PRESUNCIONES EN MATERIA TRIBUTARIA

Recruiting, Selecting, and Enquiring are related categories associated with the interactions between job-seekers and an organisation. Recruiting and Selecting are usually initialled by an organisation whilst Enquiring is initiated by an individual. The primary purpose

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of this group is to create (i.e. recruiting and selecting) or enter (i.e. enquiring) into an applicant pool. Each component is discussed in turn.

Recruiting is the process of motivating external job-seekers to apply for positions within an organisation. Recruiting strategies and efforts are focused mostly in West Virginia (S9, S10) with the essential element being compensation (S5, S9, S10). However, external job-seekers cannot access compensation or position descriptions on-line (S5). Job-seekers familiar with the medical field already have a cognitive understanding of positions and organisational structures.

“Plus, you’d be surprised at how small knit these professional communities are. I mean, I brought in somebody a couple [16:30] weeks ago to interview, that, um, literally had done a residency with one of my directors of pharmacy like thirty-some years ago. I mean, they know. You send them an e-mail and thirty-somebody out of the group you send them too knows that person, went to school with that person, their wife went to school with that person” (S5).

Since CAMC prefers to promote employees, external recruiting efforts are focused on lower positions. CAMC-EC utilises established educational relationships to fill lower positions with students. Each educational facility has an education coordinator (S5) that helps facilitate information distribution concerning medical careers (S9, S10) and schedule screener presentations to students (S5, S6, S7, S9, S10). Furthermore, some students must work as a requirement of an educational programme.

“And, you know the best tool we have here are allowing the students to come in and do their clinical rotations. I mean, um, phlebotomists are a good example of that. They come in and do a three-week rotation. And each of the divisions, any of the divisions, just a division whether placed, it could be any division any shift, I actually, which is one of the favourite parts of my job, go out and talk to students at the local vocational schools; and I went in the spring and talked to a high school class down at Nitro High School; and I have a presentation for lab techs and a presentation for something else here” (S5).

Selecting is the processes of motivating internal job-seekers to apply for positions within an organisation. Hiring processes for internal job-seekers are less stringent as most information is contained within their respective personnel file (S6, S9, S10). One barrier to selecting is that transfer requests diminish significantly during summer months as a transferred employee would be required to reschedule vacation under the new team (S4).

Enquiring represents communication from a job-seeker to a screener concerning the status of an application. This category emerged because these descriptions were unusual and distinct from other categories. Persistent enquiring from a seeker may brand the job-seeker as a “stalker” (S5, S7). A stalker is a negative term describing persistence in enquiry that may be informally used to filter out individuals (S7). “And, um, she would call me about

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every two or three weeks, maybe once a month just to see if the position had been put out there yet. That, I don’t mind that at all” (S5). S7 states

“If they harass, if they are, we have stalkers. If they are continuously calling me, or they’re continuously coming in here demanding to see me, you minas well give it up. Cause once, one you’ve [job-seeker] already upset and ticked off the person out front, you’re done. Because they do, you know. He [S8] tells us. ‘This person will, will probably be an absolutely wonderful person’ or ‘No. What were you thinking of even calling this person?’ Then, you know. He tells us because, people will open up to him and give him information that he does not ask for. I was sitting here, sitting here in my office where I’m so close to the front, I can hear things that I probably shouldn’t hear also. And, when [S6] was doing one of her interviews a guy, came in and I was sitting here with my radio on minding my own business doing my work; and you wouldn’t think I would hear, but he was loud enough that, I could hear his reason for getting fired from his last job. So, you know, and he, [S8] certainly didn’t ask for that information. He just, come right out and told it. So, you know. Stuff like that will definitely weed ‘em out for us. You gotta be cautious what you say when you’re, even out front.”

S7’s statements also indicate any information that is acquired by screeners is subject to be included in informal decisions, but this does not mean that information is documented.

Retaining emerged as an important theme that provides a deeper understanding concerning employee turnover as it considers strategies and efforts to keep current employees. Compensation emerged as significant factor for turnover.

“The departments, the, the employees um, we’ve had a situation recently where we’ve lost some OTs to the private sector because they’re paying so much more than what we’re paying, because they’re reimbursed at so much. You know?

They’re, they’re guaranteed payment from Medicare and Medicaid” (S5).

Additionally, stress, training, and work-life balance were identified as problems.

“The biggest problem is really keeping the people after the first year. Stress.

Usually they’re on night shift cause we schedule by seniority, so they have to be here for a while. And sometimes, they are just here for a year to get that experience and go somewhere else” (S9).

“They were so eager, they’re so eager to get jobs after they been in this program that they’ll take anything that you hand to them. And, and then they’ve taken a job on midnight shift; and they think their best friend is going to give them a ride, and they think that their cousin’s going to babysit for ‘em. And I tell, and it doesn’t work out. So, suddenly they’re not showing up or they’re later” (S5).

As CAMC is a large predominantly centralised organisation, it faces some unique geographic and population challenges to recruiting (see the table below). Using United States Census Bureau (2010) data, population estimates of the City of Charleston (“Charleston”) and Kanawha County where CAMC primarily operates illustrate the potential labour pool based on an age criterion: Individuals between the ages of eighteen and sixty-five. Relative to the potential labour pool population, CAMC represents 22.3% of Charleston and 5.9% of Kanawha County. This assumes CAMC is fully staffed with approximately 7,000

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employees. This potential labour pool represents a calculated maximum statistic of working adults. This maximum statistic does not consider other criteria such as education, physical ability and other personnel specifications that would remove undesirable applications.

Additionally, other medical organisations directly compete for job-seekers within the same labour pool.

Table 6-4: CAMC Potential Applicants

SOURCE: U.S. Census Bureau, 2010 Charleston (2006)

Kanawha County (2009)

Population 50,846 191,663

Population under age 18 10,525 40,633

Population over age 65 8,949 31,816

Potential Labour Pool 31,372 119,214

CAMC as a percentage of Labour Pool ~22.3% ~5.9%

To identify individuals interested in health care careers, various recruiting techniques including word-of-mouth, job fairs, advertising, and a recruiting team are used (CAMC, 2007, D 9). “We have scholarships. But word-of-mouth is the best way to get people to apply” (S9).

“We have a recruiting team composed of sixty people” (S10) that concentrate efforts within West Virginia. But, as the prior table illustrates, some positions may not be filled within the immediate geographic area. “If it’s pharmacy, we can go out. If it’s a specialised position, then we need to go we can get one” (S10).

CAMC prefers to fill vacant positions through internal promotions (CAMC, 2007, D 4-7).

“We do the internal profiles on Thursday, which I already did that this morning.

I’m the early person. I’m in here at seven. So, I’ve already taken care of those;

and then if there are no internal people, then I start looking for applications” (S7).

Internal job-seekers interested in transfer and promotional opportunities may find vacancy announcements on CAMnet (CAMC, 2007, p. E 3). An employee may apply for promotion or transfer when vacancies occur provided (s)he meets four basic criteria. First, an employee has held a position for at least one year. Second, the employee meets the minimum established guidelines for a vacant position. Third, (s)he has not been disciplined above a verbal warning. Finally, employees whose work is supported from grants may not transfer or be promoted until grant obligations are satisfied (Policy E-03).

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Since all positions cannot be filled with internal job-seekers, CAMC has established relationships with several educational facilities within the central recruiting area. “We recruit mostly from schools: UC, Tech, State, Marshall” (S10). “That is, we have a clinical affiliation agreement with these schools, and for the lab, there is a education coordinator. Um, I think that helps place them [students] where they have room for them” (S5). As part of these relationships, CAMC-EC advertises career opportunities and provides realistic outlooks of job markets for students though lectures, coaching, distributing career information, and advertising scholarships. “Since we [with S7] work with the local schools, we look at graduation lists to bring people in” (S6).

An example of a supporting academic relationship is the University of Charleston helping meet CAMC’s demand for pharmacy personnel by establishing an academic programme to educate students for pharmaceutical careers. As this programme and other such area programmes produce graduates, recruiting efforts will be re-evaluated to determine the extent of geographic recruitment. Another example is implementing school recruiting efforts to reduce turnover rates:

“But the main point of going to the vocational schools is to talk to the phlebotomists and the pharmacy technicians and that because I find what I was running into was a really high turnover rate, especially in the phlebotomy lab area” (S5).

As CAMC is a teaching facility, requests from students to complete degree programme clinical rotations is an integrated part of daily operations and recruiting. Each request or CAA is evaluated according to written procedures. CAA recruiting efforts tap several medical education programmes include five for allopathic residency, three for osteopathic residency, three for American Osteopathic Association & Accreditation Council for Graduate Medical Education (i.e. AOA/ACGME) (CAMC, 2009). Also, lab CAAs have a clinical rotation of three weeks with most students participating from area schools. CAAs provide an opportunity for CAMC to identify higher performing individuals whilst become familiar with an individual’s work ethic.