Engaging people in recruitment (2)

This is the second installment in a journey being undertaken by an aged care client. In this organisation the Nurse Care Manager has tendered a resignation and a recruitment process is underway. In keeping with the organisations current practice of engaging staff in the recruitment process, a team of staff including the Executive Officer, a Div 2 Nurse, an environmental manager and two personal carers have gathered for this purpose. They are assisted by an experienced consultant/facilitator, who has the role of providing advice and structure but not directing how the process should unfold.

Yesterday the group met to look at the wording they wanted for the situations vacant advertisement, to discuss where the role would be advertised and to set out a time frame for the recruitment process. The facilitator also introduced capability frameworks as a tool to assist with identifying what is expected of applicants. The group also engaged in a conversation as to the costs of recruitment and advertising.

Together the group created a draft of the situations vacant advt. There was spirited discussion on many aspects of wording and the sequence of information. Remember non of these people are skilled HR consultants; they simply work at the coal face and they know what they see every day, they know what works and what doesn't work in their environment. Everyone contributed to the conversation, even those that may have felt out of their depth asked questions and put forward suggestions. At the same time everyone there broadened their knowledge and their understanding.

Next week we meet to discuss the group's ideas on capabilities. What they expect from the incoming Nurse Manager and what they will be looking for from applicants. Their ideas will then feed into a position description to be included in an information kit sent out to applicants. Later their ideas will feed into the interview process as they will go into the interview with a clear perspective on what they are seeking and what it is they want to discuss with applicants.

I hope you will keep an eye on this blog and as always we would welcome questions or your thoughts. This is a live, evolving case study of empowerment in a healthcare environment.

I will keep you posted as this process unfolds.

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO
Skype: john_coxon
Twitter: john_coxon
Facebook: johncoxon1
Email: john@johncoxon.com.au
Telephone: +61 247 390376

Engaging people in recruitment

Over the past six months I have been guiding an aged care client through a process of engaging staff in the recruitment process. Early steps towards a more empowered model of operation. This aged care provider of 40 beds has operated in the traditional mode for many years.

Yesterday I sat in and observed a group of people, including a Division 2 Nurse and personal carers conduct an interview with a Division 1 Nurse. The applicant had already been assessed by a senior executive as having appropriate qualifications and experience but had been informed that a job offer was dependent upon a tick of approval by staff, while also providing the applicant with an opportunity to engage with the staff she would be working with, and supervising.

The staff involved in the interview process are all volunteers. They have not been provided with training in formal interview techniques as we want them to have a conversation. They have been provided with guidance on the types of questions they cannot ask for legal or privacy reasons and they have been provided with an assurance by the CEO that their recommendation will not be overruled.

Following the interview conversation I discussed with those staff involved how they felt about being engaged in this manner. Their enthusiasm was overwhelming. They loved it. Their grins stretched from one side of their face to the other. As we discussed the applicant one of the staff members raised a question that they didn't know the answer to. When they turned to me I suggested they ask the CEO to join them. The senior nurse present immediately jumped up and went to ask the CEO if he would do that. Without warning, without preparation, the CEO joined the discussion and as a result those present were able to ask a number of questions in an environment free of fear and where titles meant nothing. This was an act of bravery and trust amongst all those present. It was grass roots democracy taking place. It was common sense management.

Now I know there will be sphincter-inhibited senior executives, self indulging HR people, self righteous Registered Nurses and indignant union officials spewing into their coffee cups as they read this. How dare we presume a personal carer or assistant in nurse or a EN have the intelligence, the skills and the ability to make such a decision? Well they do and to those that don't applaud this concept, I hope you are nearing retirement because you are looking at the future.

There will be critics who point out that senior management had a hand in the process prior to staff engagement. This is true. On this occasion. Now here is the clincher. In this same organisation the Nurse Manager has just tendered her resignation and guess what - a group of staff members will be involved in the entire process, from reviewing the advt in the paper, assessing capabilities, reviewing position and job descriptions, short listing and interviewing and making a recommendation to the CEO. And I am prepared to bet my fee that the relationship between the incoming Nurse Manager and the entire staff group will be spot on from day one and will build into a sustainable long term relationship.

I will keep you posted as this process unfolds.

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO
Skype: john_coxon
Twitter: john_coxon
Facebook: johncoxon1
Email: john@johncoxon.com.au
Telephone: +61 247 390376