Human Resource development in health 7.20.pptx

Human resources required in health sector

1. DEVELOPMENT OF HUMAN RESOURSE IN HEALTH

2. Human Resource Human resources are some people who are willing to contribute their skills, talents and attitude in orders to achieve organizational goals. Organizational effectiveness largely depends up on the performance of people working in the organization. People are as human resource only when they acquired such as knowledge, skills, attitudes, experience and potential growth. In earlier days, the term "manpower" was used and included those special groups of trained people who have specific skills in certain areas. However, in fact, highly skilled, semiskilled, as well as unskilled people contribute directly and indirectly in the achievements of the goals of organizations either they included in labour forces or not.

3. Human resource management Human resource management (HRM) is concerned with the people element in the organization. It is concerned with the effective management of available human resources in the organization. It involves the production utilization of people in order to achieve organizational goals and can be a major contribution on the success of organization.

4. Definition of human resource management Human resource management is the systematic planning, development and control of network of interrelated process affecting and involving all member of organization. Human resource management is a process of four functions: acquisition, development, motivation and maintenance of human development. Robbins Human resource (Manpower) is the cornerstone of any health system and unless manpower development patterns are appropriate to people's health needs and social circumstances, countries will never be able to achieve a level of health that will allow their people to lead socially and economically productive lives." Dr. H. Mahler, former Director General WHO

5. Objectives of human resource management It is the important component of management. It is the combination of four functions. The main objectives of human resource management are as follows. Goal achievement Structure maintenance Goal harmony Productivity improvement Efficiency

6. Human resource planning The purpose of human resource planning is to assess where the organization is, where it is going, and what implications these assessment have on future supplies of and demands for human resources. Attempts then is made to match supplies and demands, making them compatible with the achievement of the organization's future needs both in public and private sectors. However, the shortage of trained manpower all over the world remained as ever which increases the importance of proper planning for human resource development.

7. Importance of human resource planning Goal (objective) achievement : Human resource planning focus on overall organizational goals. The human resource planning ensures the optimum achievement of objectives. The forecast of human resources are based on the objectives, strategies and plan of the organization. Minimize future risk and uncertainty: Human resource planning is made to minimize future risk and uncertainty by forecasting the need of technical and other manpower. This will help to reduce the chances of losses by making optimum utilization of human resources.

8. Importance of human resource planning Effective utilization human resource : Human resource planning ensures that the organization acquire and retain the quality human resource. Existing human resource can be deployed to ensure their effective utilization. Implement business strategy : Without proper human resource planning, business strategy cannot be implemented. Human resources are the people who have to work in order to implement the business strategy. It is only possible through human resource planning.

9. Importance of human resource planning Human resource development : Human resource planning anticipate skill requirement for various level of human resources. This provides adequate time for planning and development programs. In other words, human resource planning uses the employees properly. Promote awareness: Human resource planning promotes awareness that human resource activities are equally important at every level. Both line and staff managers directly and indirectly must be involved in human resource activities.

10. Human resource planning in health The development of human resources in health can be defined as the process of determining how best to produce, deploy, and manage the human resources in health care system to produce the best health care services to people With increasing health challenges, need of human resource in health is ever increasing. This situation compelled the health planner to look for more realistic and wiser alternative term for the Health Manpower Development, and the term HRH Development was coined. HRH also involve health care recipients as the health care providers in a planned way e.g., individual volunteers, mothers' group and community health group etc.

11. Prerequisite of human resource planning in health Statistical data Leadership readiness Enabling legislation Administrative capacity Political dimension Pe rformance appraisal/in-service education Nursing human resource planning Nursing personnel management

12. Statistical data Statistical data can help in the formulation of a series of equations to project human resource requirements. Use of available data, such as patient visits, number of available physicians, work hours of physicians, and service uptake rate to predict the size of healthcare personnel required . The available data shouldn't be static and should take account for expected future changes like emerging diseases or increase in number of cases. The major advantage of availability of data is its ease of application for planning of required human resource in health system.

13. leadership readiness Within healthcare, skilled leaders motivate staff to work at their highest potential to benefit patients, their colleagues, and the organization. Nurse managers, doctors, and health administrators supervise teams and daily operations, but they may or may not be natural leaders. Leadership must be ready to determine and develop human resource requirement for future. Foresightedness of upcoming challenges and requirements is must bearing characteristics of healthcare leadership. Leadership must understand and model approaches for making decisions under risk and uncertainty.

14. Enabling legislation Legislation facilitates planning to develop a vision of the future, to define short-, medium- and long-term references, to determine objectives, to set out priorities, to delegate roles and to define means of action and institutional arrangements It support decision-making in a context of greater public awareness of the harmful effects of incoherent policies and of greater public scrutiny of decision-makers regarding the costs and benefits of proposed options. It helps to rally professionals and other sectors around health problems and to legitimize actions. It also provides a framework for evaluating performance by setting expectations, objectives, priorities and strategies and the resources required to achieve them.

15. Administrative capacity Human resource administration is the management of the overall employment experience of people working at an organization A good administrative capacity is prerequisite for proper human resource development planning. The administration should be prepared for development of human resources by developing new manpower or upgrading the existing human resource. HR administration must assist managers with employee performance issues, recruit and interview for open positions, and onboard new hires. Motivation of available human resource and planning of new recruitment need good administrative capacity.

16. Political dimension Political forces play a dominant role in the shaping of health services in community. Political scenario must be favorable for human resource development in health. Policy making and need assessment of requirements of health personnels must be in priority of political leaders. It is often overlooked that efforts to alleviate the suffering caused by health problems can, in turn, contribute to the initiation of action on political action towards human resource development planning in health sector

17. Performance appraisal Performance appraisal can be used as positive motivation which motivates the staff to do their work effectively. An employee is motivated to give out his/her best when he/she finds the job challenging. It has now been well established fact that reward has great influence on employees for their better works. Reward is the material and psychological pay off performing task. This definition indicate that rewarded don’t mean just pay or financial intensive but it also include a broad sense and other support and benefit e.g. recognition prestige, praise etc. .

18. In-service education In service education is a planned educational programme provided in the job setting in order to help the person to perform more effectively. To motivate the staff a nurse manager had to organize the in service education program continuously. It is needed to make the staff performance up to date. The staffs knowledge level and capabilities are a major factors in determining the number of staff required to carryout organizational goal. The belief is that the better trained and the more component of staff is , the less number of the will required. In order to give best service must constantly be learning.

19. Nursing personnel management Ethics and standards should be set for nursing practice Resource management like operational planning, staff allocation, personal systems and records, labor law and regulation, budget must be taken in consideration Workforce planning Working environment Staff support and performance should be regulated by well designated roles and responsibilities along with growth

20. Importance of hrh planning To formulate human resources plan and establish a mechanism for the implementation of that action-plan. To influence the health manpower production by the health institution in terms meeting the national need for the types of health personnel, the number of each category and their capabilities (required skills). To ensure the most effective possible distribution and use of existing human resources in health. To ensure continuous staff-development that is needed for the provision of quality health care. To ensure on-going monitoring and evaluation of the progress of the action plan.

21. advavntages of hrh planning Needed to develop competencies . Needed to mitigate some of the evil consequences of industrialization . Needed to bring about system-wide change . Needed to develop a proper climate in the organization .

22. Steps of hrh planning Preparing for human resources planning. Preparing report on existing human recourses and service situation in health Estimating future supply of human resources in health Estimating human resources requirements in terms of quantity and quality Finding out mismatches between supply and demand for human resources Solving mismatches between supply and requirements Identifying the organizational and management problems Formulating of management strategies and outlining of the plan Preparing detailed human recourses development plan Implementation and monitoring of plan

23. Step 1: Preparing for Human Resources Planning Planning of human resources in health begins with the government or the related organizations. Then human resources planning group, composed of the representatives of health planners; health services providers; health manpower producing institutions; professional bodies; and other interest groups, is formed and the terms of reference (TOR) for the working group is prepared. The organizations that need to be consulted by the working group are also identified who have a full understanding of the nation's health priorities, health resources and long-term demographic projections.

24. Step 2: Preparing Report on Existing Human Recourses and Service Situation in Health The working group is responsible to gather data in health situations in advance but within a reasonable time period. Therefore, it is not worth to launch a special survey, which unnecessarily increases the cost and data collection time. Data should be always collected from authentic sources with a specific purpose in mind. It is recommended that expertise from the field of health, statistics, demography, and education should have the representation in the war that is responsible for collection and representation of data .

25. Information collected should include the following aspects. Country's background information. Country's fiscal situation and trends in health budget. National health plan: long-term and short-term. Present health status and trends. information on production of health workers: i ) the number and types training institutions and curriculum used, enrolling capacity, drop out rates, destination of graduates, and the teacher capabilities , and in) the courses available for continuing education. Present staffing situation and trends; recruitment, staffing pattern, full-time or part-time, turnover rates and reason-career change, or other socio-economical reasons, etc. Utilization of the health personnel: workload distributions and productivity; career structure, supervision; performance appraisal, etc . Personnel policies: staff development; hiring & firing retirement , pension, etc , . Step 2: Preparing Report on Existing Human Recourses and Service Situation in Health

26. Step 3: Estimating Future Supply of Human Resources in Health Basically, the projection of future supply of human resources is done on the basis of analysis of current staffing situation: loss and gain that would occur in the present number. The expected new trainees and their recruitment, people returning to work after a long break and transferred from other organizations and/or countries are the basis for estimating the future addition to the staff. The rates of attrition, movement through promotion from one category to another category, transfers, deaths and retirement are the major reasons for the loss in staff. By applying their judgments on the rates developed from the past trends, the working group estimates the future loss.

27. Step 4: Estimating Human Resources Requirements in Terms of Quantity and Quality The Health Needs Approach: In this approach the health experts project the amount and nature of health services will be required to attain and preserve the health of people and then decide on people--type and number--needed to these projected health service needs. The Service Target Approach: In this approach the target for providing various types of health services is set on the basis of needs as well as the feasibility of the provision of services. The manpower needed to meet these health needs is estimated. The Health Demands approach: In this approach, the demand for health services is considered as the function of income, price and accessibility, and the needs for quality and the quantity of the human resources is then projected on this basis. Manpower Population Ratio: The need for human resources is calculated on the basis ratio of the population to be covered in obtaining their health needs in general.

28. Step 5: Finding Out Mismatches Between Supply and Demand for Human Resources The comparison between the future supply and demand for the human resources by the working group would help in revealing the discrepancy or mismatches between supply and requirements. Such discrepancy may occur in number, which could be to few or too many of various categories of health personnel. There could be lack in needed skills; or the staff productivity may be low; or there could be geographical maldistribution of staff. The mismatch problems could be specific to a country and are addressed differently from country to country. While dealing with the problem, the working group must decide which are the major problems that the need to work on.

29. Step 6: Solving Mismatches Between Supply and Requirements After the problems have been identified and put into priority order, the working group needs to propose solutions to them. The main aim is to bring qualitative change in health care through solving the mismatch in the quantity and the capability of the human resource. Brainstorming sessions are used to prepare the initial list of all possible alternate solutions for each problem. Constraints for all possible solutions and its consequence must be identified clearly, which will help to put the possible solutions in a priority order. The next step is to propose the best solution by scrutinizing the list of all possible solutions. The solutions that appears feasible with the given resources and that has long-term effect is chosen along with at least one or two other alternate solutions.

30. Step 7: Identifying the Organizational and Management Problems The different solutions proposed by the working group for human resources development need to be scrutinized against the light of organizational and management implications. The suggested solutions might need to be modified if they seem to create new long-term problem for the production, deployment and the management of human resources. Such problems area could be a lack of coordination between the health services delivery system and human resources development Lack of coordination between health personnel training institutions and health services units that leads not only to the mismatch in the quantity of the health professionals but also affects the quality of the health manpower.

31. Step 8: Formulating Of Management Strategies and Outlining of the Plan The next step now is to consolidate the human resources development strategy, considering both long-term and short-term solutions. The strategies, the sequencing the actions to be taken and the resources needed (approximately), are outlined in order to resolve the mismatch between the supply and requirements of health manpower. Then the working group presents it to the steering committee for the policy guidance before it prepares the detailed plan. Based on the resources available, the actions are modified, if needed, and put into priority order.

32. Step 9: Preparing Detailed Human Recourses Development Plan After the strategic plan has been approved by the committe , the working group prepares a detailed plan for the development of human resources. The human, material, and financial resources required for all detailed programme activities are then estimated and programme budget is developed. Many coordinating meetings with the agencies concerned with human resource development must be convened in order to assert the feasibility of the plan. The working group will need a good support at this stage. The aim of the human resources development activities is to improve the potentials of the human resources.

33. It should include the following: The policy on which the plan is based. The country's goals and targets of health services. Country' specific problem for human resources development. The list of all possible solutions along with critical analysis of the constraints that are attached with each solution. The list of sequential activities that are to be taken with each solution. The resources and timeframe for each activity. Organization(s) or team(s) that is responsible to undertake the activities specified. Specification of guidelines for monitoring, formative evaluation of the activities, and the re-planning, if and when needed. Step 9: Preparing Detailed Human Recourses Development Plan

34. Step 10: Implementation and Monitoring of Plan Regardless how well the future is perceived through in preparing the plan, the uncertainty nature of future necessitates that the plan to be monitored through out its implementation by using the methods as per guideline developed earlier. For this the working group needs to interact constantly with the implementers to assess the situations and delineate the unforeseen constraints that are coming on the way of effective implementation of the plan and the situation that necessitates re-planning. The need and frequency for re-planning very much depends of the following factors. The degree of uncertainty of the results of implementation. The capability of the staff to undertake re-planning. The general reviewing trend of the ministry. The timeframe within which the activities have to be completed.

35. PROBLEMS OF HUMAN RESOURCE PLANNING IN nEPAL Low Priority: Resource planning as an area of low priority and because of this, Nepalese organization lacks right numbers and kinds of people at right place at right time. Lack of assessment of current human resource: Most Nepalese organizations lack up-to-date human resource inventory which describes the skills current available. They also lack effective human resource data base information. Missing demand forecast: Nepalese organization lack proper demand forecast in terms of number and skills of people required. Business organizations relate revenue forecast which serve as the basis for the forecast of human resource demand.

36. PROBLEMS OF HUMAN RESOURCE PLANNING IN nEPAL Missing supply forecast: Nepalese organization lack proper supply forecast of human resource from inside and outside sources. Promotion and transfer are not planned in advance. Professionals and skilled technicians are suffering from unemployment. Mismatch of demand and supply: Nepalese organizations do not proper attention to matching demand and supply forecast to determine shortage and surplus. Succession planning is not done by Nepalese manager.

37. PROBLEMS OF HUMAN RESOURCE PLANNING IN nEPAL Short-term horizon: Human resource planning in Nepal has generally one year horizon strategic planning is very much lacking. Implementation of human resource planning is not effective. Private sector performance: The family owned and managed private sector organizations do no bother about human resource planning. They prefer to hire relatives, friends and "near and dear” ones.

38. Strategic problems OF HRH PLANNING IN nEPAL Increasing supply of most cadres of HRH. However, expansion is uncontrolled and not clearly linked to N epal requirements. The most recent staffing projections of Nepal are no longer valid for a G ovemment health service that is now providing free health care, an expanding private sector (currently providing about 40% of Nepal's health care) and the growing number of doctors and nurses going into the global labour market. The inequity in access to health workers is probably worsening, despite the increase in supply, to the difficulty in attracting and retaining staff in remote areas, although innovations

39. Strategic problems OF HRH PLANNING IN nEPAL The expansion of training, which is now provided by the private sector, is not accompanied by development and adherence to standards & quality. T he skills of many health service providers are not up to standard, with obvious implications for the quality of service delivery. Incomplete availability of staffing data.

40. Challenges (listed in HRM strategie plan (2011-2015) Health worker shortages e.g., only two-thirds of positions for doctors and nurses are filled and are skills shortages in specialized areas, such as anesthesia Deployment and retention of essential health workers, especially in rural and remote areas Fragmented HR management and incomplete HR information Improving the skills of the health workforce Poor staffing attendance and motivation affecting productivity and the quality of services Participation of Dalits and other highly excluded groups in the health workforce

41. performance appraisal Performance appraisal of staff or employees is an ongoing process of exploring employee’s strength or weakness on his or her performance for providing reward or upgrade or training. It helps managers or employees to know exactly the performance status so that they can decide how p enhance the competency and confidence if they are weaker. Performance evaluation is also used for grading the employees which again can be used for selection of training, delegating authority, upgrading employees, and in extreme cases for punishment of employees.

42. performance appraisal Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one In public sector of Nepal, employees have to fill up the Ka Sa Mu ( Karya Sampudan Mulyankan Faram ) once a year over which marks are allotted by different super-ordinates and filed. Such marks are judged for their promotion.

43. purpose Performance appraisals are essential for the effective management and evaluation of staff. Formal performance appraisals are generally conducted annually for all staff in the organization. Performance appraisal provides a formal, recorded, regular review of an individual's performance, and a plan for future development.

44. purpose Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisal generally reviews each individual's performance against objectives and standards for the year, agreed at the previous appraisal meeting. Performance appraisal is also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.

45. tools of performance appraisal Ranking graphic rating scale Checklist Anecdotal notes Free response Peer review

46. Check list It is basically method of recording categorically whether a behaviour or characteristic is present or absent, or whether an action is taken or not. A checklist, on its left-hand column, consists of listing of behaviour or characteristics that are essential to a successful performance. The series of actions desired in the performance is listed in the approximate order in which they are expected to occur. The right-hand column calls for simple "yes-no" judgment. An additional column for remarks to jot down the observation made might be useful to give feedback to the students during the post clinical conference.

47. Check list This type of tool is used to assess those competencies areas that are critical for gaining the proficiency in the field. With a checklist the observer can only record whether certain characteristic or behavior is present or absent, but the quality of that behavior can be rated Unfortunately, this does not guarantee that observed behavior is a persistent one.

48. Rating Scale This scale is defined as a systematic procedure for obtaining and reporting the judgment of the observer regarding the quality of the behavior of individual measures the degree to which characteristics are present. In other words, it does more than just note the absence or presence of desirable behavior. It locates the behaviour on a continuum and notes the qualitative and quantitative abilities. Unlike checklist and anecdotal record, rating scale helps in obtaining and reporting the judgment of the observers in a systematic way.

49. Rating Scale Typically, rating scare consist of a set of characteristics or behavioral attributes that is to be judged on the left-hand column and some type of scale on the right-hand side indicating degree to which each attribute is present. Thus, the components of rating scale are: Stimulus Variable (Criteria) that states the qualities to be rated Response (Options) for giving the ratings.

50. Anecdotal report Anecdotal reports are factual descriptions of the meaningful incidents and events, which the clinical teacher/supervisor observes in a student and records it on a plain paper or form. Such notations should include factual description of What happened to whom; When and where it happened Under what circumstance it happened Who had observed it

51. Anecdotal report Thus, the notation comprises an objective description of the setting or background and the incidents, and the interpretation and recommendation may be included; which should be noted separately from the factual description. In describing the incidents value-laden words like good and bad, indicative of subjective judgments, should be avoided. Anecdotal recording can be used to observe those areas of behaviour that cannot be evaluated by other means.

52. performance appraisal process Prepare: Prepare all materials, notes, agreed tasks and records of performance, achievements, incidents, reports etc., anything pertaining to performance and achievement. Inform: Inform the appraisee, ensure the appraisee is informed of a suitable time and place clarify purpose and type of appraisal, give the appraisee the chance to assemble data and relevant performance and achievement records and materials. Venue: Ensure a suitable venue is planned and available, private and free from interruptions Observe the same rules as with recruitment interviewing, avoid hotel lobbies, public lounges, canteens and privacy is essential.

53. performance appraisal process Layout: Room layout and seating are important elements to prepare Don't simply accept whatever layout happens to exist in a borrowed or hired room, layout has a huge influence on atmosphere and mood Irrespective of content, the atmosphere and mood must be relaxed and informal Remove barriers, don't sit in the boss's chair with the other person positioned humbly on the other side of the desk Must create a relaxed situation, preferably at a meeting table or in easy chairs Sit at an angle to each other, 90 degrees ideally and avoid face to face, it's confrontational.

54. performance appraisal process Introduction: Relax the appraisee, open with a positive statement, smile, be warm and friendly The appraisee may well be terrified, so create a calm and non-threatening atmosphere. Set the scene, simply explain what will happen Encourage a discussion and as much input as possible from the appraisee, tell them it's their meeting not yours. Confirm the timings, especially finishing time. Begin with some general discussion about how things have been going, but avoid getting into specifics, which are covered next (and you can say so). Ask if there are any additional points to cover and note them down so as to include them when appropriate.

55. performance appraisal process Review and measure: Review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one, avoid going off on tangents or vague unspecific views. For each item agree a measure of competence or achievement as relevant, and according to whatever measure or scoring system is built into the appraisal system. This might be simply a yes or no, or it might be a percentage or a mark out of ten, or A, B, C. Agree an action plan: An overall plan should be agreed with the appraisee, which should take account of the job responsibilities, the appraisee's career aspirations, the departmental and whole organization's priorities, and the reviewed strengths and weaknesses. The plan can be staged if necessary, with short, medium and long term aspects, but importantly it must be agreed and realistic.

56. performance appraisal process Arrange necessary support: This is the support required for the appraisee to achieve the objectives and can include training of various sorts (external courses and seminars, internal courses, coaching, mentoring, secondment, shadowing, distance-learning, reading, attending meetings and workshops, workbooks, manuals and guides; anything relevant and helpful that will towards help the person develop towards the standard and agreed task. Invite any other points or questions: Make sure you capture any other concerns. Close positively: Thank the appraisee for their contribution to the meeting and their effort through he year and commit to helping in any way you can. Record main points, agreed actions and follow-up: Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure documents are filed and copied to relevant departments. .

57. Job description

58. job A job is a regular and official activity that you do and receive money (a salary) for your activity. It is also called a profession or an occupation It is a paid position of regular employment. It is a piece of work, especially a specific task done as part of the routine of one's occupation or for an agreed price The term ‘job‘ can mean A full or part-time position of paid employment. A piece of work, usually at a specific price. A specific task people do as part of the routine of their occupation. A duty or responsibility. A project The performance or execution of a task

59. Job design Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine: What tasks are done. How the tasks are done. How many tasks are done. In what order the tasks are done. It considers all factors which affect the work and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design can be used to accommodate the abilities and diversity of individuals, including those returning to work following injury or illness. 

60. Job design Job design involves administrative areas such as: Job rotation Job enlargement Task/machine pacing Work breaks Working hours A well-designed job will encourage a variety of 'good' body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem.

61. Job analysis Job analysis is the process of studying a job to determine which activities and responsibilities It includes, its relative importance to other jobs, the qualifications necessary for performance of the job the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents. Job analysis is often confused with job evaluation, but the two activities are quite different.

62. Job analysis Job analysis is the process of studying a job to determine which activities and responsibilities It includes, its relative importance to other jobs, the qualifications necessary for performance of the job the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents. Job analysis can be done via questionnaire, interview, observation, work diary or log and behavioral event interview.

63. Job specification A job specification is an official document which describes the duties, required knowledge, skills and abilities, and minimum qualifications of State jobs. A job specification is the list of recommended qualities for a person to qualify for and succeed in a position. While the job description includes the title position, responsibilities and summary, the specification identifies the skills, traits, education and experience a candidate might need to qualify for that job. A job specification is important because it can help provide more insight into what skills a candidate will use in a role rather than what tasks they will do An effective job specification can help a company find and hire the most qualified person.

64. Job description Job description is a written statement of the position that states the tasks, duties, responsibilities, working conditions, equipment and details of physical environment of the job. Job description is a list that a person might use for general tasks, or functions and responsibilities of a position It may often include to whom the position reports and qualificaitons (knowledge and skills) needed by the person in the job or a salary range It is developed by conducting a job analysis which includes examining the tasks and sequences of tasks necessary to perform the job The analysis considers the areas of knowledge and skills needed for the job

65. Job description A job description is a written statement that describes the Duties and responsibilities Most important contributions and outcomes needed form a position Required qualifications of candidates, and outcomes needed form a position Required qualifications of candidates Reporting relationship and coworkers of a particular job

66. Importance of job discription Promote better recruitment Helps both employee and candidates to clearly understand the expectations of the role its essential duties Clarifies required competence, educational credentials and experience for the role It enables to compare potential candidates to it, helping with the selection process It allows possible candidates to compare themselves with the job It is the legal requirement and allows candidates to know the relevant information needed about what the job involves and the responsibilities they will have It enables to prepare a constructive job advertisement with relevant information

67. Purposes of job discriotion To describe the duties of a health worker To recruit potential candidate To guide newly lined employees about what they are expected to do To provide baseline for performance appraisal of employees To provide information for human resource planning and employee development

68. Uses of job discription Performance management.  JD is used to set measurable performance goals based on duties in the job description, and then coach your employees to meet these goals as needed. Training and employee development.  Organization can use your employee job descriptions, along with descriptions of possible job promotions, as incentives for employees to pursue classes, seminars and other career development activities. Compensation.  Job descriptions can be helpful in developing a standardized compensation program with minimums and maximums for each position.

69. Uses of job discription Recognition and rewards.  JD is used as a baseline for performance and a tool to encourage employee performance "above and beyond" the job description in order to receive recognition and rewards. Discipline.  If you need to, you can use the job description to illustrate that an employee isn't adequately performing job functions. Essential job function analysis.  The job description can contain prerequisites for positions such as educational requirements, employment experience, physical requirements, supervisory responsibilities and certificates or licenses needed. Well-developed, accurate job descriptions may also prove useful in providing a defense against charges of employment discrimination beyond the recruiting process.

70. Job description preparation process Step 1: decide whom and who is going to develop job description. Step 2 : perform job analysis Step 3 :establish the essential functions Step 4: organize the data concisely Step 5: write the summary statement, providing the brief job overview. determine the degree of supervision and include this in the summary in applicable. Step 6: add the disclaimer Step 7: add the signature lines

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