You ahve to READ the RESOURCES attahed ( a chapter I copy-pasted, and teh other listed Resources) and  Create a new job description for a position in public health following best human resource manag

Henry is a public health care administrator at a Maryland urban health cooperative. He has been a supervisor of a staff of 12 that had little turnover for the first 10 years he was employed there. Over the past 3 years, however, almost a third of the staff has gone on to other positions in the organization or has left or been terminated. Henry has been increasingly worried about several conflicts that have arisen in his department, especially between two employees who seem to clash on various processes and personal styles. Henry is about to hire someone who will take over the supervisory role of these two employees as well as an increasingly diverse staff and community. As a public health administrator, Henry is confident of his ability to communicate his vision and lead on a high level, but on a day-to-day basis, human resources management sometimes frustrates him.  He also knows that job descriptions that will draw high caliber employees might be quite different today than they were when his career first began.  What new skills and qualities should he look for in an effective supervisor for this diverse workforce?

The purpose of human resources management in public health is to select and develop an engaged workforce capable of meeting organizational and community health needs. This week, you work with a partner to evaluate conflict management strategies for effectiveness. In addition, you explore best practices in HR management.

RESOURCES:

1)Shi, L., & Johnson, J. A. (2014). Novick and Morrow’s public health administration: Principles for population-based management (3rd ed.). Sudbury, MA: Jones & Bartlett Learning.

• Chapter 11, “Human Resource Management for Public Health” (pp. 221–240) I WILL ATTACH tsi CHAPTER copy paste below

2)Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K.  (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. The Journal of Applied Psychology, 93(1), 170–188. 

Note: You will access this article from the Univ Library databases.

https://www.socialresearchmethods.net/research/JAP%20Conflict%20Resolution%202008.pdf

3)Grumbach, K., & Mendoza, R. (2008). Disparities in human resources: Addressing the lack of diversity in the health professions. Health Affairs, 27(2), 413–422.

Note: You will access this article from the Univ Library databases.

https://www.healthaffairs.org/doi/pdf/10.1377/hlthaff.27.2.413

4)Hofmann, P. B. (2012). Fear of conflict: Management and ethical costs—Wanting to avoid conflict is natural but should not inhibit appropriate behavior. Healthcare Executive, 27(1), 58–60.

Note: You will access this article from the Univ Library databases.

https://web-b-ebscohost-com.ezp.waldenulibrary.org/ehost/detail/detail?vid=0&sid=14a722a5-7630-486a-aa72-db130abe898b%40sessionmgr102&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=108158183&db=bth

5)Manning, M. L., Borton, D. L., & Rumovitz, D. M. (2012). Infection preventionists’ job descriptions: Do they reflect expanded roles and responsibilities? American Journal of Infection Control, 40(9), 888–890.

Note: You will access this article from the Univ Library databases.

6)Public Health Foundation. (n.d.-a). Competency-based job descriptions. Retrieved October 6, 2014, from http://www.phf.org/resourcestools/pages/competency_based_job_descriptions.aspx

7)Public Health Foundation. (n.d.-d). Workforce development. Retrieved October 6, 2014, from http://www.phf.org/focusareas/workforcedevelopment/Pages/default.aspx

8) Towers Watson. (2012). Global workforce study: Engagement at risk: Driving strong performance in a volatile global environment. Retrieved from http://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2012/07/2012-Towers-Watson-Global-Workforce-Study

9)U.S. Equal Employment Opportunity Commission. (n.d.). Retrieved October 6, 2014, from http://www.eeoc.gov/

Human beings undergo a natural life cycle from birth to death, passing through several stages along the way. Organizations might view human resource activities as a similar cycle from the initial hiring to the eventual termination of employment for various reasons such as promotion or transfer. Public health administrators are often involved in this human resources cycle, from workforce planning, job analysis, recruitment and selection, on-boarding, training and development, and coaching and performance appraisal. One of the most critical tasks in this cycle is recruiting and selecting individuals for public health positions who have the right skills and qualities for the position. In addition, it is important that these skills and qualities remain current as the organization and requirements change.

Although each organization and position will have unique requirements, public health administrators can become familiar with best practices in human resources. In the Learning Resources, The Public Health Foundation (n.d.-a) provides insights on public health job descriptions based on Core Competencies for Public Health Professionals, for example. Such best practices will help public health leaders create job descriptions aimed at attracting the most potentially successful candidates for the positions. Human resources professionals may revise job descriptions for existing staff to keep the organization current, as well.

For this week’s Assignment, review the Learning Resources, including the media titled Recruitment, Selection, and Retention ( there will be a TRANSCRIPT attached for all of these videos, Transcript will have word by word the discussion in the video) Consider what the individuals considered challenges in hiring and which best practices they follow in creating job descriptions. Then, read the following scenario. Browse through the various pages of the U.S. Equal Employment Opportunity Commission website, and read carefully through the section titled “Discrimination by Type.” Research online sources for typical salary ranges and similar job descriptions in the Midwest United States.

Scenario:

Imagine you are the Human Resources Director at Lake Troubled Shallows Health Department, from the Final Project scenario. A key employee, a community outreach coordinator, has left the position. The organization needs a new community outreach coordinator. You have been tasked with implementing best practices not only to fill the position but also to reevaluate and improve on the job description.

The Assignment (3-4 pages, WITHOUT the front page and Bibliography):

Section I

Create a new job description for a position in public health following best human resource management practices. The job description should include the following:

• 1) Essential job duties

• 2) Essential qualifications

• 3) An average salary range for this position

• 4) Recruitment and hiring strategies for this position

• 5) Related employment laws (e.g., civil rights, age discrimination) 

Section II: Summary

Describe 1)how the job description (including duties and qualifications) might be different today from those needed in the recent past (e.g., 5 years ago) and why. 2)Describe which best practices in human resources management you followed when creating this job description and explain why you considered them to be best practices.

VIDEO RESOURCES :

THESE ARE THE MEDIA titled Recruitment, Selection, and Retention ( here is the a TRANSCRIPT attached for all of these videos, Transcript will have word by word the discussion in the video)

Recruitment, selection, and retention Program Transcript WILLIAM J. ROTELLA: The marketplace is changing. Labor forces can be local, regional, or national, and sometimes international as well. And it's important to continually adjust recruitment activities, sourcing activities, to the appropriate market with the objective of providing adequate, competent, and interested applicants for employment. BRUCE FRIED: We're looking at the fit between the person and the organization. But we're also interested in the fit between the person and the job. And both of those are very important with respect to employee retention. FEMALE SPEAKER: Dr. Myron Fottler, William Rotella, Dr. Bruce Fried, Darin Brinkman, and Dr. Kenneth Rempher discuss why recruitment, selection, and retention are among the most important and challenging human resources functions in health care organizations. MYRON FOTTLER: One of the keys to successful human resource management is to do a good job of recruiting, selecting, training, appraising performance, et cetera. You can't do that unless you have up-to-date and comprehensive job descriptions and job specifications. You want to figure out what the skills, knowledge, abilities, and functions are of a job. That's called a job description. You also want to figure out what kinds of education, experience, et cetera, one would need to perform well in that particular job. That's a job specification. So the job analysis is a process of gathering information to do the job description, do the job specification. With the pressure on cost, people have said, we now need to do more with less. And so what's happened is job duties have broadened. Instead of saying, here's your defined duties. Don't sorry about do anything except these, now they're saying, yeah do these. But then do anything else that needs to be done to serve the customer to get the job done, et cetera. So the challenge for a manager-- human resource manager, department manager, anybody else-- the challenge is figuring out how to modify the existing job description to be realistic, to be related to what the person in the job actually does today. Or think of it this way. You're trying to compensate people. And you want to compensate them based on their experience, based on their education, based on the skills required to do your job. If you leave out major elements of the job, you may under compensate people. They may decide they can do better somewhere else. They may leave. Your retention will be low. Your turnover will be high. That will cost you money. And you'll lose valuable employees