Session 2 Human Resources Part 1 Flashcards
5 key factors to evaluate if it’s time to hire
- Vet/staff ratio = 4.2:1
- Vet production - 50% active Revenue
- Team member production - 50% passive revenue
- Hospital Flow - is the practice efficient (how many times does the phone ring/how far are appts booked out/do appts run on time/are patient care and client service standards being met)
- Staff Payroll % - monitor for overtime and budget.
Where to Recruit hourly non skilled
Craigslist
Schools
Our Website
Job posting websites
In other businesses (person you can hand a business card to from a different industry)
Where to Recruit admin
Craigslist
Website
Networking (vendors, clients, poaching)
Professional placement services
Job posting websites
Where to Recruit Hourly skilled or credentialed candidates.
Professional journals
VHMA/AAHA
Job Banks
Professional Websites
State vet med associations
Professional placement services
Job boards
Where to Recruit commission or salary candidates
Professional journals
Organizations
Job banks
Resume notes
Do not write directly on resume or application use separate sheet of paper or sticky note
28 us states that have laws that protect applicants from employers that might discriminate against them for partaking in lawful acts that may be found on social media
Example: smoking, religion, pot
28 us states that have laws that protect applicants from employers that might discriminate against them for partaking in lawful acts that may be found on social media
Example: smoking, religion, pot
Us laws regarding record retention as it relates to hiring
Title 7 of civil rights act - 15 + employees
The Americans with Disabilities Act - 15+ employees
The age Discrimination and employment act - 20 + employees
EEOC - significant role in enforcing theses acts
Retain records for 1 year after filling the position unless you suspect the candidate is over 40 then keep for 2 years
Average retention regulation
3-7 years
Types of interview
1) Telephone pre-screen
2) Direct 1v1 (behavioral, competency, situational)
3) panel
4) video
5) working
Behavioral interview
Focuses on specific instances and helps managers move past rhetoric and on to actual behaviors that can be evaluated
Competency interview
Focus specifically on skills needed for the position
Situational interview
How an applicant would react to a specific situation or event they might face on the job
Working interviews
Must be on payroll
Eligible to work in the US
Paid at least minimum wage
Covered under workers comp
How to interview
Create a list of competencies for the role
Create a list of questions that delve into the competencies
Use behavioral open ended questions not yes/no
Avoid questions on protected classes or personal life details
Avoid leading questions
The interview assessment
Fit - alignment - culture for, behavioral measurement
Impact - measure of results the candidate has achieved in the past and is likely to achieve in the future
Potential - measure of growth expected to experience and the increase in impact they might have over time
Rating scale for each competency
1 - 5 points
Example problem solving:
1-2pts: relies on leadership to ID and solve problems
3-4pts: noticed issue and brought it to management
5pts: noticed issue brought possible solutions to management
Different types of interview questions
Initiative
Motivational
Attitude
Personal (job related)
Management
Negligent hiring
Hiring an individual that you should have known was a potential risk
Negligent referral
Not divulging if the employee was a risk
Halo effect
Bias for candidate
Letting good qualities or similar qualities mask potential risks
Armchair psychologist
Do not try to over analyze or get more out of a candidate like a psychologist
Most people interview as the best person they will be and the best you can get from them
Reliability
How dependably or consistently a test measures a characteristic.
If the test is repeated do the scores remain similar
