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MHA
Service Corporation Professional Search Services, Stephen O’Connor,
Senior Director . . . . . . . . . . . . . .February
2007 |
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Follow
These Steps to Make Job Offers That Can’t Be Refused
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Let’s say you’ve settled on the ideal job candidate and want to make an offer. Here’s how:
Adapted from “When to Accept or Decline an Offer,” by Leslie Tebbe, on Salary.com |
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Business cards aid in networking and can also be useful for recruiting. Encourage workers to get out their cards when they encounter stellar service at the businesses they patronize. They can use their regular business card and scribble a personal note on the back. Or you can have special recruiting cards printed detailing the types of positions you regularly have available and how to apply. Distribute the cards to your employees to hand out when the opportunity arises. Adapted from “Five Tips for Beating the Labor Shortage,” by Carol A. Hacker, on the Chart Your Course International Web site |
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by Stephen O'Connor Recent
political events in the news and the seemingly endless, evasive
wordsmithing
And a lie? Well, that’s a relative thing, isn’t it? If Einstein were researching his theory of relativity today he may have decided that E=MC2 really meant, “Ethics=My Concerns Squared.” Almost all lies are perpetrated to make us look good or to avoid dealing with an unpleasantness. Some of my favorite lies are ones you’re familiar with. The bill lie: “How about this, you pick up the bill this time and I’ll get it next time?” The haircut lie: “No, really, that’s a great haircut. I mean it.” The weekend lie: “Oh, no this weekend is bad for me. I have company coming.” Then there’s the classic principle lie: “It has nothing to do with the money. It’s the principle of the thing.” While spinning the facts to approximate truth may be an acceptable practice in politics (and in your kid’s homework status, “I did it all at school in study hall, honest, really, why are you looking at me like that?”), it can be very harmful to our organizations when it manifests itself in the people we hire. Our ability to be lied to is where much of our liability lies. Accepting information from our potential hires and believing what’s on their resume, without exercising our due diligence duty, is like believing that the dog really did eat his homework. The theories of negligent hiring and negligent retention have been well-articulated by Kevin M. McCarthy, Esq., from the law firm of Miller, Canfield, Paddock and Stone, PLC. McCarthy tells us that courts in 30 states have recognized a tort claim of negligent hiring or negligent retention of an unsafe employee. A claim of negligent hiring or retention is established when:
Basically, according to McCarthy, an employer is held to a duty to use reasonable care to hire safe and competent employees. (Henly v. Prince George’s County, 503 A2d 1333 Md. 1986.) The legal standard McCarthy refers to states, “In order for a plaintiff to establish liability because of an employer’s negligent hiring or retention of an employee, the plaintiff must demonstrate (1) that the employer owed a duty to the victim, (2) that it breached that duty, and (3) that the breach of duty was the proximate cause of the plaintiff’s injuries. Don’t worry about what “duty to the victim,” “breach of the duty” and “proximate cause” mean. That’s what your lawyer is for. Just remember that you’re suppose to know, with some reasonable confidence, who you’re hiring (and who you’re allowing to stay). Background checks, reference checking, pre-employment testing, drug screening, new hire referrals from current employees, and second and third interviews are all ways to exercise careful due diligence in the hiring process. These are very time-consuming, to be sure. But, so is sitting in a courtroom defending a negligent hiring case. Remember, as Frank Lloyd Wright said, “The truth is more important than the facts.” This article originally appeared in the November/December 1998 issue of Michigan Health & Hospitals magazine and is being used with permission. |
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If you’re hiring a new employee, find out whether he or she will like your management style by probing attitudes toward former supervisors. Here are questions that will produce results:
Adapted from Getting Commitment at Work, by Michael C. Thomas and Tempe S. Thomas (Commitment Press) |
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You’ve decided on a top candidate; she’s eager to land the job. Now the real fun begins: negotiating salary and benefits. Follow these deal-making tips and you’ll likely land more stars than you’ll lose at the final stage: Set firm limits in advance. Leave yourself a bit of wiggle room in the initial offer, but don’t bust through your ceiling. Caveat: If several great candidates leave you at the altar, you might need to make that salary structure more competitive. Double-check before making promises. Don’t tell candidates they can get into the healthcare plan early only to discover your contract with the insurer forbids it. Know your policies and benefits inside and out. Make a good-faith gesture. Budge even a little bit and many candidates will feel properly wooed. It’s amazing how something as inexpensive as a cellphone or airline club membership can unstick negotiations. Outflex the competition. Candidates will likely be swayed by whichever employer offers the work schedule that fits their lives best. Tap creative funding. Instead of offering additional salary, try hooking candidates with tuition reimbursements or larger travel budgets. Rule out counteroffers. Mention that the candidate’s current employer may try to counter your deal. Prep candidates to turn down counteroffers by focusing on their reasons for making a change and noting that more money from the old boss won’t meet those needs. Adapted from “Let’s Make a Deal,” by B. Rosner, A. Halcrow, and A. Levins, on ABCNEWS.com |
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For additional information
contact: |
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Steve
O'Connor, SPHR, |
Professional Search Services
When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com. Available positions may include: CEO/COO/VP • Dietitians • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Pharmacy • Physician Practice Administrators • Planning • Plant Operations • Quality Improvement • Rehabilitation Management • Risk Management • Social Work • Training and Development • Utilization Review For more information contact: Stephen
O’Connor, SPHR, Senior Director Corporate Office: Regional Office:
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Professional
Search Services
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Management
Recruiting for the Health Care Community |
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Stephen
O’Connor, SPHR, Senior Director
Full Service Background Screening Sales Department |
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