STAFFING

- the process of determining and providing acceptable number of mix

nursing personnel to produce a desired level of care to meet the
patient’s demand.

- it involves deciding what type and how many personnel are needed to
provide adequate and quality patient or client care.
FACTORS AFFECTING STAFFING
• 1.The philosophy, objectives of the hospital and nursing service
• 2. Population served
• 3.Number of patients and severity of their illness
• 4.Availability and characteristics of the nursing staff
• 5.Administrative policies
• 6.Standard of care desired which should be available and clearly spelled out
• 7.Nursing units and resources available
• 8.Budget
• 9.Teaching program or the extent of staff involvement in teaching activities
• 10.Expected hours of work
• 11.Patterns of work/schedule
RECRUITMENT AND SELECTION OF
STAFF
I.RECRUITMENT
-process of enlisting personnel for employment

• RETENTION
- organization is able to create a work environment that
makes staff wants to stay
Modes of Recruitment:
• Employee Recommendation
• Advertising
• Word of Mouth

Other modes:
• Job Fairs
• Open houses
• Nursing conventions
• Placement services (jobstreet)
• Career Congress

Major sources of Personnel:

• New graduates
• Unemployed
• Dissatisfied
Characteristics and Roles of a
Recruiter
Relates well to people
With frankness and enthusiasm
Knowledgeable of nursing profession and the needs of the institution
Knows how to budget
Responds to inquiries
Determines the interests of potential applicants
(new graduates, nurses, older nurses, inactive nurses, out of town
applicants)
II.Screening of Staff
Three Principles:
1. Screen out applicants who do not fit the image of the image
2. Try to fit the job to a promising applicant
3. Try to fit the the applicant to the job

• Application forms and Resume

biographical data
demographic information,
personal history,
educational background
work experience
Purpose:

• Determines whether the applicant is qualified and meets the minimum

requirements
• Planning the selection interview
• Obtain the names of references
• Collect information for personnel administration

Letter of Reference:

• Recommendation from previous employer

• Can be inaccurate or misleading
• Some managers write letter based on an inadequate personnel file
• Emphasize on the comments made by the previous employer and co-workers
 Interview
- a verbal interaction between individuals for a particular purpose
• Purpose:
to obtain further information about the applicant,
to give information
 to determine if the applicant qualifies for the position
• Interviewer:
*Explains policies and procedures *Avoid chitchat
*Avoid asking questions not related to the job *Concentrate on listening
*Avoid giving clues *Not argumentative
*Must undergo trainings *Observes the applicant
*Should avoid the “HALO EFFECT” (judgement based)
Assessment :
Name, position applied,
Work history (abilities, tasked performed, job progression)
Education (on the job trainings, professional organization, continuing
education)
Leadership and management
Community involvement
Peer relations
Poise, manners, interests

*Open ended questions (nondirective)

*Close ended questions (directive)
Types of Interview:

A.Structured Interview:
• Requires greater planning time
• Questions develop in advanced to address specific requirements
• The same questions asked on all applicants

B.Unstructured Interview
• Requires little planning
• Questions are not prepared
• Interviewer does more talking
 III.SELECTION
- process of choosing the best qualified individual for a particular job
Pre-employment Testing:
• Personality and interest testing is sometimes done (psychologist)
• Ability test (rarely used)
• Management personnel (problem analysis, oral presentations and
mock selection interview)
• Measures clerical and mechanical aptitudes, general intelligence and
mental perceptual and psychomotor abilities
*Physical examination:
• Determines whether the applicant is fit and able to perform a specific
job
• Provides a record of the physical health condition of the applicant
IV.PLACEMENT
new employee is assigned to a position where the employee will
have a reasonable chance for success
• Indoctrination:
-planned, guided adjustment of employee to the organization and the
work environment
a.Induction
all activities that educates new employee of the organization and
employment personnel policies and procedures
b.Orientation
provides information about the activities more specific for the
position
• Well designed orientation program:
Tour of the facility
Introduction of co-workers, unit supervisor
General orientation on policies and procedures
Works with preceptor on shift, gradually assumes greater responsibilities

Job Description:
General tasks or functions and responsibilities
Education qualifications or skills needed
Salary range
Simple list of competencies
 V. STAFF DEVELOPMENT
is a process directed towards the professional and personal growth
of nurses while they are employed

Purpose:
1. Social change and scientific advance cause rapid nursing knowledge and
skills
2. Provide continuity in acquiring and implementing the knowledge, skill,
attitudes ideals and values essential for maintenance of high quality
nursing care
3. To bring cultural change
4. To meet job related learning needs
Two Components of Staff
Development:
Education
more formal and broader scope
Training
an organized method of ensuring that people have
knowledge and skills for a specific purpose and thy have acquired
the necessary knowledge to perform the duties of the job
Early Staff Development emphasized on:
• Induction and Orientation (Placement)
• In service training
planned learning experience provided by the agency( job setting)
 Types of staff development program:
1. Induction and Orientation 3. Continuing Education
4. Training for Special Function
2. In service
A.Centralized training
in service training
one department will hold the responsibility for improvement of
knowledge, skill of personnel, full time devotion is needed.
B.Decentralized in service training
planned for staff members who work together with similar conditions
and share the same goal
C. Combined in service approach
higher authorities and all staff development occurs in proposed
programs of education
Steps in in-service education:
1. Assessment:
- pinpoint/prioritize needs
- set training objectives
- develop criteria
2. Implementation:
- climactic check
- ongoing training with
monitoring
3. Evaluation:
- establishment of
criteria
- pre test and post test
- transfer of learning to
the job
-follow up studies for
assessment of extent of
retention learning
3.Continuing Education
updating knowledge and skill, to
keep abreast with interest,
knowledge and technical
advances
OJT
Professional Certification
Military Training
Corporate Training & Universities
Post Secondary Degree
4.Training for Special
Function
developing technical or manual skills,
communication which helps the
person perform effectively
Types of Skills:
Psychomotor skills
Cognitive skills
Teaching skills
Affective skills
Communication skills
Supervisory skills
 Standards of staff development program (ANA)
I.Organization and administration
-units philosophy, goals and purpose address the staff development needs of
personnel
II.Human Resources
- administrative, educational and support personnel are provided
III.Learner
- educators assist personnel in identifying their learning needs and plan learning
activities to meet their needs
IV.Program Planning
- provides the unit systemically, plans and evaluate the overall staff development
V.Educational Design
- designed through the use of educational process and incorporate adult education
and learning principles
VI.Material Resources and Facilities
- adequate to achieve the goals and implement the functions of staff development unit
VII. Records and Reports
-the unit establishes and maintains a record keeping and report system
VIII.Evaluation
- measuring the impact of of learning
IX. Consultation
- to facilitate and enhance achievement of individual, departmental and organizational
goals
X.Climate
-educators fosters a climate which promotes open communication, learning and
professional growth
XI.Systematic Enquiring
- educators encourage systematic inquiry and applications of the results into nursing
practice
Compensation
- a systematic approach in providing monetary value to employees in
exchange for work done
• Salary
 paid to white collard job
employees
paid on specific intervals
• Wage
 paid to blue collard job
employees
on daily, weekly, monthly basis
Types of Compensation
 Basic pay (salary/wage)
 Commissions
 Bonuses, profit sharing, merit pay
 Travel, meal/housing allowance
 Benefits ( dental,
medical,insurance, sick/vaction
leave, retirement, separation, tax
exemption)
 Payroll Salary Compensation and Benefits in the
Philippines
LABOR CODE PD NO.442
-governs all employee-employer relation and their rights
and obligations
• Wage and Wage related benefits:
1.Minimum Wage: vary depending on the number of employees and gross
sales of an enterprise and its industry sector
2.Overtime: working beyond working hours (40hrs/week, 8hrs/day)
3.Premium Pay: work during special holidays (+30% of daily basic rate)
4. Holiday Pay: regular holiday work (+100%/double pay)
5.Night Differential: work hours between 10pm-6am (+10%/hr)
• 6.Service Charges: additional fee collected to pay for services
rendered ( 85% for the employee, 15% for losses/breakages or for
managerial staff)
• All apply to all employees except

• Government employees
• Workers of retail and service establishment (<10 employees)
• Managerial employees and officers
• House helpers/ personal service providers
• Workers paid by results and output
• Field personnel ( if they regularly perform duties away from office)
7.Service Incentive Leave: 5 days leave with pay
-provided employee rendered atleast 1 yr service
8.Parental Leave: Family Leave
i.Paternity Leave: a husband/ father is entitled 7 days with pay leave
up to 4 pregnancies
ii.Maternity Leave: women are entitled of 105 days leave + 15 days
for Solo Parent
*60 days miscarriage/ emergency termination of pregnancy
iii.Solo Parent Leave: 7 days leave with pay every year
9.Other Leaves:
a)Gynecological Leave: surgery caused by gynecological disorder
60 days with pay
b)Leave for Victims of Violence (VAWC): 10 days leave with pay
Can be extended if needed arises as specified on protection order
10.13th month/ 14th month pay: given mandatory ( 1 month basic
salary)
a. 13th month pay- given not later than June 14
b. 14th month pay- given not later than December 24
11.Separation Pay: given to employee who parted with his employer
• Labor Code
Article 283 & 285: “an employee can claim a separation pay if his
contract is ended under authorized causes”
Article 282: “ an employee terminated for just cause (neglect of duty,
fraud, crime) in not entitled”
12.Retirement Pay: employees age 60yrs upto 65 yrs old (compulsary)
and served atleast 5 yrs are entitled
13. Gross Benefits and De Minimis Benefits
• Gross Benefits:
bonuses (13th and 14th, Christmas bonus, productivity and incentives) other
bonuses cash or in kind not exceeding 90, 000 pesos are tax exempted

• De Minimis Benefits:
• excluded from tax
Monetized leave
Rice subsidy
Clothing allowance
Laundry
Employee achievement award
Gift given for Christmas, special festivities
Daily allowance and allowance during overtime
 Employee Relations
concerned with the contractual, emotional, physical and practical relationship of the
employee and employer
The Four Pillars of Employee Relations:
• Importance of Employee
1.Open Communication- ABC (Always Be
Relations:
Communicating)
2.Show Recognition - appreciation and
- sharegratitude
a positive relationship
3.Constant
- employee Feedback - constructive criticism,
engagement
providingmotivation
- productivity tips and guidance
- high 4.Invest
morale in your employee - show employees
you care
 allow them to pursue side projects that interest them
 Offer support professional development studies
 How to Improve Employee Relations
1.Stop Micromanaging
trust the team, give employee autonomy
2.Don’t Play Favorites
it creates tension between colleagues leads to employee
disengagement
3.Be as Clear as Possible
to let employees clearly understand their roles and what is
expected of them
4.Collect Ideas from the Team
employees feels they are part of the team and in the
decision making process
 Rewards management
- consist of analyzing and controlling employee remuneration,
compensation and all other benefits of the employees

Types of Rewards:
Extrinsic rewards:
Individual: base pay,Intrinsic
incentives,rewards:
benefits,
rewards attendance, performance
• Bonuses competence • Information and feedback-
• Salary raisesTeam: team bonus, rewards group
Recognition
• Gifts cooperation • Trust and empowerment
• Promotion Organization: profit-sharing, shares, gain
• Other kindssharing
of tangible rewards
• Job Evaluation
provides basis for grading, pay structure, grading jobs in the structure and
managing job and pay relatives
• Performance Appraisal
• - employees job performance is evaluated and reviewed

• Improve Performance: capability and effectiveness of employee

• Increase Motivation: if target goals are met
• dentify training/ development needs: what can employee learn to be
more productive?, which training field is necessary? and who should
benefit?
THANK YOU