The process involved with selecting the “right” employee will differ depending on the requirements of the job. In addition, the culture and expectations of an organization will have great impact on the structure of the selection process. Where one health care setting might require applicants to participate in group interviews, another might use personality tests. In addition, the qualities for which interviewers look might also vary, ranging from a personality focus to a skills focus.

In this Assignment, you investigate the selection process that is used in a health care organization with which you are familiar. You also identify the expectations of both human resources and the nurse manager in terms of selection.

To prepare

• Review Chapter 6, “Selecting New Employees” in the course text, Human Resource Management: Functions, Applications, Skill Development, to examine the various selection processes health care settings and other organizations may employ. In addition, reflect upon the three types of “fit” nurse managers should take into consideration when selecting new employees.
• Identify a position that is open or has recently been filled in your organization.
• Using what you know about the position, the culture and expectations of the organization, your own hiring and selection experiences, and this week’s readings, investigate the following:
  • Identify the selection steps that have been or will be taken, as well as the members involved. For example, which steps did human resources complete? In which steps did the nursing manager engage?
  • Identify the skills, educational and work background, and “fit” required for this position. How do these align with the advertised job description?
  • Identify any problems or areas that could be improved in your organization’s current selection process. If you were the nurse manager, how would you modify this process?

Note: If possible, you may also choose to discuss these ideas with an HR professional or nurse manager in your organization.

To complete

By Day 7

Submit a 3- to 5-page paper in which you do the following:

• Briefly describe the selection process used in your setting.
  • Identify the team members involved in conducting each step. For example, explain which steps HR performs and which steps managers perform.
    • Explain how effective you believe the current system is.
    • Briefly describe any problems (e.g., rushing, stereotyping, “like me” syndrome, halo and horn effect, premature selection) your setting has experienced with this current selection system (if applicable).
    • Explain how you would modify the process and why.
• Identify the job title for the open or recently filled position.
  • Describe the skills and background a desirable applicant would have.
  • Describe the type of “fit” that would make this applicant the “right” person for this specific job.
• Compare the job description with the expectations of the position.
  • Explain whether or not the job description aligns with the skills, background, and “fit” needed to excel in this position.
  • Explain the specific attributes or characteristics you, as the nurse manager responsible for selecting a candidate for the position, might seek that are not specifically outlined in the job description. Describe how you could you elicit this information during an interview.

Reminder: The School of Nursing requires that all papers submitted include a title page, introduction, summary, and references.

Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications.

• Chapter 4, “Matching Employees and Jobs: Job Analysis and Design” (pp. 120–160)This chapter discusses the importance of matching applicants with the “right” jobs. It highlights topics such as job analysis, job design, and job redesign.
• Chapter 5, “Recruiting Job Candidates” (pp. 192–230)Chapter 5 provides an in-depth examination of recruitment best practices. It explores recruitment considerations and challenges along with internal and external factors that can impact recruitment efforts.
• Chapter 6, “Selecting New Employees” (pp. 194–226)This chapter explains selection processes that are commonly used to find qualified employees. The authors share many techniques used by HR professionals and nurse managers to select the “right” employee for the job.

Markey, L., & Tingle, C. (2012). Screening RNs: A change in hiring practice. Nursing Management, 43(2), 13–15. Retrieved from the Walden Library databases.

This article discusses the process of hiring to fill a nursing position, with a focus on Baton Rouge General Medical Center (BRGMC). At BRGMC, the interview process has one new addition: behavioral screenings for potential RNs. With this new aspect, interviewees are screened for behavior in clinical practice scenarios, equipment recognition, and skills demonstration.

Part 1

Ethical Decision-Making Models (M3D1)

In your textbook, Cooper provides a design approach to ethical decision-making. This is not the only model for ethical decision-making. For this discussion, you will research ethical decision-making models and locate an article or example illustrating how an organization or public administrator applied an ethical decision-making model.

Respond to the following:

• Locate an article or example illustrating an ethical decision-making model used by a public organization or individual public administrator and provide a summary of the steps outlined in this model.
• Provide your own analysis as to the general utility of this model in resolving ethical dilemmas in public organizations.
• Identify and explain one way in which the model you found is different from Cooper’s model.

Part 2

Resolving Ethical Dilemmas

For this discussion, you will use the conflict faced by Karah in Self-Test 2 (reproduced below) and apply the decision-making model you found for M3D1.

Karah is hiring a human resources expert to conduct recruiting, hiring, payroll, and benefits administration for her 50-employee, non-profit organization. She has reviewed the IRS rules on classification of consultants as independent contractors versus employees, and believes the way she has structured the HR expert’s work for the organization makes her an employee, not an independent contractor. Even after explaining this to her boss, Karah’s boss orders her to pay the HR expert as an independent contractor so the organization does not have to pay payroll taxes for her.

Respond to the following:

• Applying the decision-making model you found for M3D1, describe the steps Karah should take to attempt to resolve her ethical dilemma.
• If Karah had applied Cooper’s model instead of the model you found, would she have reached a different conclusion?  Why or why not?

Post your primary response (approximately 500 words Each Part).

I need them to be in the format of question/ answer format.

Administrative/ Supervision Issue Individual Project of your choice valued at 125 points. Under the Assignment Tab.

The individual project must present the following:

• an administrative/supervisory issue that may arise in a human service agency.
• a developed program or strategy to address this issue in an ethical and efficient manner.
• at least three sources. Two of those sources must be outside sources, i.e., publications, agencies, material, etc. other than your own thoughts/ideas or text. Cite your sources.
• a minimum of 1 paragraph describing the problem, a minimum of 3 pages describing the solution or program developed to address this issue.

Example: (Students may not use this example). An issue could be clinicians abusing substances while working for a substance abuse agency. Solution focused program development could include random drug testing, written policy describing enforceable consequences, employee referral program and anonymous reporting procedures for involved parties within the agency.