Hiring Staff Slides.ppt - oregon.gov Training...June 2012 DHS – Office of Licensing and Regulatory...

June 2012 DHS – Office of Licensing and Regulatory Oversight 1

HIRING STAFF


PURPOSE & KEY TERMS

The purpose of this section is to help the learner acquire skills necessary in recruiting, screening and hiring caregivers.

Criminal background check

Caregiver Job description Qualifications Recruiting References


OBJECTIVES

The learner will be able to: Understand how to write a job description; Develop a list of skills necessary for a caregiver to

be qualified for the position; Understand the basics of recruiting and

interviewing; List what needs to be done before you hire

someone.


INTRODUCTION

You must ensure that residents will receive the care and services they need even when you are ill or away from your home. To do this, you may need to hire staff to assist in the day-to-day tasks of caregiving and operating an AFH and to provide respite relief.


CRIMINAL BACKGROUND CHECK

You cannot hire anyone to work in your home who has been: Convicted of a disqualifying crime; or Found guilty of a disqualifying form of abuse: The local office will determine if the criminal

background is serious enough to disqualify them. You must submit the MSC 0301AD (criminal

background authorization) to the local office and receive confirmation that the individual passed the criminal check before you allow the person to work in your home.


CRIMINAL BACKGROUND CHECK CONTINUED

Potential employees must: Sign an authorization form, MSC 0301AD; Pass a criminal record check; and Pass a national background check under the

following conditions: The applicant tells you he or she was convicted of

any crime; or The applicant has lived out of Oregon within the last

five years: Caregivers who have lived out of state may begin

working before the national check is completed if they pass the Oregon check and they did not tell you about any crimes.


IDENTIFY STAFFING NEEDS

It is important to know your needs and preferences before you recruit help. Use the information you gathered as suggested in the “Managing Your Time”: Develop a work schedule: Review your daily and weekly schedules; Write down the time periods for which you need help

on a routine basis; Include your regular time off and other respite relief. Consider how you will cover the employee’s absence

due to days off, vacation, or illness or emergency; Determine how much prior notice you will need.


IDENTIFY STAFFING NEEDS CONTINUED

Develop a job description: Make a list of tasks the employee will be expected

to do and write a short description for each task; Note the number of hours required each day, and

the total hours for the week. Identify worker qualifications: Refer to state administrative rules for required

qualifications. Consider the minimum and preferred qualifications

required for the job. Make a list and include it with the job description.



Special skills and abilities: Driver’s license and driving record; Level of education and/or training/experience

required; Physical and mental health requirements of job; Specific knowledge related to chronic disease or

age-related changes; Language other than English or sign language.

Determine wages and benefits: Decide how much you can pay and how often.



Before deciding do some research. Call local home health or social service agencies, senior centers, other AFH providers in your area or the local office of the DHS or Area Agency on Aging;

Wages for live-ins generally include room and board;

Consider skills and required duties when you determine wages. Usually the higher the level of care provided, the higher the hourly rate;

Consider overtime and holiday pay, and a schedule for wage rate increases;



Know what benefits you can and must provide: Will you need to pay Social Security and

unemployment taxes? Will you be required to provide workers’

compensation insurance? What about other liability insurance? Will you offer vacation, sick leave, medical or dental

insurance? What about time off? (For full-time employees of

AFHs, allowing two full days off each week and two weeks of vacation per year is standard practice.)


RECRUITING

There are several ways to recruit staff: Advertise in newspapers - consider neighborhood

and college newspapers and organizations’ newsletters;

Seek referrals such as churches and colleges. Ask friends, neighbors and other care providers for referrals;

Work with an agency. For a fee, many employment agencies will recruit and screen applicants and refer only those who are most qualified.


RECRUITING CONTINUED

A classified ad should include: A general description of your needs; Include preferences, e.g., nonsmoker,

male/female; To reduce needless phone calls, list wages. Do not list your full name or address. Advertise for

several days, including Sunday. Consider using other online sources such as www.jobdango.com to advertise a job.



“WANTED: Nonsmoking, responsible and caring man to assist with daily care for five frail, elderly men in an AFH. Must be at least 21 years old. Hours are 7 a.m. to 4 p.m., Wednesday through Sunday. Call 503-222- 4444 between 2 and 4 p.m. Ask for Linda.”



If you recruit in an area where the telephone response may be heavy, consider asking for written replies (i.e., resume and references);

If you do not have a post office box, arrange with the newspaper for a blind box for response mail;

Talk with other AFH providers. What type of recruitment has been successful for them?

You may contract with a home health agency to hire someone; the agency will charge you a daily or hourly fee for the person’s services.


SCREENING APPLICANTS

Just as screening potential residents is crucial in finding the right fit for your AFH, so is screening potential employees: Thoughtful screening and interview processes will

increase your chance of finding the right employee for your AFH;

Screening applicants is the first step in the hiring process;

Be prepared to ask some key questions when an applicant responds to your ad;


SCREENING APPLICANTS CONTINUED

If you have requested written responses, sort through the responses and call those applicants whose qualifications seem to best suit your needs;

Keep the others in reserve; you may decide later to call some of them.

Have a list of key questions to guide you as you talk with applicants: General description of the care situation; Special problems in the care situation;


SCREENING APPLICANTS CONTINUED

Specific requirements of the position; Applicant’s background, experience or training; Applicant’s future plans.

Take notes as you talk with applicants. Be sure to record the person’s name, address and phone number. Trust your instincts. If you feel uncomfortable with

an applicant, thank her or him for applying and end the conversation.

Schedule interviews with qualified job applicants.


APPLICATIONS

Have potential staff members complete an employment application: Applications can be purchased from a store

selling business forms or you can develop your own or use one developed by other providers.

The application form must include questions about the applicant’s criminal history and in-state and out-of-state residency.

Conduct interviews in a relaxed but professional manner.


APPLICATIONS CONTINUED

During the interview: Describe a typical day in your AFH; Fully explain the duties and work schedule, and

give each applicant a copy of the job description; Talk about your role and duties, and briefly

describe residents’ care needs; Let them know employment cannot begin until

they have cleared the criminal record check(s). Get applicants to talk about themselves. Do not

ask “Are you married?” or “Do you have children?” They can volunteer such information, but employment laws do not allow you to ask.



Use a prepared list of questions: This will help ensure the information you collect is

adequate and complete; Ask questions that must be answered with more

than “yes” or “no.” Ask each applicant the same questions. This will

give you information you can compare when making a decision on who to hire.



Use these questions and take notes: Why do you want to work in an AFH? What training/experience have you had in caring

for elderly or disabled persons? Have you ever provided the care this job

requires? Where have you previously worked? Why did you leave? How do you feel about your ability to meet the

physical demands of this job?



How do you feel about working nights or holidays? How would you handle a person with challenging

behavior? What do you think would be most difficult about

this job? Be ready to answer applicants’ questions: What kind of special care needs do residents

have? Is lifting required? Do any residents need constant supervision?



What kind of social activities do the residents like? How will the residents react to someone new

providing care? (For live-in/overnight staff) Will I have my own

room and bath? During the interview: Discuss potentially sensitive areas such as the

criminal background check; Use of the telephone and car;



Reimbursement for mileage or gasoline expenses (if employee provides transportation);

Handling of cash; Liability insurance coverage; and House privileges (for live-in or overnight staff).

Before ending the interview, be sure you have correctly recorded the person’s name, address and phone number, and that you have obtained references’ names, addresses and phone numbers:



End the interview by thanking the applicant. If the person is not suited for the job, do not mention future contact.

If the person is suitable: Advise them you will check references; Have the person sign the criminal record

authorization (SDS 303) available through local offices;

If the person has lived out of state, discuss the process for getting national records check.



If appropriate, indicate when the person can expect to hear from you;

After each interview, immediately complete your notes and record your impressions of the person. Be sure to note what the applicant and you agreed upon regarding terms and conditions of employment (e.g., hours and wages).

You should get three references, including at least one professional reference. If an applicant does not have three references, ask for the name of a minister or teacher who knows the applicant.


CHECKING REFERENCES

Never hire someone without checking references: When you call a reference, give your name,

identify yourself as an AFH provider, and explain that the applicant has given the person as a reference. Briefly explain the nature of the job for which the applicant has applied;

Have a list of questions to ask references: How long have you known the applicant and in what

relationship?


CHECKING REFERENCES CONTINUED

How would you describe the applicant as a worker? How well does the applicant follow directions and

respond to suggestions? How well does the applicant handle emergencies

and conflicts? How flexible is the applicant? What do you consider to be the applicant’s

strengths and weaknesses? What do you think of the applicant’s ability to work

with elderly and/or disabled adults? Would you rehire the applicant?


HIRING

Hire the person you believe will do the best job: Base your decision on the person’s qualifications,

interpersonal skills, information from references and the results of the criminal background check;

One person may clearly stand out. If not, narrow down to your three top choices;

You may want to schedule a second interview with each or ask a few additional questions by telephone before making your decision.


HIRING CONTINUED

Contact the person you want to hire and offer him or her the job: As a courtesy, contact the other applicants by

phone or mail to thank them for their time and interest (be sure your offer has been accepted before doing this).


STAFF SUPPORT AND TRAINING

Schedule time for orientation and training: Introduce the person to residents and other care

team members; Review residents’ care plans; and The daily schedule and routine in your home: The person may need to attend DHS-required

training (refer to administrative rules); Any caregiver left in charge of the home must complete

the DHS Caregiver Preparatory Training Course (Study Guide (SDS 9030) and Workbook (SDS 9031);

The caregiver must complete the workbook without help.


STAFF SUPPORT AND TRAINING CONTINUED

You may want the person to get additional training to increase skills in certain areas. Keep records of trainings that staff attend.

Establish a probationary period (usually two weeks to a month): Give the employee adequate time to become

acquainted with residents and familiar with the job;

Keep notes on the employee’s performance during this period;



Review performance with the employee at the end of the probationary period to determine if you are both satisfied.

Establish and maintain a positive working relationship: Treat staff as you would like to be treated; Be honest, fair, kind, respectful and patient; Keep lines of communication open.



Be sure your employees understand what you expect: Give clear directions and review procedures and

policy as needed; After showing how a task is to be done, have the

person demonstrate it.



Compliment work that is done well. When you must point out something done incorrectly, criticize the action but not the person: “Nora, when you transferred Mrs. Wilson you used

your back, not your knees. You could injure your back that way. Let me show you the correct way.” (Demonstrate procedure.)



Remember, the person may do things differently than you: If you are irritated by the way the person is doing

something, talk with the person as soon as possible;

Do not let irritations build up. Try to resolve problems soon after they occur.

By following these suggestions, you will have caring, competent and responsible staff to assist you in providing quality care for residents in your home.


TECHNICAL ASSISTANCE

For Employers Bureau of Labor and Industries (BOLI): 971.673.0824 www.oregon.gov/boli/ta

June 2012 DHS-Office of Licensing and Regulatory Oversight 40

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Hiring Staff Slides.ppt - oregon.gov Training...June 2012 DHS – Office of Licensing and Regulatory...

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