ENSURING QUALITY CARE HIRING STAFF September 2019 Safety, - - PowerPoint PPT Presentation

ENSURING QUALITY CARE

HIRING STAFF

September 2019 Safety, Oversight and Quality Unit

PURPOSE AND KEY TERMS

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

• Criminal background check
• Caregiver
• Job description
• Qualifications
• Recruiting
• References

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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

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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 a respite relief.

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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 background check unit will determine if the criminal background

result is serious enough to disqualify them from providing care.

You must submit the MSC 0301AD (Criminal Background Check Request) to the local office and receive confirmation that the individual passed the criminal check before you allow the person to work in your home.

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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 tell you they don’t have any disqualifying crimes.

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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

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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 each

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

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IDENTIFY STAFFING NEEDS CONTINUED

Special skills and abilities:

• Driver’s license and driving record
• Level of education and/or training/experience required
• Physical and mental health requirements of the 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

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IDENTIFY STAFFING NEEDS CONTINUED

Before deciding, do some research. Call local home health or social service agencies, senior centers, other AFH providers in you 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 increase.

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IDENTIFY STAFFING NEEDS CONTINUED

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
• ff each week and two weeks vacation per year is standard practice.)

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RECRUITING

There are several ways to recruit staff:

• Advertise in newspapers – consider neighborhood and college newspapers

and organizations’ newsletters

• Seek referrals from 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

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RECRUITING CONTINUED

A classified ad should include:

• A general description of your needs
• Include preferences , e.g., non-smoker, male or female (depending on

resident need and preference)

• To reduce needless phone calls, list wages
• Do not list your full name or address
• Advertise for several days, including Sunday
• Consider using online resources and bulletin boards that aid in advertising job
• pportunities

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RECRUITING CONTINUED

For example:

WANTED: Non-smoking, responsible and caring man to assist with daily care for five frail, elderly men in an Adult Foster Home. Must be at least 21 years old. Hours are 7a.m. to 4p.m., Wednesday through Sunday. Call 503.444.2222 between 2 and 4p.m. and ask for Linda.

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RECRUITING CONTINUED

If you recruit in an area where the telephone response may be heavy, consider asking for written replies (resumes and references). If you do not have a post office box, use email as a means of communications. 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.

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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

• If you have written responses, sort through the responses and call those

applications whose qualifications seem to best suit your needs

• Keep the others in reserve – you may decide to call them later

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SCREENING APPLICANTS CONTINUED

Have a list of key questions to guide you as you talk with applicants. Questions should be focused on:

• General description of the care situation
• Special problems in the care situation
• Specific requirements of the position
• Applicant’s background, training or experience
• Applicant’s future plans

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SCREENING APPLICANTS CONTINUED

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 him
• r her for applying and end the conversation
• Schedule interviews with qualified job applicants

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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.

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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 resident care needs
• Let them know employment cannot begin until they have cleared their

criminal record check(s)

• Get applicants to talk about themselves but do not ask if they are married or

have children – they can volunteer such information but employment laws do not allow you to ask

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APPLICATIONS CONTINUED

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 a simple ‘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

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APPLICATIONS CONTINUED

You can use these questions (be sure to take notes of their answers):

• Why do you want to work in an AFH?
• What training or experience have you had in caring for older adults or adults

with disabilities?

• Have you ever provided the type of care this job requires?
• Where have you previously worked? Why did you leave?
• What do you think would be the most challenging part of this job?
• How do you feel about your ability to meet the physical demands of the job?
• How do you feel about working nights or holidays?
• How would you support an individual with challenging behaviors?

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APPLICATIONS CONTINUED

Be ready to answer applicants’ questions:

• What kinds of special care needs do residents have?
• Is heavy 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 staff – will I have my own room and bathroom?

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APPLICATIONS CONTINUED

During the interview, discuss:

• Potentially sensitive areas such as the criminal background check
• Use of the telephone or car
• Reimbursement for mileage or gasoline expenses (if employee provides

transportation)

• Handling of cash
• Liability insurance coverage
• House privileges (for live in staff)

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APPLICATIONS CONTINUED

Before ending the interview make certain you have the applicant’s contact information and that you have obtained the names and contact information for their references. 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 their 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 a national

records check

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APPLICATIONS CONTINUED

• If appropriate, indicate when the person can expect to hear from you
• After each interview, immediately complete your notes and record your

impression of the person – be sure to note what you and the applicant 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.

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CHECKING REFERENCES

Never hire someone without checking their references:

• When you call a reference, give your name and identify yourself as an AFH
• provider. Explain that the applicant has offered the person’s name as a job
• reference. Briefly explain the nature of the job for which the applicant has

applied.

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

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CHECKING REFERENCES CONTINUED

• How flexible is the applicant in the work environment?
• What do you consider to be the applicant’s strengths and weaknesses?
• What do you think of the applicant’s ability to work with older adults or adults

with disabilities?

• Would you rehire the applicant?

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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 top three

choices

• You may want to schedule a second interview with each, or ask a few

additional questions by telephone before making your decision

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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 – make certain your offer has been accepted before doing this.

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STAFF SUPPORT AND TRAINING

Schedule a time for orientation and training:

• Introduce the person to the residents and other care team members
• Review resident care plans
• Review the daily schedule and routine in your home.
• The person may need to attend DHS required training – refer to the Oregon

Administrative Rules

• Any caregiver left in charge of the AFH must complete the DHS Caregiver

Preparatory Training Course Study Guide (SDS 9030) and Workbook (SDS 9031)

• The caregiver must complete the book without any help
• You may want the person to get additional training to increase skills in certain

areas – keep records of the trainings that staff attend

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STAFF SUPPORT AND TRAINING CONTINUED

Establish a probationary period – usually two weeks to a month:

• Give the employee adequate time to become acquainted with the 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

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STAFF SUPPORT AND TRAINING CONTINUED

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

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STAFF SUPPORT AND TRAINING CONTINUED

Compliment work that is well done. When you must point out something done incorrectly, focus on the action, not the person.

• “Nora, when you transferred Mrs. Wilson you used your back and not your
• knees. You could injure your back that way. Let me show you the correct way.”
• Then demonstrate the procedure

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STAFF SUPPORT AND TRAINING CONTINUED

Remember, the person may do things differently than you:

• If you are concerned by the way the person is doing something, talk with the

person as soon as possible

• Do not let concerns build-up – try to resolve them 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 AFH.

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TECHNICAL ASSISTANCE

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

DISCUSSION/QUESTIONS

September 2019 Safety, Oversight and Quality Unit