paid to attract and retain competent personnel.

Fringe Benefits

PERSONNEL POLICIES:

• Health insurance, discounts on merchandise, pension plans, and other benefits play a major role in staffing, particularly in attracting new employees and retaining existing ones.

Vacations

PERSONNEL POLICIES:

• how long would it be? when can it be taken?

• can be taken during summer when fewer prescriptions are dispensed

Time off

PERSONNEL POLICIES:

• used for their personal needs, emergencies, holidays, birthdays, etc

• can disrupt regular operations

Training

PERSONNEL POLICIES:

• done through off site-education programs sponsored by national, state, and local associations, pharmacy schools, etc.

• in small pharmacies, it is done by the owner

• in hospitals, there is a staff responsible for this

Grievances

PERSONNEL POLICIES:

• conflicts between and among employees

• best course of action: plan for them and establish a procedure for handling it

Promotion

PERSONNEL POLICIES:

• one factor that affects the pharmacy’s ability to retain good employees

• sensitive matter if a higher level position will be filled by an insider or by hiring an outsider

Personnel review

PERSONNEL POLICIES:

• review of performance in relation to different factors and how these reviews will be used

Termination

PERSONNEL POLICIES:

• clearly written policies are developed to make this as clear as possible from both an operational and legal standpoint

Recruitment

process of attracting job candidates with the right characteristics and skills to fit job openings

narrow down

PURPOSE OF RECRUITMENT: To ____________________ a wide spectrum of prospective employees to a relatively small group of applicants from which one or more individuals will be hired.

less selective or not fill the position

In recruitment, if few candidates are available, the recruiter must either be ________________________________.

job analysis

determining a job description or the activities the job entails

Job Specification

characteristics of the individual who should be hired for the job

highly talented people

Recruitment is ineffective for finding ______________________________ because they are already hired by other companies.

Job Analysis

STEPS IN RECRUITMENT:

STEP 1: Job Analysis, Job Specification, and Job Description

• process for obtaining all pertinent job facts

Job Specification

STEPS IN RECRUITMENT:

STEP 1: Job Analysis, Job Specification, and Job Description

• statement of the human qualifications necessary to do the job

• emphasizes personal qualities

• basis for selecting the right employees for each position

• includes:

  • education

  • experience

  • training

  • skills

Job Description

STEPS IN RECRUITMENT:

STEP 1: Job Analysis, Job Specification, and Job Description

• statement that identifies what the job consists of and who the superiors are to whom they are accounted for

• serve as an initial screening process for would-be applicants by defining each activity to be done

• informs the management of the kind of individuals to look out for

• contains:

  • job title

  • job summary

  • duties

  • supervision given

  • working conditions

Strategic Human Resource Planning

STEPS IN RECRUITMENT:

STEP 2: Requisition of New Employees

• process of expecting and providing for the movement of the people into, within, and out of the company, business, or organization to support the firm’s business strategy

STEPS IN RECRUITMENT:

STEP 2: Requisition of New Employees

The Four Steps of Strategic Human Resource Planning:

• human resource planner estimates the number and abilities of people that the firm will need to operate in the foreseeable future

Planning for Future Turnover

STEPS IN RECRUITMENT:

STEP 2: Requisition of New Employees

The Four Steps of Strategic Human Resource Planning:

• planner predicts how many current employees are likely to remain in the organization

• difference between this number and the number of employees needed leads to the next steps

Planning for Recruitment, Selection, and Layoffs

STEPS IN RECRUITMENT:

STEP 2: Requisition of New Employees

The Four Steps of Strategic Human Resource Planning:

• engage in recruitment and employee selection or layoffs to attain the number of people required

Planning for Training and Development

STEPS IN RECRUITMENT:

STEP 2: Requisition of New Employees

The Four Steps of Strategic Human Resource Planning:

• planning and providing programs that ensure the continued supply of people of the right skills

STEPS IN RECRUITMENT:

STEP 3: ACTUAL RECRUITMENT OF APPLICANTS

SOURCES OF APPLICANTS:

• individuals within the organization through promotions

• post job openings among employees first before accepting employees outside the company

• focus: employees’ information, performance, and future potential

external sources/recruiting

STEPS IN RECRUITMENT:

STEP 3: ACTUAL RECRUITMENT OF APPLICANTS

SOURCES OF APPLICANTS:

• involves attracting applicants from outside the organization

Advertising

STEPS IN RECRUITMENT:

STEP 3: ACTUAL RECRUITMENT OF APPLICANTS

TYPES OF EXTERNAL SOURCES OF APPLICANTS:

• reaches a wide range of possible applicants through newspapers, professional journals, and other periodicals

Job Proficiency Test

EMPLOYMENT TESTS:

• test in which the applicant is given the opportunity to demonstrate his/her occupational skills

Aptitude Test

PSYCHOLOGICAL EMPLOYMENT TESTS:

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

ex of aptitude tests

mental ability test

mental ability test

measures the ability to solve problems and learn new materials

Personality Test

PSYCHOLOGICAL EMPLOYMENT TESTS:

• measure personal traits and characteristics that could be related to job performance

• can be controversial because it leads to discrimination and false answers

Interest Test

PSYCHOLOGICAL EMPLOYMENT TESTS:

• measure preferences for engaging in certain activities (mechanical, clerical, literary, or managerial work)

• determines whether a person would enjoy a particular activity or occupation

Integrity Test

EMPLOYMENT TESTS:

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

• measures social conscientiousness

Training

done to help employees, whether new or old, to meet the changing demands of their jobs to make the job more interesting, meaningful, and boosts the employees’ morale and sense of accomplishment

training

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

• essential for meeting current trends

development

• purpose is to prepare employees for new responsibilities and positions

• investment in future needs

Operation Training

• involves welcoming new employees, presenting a positive first impression, providing information that will allow them to settle into their new responsibilities, and to establish early expectations of performance and behavior

• involves familiarizing new hires with the company’s or department’s mission, goals, expectations, and cultural norms

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

Job Training

may be sufficiently done with continuing-education programs, on-the-job instruction, and short courses

Professional Development

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

Development must be action-oriented

MANAGEMENT TRAINING AND DEVELOPMENT GUIDELINES:

• The trainee is allowed to do something such as making decisions

Development must be an ongoing process

MANAGEMENT TRAINING AND DEVELOPMENT GUIDELINES:

• one-shot, short-term training programs do not tend to be effective

• training needs to be continuous

• must be periodically updated on technology and management methods

Program must allow room for mistakes.

MANAGEMENT TRAINING AND DEVELOPMENT GUIDELINES:

• trainees who are not allowed to make errors without receiving severe penalties will not reach their full potential

The process of development must be flexible

MANAGEMENT TRAINING AND DEVELOPMENT GUIDELINES:

• recognition should be given to the unique strengths and weaknesses of each new employee,

• development of the program must be oriented to the individual’s strengths and weaknesses

All phases of the development process must be closely controlled and monitored

MANAGEMENT TRAINING AND DEVELOPMENT GUIDELINES:

• errors need to be corrected quickly

• their performance appraised periodically

On-the-job Training (OJT)

TYPES OF PROGRAMS TO DEVELOP FUTURE MANAGERS:

• employee is not working full time

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

Job Rotation

TYPES OF PROGRAMS TO DEVELOP FUTURE MANAGERS:

• used where there are two or more middle management positions

• employees trade jobs on a relatively frequent basis during the training period

• employees gain a broader perspective and expertise in major aspects of pharmacy operations

• ex: clinical pharmacy operations, over-the-counter operations, how to handle products, gifts, and cards

Creation of “assistant to” positions

TYPES OF PROGRAMS TO DEVELOP FUTURE MANAGERS:

• done when training a person to assume a top-level position

• does various jobs and watches and learns the various processes and procedures, and performs in a staff or advisory positions

• Disadvantages:

  • overly influenced by the manager and stifled in bringing new ideas

  • may be running errands and handling unimportant tasks

Off-the-job training

TYPES OF PROGRAMS TO DEVELOP FUTURE MANAGERS:

• includes seminars and college courses

On-the-Job Training

TYPES OF PROGRAMS TO TRAIN NON-MANAGERIAL EMPLOYEES:

• most frequently employed

• jobs are routine

• employers do not invest considerable sums of money

Apprenticeships and internships

TYPES OF PROGRAMS TO TRAIN NON-MANAGERIAL EMPLOYEES:

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

Minimum Wage

LABOR STANDARDS LAWS:

• first minimum wage law — 4 pesos/day (1951)

Holiday Pay (Article 94)

LABOR STANDARDS LAWS:

• gratuity pay

• each worker receives salary for an 8 hour day (w/ or w/o working) on a regular holiday

• receives 200% (regular holiday) or 130% (special holiday) of wage when entitled to work

Premium Pay

LABOR STANDARDS LAWS:

• compensation when he/she is required to work overtime (beyond 8 hrs), on days off, regular holidays, or special days

• given to everyone except:

  • government employees

  • managerial employees (exempted when they manage the establishment, manage work activities/tasks of two or more employees, authority to change the status of employees)

  • officers of a managerial staff (duty: work, exercise discretion and independent judgment, do not devote more than 20% of their working hours in a regular week)

  • domestic workers

  • workers paid by results/output

  • field personnel

• pay rates:

  • 130% — work performed on rest days or on special days

  • 150% — work performed on rest days and special days

  • 260% — work performed on a regular holiday and rest days

Overtime Work

LABOR STANDARDS LAWS:

• additional compensation given for work rendered beyond designated hours

• reasons:

  • compensate for his/her physical and mental efforts

  • penalty imposed by society on the employer because worker is deprived of time for relaxation, amusement or sports

  • governmental measure to promote full employment

• coverage: premium pay + overtime pay

• rates:

  • 25% + hourly rate — ordinary working days

  • 30% + hourly rate — rest day, special day, regular holiday

Night Shift Differential

LABOR STANDARDS LAWS:

• payment to employees required to work between 10:00 PM and 6:00 AM

• 10% + hourly rate

• reasons:

  • causes anemia, tuberculosis, and eyestrain

  • danger when traveling

  • disruption of normal home life

• exemptions:

  • government employees

  • employees of retail and service establishments that regularly employ nmt 5 employees

  • domestic helpers

  • managerial employees

  • field personnel and employees

Service Incentive Leave

LABOR STANDARDS LAWS:

• given to employees at least one yr in service to 5 days of leave with pay and is mandatory

• exemption:

  • government employees

  • domestic helpers

  • managerial employees

  • field personnel

  • employees who enjoy this benefit, get paid leave of at least 5 days

  • if there are less than 10 employees

Service Charges

LABOR STANDARDS LAWS:

• not required by law

• collected by restaurants, night clubs, lounges, hotels, etc

• labor code provides an orderly arrangement to guide employers and workers in separating it

Separation Pay

LABOR STANDARDS LAWS:

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

Retirement Pay

LABOR STANDARDS LAWS:

• In January 7, 1993, these benefits were paid as provided by law even in the absence of a CBA or company policy

• coverage

  • employee must be retired upon reaching 60 years old but must be retired by 65

  • exemptions:

    • government employees

    • retail, service, and agricultural employees

    • retirement under RA 8558

13th Month Pay (P.D. 851)

LABOR STANDARDS LAWS:

• required to pay their employees regardless of employment and the method of salary payment provided they have worked for at least a month

• given not later than Dec 24

• exemptions

  • government employees

  • employers who have already paid 13th month pay once or more times in a year

  • household helpers

  • employees who are paid by commission, boundary, or task basis, and those who have a fixed amt for performing specific work

Maternity Benefits

LABOR STANDARDS LAWS:

• granted to a married woman (married/unmarried) with a service of 6 months

• reckoned for at least 2 weeks with pay prior to the expected delivery date and another 4 weeks after a normal delivery or miscarriage

• entitlement:

  • 60 days — normal delivery/miscarriage

  • 78 days — caesarian section

paternity leave

LABOR STANDARDS LAWS:

• mandatory since July 1996

• for male employees who are married to and cohabiting with his legitimate spouse at time of birth/miscarriage

• available for the first 4 deliveries/miscarriages

• lasts for 7 days (paid)

Social Security System

LABOR STANDARDS LAWS:

• agency established to provide meaningful protection to members and their families against contingencies resulting from temporary loss of income or financial burden

Employees Compensation Commission

LABOR STANDARDS LAWS:

• supported by Workmen’s Compensation Law and the Employer’s Liability Act which was incorporated under PD 626 (1975)

• amelioration of the worker’s conditions when he/she suffers some permanent, partial, or temporary disability due to injury/illness

• KINDS:

  • Temporary Total Disability — 120 days - 240 days

  • Permanent Partial Disability — causes the harmful and permanent loss of the use of any significant body part

  • Permanent Total Disability — lasts more than 240 days, complete blindness of both eyes, loss of two limbs, paralysis of 2 limbs, brain injury (resulted in incurable imbecility or insanity)

PhilHealth

LABOR STANDARDS LAWS:

• RA 7875 (National Health Insurance Act of 1995)

• administers and manages a sustainable program that only ensures better benefits at an affordable cost but also extends quality and relevant health care services to a broader membership base

Pag-IBIG

LABOR STANDARDS LAWS:

• RA 7742

• mandatory for SSS and GSIS members (except those less than 4,000)

• promote home ownership and establisg an adequate housing credit system

• provides short and long term loans

Regular Employee

TYPES OF EMPLOYEES:

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

Probationary Employees

TYPES OF EMPLOYEES:

• hired to fill up a regular position but is under trial period for 6 months

• done to assess their skills

• may be terminated if they commit an offense

Contractual Employees

TYPES OF EMPLOYEES:

• work for a short duration of time indicated in their contract

• may become regular when work exceed one year

Casual Employees

TYPES OF EMPLOYEES:

• continuous or broken services that are used in various periods in a year

• rehired when the work needed to be done is under their expertise

Project Employee

TYPES OF EMPLOYEES:

• hired for only a specific project

• may be transferred to another project

• terminated once project is done

Seasonal Employees

TYPES OF EMPLOYEES:

• hired to perform a certain task in a duration of which is pre-determined on the employment during a particular season

Substitute Employees

TYPES OF EMPLOYEES:

• hired to temporarily help the company because the regular employee is absent or on paid leave

• terminated once the regular employee is back