LABMAN (CRITERION - BASED JOB DESCRIPTION)

• Criterion - based job description offers a clear & complete format that addresses the expectation for both the employer & employee
• Each job duty may be classified as a basic core task, an advanced technical skill or a supervisory responsibility
• there are 5 key sections common to most job description: Job title, minimum qualifications & desired worker, job duties, responsibilities & accountability & job relationships
• The search process can be simple or complex depending on the level of the position
• For entry - level positions, the interview process need only involve the supervisor & manager
• When hiring at the supervisory level or above, it is advisable to assemble a formal search comittee consisting of an appropriate mix of individuals
• For screening resumes divide them into 3 groups: Group 1 consists of those individuals who have outstanding qualifications & are strong candidates, Group 2 includes those who just meet the minumum qualifications, Group 3 includes individuals who do not meet one or more of the qualifications
• Stuctured,one on one interview involves preparing questions & follows a consistent format process, this keeps the interviews focused & serves as a guide in asking appropriate questions
• Unstructured interviews may be more free - flowing but also can lead to a confused & rambling interview
• Leading questions are easy & result in obvious answers. These are not very informative & should not be used. Example "Are you a hard worker?
• Direct questions require short or simple answers shuch as yes or no or another one - word answer
• Direct questions are useful in gaining specific amount of questions. Example "Have you had hands - on training in performing phlebotomies?


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• Open - ended questions are more difficult for the interviewer to construct & require the interviewee to provide a more complex answer. Significant amount of information is obtained. Answers to these questions allow the interviewer to observe the candidate's manner, style, affect & level of articulation. Example "How does your training apply to the job offered?"
• Hypothetical questions can be useful & are often asked toward the end of the interview as an opportunity to determine how candidates think on their feet
• Hypothetical questions are problem - solving questions that require the candidates to utilize their training and or experience to properly answer the question
• Candidates interveiwed should be evaluated based on their qualifications
• Fixed ranking system can be developed to assist each member of the search committee
• Implementing an organized orgnization program provides needed guidance that will minimize confusion & frustration for the new employee
• Orientation may protect the employer from any future problems that may arise with a new employee
• Loss of an empployee may be due to voluntary or involuntary discharge
• The process of progressive discipline gives the employee opportunity to address the employer's concerns
• Progressive discipline provides an employer with an opportunity to review & adjust any unreasonable expectations
• The main steps in progressive counseling are: Verbal Counseling, Written Counseling, Penalty Stage & Discharge
• Verbal Counseling is the initial communication between the emloyer & employee. This is the first recognition of the problem
• Written Counseling occurs with preparation of a formal, written memorandum
• When no other options or corrective actions are apparent, termination of employment is the final stage
• A performance appraisal is a systematic evaluation of an employees work performance over a period of time
• There are two types of Performance Appraisals: Formal & Informal
• Performance Appraisals can be used as a basis for determining pay increases, promotions, transfers, training needs, disciplinary action & discharge
• Formal Performance Appraisals are conducted at regular intervals (monthly, quarterly, annually)
• Formal performance appraisal, also known as a merit review
• Formal performance appraisal is a planned, periodic management activity to evaluate an employee's on the job behavior
• Formal performance appraisal is a key human resource function
• Who is responsible for developing a performance appraisal program?: Upper Management, Supervisors/ Managers, Human Resources Staff & Staff EMployees
• Positive feedbacks provides employees with the opportunity to learn their strengths & weaknesses
• Implementing a well -designed performance appraisal prgra, wherein the competitive aspect can be minimized & the motivational aspect can be emphasized
• Fromal Appraisal generally occurs at least annually on a specific date & time
• Informal appraisal useful for monitoring behavior modification, recognizing accomplishments, identifying stumbling blocks. They know what is expected & can work at fulfilling those expectations
• Self Appraisal are generally distributed approximately 2 weeks prior to a formal appraisal
• Peer to peer Appraisal require trust among employees