Do you agree? Or Disagree? Why?  Must include at least one citation to support the argument. 

 

 

1. Replacing and retaining a supervisor can be a difficult task. You need to find a candidate that possess the necessary skills to be an ideal supervisor. McConnell states that "in addition to job expertise, there are other factors that make for success in dealing with customers. These factors include social skills; that is, the ability to articulate and the ability to say and do what is necessary to establish and maintain rapport with customers" (McConnell, 2014 p.125). Also, McConnell states that having the necessary social skills allows the individual to create and maintain a good rapport with customers. This concept also applies to a recruiting a new supervisor. They need to create a good rapport with not only customers or patients but also with their co-workers, management, and most importantly their subordinates. One major social skill a supervisor must possess is the ability to listen and communicate. They need to be able to communicate with others as well as listen to their colleagues, management and most importantly their subordinates. A supervisor should also have people skills, self confidence, and adaptability. A candidate interviewing for a supervising role should be comfortable with other people. By having people-skills you can gain the respect from coworkers and employees. With any position self-confidence is a valuable skill. Being able to make your own decisions and stick behind them is a must as a supervisor. You cannot make a decision and not trust your instinct. Supervisor should make sure they trust themselves and the decisions that they make. When trying to replace a supervisor the hiring manager may want to use certain incentives to attract a potential new employee. For example, using advantages such as a signing bonus or moving expenses if necessary can sway a candidate to accept employment at a particular organization(McConnell, 2014 p. 132). If a potential employee lives out of town they may be willing to accept the position if moving expenses are offered. Signing bonuses can also be appealing to a potential employee. A signing bonus might be the deciding factor when a potential supervisor is deciding between two companies. Knowing that they will receive more money from one company than another might be appealing and make them choose the company offering the signing bonus. 

 

2.Finding the right employee for the job can be a difficult task. Candidates can be found within and outside an organization. There are advantages and challenges from recruiting within an organization. One major advantage from recruiting within an organization is that the candidate is already familiar with the organization and will know how to work in the company's environment. They will also be familiar with staff members and management in the company than an external applicant. Recruiting from within an organization can also be a faster hiring process and be less expensive for an organization. It has also been researched that it is cheaper to hire internally than externally. Hiring from outside your company can provide fresh ideas and new skill sets. Also, there may be more candidates to choose from externally rather than internally. Some external employees may have more knowledge and experience than an internal candidate. A disadvantage to recruiting from outside the company is that it may cost the company more money. Professor Matthew Bidwell from the University of Pennsylvania conducted research showing that external hires earn 18 to 20 percent more than existing employees being promoted to similar positions (Krell, 2015 P.2). Although the applicant may be qualified for the job, management may need to stay within a certain budget. It may be cheaper for them to hire internally versus externally. It has also been found that external employees have lower performance levels compared to employees recruited from within (Adams, 2012 p.2). Although interviewers cannot ask employees to disclose their age, there are some pros and cons to consider when comparing job applicants older in age to new graduates coming out of internships. The number of older candidates is rapidly growing which can be beneficial in the field of healthcare. "The pool of available workers older than 50 constitutes a rapidly growing source of talent and ability. Americans 65 and older will double in number in the coming two-plus decades to become about 20% of the population by the year 2030"(McConnell, 2014, p.131). Older candidates have many years of experience than a younger candidate. There is no amount of training that can give a younger worker the wisdom gained through 20 or 30 years spent in a certain field (LaPonsie, 2015). Older candidates may be more productive in their position and more reliable than a younger candidate might be. Having years of experience makes them experienced with necessary skills such as time management, and organization. However, depending on their age, an older candidate may not wish to work full-time. If trying to recruit for a full time position an older employee may not be the ideal candidate. If trying to fill a part-time or per diem recruiting an older candidate. Candidates from internship programs within an organization may be the ideal candidate for a position. They have the benefit of being familiar with the organization and if they had a pleasant experience during their internship they may be inclined to apply for employment within the company after they complete their degree.McConnell states that "a person who has had a pleasant internship experience is more likely to become an employee than is a candidate to whom the organization is new and strange"(McConnell, 2014 p. 132). It may be a challenge to recruit these individuals since they will be new graduates and will most likely explore various options and apply to many organizations in the hopes of becoming employed. 

 

3.During an interview, asking the right questions can provide a substantial amount of information about the candidate. The interviewer should use open-ended questions as opposed to closed-ended questions. This will allow the interviewer to learn as much information about the candidate in a short period of time. McConnell states that "The best questions are those that require perhaps two or three sentences for response" (McConnell, 2014, p. 143). Asking a question like "Have you ever had to overcome an obstacle in your previous position?" will only provide a yes or no answer. Rephrasing the question to be more open ended such as "Tell me about a time you had to overcome an obstacle and describe how you approached the situation? Hypothetical questions can also be beneficial during an interview. A hypothetical question can be very informative and give the interviewer insight to the candidate's thought process and problem solving skills.

Reference List

Adams, S. (2012). Why Promoting From Within Usually Beats Hiring From Outside. Forbes. Retrieved from https://www.forbes.com/sites/susanadams/2012/04/05/why-promoting-from-within-usually-beats-hiring-from-outside/#146dddcb36ce (Links to an external site.)

 

Links to an external site.

 

Krell, E. (2015). Weighing Internal vs External Hires. Society For Human Resource Management. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/pages/010215-hiring.aspx

LaPonsie, M. (2015). 5 Reasons Employers Should Hire More Workers Over Age 50. Retrieved from http://money.usnews.com/money/retirement/articles/2015/09/18/5-reasons-employers-should-hire-more-workers-over-age-50 (Links to an external site.)

 

Links to an external site.

 

McConnell, C. R. (2014). Umiker's Management Skills for the New Health Care Supervisor (6th ed.). Burlington, MA: Jones & Bartlett Learning.

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