Study Set Content:
Unfortunately, even during periods
of high unemployment, most well-
qualified people are already
working for other companies.
It is not likely that a host of top-
notch applicants will come running
as soon as a "help wanted" sign is
placed in the window, or an
advertisement is placed in the local
newspapers.
Unfortunately, even during periods
of high unemployment, most well-
qualified people are already
working for other companies.
It is not likely that a host of top-
notch applicants will come running
as soon as a "help wanted" sign is
placed in the window, or an
advertisement is placed in the local
newspapers.
Some excellent employees are
hired from these recruitment methods, but generally they are
ineffective for finding highly
talented people.
Some excellent employees are
hired from these recruitment methods, but generally they are
ineffective for finding highly
talented people.
Before a manager
can begin to recruit and select
employees, he or she should perform
certain analysis and describe the jobs
or functions of employees in his or her
pharmacy.
Job Analysis
emphasizes personal
qualities while a job description
highlights work elements to be
performed. It provides the basis for
selecting the right employees for each
position in the pharmacy. Specifically,
it answers the following questions:
What qualifications are needed for
this job?
Are particular skills involved?
Job Specification
What qualifications are needed for
this job?
Are particular skills involved?
Is any experience needed?
What personal characteristics-
mental, physical or
emotional-are required?
Job specification
It is a statement
that identifies what the job consists of
and who the superiors are to whom
they are accounted for.
Job Description.
What will the employee do? What
are his or her duties?
How much authority and what are
the responsibilities given?
Where does this job fit in the
structure of the organization and its
operations? (e.g. who reports to the
jobholder? To whom does the
jobholder report?)
Job Description
Position: General Manager
Reports To: Pharmacy owner
Supervises:
Prescriptions and OTC Manager
Medical Accessories Manager
Cosmetics, Gifts, Notions, and
Stationary Manager
Office Manager
sample of job description
The General
Manager is responsible for planning
operations, organizing and staffing the
pharmacy, and directing and
controlling all accounting, financial,
marketing, and personnel activities.
The general manager oversees every
department, ensuring that it is
operating effectively and efficiently
with respect to revenues and costs,
and coordinates the operations among
departments.
Primary Functions
The duties of the
General Manager, with whom final
authority and responsibility are vested,
Principal duties
Steps in Recruitment
Step 1: Job Analysis, Job
Specification, and Job Description
Step 2: Requisition of New
Employees
Step 3: Actual Recruitment
of Applicants
In staffing, it is essential to consider
Strategic Human Resource
Planning.
It is a process of expecting and
providing for the movement of the
people into, within, and out of the
company, business, or organization
to support the firm's business
strategy.
Management attempts, through
planning, to have the right timing,
number, and kind of people.
Step 2: Requisition of New
Employees
The four steps of strategic human
resource planning involve the
following:
Planning for future needs
Planning for future turnover
Planning for recruitment,
selection, and layoffs
Planning for training and
development
- a
human resource planner estimates the
number and abilities of people that the
firm will need to operate in the
foreseeable future.
Planning for future needs
a
planner predicts how many current
employees are likely to remain in the
organization. The difference between
this number and the number of
employees needed leads to the next
steps.
Planning for future turnover
the
organization must engage in
recruitment and employee selection or
layoffs to attain the number of people
required.
Planning for recruitment,
selection, and layoffs
an organization always
needs experienced and competent
workers. This step involves planning
and providing training and
development programs that ensures
the continued supply of people of the
right skills.
Planning for training and
development
Aside from having a comprehensive
understanding of the position of the
organization, recruiters must be able to
identify the sources of human
resources. Human resource specialists
in organizations must continually
monitor the labor market in order to
scout for suitable people and develop
strategies to attract applicants in a
competitive marketplace. The common
sources of potential employees can be
categorized in two ways: (1) internal
and (2) external.
Step 3: Actual Recruitment
of Applicants
Individuals within
the organization may be well-suited to
fill the open positions. Most internal
movements are promotions. Many
organizations post or circulate
announcements of anticipated job
openings among employees before
they attempt to recruit applicants
externally. Human resource inventory
consists of information regarding the
members of the organization. The
focus is on the performance of
employees and their future potential,
and its objective is to update
management on possible open
positions.
1. Internal Sources.
involves attracting
applicants from outside the
organization.
External Sources/External
Recruiting -
