DEVELOPING STAFFING PATTERN :

Introduction:
Staffing a election tolerative and retaining of porn in the organization Norse staffing constant
challenge for health reality Before the selection of the employees, one has to make analysis of
the particular job which repaired in the organization, then comes the selection of personnel

FACTORS AFFECTING STAFFING REQURMENTS-

1. Patient factors.
2. Level, complexity and duration of care
3. Type of patient served, their condition age and illnes
4. Number of patients and fluctuation in sumber
5. Socio-economic factors.
6. Patient expectations

2. Staff factors-
 Number of nursing personnel
 Hours and rotation policies.
 Job description and role function
 Personnel policies
 Education and experience
 The work ethics of staff members.
3. Environmental factors-
 Physical layout of institution and patient units.
 Number of patient beds.
 Facilities and service offered.
 Equipment and supplies available.
 Supportive services from other departments.
 Supportive services from other agencies.
 Size of medical staff and kind and frequency of treatment ordered

4. Nursing and institutional objective:

 Type of hospital-teaching and non-teaching-level and type of care the institution.
 desires to give to patients.
  Selected patient care assignment patterns
 Services, education that the institute desire to give to the personnel
 Proportion of trained nurses to student nurses
 Manner in which professional nurse's services are used example-the non-nursing
duties the professional nurses have to perform.

Functions of staffing:
1. Identifying the type and amount of service needed by agency client.

2. Determining the personnel categorics that have the knowledge and skill to perform needed
service measures.
3. Predicting the number of personnel in cach job category that will be needed to meet
anticipated service demands.
4. Obtaining, budected positions for the number in each job category needed to service

for the expected types and number of clients .

5. Recruiting personnel to fill available positions.

6. Selecting and appointing personnel from sustable applicants .

7. Combining personnel into desired configurations by unit and shift.

8. Orienting personnel to fulfil assigned responsibilities 9. Assigning responsibilities for

client services to available personnel.
MAN POWER PLANNING:
Man power planning may be defined as a strategy for the acquisition, utilization.
improvement and preservation of the human resources of an organization. This involves
ensuring that organization has enough of the right kind of people at the right time and also
adjusting the requirements to the available supply.
The main objectives of man power planning:
1. Ensuring maximum utilization of the personnel.
2. Assessing future requirements of the organization
3. Determining the recruitment sources.
4. Anticipating from past records, te, resignations, simple discharge, dismissal and
retirements.
5. Determining training requirements for management's development and organizational
development.
Major activities of manpower planning:
1 Forecasting future manpower requirements
2. Inventorying, present manpower resources and analysing the degree to which these
resources are employed optimally.
3 Anticipating manpower problem by projecting present resources into the future and
comparing them with forecast of requirement of requirement to determine their adequacy,
both quantitatively, and qualitatively.
4. Planning the necessary program, recruitment, selection, training, development, motivation
and compensation, so that future manpower requirements will be
Steps of manpower planning:
1 Scrutiny of present personnel strength
2. Anticipation of man power needs
3. Investigation of turnover of personnel
4 Planning job requirements and job descriptions

Steps of staffing:
1. Determine the number and types of personnel needed to fulfil the philosophy, most Fiscal
planning responsibilities, and carryout the chosen patient care management organization.
2. Recut, interview, select, and assign personnel based on catabolized job description
performance standards.
3. Use organizational resources for midauction and orientation.

4. Ascertain that each employee is adequately socialized to organizational values and unit
norms
5. Use creative and flexible scheduling based on patient care needs to increase productivity
and rotation
6. Develop a program of staff education that will assent employees meeting the goals of the
organization.
Philosophy of staffing:
Philosophy is a statement encompassing onto logic claims about the phenomena of central
interest to a discipline, epistemic claims about how the phenomena came to be known, and
what members of the discipline value.
There are three general philosophies of personnel management. The first is based on
organizational theory, the second on industrial engineering, and the third en behavioural
science.
1. The organizational theorist believes that:
Human needs are either so irrational or so varied and adjustable to specific situations that the
major function of personnel management is to be pragmatic as the occasion demands.
If the jobs are organized in a proper manner, he reasons, the result will be most efficient job
structure, and the most favourable job attitudes will follow as a matter of course.
2. The industrial engineer believes that:
 The man is mechanistically oriented and economically motivated and his needs are
hest met by attuning the individual to the most efficient work process.
 The goal of personnel management therefore should be to concoct the most
appropriate incentive system and to design the specific working conditions in a way
that facilitates the most efficient use of the human Machine.
 By structuring jobs in a manner that leads to the most efficient operation, the engineer
believes that he can obtain the optimal organization of work and the proper work
attitudes The behavioral scientist believes that the behaviour set focuses on group
sentiments attitudes and employees, organizations social and psychological charter
Personnel management generally emphasizes of coaction in the hope of instilling
healthy employees and an
 organizational attitudes and an organizational climate which he commanders to be
felicitous to values. He believes that proper attitudes will lead to efficient job and
organizational structure.

Philosophy of staffing in nursing

 Nurse administrators of a hospital nursing department should adopt the following

staffing philosophy.

 Nurse administrators believe that it is possible to match employers knee lodge and
skills to patient care needs in a manner that optimizes job satisfaction and care quality.

 Nurse administrators believe that the technical and human ionic care needs of
critically ill patients are so complex that all aspects of that care should be provided by
professional nurses.

 Nurse administrators believe that the heath teaching and cohabitation needs of
chronically ill patients are so complex that direct care for chronically ill patients
should be provided by professional and technical nurse.

 Nurse administrators believe that patient assessment, wurk quantification and job
analysis should be used to determine the number of personnel in each category to be
assigned to care for patients of each typel such as coronary care, renal failure, chronic
arthritis, paraplegia, cancer etc). Nurse administrators believe that a master staffing
plan and policies to implement the plan in all units should be developed centrally by
the nursing beads and staff of the hospital.
  Nurse administrators believe the staffing plan details such as shift-start time, number
of staffs assigned on holidays, and number of employees assigned to each shift can be
modified to accommodate the units workload and workflow.

Objectives of staffing in nursing

1. Provide an all professional nurse staff in critical care units, operating rooms, labor and
emergency room.
2. Provide sufficient staff to permit a 1 I nurse-patient ratio for each shift in every critical care
unit.
3. Staff the general medical, surgical, obstetrics and gynecology, pediatric and psychiatry
units to achieve a 2.1 professional practical nurse ratio.
4. Provide sufficient nursing staff in general, medical, surgical, obstetrics and gynecology,
pediatric and psychiatric units to permit a 15 nurse patient ratio on a day and afternoon shifts
and 1 10 nurse-patient ratio on night shift.
5. Involve the heads of the nursing staffs and all nursing personnel in designing the
department's overall staffing program.
6. Design a staffing plan that specifies how many nursing personnel in cach classification will
be assigned to each nursing unit for each shift and how vacation and holiday time will be
requested and scheduled.
7. Hold each head nurse responsible for translating the department's master staffing plan to
sequential eight weeks time schedules for personnel assigned to her his unit.
8. Post time schedules for all personnel at least eight weeks in advance.
9. Empower the head nurse to adding work schedules for unit nursing personnel to remedy
any staff excess or deficiency came by cynosure fluctuation of employee absence.
10. Inform each nursing employee that requests for specific vacation it holiday time all be
honored within the limits imposed by patient care and hot contract Foumarts.
11. Reward employees for long term service by granting individuals special time requests on
the Haus of seniority.

ANA Principles of Nursing Staffing

The nine principles are.

Patient Care Unit Related.
3. Appropriate staffing levels for a patient care unit reflect analysis of individual and
aggregate patient needs.
b. There is a entical need to either retire or seriously question the usefulness of the concept of
nursing hours per patient day (HPPD)
Unit functions necessary to support delivery of quality patient caer must also be considered in
determining staffing levels
11. Staff Related-
a. The specific needs of various patient populations should determine the appropriate clinical
competencies required of the nurse practicing in that area
b. Registered nurses must have nursing management support and representation at both the
operational level and the executive level.
Clinical support from experienced RNs should be readily available to those
RNs with less proficiency Institution/Organization Related.
c. Organizational policy should reflect an organizational climate that values registered nurses
and other employees as strategic assets and exhibit a true commitment to filling budgeted
positions in a timely manner.
d. All institutions should have documented competencies for nursing staff. including
agency or supplemental and trenching RNs. for those activities that they have been
authorized to perform.
Organizational policies should recognize the myriad needs of both patients and nurse.

Recruitment

Introduction:
Recruitment is positive process of searching the perspective employee and selection is a
negative process because it involves rejection of unstable candidates. However Hoh
Recumbent and selection are the two phases of the same process Recrutment being the first
phone, envisages taking decisions on the choice. Selection is the second phone which moves
going various types of tests to the candidates and interviews then in order to select the most
summable candidates.
Definition:
Recruitment is a process of securing applicants to fill vacant positions. I covers both the
filling of new and replacement of previously coalbed posts which fall vacant.
According to Flippo: Recruitment is the proces of searching the candidates for employment
and stimulating them to apply for jobs in the organization.
Recruitment policy
It has been accepted that there is need for a sound recruitment policy, because faulty
recruitment policy imflict a permanent weakness upon the administration the lates virtually
become a heaven for the dull and incompetent. The basic elements of sound Recruitment
policy should include the following-

1 Discovery and cultivation of the employment market for posts/marketing a job in the
public/ private services.
2 Use of attractive Recruitmient literature and publicity
3. Use of scientific tests or determining the abilities of the candidates.
4. Tapping capable candidates from within the service
5 Placement programmer which assigns the right man to right job
6 A follow up probationary programme as an integral part of the Recruitment process.

Planning for Recruitment:

 The shortage of nurses highlighted the need for or heath agencies to actively market
nursing position to available applicants. Marketing is a planned-approach to promote
and exchange relationship with the desired constituency.

 Marketing in compasses for concepts product, place, promotion and price. To market
employment to professional nurses, the Recruiter should describe the product as a
nursing position with opportunity for personal adventure, professional enrichment and
social expansion that can be shaped to satisfied and incumbent's needs and showcase
her or has abilities. In addressing place the agency and nursing unit should be
described as setting for high quality care of selected types of patient and enriching
professional experience for nurse of the applicants description. It planning promotion
of the job to applicants the Recruiter must decide who can most persuasively
 what facts about the job and when and how this information should be trammated to
attract the highest quality candidates in marketing job, the price factor should inchade
present salary surance benefits, in service education opportunities, pension or
eptirement provision and promotional opportunities

Methods and techniques of Recruitment

The possible recruiting method divided into three categories.
1. Direct method

2. Indirect methods

3. Third party methods

1) Direct method: these include sending travelling recruiting to the

educational and professional institutions, employees' contacts with public and
manned exhibits.

2) Indirect method:- Indirect method involves mostly advertising in newspaper, in

the radio, trade and professional journals and in clinical magazines

3) Third party methods: these include the use of commercial of private

employment agencies, state agencies, and placement of offices of schools, college and
professional
associations, recruiting firms, management consulting firms, indoctrination seminars for
college professors and friends and relatives

Private employment agencies: - These private agencies are brokers who bring employers
and employees together. They specialized in specific occupations and these specializations
enhance their capacity to interpret the needs of their clients, to check out particular types of
persons and to develop proficiency in recognizing the talent of specialized personnel State or
public employment agencies also known as employment or labor exchanges Employers
inform them of their personnel requirements, while job seekers get information for them
about the type of jobs that are referred to by employers.

Schools, college and professional institutes: Offer opportunities for recruiting their students.
They operate placement services where complete bio-data and particulars of students are
available. The companies that need employees maintain contact with the guidance counselors
of employment bureaus and teachers of business and vocational subjects. The prospective
employees can review credentials and interview candidates for management traces or
probationers.

Professional organizations or recruiting firms or executive recruiting: Maintain complete

information records about employed executives. These consulting firms recommend persons
of caliber for managerial, markering and production engineer posts

IV. Indoctrination seminar for college: Professors are arranged to discuss the problem of
company and employees Professors are invited to take part in these seminars. Visits to plants
are arranged so that the particular professor may be favorably impressed. They may later
speak well of a company and help ef in getting required personnel.
V. Employee referrals: Friends and relatives of present employees are also
good source from which employees may be drawn some companies maintain a register
of former
employees.
whose record was good and const them when there are New job openings for which they are
qualified
VI. Trade unions: Aho provide manual and skulled workers in sufficient Numbers
Casual labor or applicant at the gate: Most industrial units rely to some extent on casual
labor which presents itself daily at the factory gate or employment office.

VII. Unconsolidated applications: For positions in which large numbers of candidates are
not available from other sources, the companies may pain in keeping files of applications
received frons candidates who maka direct enquires about possible vacancies on their own. or
may send unconsolidated applications. This information may be indexed and filed for
future use when there is opening in these jobs Voluntary organization: such as private clubs,
social organizations might also provide employees.

Computer data banks: when a company desires a particular type of employce, job
specifications and requirements are fod into a computer, where they are matched against the
resume data stored there in. The output is set of resumes for individuals who meet the
requirements

CREDENTIALING
Definition-
Process by which the eligibility of an entity for a particular job or task is established by
determining if the entity has the specified qualifications and fulfils the defined requirements
Credentialing is the process by which professionals are certified in their field. It is also used
to describe the process by which professionals are verified. Different groups for various
reasons perform credentialing. It is a necessary part of both the background checking and
professional certification processes.

Function.
1.. Credentialing fer certification is like a final examination process for professionals
2 It ensures that the professional has the knowledge and experience needed to be given a
particular credential.
3 Credentialing is also done by entities like insurance companies to ensure that the credential
given by medical practitioners are accurate

Features:
1 Credentialing for certification involves tests of knowledge and experience or practice.
2. Some professions require a battery of these tests, but others simply require specific
training.
3. Credentialing for background checking requires calling universities where degrees were
received and places where you've worked.
4 Sometimes the people you know are questioned to verify given credentials.

. SELECTION;

Definition:
Personal selection is the process of choosing from several candidates the one to be employee
in particular position Actually the selection process starts when application are received and
screened in the personal département.

Steps of selection procedure:

1.Preliminary interview: the preliminary interview is generally brief and does the job of
climinating the totally unsuitable candidates it may consist of a short exchange of mformation
with respect to organizations interested in hiring. It may severe primarily to determine
whether it is worthwhile for the applicant to fill in an application bank.

2 Receiving applications: whenever there is vacancy, it is advertised or enquiries are mode

from suitable sources, and applications are received from the candidates. It gives preminary
idea of the candidate to the interviewer and helps him in formulating to the questions to have
more information about the candidate.

3. Screening of applications: after applications are received they are screened by the
screening committee and a list is prepared of the candidates to be interviewed. Applicants
may be called for interview on some specific like sex, desired age group, experience and
qualification. The number of candidates to be called for mierview is normally five to seven
times, the number of posts to be filled up. The screened applications are then reviewed by the
personnel manager and interview letters are dispatched by registered post.
4 Employment tests, employment tests are used to select person for various jobs. They help
in matching the characteristics of individuals with the vacant jobs so as to employ right kinds
of personnel.
The following types of tests have gained popularity these days.
1. Intelligence test.

2. Aptitude tests

3. Proficiency tests

4. Interest tests

5. Personality tests:

5 Interviews: selection tests are normally followed by personal interview of the candidates
The basic idea here is to find out over all suitability of candidates for the jobs. It also
provides opportunity to give relevant information about the organization and an accurate
picture of the job with details of term and conditions

6. Medical examination! it is charmed out to ascertain the physical standards and fitness of
prospective employees. A qualified medical expert appointed by the organization should
certify whether the candidate is physically fit to the requirements of a job.

7 Final selection: after a candidate has cleared all the formalities in the selection procedure.
then he is formally appointed by issuing an appointment letter or by concluding with him
servicemen The appointment letter contains the tots and conditions of implement and pay seat
and other benefits advocated with the job

PLACEMENT:
The candidate's selects for appointment are to be preferred to be specific open. There must be
matching between the requirements of the job and qualities of the employer concerned. Only
then effective placement will take place in practice, right placement is not an cany task It may
takes a long time before candidate is placed on the right job. Generally, the candidate is
appointed on probation of one year or so. During this period, he is tried on different jobs. W
his performance satisfactory he will be offered a permanent post and place on the on job for
he which the most suitable. He may require tramming moods which must also be identified
during the probation period.
If during the probation period, an employee is not found suitable, then the management may
transfer him to some other job to which he may be expected to do justice But if management
cannot offer find a job which he can do well, it may sack him of give him time and training to
improve himself to do the job better.
PROMOTION:

The word "promote is derived from Latin expression defines "promo Vere meaning to move
Forward. The dictionary meaning of promote are.
Definitions
According to Flippo "Promotion involves a change from one job to another that is better in
term of status and responsibilities “The term "promotion" refers to a change for better
prospects from one job to another job in deemed by the employee The factors which are
considered by employees as implying promotion are-

a. An increase in salary
b. An mcrease in job prestige
c. An upward movement in the hierarchy of jobs
d. Additional supervisory responsibility
e. A better future

Principles or promotion

1 Principle of seniority
2 Principle of merit
1) Principle of seniority.
This principle is widely prevalent in government services. It is also a method of promotion in
most of the countries In India, this method is used. According to semority of job, employees
are promoted to higher ranks.
Merits of principle of seniority
1 Senior man se more experienced
2. Every in organization gets an oppomnity of promotion
3. it is objective because it is very casy to find the seniority of the employees
4. Less political interference.
5 Morale of the employees is expected to high
6. The principle of seniority gives certainty of promotion to employees, thus competent
person are attracted
7. High turnover

Demerits of principle of seniority

1. There is no guarantee that a senior employee is more competent
2. Unskilled and incompetent gets opportunity
3. Low morale of competent employees.
4 It will Iced to low productivity
5. Inefficiency will take place
The principle of meri tAccording to this principle, promotions are given to competent,
skilled persons.
According to Flippo, "Merits rating is a systematic, periodic and so far as humanly possible
an impartial rating of an employee's excellence in matters pertaining to his present job and to
his potential for better job.

Merits of principle of merit

1.Only competent employees get promotion.

2 Enhance morale of junior and competent employees.
3. Increased in predictability
4. Retaiming of junior employees
5 Recognition of organization
6. Good quality achieved.

Methods of testing merit

1 Promotion examination: Promotion examination to check the ability of employees is done

by open competition, limited competition and by pass examinations
2. Efficiency ratings or service records:-thy is done through rating scales. The mam rating
scales are graphing rating scales, descriptive rating scales and numerical rating scales. It also
includes production records and personality inventory system.
RETENTION:

Retaining means "possession" of employees by employees employer It is necessary to every

organization to retain their employees to achieve the laid down objectives of the Clinical
ladders - clinical ladders provide a mean to recognize and rewarded nurses .

want to roman imbrued in detect patient care at the hospital As the nose moves of the ladder,
there is an increase is responsibilities and accountableness with sequent increases. A Marne
who has advanced on the clinical ladder typically provides highly skilled nursing care and
acts as a coach and role models for less experience nurses. The highest level of a clinical
ladder in generally a specialist in planning and developing cart for complex patients
Successful clinical ladders have place objective measurable criteria by which each staff nurse
is evaluated.

Many institutions have implemented. clinical ladders without significant. This due lack of
objective evaluation criteria, lack of budgetary support, and inability to measure interpersonal
skills and interdepartmental intradepartmental collaboration. Thus many nurses continue to
have the same role function as before their advancement up the clinical ladder
Shared governance: - Shared governance is defined in many ways Successful Shared
governance models have these elements an ability of the group members to move together on
issues, noncity in communication among the group, trust, understanding of the boundaries of
group decision making and appropriate committee and hierarchy structure that assist and
support implementation of change, an important factor is implementing shared governance is
recognizing the time and expertise needed. If the time and expense for Shared governance
model are not offset by savings in quality improvement and patient care, there is butler reason
for faradization to support Shared governance.

Restructuring: One of the ways that organization are approaching improving nurse and
patient satisfaction and decreasing the cost to the orgamzation is through redesign of the work
on the unit. Many of the early models were dyads, in which the registered nurse worked with
a support person to care for patients. This has evolved in recognition of the attled for an
interdisciplinary team to care for the patient. Some restructuring has enhanced the role of the
nurse, but other efforts to restructure have left ambiguity regarding the role of the nurse and
the nurse manager in these new models

Differentiated practice: - Differentiated practice focuses on the structuring of toles and

functions of nurse according to education, experience, and competence. As a philosophy,
differentiated practice establishes that the domain of nursing practice is broad and has
multiple responsibilities of varying degree and complexity All practitioners are valued
equally, and cach has a separate and identified role in performing patient care activities The
implementation of differentiated practice has clearly defined the different roles of nurse in
caring for patient

PERSONNEL POLICY: An organizations personal poche and procedure manual is

ordinarily used by HR most policies are prepared by HR directly or by using put from other
organizational units and distributed by HR. In most organizations, every departed has copy of
the manual Larger departments may have multiple copies.

Department managers of the person delegated to maintain a policy and procedure mammal
should file updates as soon as they are received without allowing them to accumulate Rapid
references to specify policy information are often required. If a manual has not a given policy
is current. A manual that has been allowed to go out of date has the potential to be damaging
if a wring reference es taken as applicable.
A department policy and procedure manual is not the exclusive property of a manger and
should not be kept in manager's office. A policy and procedure manual should be stored
where employees can access it and manual is retained in an office and cannot be readily
accessed, employees are left feeling that it is being kept from them and that it contains
secrets. Because personnel polices exit for every worker, all employees deserve equal access
to the manual.

Importance of personal policy:

To bring uniformity & continuity in work

Standard of Performance
Stability in actions
Loyalty among workers
Provides guideline for HR planning Ensures discipline
Compliance with government legislation
Personnel Policy Formulation
Policies are not created in vacuum. There are five principle sources to determine the contents
and meaning of policies-

1. Past practices in organization

2. Prevailing practices among other companies of same nature in a region.
3. Attitude & philosophy of board of directors and top management
4 Attitude & philosophy of middle & lower management
5. Day to day problems faced by organization Formulation of policy

Implementations of policies:

1. Approval by higher authorities

2. Formatting policy
3 Communication of policy with all concert
4 Implementation Commented
[MG1]:
Commented
[MG2R1]:

Role of Personnel Department

Policy Initiation & Formula tum

Advice
Services
Controlling & Monitoring of Deviations

TERMINATION:

Counseling session is beld over a period of tune until performance suproves. If performance
does tot improve, termination is the next step.
Definition:
According to Rajokovich (1967), there comes a time when employees part from an
organization The policy, procedure, and environment surrounding this event determine the
degree of goodwill created for the organization

Categories of termination:
Termination can be categories into two catagens
 Voluntary termination.
 involuntary termination
 1 Voluntary termination:- Voluntary termination often follow the pattern of the economic
status of the community During a marketplace short age, when opportunities are open and
salaries are competitive, nurse may move from one organization to another for increased
salaries and bonuses. This movement can detract stable career and personal growth and create
organizational instability. Although the movement is a fast track to better salary and bonus
rewards, it is rarely a fast track to career development.
Voluntary termination can also occur because of spousal job transfers or for personal
considerations. It is to the advantage of both the organization and the employee to maintain good
relationships and ongoing contact These are valuable employees who will lend their expertise
to the profession and an organization wherever they are

2 Involuntary termination: Involuntary termination generally comes after a sense of

counseling sessions with an employee. The termination occurs when there is unacceptable job
profane, professional misconduct, or inability to work with the team. The human resources
department has policies and performance reasons. Employees are given specific to be heard by
the organization's bureaucracy before final determination of termination of termination is
made This is called a grievance procedure in most organizations. It is instituted to ensure a
fair hearing for the employee by someone other Than the manager The final arboreally the
chief staffer of the job
buttery for organizational need can occur become of return showing of an signation The
difficult provedore because valuable often smear people are foot an organization Employees
going through the process need to understand that they are excelled practitioners and
managers and most he prepared to eve in the future Offen, outplacement services are available
for the laid off employees They can provide help in several are updating of a
curriculum aviate or fret presaging highlights of past.cxperience, comes on room waiting, lots of
available positions, and tips for unsuccessful job seethes. They may have support pruned
available for seeing Terminating employee needs to be aware that the big D depression may
occur. Personnel lives are often closely to question his personal worth and vast Colleague
need to give personal support to individual as they seek new positions

References:
Mc Connell Charles R. Human resources management in bealth care principle and practice.
Jones and Bartlets Publishers, Pp 105
II Basavanthapps BT Norsing Administration, JAYPEE Brothers Medeal Publisher (P) LTD.
New Delhi. Pp 92-95
Catherine E. Loveridge Nursing Management in the New Paradigm. An aspen Puhiscation

Pp 369.372