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Staffing Req. Process/Decision Criteria
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Staffing Req. Process/Decision Criteria
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I have been asked to develop a systematic process to review all staffing requests when there is a request to fill a vacated position. Part of the criteria will be a productivity measures, overtime, et
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Staffing Req. Process/Decision Criteria
posted at 3/10/2011 6:55 AM EST
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Posts: 29
First: 5/6/2003 Last: 4/7/2011 |
I have been asked to develop a systematic process to review all staffing requests when there is a request to fill a vacated position. Part of the criteria will be a productivity measures, overtime, etc. Looking for any good examples of process and checks to ensure that approvals are in line with current staffing needs |
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Staffing Req. Process/Decision Criteria
posted at 3/10/2011 9:29 AM EST
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Posts: 2442
First: 2/12/2000 Last: 9/14/2011 |
The decision criteria to approve a request to fill a vacancy created when someone leaves or to create a new position is usually as follows:
1. Is there a company hiring freeze? If yes are there any exceptions and who can approve them? 2. Is the position budgeted for? If yes, can the department just recruit? If no, who has to approve the request? Regardless, justifying the need for the position rests with the hiring department not HR. After you have the position opening approved, the next set of criteria have to do with position level and hiring range. For these items the hiring department should be required to obtain HR sign off to insure internal equity and proper position pricing and consistent job titles as well. |
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Staffing Req. Process/Decision Criteria
posted at 3/24/2011 6:09 AM EDT
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Posts: 1
First: 3/24/2011 Last: 3/24/2011 |
My thoughts on your question are -- If the department has a labor statistic or productivity indicator such as units produced per FTE, or calls per hour, hours worked per patient day, etc this would be a useful place to start. Compare their worked hours and paid hours to the labor stat and see how well they are controlling hours to the expected work time or productivity expectation.
Another useful level of analysis is if the labor stat has any national bench marks that you can ask the department to compare themselves with. Some organizations have target levels of overtime they tolerate. In our organization we consider 2% a rule of thumb. This however, can vary with the department as there are often times that it is more cost effective to have more OT than to hire additional staff. What we look for is how effective is the department performing to the expected level of productivity, how do they compare to bench marks, to overtime, and to their peers within the organization. We also check such other items as turnover, employee satisfaction levels, 1st year new employee retention, absenteeism and work injury rates. These can help give you the general management effectiveness temperature of the department. |
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