Human Resource Management (Part 2)

Question 1

The “Brand” of The Employer

Answer 1

● Persona or culture of the employer
○ Vision / Mission / Values / Strategy of the employer in the marketplace
● Establish the company as the “employer of choice”
○ Prestige
○ Compensation
○ Values
● Creates a market driver for candidates
○ They come to you

Question 2

Job Analysis and Description

Answer 2

Job Analysis
● Verify the position is needed (job analysis)
Job Description
● Description of main tasks
● Define responsibilities / accountabilities
● Define standards (expectations)
Objective:
● Know the knowledge, skills you are looking for
● Assist in marketing to opportunity to obtain candidates

Question 3

Seeking Candidates

Answer 3

● Outcome: Create a “candidate pool” of individuals
○ People who apply for the position / job
○ Not too many people that it is too difficult to manage the process
■ Geographic targeting
■ Characteristic specific (e.g. skills, training, etc.)

● May need to adapt strategy based on availability of candidates

Question 4

Seeking Candidates - Internal Candidates

Answer 4

● Seeking candidates who already work for the organization (similar or different
capacity)
○ Union implications (?)
● Promotion opportunity
● History of the candidate is known (especially if in a similar position)
● Candidate knowns the culture of the employer
● Shorter recruitment timelines
○ Union implications (?)
● Lower costs for marketing
● Concern: Can the candidate be successful in the new role?

Question 5

Seeking Candidates - Third Party Recruiter

Answer 5

Recruitment agency
○ Pre-existing database of potential candidates
○ Recruit for other companies (competition)
○ Advertisement program
○ Temporary staffing (some positions)
● Executive search agencies
○ Approach candidates who are currently employed

Question 6

Seeking Candidates - Advertising

Answer 6

● Create your ad (depends on the medium used)
○ Attention grabbing (competing with multiple job postings)
○ Create interest in your position (the job, the role, the duties, the organization, the
compensation, the location, etc.)
○ Qualified applicants will want to apply (and those not qualified will not)
● Focus on positive aspects of the position (but realistic)
● If imagery is used, it must be representative of the organization
● Salary information is preferred by candidates seeking positions (do your
research)
● How to apply (and what you want the applicant to provide)
○ Application form, cover letter, resume/CV

Question 7

Seeking Candidates - Advertising

other methids

Answer 7

● Word of mouth
○ Employees
○ Networking
● Physical posting at the organization
● Schools - advertising and job fairs
○ Universities
○ Colleges
○ High schools
● Local newspapers / Large newspapers
● Company website
● Internet job sites (Indeed / Workopolis / Wowjobs / Glassdoor / Eluta)

Professional Associations (e.g. RxA, APSA)
● Social media (e.g. LinkedIn / Facebook)
● Canada Job Bank

Question 8

Screening

13

Sorting

Answer 8

● Qualified
● Possibly qualified
● Not qualified
● Link back to your job description / requirements
○ Education / training
○ Licensure / registration
○ Experience
○ Skills

Other Criteria
● Location (is relocation required)
● Errors in the application / cover letter / resume / CV
● Is the information provided specific to the organization / position being advertised?
● Stable employment history?
● Gaps in employment?
● Employment history related to the position you are seeking to hire?

Question 9

screening - selection testing

Answer 9

● Interview a manageable number of candidates (3 to 6?)
● Interview candidates that you think you might hire
● Be cautious of bias / discrimination
○ Objective scoring system
○ Multiple screeners
● Use of technology - screening question / answer
○ Telephone / web based
● Selection testing
○ Ability
○ Aptitude
○ Personality

Question 10

Interview - Best Practices

Answer 10

● Recognize bias - from the interviewer(s)
● Consistent interviewer(s)
○ Multiple interviewers is considered a better approach
● Schedule appointments
● Comfortable / private area for the interview
● Consistent question set
○ Aids in decision making process
○ Keep notes
● Open ended questions
○ Candidate needs to be the one talking

Question 11

Interview - Best Practices

Opening

Answer 11

● Introductions
● Review of the interview process
● Review of the position
● Helps the candidate relax

Question 12

Questions - (Samples from Monster.com)

Answer 12

● Experience / training related to the job’s requirements
● Conflict management
● Time management
● Customer service
● Etc.

Question 13

Interview - Best Practices

Conclusion

Answer 13

● Assess candidate’s interest in the position
● Provide opportunity for questions from candidate
● Obtain permission (ideally signed consent) for reference checks
● Advise candidate of next steps in your process
○ Confirm how they prefer to be communicated with for next steps
Ideally, you should have your top 2 or 3 candidates selected at the end of the

interview process

Question 14

Reference Checks

Answer 14

● Typically a telephone interview
● Structured question set
● Some employers will not allow / provide references (policy based on potential
liability)
● Keep notes

Question 15

Making The Decision

Answer 15

● Hire for “fit”
○ Be cautious of bias in the decision making process
● Train for performance
○ Required skills / training / credentials must be in place (if applicable)
● Most pharmacy decision makers rate “character” attributes higher than “academic” attributes
○ Communication
○ Coming to work prepared
○ Manages temper when under stress
○ Active listener
○ Completes work as promised
○ Follows direction / policy

Question 16

Offer

Answer 16

● Timely offer to your “first choice”
○ Telephone
○ Email (be cautious of the email address - privacy)
● Written confirmation of the offer
○ Title
○ Start date
○ Compensation
■ Wage / benefits / bonus / overtime / holidays / etc.
○ Typically ask for candidate to sign acceptance of the offer
○ Formal employment contract / collective bargaining agreement details / etc. (if applicable)

Question 17

Offer

Answer 17

How much to offer?
● Collective Bargaining Agreement
○ Defined salary scale
● Internal salary guidance (defined salary scale)
● Internal information
○ What are other employees in your organization who are in the same role making?
○ How does this individual compare to existing staff (experience / role / etc)?
● External information / resources
○ Ex.) ALIS
● Negotiation
○ If applicable
● Employment contract (?)

Question 18

Unsuccessful Candidates

Answer 18

● Typically informed AFTER primary candidate has accepted
● Internal candidates that are unsuccessful should obtain feedback as to why
they were not chosen
● Manage this process tactfully…
● Source of potential candidates for future positions

Question 19

Orientation and Training (New Hires)

Answer 19

● Orientation to the workplace
○ Immediate supervisor available
○ Introductions (dependent on the size of the organization) - focused on individuals that the new
worker will be engaged with more frequently

● Orientation should initially be focused on job description / roles
○ Standardized and Customized Checklist (Standard operating procedures / Policy and
procedures)
○ Buddy system (values / culture)
● Employee Handbook / Manual (provide or provide access)
● Post orientation evaluation from new employee

Question 20

Orientation and Training (New Hires)

best practices

Answer 20

Workplace basics - health and safety, security, confidentiality, telephone
etiquette, hours of operation, breaks, etc.
● Operational processes - computer systems (dispensary, POS, IT policy, cash
handling, returns, complaint management, etc.)
● Best practices:
○ Do not overwhelm new employees
○ Structured approach to training with opportunity to “refresh”
○ Pharmacy personnel - Pharmacy Licensee must have adequate training / assessment process
for new staff orientation