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Human Resources

This area deals with assessing the need for and the supply of professional and other personnel. Functions include recruitment, selection, training, compensation, and evaluation of such personnel and examining ways to evaluate productivity and monitor accountability for results.

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Background Checks

Posted by: Victor Stiebel on December 13, 2008 at 3:34PM EST

Having been in the position of answering questions about former employees and checking on new hires, I find the legal gobledeegook is a real limiting factor. How does one really get to know if a person is legitimately presenting themselves? You are dependent on what people say about them. A great question I've been asked is "would you hire this person again if you had the chance?" I'm afraid that too often for problem employees, a new job prospect is an opportunity for the old employer to 'get rid' of a problem. (Been in that position too!)

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Posted by: Priscilla Neils on December 14, 2008 7:16PM EST

I struggle with balancing retention against the need to free up an employee's future who is just not doing the job. Frequent rounding, goal setting, and encouragement does not seem to "cure" the old habits of those who have skated along for years, doing the minimum. Any suggestions?

Posted by: Joanne Urbanski on December 14, 2008 7:38PM EST

Victor, it is unfortunate that the system has become that "not negative" references are given on individuals who should not be recommended. In addition to the traditional references I encourage you to become somewhat of a P.I., make your own phone calls...call the units, call the supervisors..sometimes you get individuals who will speak with you.

Priscilla, do you have a disciplinary procedure to document your findings and progress or lack of progress by the employee? If so, while it is not our goal to "write up" employees...you need to set expectations (action plans), hold staff accountable and then based on their performance, reward or dismiss.

Posted by: Marie Vienneau on December 15, 2008 11:53AM EST

I feel for your Pricilla. In a rural setting where high retention is not always a good thing, many people stay because there are not other employment options in the area. You do end up with those that do the minimum and are ingrained in the culture that is not always desirable.
It is a source of frustration to me and even when following Joanne's advice and creating action plans, they rise the minimum of that expectation, but never to the best job performance.
Sometimes we have had to just let them go anyhow.
Do people ever really change? Sometimes I wonder.

Posted by: Keith McGuinness on December 16, 2008 11:15PM EST

Don't forget the Internet. I recently learned a person I was about to do business with was a felon; healthcare fraud no less. I just googled a name and location.

Posted by: Kathy Miller on January 5, 2009 3:03PM EST

I have a problem with an employee that relates well to the patients but not her co-workers. It is exhausting! I feel I spend 80% of my time on her. I have do the action plan & she does enough to skate along. It is frustrating. I have really worked with the other staff to help make her accountable because I am not there all of the time. This has seemed to help. The staff have noticed the difference since they don't enable the behavior as much. We continue to work on this process. The real problem is that she doesn't think she has a problem.