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Troy University UAB Hospital in Birmingham Job Advertisement

Troy University

Question Description

Need help with my Management question - I’m studying for my class.

The Nursing Shortage Case

The Unemployment rate in the U.S. is approaching an all time low. What this means is that those

individuals who want a job or can work are currently employed. This does not mean there are no jobs

out there that need to be filled. To the contrary, there are a lot of jobs available just not enough people

to fill the jobs. One of the areas with the most vacancies is this country is the Nursing profession.

Virtually every hospital is aggressively recruiting nurses. Due to the large number of vacancies, some

hospitals are being forced to turn to foreign trained nurses. Experts anticipate nursing positions to be in

short supply for years to come. As a result, you have a conflict between supply and demand thus

creating almost a bidding war between hospitals and even Poaching between hospitals.

PURPOSE OF THIS CASE: The purpose of this exercise is to give you experience in creating a thought

provoking, enticing, and actionable advertisement using the AIDA guidelines.

REQUIRED UNDERSTANDINGS: You must be thoroughly familiar with the contents of Chapter 5 and with

the nurse recruitment program of The University of Alabama Birmingham (UAB) hospital in Birmingham,

Alabama.

INSTRUCTIONS:

1. You are not to just copy the hospitals website. You Must Get Creative!!!!

2. Based on the information available on the hospital's website, create a hard-copy advertisement for

the hospital to place in the Sunday edition of the "Birmingham News".

(DO NOT ACTUALLY SEND TO THE NEWSPAPER. THIS IS ONLY AN EXERCISE!!!!!!

3. Analyze the hospital's current online nurse's advertisement. How would you improve on it? Explain

why you would make the changes.

4. Besides placing the ad in the local newspaper, what other recruiting sources would you recommend

and why?

GRADING:

Strong written communication skills are important in every aspect of Management. Therefore, you will

be graded on grammar and spelling, so proofread your work.

You will be graded on your use of the AIDA guidelines as well as your analysis of the hospital's website

and your creativity.

Unformatted Attachment Preview

RECRUITMENT: The process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, to apply for jobs with an organization.2 INTERNAL ENVIRONMENT Promotion From Within Your organization’s promotion policy will have a significant effect on the recruitment process. If the open position is above entry level, it may be appropriate to promote someone already working for the organization. Many organizations use promotion from within as a motivation tool and a reward for good work or longevity with the organization. When employees see their co-workers being promoted, they become more aware of their own career opportunities. Promotion may be especially important in a stagnant economy where people have little chance of improving their lot by changing organizations. Their only opportunity for career growth and increased income is to move up within their current organization. The problem with promotion from within is that the promoted person leaves a staffing gap in his or her former position, so there is still a position to be filled. However, that gap is likely to be at a lower, less-skilled position, and therefore it may be an easier position to fill. The advantage of promotion from within is that your promoted employee is already comfortable with the corporate culture, knows organization policies and will likely get up to speed much faster than a person new to the organization. The disadvantage of promotion from within is that the organization loses out on the chance for new ideas and the creativity that can come from a new person entering the organization for the first time. Clearly, there are pros and cons to both promotion from within and outside hiring. It’s not that one way is right and the other is wrong—it simply depends on organizational policy, the type of job being filled and its level within the organization. Higher-level jobs are more likely to be filled by promotion than are lower-level jobs. Nepotism Nepotism is the hiring of relatives. Be sure you know your organization’s policy on nepotism before one of your staff approaches you about hiring a member of his or her family. If you hire staff relatives (or if you don’t), be careful of civil rights violations because in many states it is illegal to discriminate in hiring based on a person’s marital status. So when your administrative assistant asks you to hire her husband, refusing to hire him just because he’s married to her may be an inappropriate and an illegal employment decision. Many organizations have nepotism policies, so find out where your employer stands on the issue. When hiring relatives, most employers require family members to work in different areas of the organization to prevent issues of favoritism and possible morale problems among employees. It is never appropriate for family members to be in supervisory positions where they are required to manage their own relatives. EXTERNAL ENVIRONMENT Labor Market Conditions The strength of the economy and labor market conditions will significantly affect your organization’s ability to attract and retain top-level employees. When the economy is strong, with little unemployment, your organization may have to compete with other employers for a limited number of skilled employees. This may require increased compensation or benefits incentives to attract quality applicants. The reverse may be true in a soft economy, with high levels of unemployment. The problem then is not a shortage of qualified applicants; instead, the problem is managing the huge number of applications that must be pared down to find a few good hires. Local labor market conditions strongly affect nonmanagerial and supervisory positions, and depending on your industry, global considerations may affect your labor market for professional and technical applicants. Legal Issues There are a number of laws that will affect your hiring process, particularly in the area of discrimination. The Civil Rights Act of l964 prohibits discrimination in employment practices when the discrimination is based on a person’s race, color, sex, religion or national origin. The federal law applies to organizations with 15 or more employees. The Age Discrimination in Employment Act (ADEA) of 1967 extends discrimination protection to persons aged 40 and older for organizations of 20 or more employees. Pay attention to your state’s discrimination laws as well. Some states require compliance with age discrimination law for employers of two or more workers, and some states have lowered the age discrimination threshold far below 40 years old. The Pregnancy Discrimination Act of 1978 is an amendment to Title VII of the Civil Rights Act. The Act makes it unlawful to refuse employment to a woman based on pregnancy, childbirth or any related medical condition. The basic principle is that a woman affected by pregnancy or other related medical condition must be treated the same as any other applicant in the recruitment and selection process. The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against qualified individuals with disabilities in organizations of 15 or more employees. The ADA also requires that the employer offer reasonable accommodations to disabled individuals so they have equal opportunity to apply for job openings and, if hired, to be successful in their job functions. If you are unsure what accommodations may be reasonable, check with your state department of labor. Employers are prohibited from using an employment test to disqualify a disabled candidate unless that test is valid for the skills necessary in the job to which they are applying and unless the same test is given to all applicants, not just to those with disabilities. Many states and local communities have passed legislation that extends discrimination protection beyond the scope of federal laws. Always contact your state department of labor for information on appropriate laws in your area and remember that it is important that you remain current on employment law as regulations are frequently updated. Discrimination costs employers millions of dollars every year, not to mention the countless hours of lost work time, employee stress and the negative public image that goes along with a discrimination lawsuit. The best way to avoid the trauma and expense of a lawsuit is to simply not discriminate. Focus your recruitment and hiring decisions on job skills and qualifications, endeavoring to find the best person for the job. For additional information on discrimination law and compliance, see the Equal Employment Opportunity Commission web site at www.eeoc.gov and the web site for the U.S. Department of Labor at www.dol.gov. INTERNAL RECRUITMENT Job Posting The most common method used to find qualified applicants from inside the organization is job posting. JOB POSTING: The procedure to inform employees that job openings exist.3 The traditional method to announce a job opening was to post notice of the job on the HR bulletin board; no doubt this is the origin of the term job posting. Today, many organizations post jobs electronically through organization-wide intranets or send e-mails to all employees about the job vacancy. Other employers publish employment newsletters or distribute job announcement flyers. Whatever the method used, the job announcement should include information about the position, the required qualifications and instructions on how to apply. It is important that the job announcement is made available to all employees. Adequate job posting can ensure that minority workers and other disadvantaged groups are aware of opportunities within the organization. The downside to job positing is employee cynicism that occurs when jobs are posted as open, but in reality, the organization has already selected a strong internal candidate. Such practices create resentment and mistrust among employees when they believe the job posting is just a formality with little real opportunity for advancement. Employee Referrals Some managers believe that the best method to find top performers is to hire individuals referred by existing employees. Current employees can play an important role in recruiting new employees, and some organizations pay a bonus to employees for successful referrals. Bonuses typically range anywhere from a $25 gift certificate to a $200 cash reward, but employers have been known to pay several thousand dollars for the referral of a successful employee in a position particularly difficult to fill. It sounds like everyone wins—the organization gets a successful new hire, the new employee has a job, and the referring employee has a bonus in his or her pocket. There is a downside to extensive use of employee referrals, though. The 2006 EEOC Compliance Manual updated guidance on the prohibition of discrimination under Title VII of the Civil Rights Act of 1964. The manual clearly warned that relying on word-of-mouth recruiting may generate applicant pools that do not reflect the diversity of the labor market and may be discriminatory. Therefore, it would seem prudent to use employee referrals sparingly. EXTERNAL RECRUITMENT Applicant pools can be generated in a number of ways. Depending on your organization’s policies and the size of your hiring budget, you may want to use an employment agency. Private agencies and executive search firms are usually used for recruiting white-collar employees, but they can be used for virtually any type of position. Using job criteria provided by your organization, an agency will generate the applicant pool and do the preliminary interviews, thereby screening out unqualified candidates and sending you only those who are actually qualified. This can save a great deal of time; however, private agency fees can be costly because they are often a percentage of the position’s annual salary. This can be a significant expense, particularly when filling executive-level positions. If you register your job opening with your state employment office, it may send you similarly qualified referrals at no charge. Depending on the nature of the position, you may also get some unsolicited walk-in applicants, but these still may not generate a large enough applicant pool without further recruitment efforts. Large organizations often hire in-house recruiters whose sole focus is to generate qualified candidates for open positions. Recruiters are generally used in high-tech industries and focus their efforts on technical schools, community colleges and universities. Since in-house recruiters are employees of the organization, applicants generally base their perception of the organization on their interaction with the internal recruiter. Therefore, recruiters must be made aware of the image they present during the screening interview; it can significantly influence the applicant’s attitude toward the organization. You may choose to advertise the open position in local newspapers, trade journals, radio and television. Advertising can range from a simple help wanted ad in the classifieds to an extensive multimedia campaign. Help wanted ads often include a URL for online applications well as more traditional methods for reply. Some organizations have eliminated traditional methods altogether and accept only online applications. Historically, local newspaper advertising was the common recruitment method, particularly for entry-level positions, because it was low cost and could generate a good number of applicants. If the job you are hiring for requires technical skills not commonly found in your local labor force, you will have to broaden your search geographically by advertising in other areas or working with employment specialists outside of your local area. In general, the more technically specific the job, the wider the geographic recruitment area. Some positions lend themselves well to internships. An internship is an arrangement in which a student is placed temporarily in a position with no obligation by either the student or the organization to make the position permanent. The internship may be a summer or a part-time job while the student is in school, enabling the student to learn the organization and try out the job before settling into a career. It also enables the organization to try out a possible future employee before making a job offer INTERNET RECRUITING The most significant change in recruiting practices has been the rise in the use of online recruiting. Many organizations post job openings on their web sites or on specialized sites like Career Builder and Monster.com, and some accept only online applications, completely eliminating the hard-copy application. There are advantages to online recruiting. First, it costs less than traditional advertising. It’s easy and quick to post an ad; responses arrive faster and in greater quantity; and a wider range of applicants can be generated. Online processes can also screen applications and administer some selection tests, thereby significantly reducing the HR time required to generate a pool of qualified candidates. The online format is immensely popular with job seekers as well because the ease of submission allows them to send out dozens of résumés with just a few mouse clicks. This can create a problem for HR, however. There must be processes in place to filter out those who do not meet minimum job qualifications. The ease of applying for a job online can generate a great number of applications, requiring HR staff to spend time sorting through applications to glean out the few that are actually qualified for the job. There are as many different methods of recruiting as there are organizations, and there is no one best method for recruiting job applicants. Most organizations use a variety of methods, depending on the nature of the job to be filled, the time needed to properly fill the position and the size of their recruiting budget. Your organization may already have a valid track record for recruiting that will determine what methods work best for your situation. RECRUITMENT FOR DIVERSITY Equal employment opportunity legislation outlaws discrimination based on race, color, gender, national origin, religion, disability and age. Some organizations abide by discrimination law simply to keep out of court, but most employers recognize the inherent advantage of employee diversity, including greater creativity and an expanded customer base. Employers who wish to develop a diverse workforce must ensure the use of recruiting methods that generate applications from a variety of individuals. It is important that recruiters receive training in the use of objective standards because recruiters are in a unique position in terms of encouraging or discouraging diverse individuals to apply for positions. Recruitment flyers can include pictures of minority and disabled employees, advertisements can be bilingual, and interviews can be conducted using translators, if appropriate. It is important that the employer generate credibility to the image of equal employment opportunity and that these are not just words printed at the end of a recruitment announcement. SELECTION TESTS SELECTION TEST: Any instrument used to make a decision about a potential employee. There are a number methods organizations use to determine if an applicant has the potential to be successful on the job. Selection tests are used to identify applicant skills that cannot be determined in an interview process. Using a variety of testing methods, applicants are rated on aptitude, personality, abilities, honesty and motivation. Properly designed selection tests are standardized, reliable and valid in predicting an applicant’s success on the job. Standardization: The uniformity of procedures and conditions related to administering tests (R. Wayne Mondy) © 2008 Society for Human Resource Management. Myrna Gusdorf, MBA, SPHR 9 To equitably compare the performance of several applicants, the processes used for testing those applicants must be as identical as possible. The content of the test, the instructions and the time allowed must be the same for all candidates. For example, when giving a timed keyboarding test, it would be unfair for one applicant to be tested on a manual typewriter while the other candidates were tested on contemporary computer keyboards. Reliability: The extent to which a selection test provides consistent results (R. Wayne Mondy) A test’s reliability should be questioned if it does not generate consistent results each time it is used. For example, if a person scores 125 on an intelligence test one week and scores only 80 on the same test the following week, you should assume the testing instrument is not reliable. Validity: The extent to which a test measures what it claims to measure (R. Wayne Mondy) Do higher test scores relate to higher success on the job? The skills tested in a selection instrument should be the same skills used on the job. Therefore, we can assume that higher test scores will correlate to higher success in job performance. If a specific test cannot assess the ability to perform the job, it has no usefulness in the selection process. For example, for an administrative assistant position that requires skilled keyboarding for job success, a keyboarding test would be valid in the selection process. We could assume that a higher score on the keyboarding test would indicate higher performance on the job. Requiring the same job applicant to complete a lifting test would not be valid for the position because the ability to lift specific weights is not a job requirement and therefore a higher score on lifting would not be a valid predictor of job success. Tests are generally administered and evaluated before interviewing candidates. Testing helps trim the applicant field by further eliminating those with inadequate skill levels to be successful in the job. Applicant testing has two major advantages: test results are objective and free from personal bias and they are usually expressed numerically so they can be validated by statistical analysis. Employers usually use tests to determine the applicant’s knowledge or proficiency level in the required job skills. Some organizations also use aptitude tests as well as personality, honesty and physical ability testing. If your organization does testing for substance abuse, it must occur at the end of the selection process and be done in conjunction with a job offer. Human Resource Management Fifteenth Edition Chapter 4 Job Analysis and the Talent Management Process Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved Learning Objectives (1 of 3) 4-1. Define talent management and explain why it is important. 4-2. Discuss the process of job analysis, including why it is important. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved Learning Objectives (2 of 3) 4-3. Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 4-4. Explain how you would write a job description. 4-5. Explain how to write a job specification. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved Learning Objectives (3 of 3) 4-6. List some human traits and behaviors you would want an employee to bring to a job if employee engagement is important to doing the job well. 4-7. Explain competency-based job analysis, including what it means and how it’s done in practice. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved I. Define talent management and explain why it is important. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved The Talent Management Process • Decide what positions to fill • Build a pool of job candidates • Obtain application forms • Use selection tools • Decide to whom to mak ...
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Final Answer

Attached.

Running head: JOB ADVERTISEMENT

Job Advertisement
Student’s Name
Institutional Affiliation

1

JOB ADVERTISEMENT

2
Job Advertisement

The University of Alabama Birmingham (UAB) Hospital in Birmingham
The board of directors and UAB’s administration seeks to fill the following position:
RN - Clinic Nurse/Call Center - Dermatology Support Services - Patient Health
Coordination Center
Key Note: All applicants should not that at UAB Medicine, a career does not constitute working
from 8 or 9 to 5 but requires one to exercise his or her responsibilities as a “calling” in order to
offer high-quality services and make a difference.
Job ID: 6545AD

Location: UAB, Birmingham, AL.

Functional Area: Nursing

Department: Medical and Support Services

Position Type: Full Time

Education Level Required: Associates Degree

Experience: 1-2 Years
Position Description


The RN-Clinic Nurse/Call Center takes care of patients, including management of patient
care in all clinical areas for specific age and patient populations.



The RN-Clinic Nurse/Call Center takes care or delivers ...

Professor_Rey (17171)
Duke University

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