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Chapter 15 : Employee Selection

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Employee Selection, Page 1 of 2

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Abstract:

This chapter describes the differences in attitudes attributable to a generational group, and discusses the desirable elements of a job description. It distinguishes the appropriate search process for a supervisory position from that for a technical position in the clinical laboratory. The chapter critiques various approaches to the interview process, gives examples of appropriate and inappropriate interview questions, and describes the ideal orientation process. It addresses potentially useful retention techniques available to managers, and describes the steps of progressive discipline. Finding qualified candidates starts with establishing the right criteria needed to meet the goals of the organization. Identifying a candidate’s ability to be the “right fit” with education, specific technical skills, and experience is generally not difficult. Job description should be reviewed for accuracy because it potentially sets the foundation for the scope of the job for many years to come. Within the job description, each job duty may be classified as a core task, a basic or advanced technical duty, or a management or administrative responsibility. The search process can be simple or complex, depending on the level of the position. When hiring at the supervisory level or above, it is advisable to assemble a formal search committee consisting of an appropriate mix of individuals. The cost of hiring and training new employees can be very expensive in terms of real dollars and in loss of productivity.

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15

Key Concept Ranking

Lead
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Elements
0.773976
Assimilation
0.625
Weathering
0.4123841
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References

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Tables

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Table 15.1

Performance-based characteristics

From reference 7.

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.2

Age-related differences

From reference 12.

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.3

Cultural differences

From reference and .

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.4

Job description

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.5

Job description criteria

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.6

Core job tasks

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.7

Equal opportunity employment regulations

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.8

Ten interview tips

From reference 17. (This information was originally printed in the September/October 1999 issue of Clinical Leadership & Management Review, published by the Clinical Laboratory Management Association. For more information, visit www.clma.org.)

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.9

Employee orientation program check list

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.10

Suggested retention options

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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Table 15.11

Common dischargeable circumstances

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
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APPENDIX 15.2a Example of a Search Committee Interview Process and Evaluation

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15
Generic image for table
APPENDIX 15.2b Example of a Search Committee Interview Process and Evaluation

Citation: Kurec A. 2004. Employee Selection, p 277-290. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch15

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