Hiring Requirements Research Articles

The Launch of Massachusetts Community Health Worker Certification: Findings From the Massachusetts Community Health Worker Workforce Surveys.

The launch of state certification for community health workers (CHWs) in Massachusetts in 2018 aimed to promote and champion this critical workforce. However, concerns exist about unintentional adverse effects of certification. Given this, we conducted 2 cross-sectional surveys to evaluate this certification policy. We conducted surveys of CHW employers and CHWs in 3 sample frames: community health centers and federally qualified health centers, acute-care hospitals, and community-based organizations. We administered the surveys in 2016 (before certification launch) and 2021 (after certification launch) to answer the following questions: Was certification associated with positive outcomes among CHWs after its launch? Did harmful shifts occur among the CHW workforce and employers after certification launch? Was certification associated with disparities among CHWs after its launch? Certification was associated with higher pay among certified (vs noncertified) CHWs, better perceptions of CHWs among certified (vs noncertified) CHWs, and better integration of certified (vs noncertified) CHWs into care teams. We found no adverse shifts in CHW workforce by sociodemographic variables or in CHW employer characteristics (most notably CHW employer hiring requirements) after certification launch. After certification launch, certified and uncertified CHWs had similar demographic and educational characteristics. However, certified CHWs more often worked in large, clinical organizations while uncertified CHWs most often worked in medium-sized community-based organizations. Our evaluation of Massachusetts CHW certification suggests that CHW certification was not associated with workforce disparities and was associated with positive outcomes. Our study fills a notable gap in the research literature and can guide CHW research agendas, certification efforts in Massachusetts and other states, and program efforts to champion this critical, grassroots workforce.

Mapping industry workforce needs to academic curricula – A workforce development effort in model‐based systems engineering

AbstractModel‐based systems engineering (MBSE) is rapidly gaining popularity among U.S. industries. Though industry practitioners and academic researchers have identified several advantages in transitioning to MBSE, several adoption challenges of MBSE in industries, such as insufficient tool knowledge, lack of skilled personnel, and resistance in organizations toward a shift to MBSE, are observed. Attesting to the challenges in industry adoption of MBSE, a previous research study by the authors characterized the adoption challenges as tools‐based, knowledge‐based, cultural, political, and cost‐related, and customer understanding and acceptance of MBSE practices. This study is motivated to explore further and address the challenge of low MBSE tool knowledge and lack of skilled personnel with MBSE knowledge for industry adoption. This paper presents a two‐phased research approach framed by an overarching question of the extent to which the MBSE academic curriculum is aligned with industry workforce requirements. In Phase 1 of the study, we survey industry professionals from Defense, Aerospace, Automotive, and other industry clusters to identify MBSE tools, languages, and concepts preferred by industry professionals in a candidate for hire. This is followed by Phase 2 of the survey targeted at academic institutions with Systems and MBSE programs to analyze the extent to which MBSE curricula reflect industry workforce hiring requirements. Further, we also identify the challenges reported in academic institutions in training the Workforce on MBSE. The contributions of this paper are two‐fold: providing a pathway for academic institutions to align their curricula to MBSE industry workforce requirements and triggering discussion in the broader MBSE community to identify strategies for addressing MBSE adoption challenges and training future model‐based systems engineers.

Candidate Selection in an Organization Using WSM Method

An organization's ability to recruit, assess and choose the best candidates with the necessary abilities, expertise, and expertise to support its stated objectives and goals is crucial to its success. A methodical approach that starts with a clear comprehension of the company's requirements and wants for a specific role is necessary for effective candidate selection. In line with the strategic goals of the organisation, this process entails developing descriptions of roles, identifying essential abilities, and establishing hiring requirements.

College Mathematics Instructors’ Use of Recommended Pedagogical Practices

This study examined the extent to which college algebra instructors employ pedagogical practices previously found to assist students master difficult STEM content material and address their own previous math deficits. Faculty classroom behaviors were assessed with a modified version of the Generalized Observation and Reflection Platform (GORP). While it was not surprising that math faculty frequently lectured and wrote on the board, results also revealed that recommended practices were infrequently employed by instructors teaching college algebra. More specifically, faculty teaching introductory college algebra rarely addressed students’ misconceptions, made references to their students’ prior knowledge, or employed metacognitive teaching strategies. Moreover, while being observed, faculty never applied a mathematical concept to real life. Moreover, mathematics instructors rarely praised their students. The implications of these findings for professional development and hiring requirements are discussed and emphasized for college math department chairs and administrators generally. Results also highlighted the usefulness of the GORP assessment tool for assessing faculty classroom behaviors.

Proposed Marketing Strategy for Branding Consultancy in Bandung (A Case of POT Branding House)

Brand Awareness and perception of a consultancy is an important aspect to have in a way to expanding new business and targeting new clients. In order to do this, local branding consultancy have to own their brand awareness and conduct a measurement survey to the targeted SME to exposing their current position. This paper will present the analysis of brand awareness and brand expectation of branding consultancy by using quantitative semantic scale survey to the local SME in Bandung to know if the brand awareness and expectations factors have direct impact to POT Branding House hiring requirements. The results show 1) POT Branding House brand awareness is low, thus these SMEs are not fully aware of this consultancy to be able to hire them, 2) Digital presence is one of the crucial judgments towards a brand, POT Branding House digital presence is also low and need a higher performance 3) Price, product offer, portfolio and skills are factors that are important to be included. From those interpretation, the researcher formulated a marketing mix that includes promotion (to represent digital presence), price, product offer, and physical evidence (portfolio) to the implementation plan that will be spread out into two years of operation.

Organizational and Technical Security Considerations for Laboratory Cloud Computing.

Clinical and anatomical pathology services are increasingly utilizing cloud information technology (IT) solutions to meet growing requirements for storage, computation, and other IT services. Cloud IT solutions are often considered on the promise of low cost of entry, durability and reliability, scalability, and features that are typically out of reach for small- or mid-sized IT organizations. However, use of cloud-based IT infrastructure also brings additional security and privacy risks to organizations, as unfamiliarity, public networks, and complex feature sets contribute to an increased surface area for attacks. In this best-practices guide, we aim to help both managers and IT professionals in healthcare environments understand the requirements and risks when using cloud-based IT infrastructure within the laboratory environment. We will describe how technical, operational, and organizational best practices that can help mitigate security, privacy, and other risks associated with the use of could infrastructure; furthermore, we identify how these best practices fit into healthcare regulatory frameworks.Among organizational best practices, we identify the need for specific hiring requirements, relationships with parent IT groups, mechanisms for reviewing and auditing security practices, and sound practices for onboarding and offboarding employees. Then, we highlight selected specific operational security, account security, and auditing/logging best practices. Finally, we describe how individual cloud technologies have specific resource-level security features. We emphasize that laboratory directors, managers, and IT professionals must ensure that the fundamental organizational and process-based requirements are addressed first, to establish the groundwork for technical security solutions and successful implementation of cloud infrastructure.

Exploring current challenges in the technologist workforce of clinical genomics laboratories

PurposeWorkforce shortages are observed in many sectors of the economy, including clinical genomics laboratories. Although medical technologists are essential for the primary functions of laboratory operations and many institutions in the United States have reported acute staff shortages, we are unaware of any recent studies that provide concrete data detailing workforce needs. In this report, we summarize the results of a technologist-based survey sent to clinical laboratory directors across the United States. MethodsThe survey was designed to provide detailed and objective evidence on the current landscape of the technologist workforce in clinical cytogenetics, molecular genetics, and laboratories that have combined both disciplines. Survey questions included demographics, salaries across career stages, retention trends, and hiring requirements and challenges. ResultsAnalysis of the survey data from 70 US-based submissions showed that cytogenetics laboratories had higher proportion of unfilled technologist positions, whereas molecular laboratories had more applications for each open positions. The technologist retention rate in molecular laboratories was higher than that in cytogenetics. The lack of adequately trained applicants and competitive salary offers by other laboratories were cited as top barriers for filling technologist positions. ConclusionThe results from this survey will serve as normative data in generating solutions to address acute workforce needs in the United States.

Law Enforcement Agencies’ College Education Hiring Requirements and Racial Differences in Police-Related Fatalities

Law Enforcement Agencies’ College Education Hiring Requirements and Racial Differences in Police-Related Fatalities

African Students’ Capacity Building for Career Success

Youth unemployment has been a major concern for African governments in recent times. A factor that contributes to this is employers who have ridiculous hiring requirements that become an impediment for most applicants. Although the literature blames school leadership and the school environment as the main causes of graduate unemployment, there seems to be a paucity of literature on the actual causes of graduate unemployment and the reasons for their poor performance in the workforce. This study assesses the actual causes of graduate unemployment in Africa and suggests remedies to salvage the situation. It provides a content analysis of papers presented at conferences, magazines, books, reports, and existing literature on academic articles. This study discovered that graduates lack work experience, computer skills, soft skills, problem-solving skills, creativity, etc. and these are the key drivers of youth unemployment in Africa. The study recommends that graduates should undertake an internship or voluntary work to acquire work experience and learn soft skills such as courtesy, politeness, and good manners at the workplace. They should also learn how to use basic computer software packages, find mentors in the profession who will guide them on the job, pursue life-long learning education, have a back-up career, and learn presentation skills. These are the remedies that will prepare new graduates to find their dream job.

Differences and similarities in executive hiring decisions of family and non-family firms

We juxtapose the executive recruitment decisions of family and non-family firms. We hypothesize that hiring preferences toward executive candidates differ between family and non-family firms. We test our predictions against field data from executive recruitment processes involving family and non-family firms. Drawn from an executive hiring company, the sample includes 166 candidates in 56 selection processes on behalf of 42 client companies (28 family firms). Our results indicate that family firms prefer to hire managers with strong functional competence and leadership skills, whereas non-family firms prefer to employ managers with more pronounced market knowledge. Despite these differences, both types of firms are drawn to performance-oriented candidates, i.e., individuals with a strong focus on client and result orientation. For researchers and practitioners alike, our study demonstrates the importance of understanding the distinct hiring requirements of family firms when they professionalize.

The (im)mobility of masculinities: discourses on hiring men in long-term care services in Catalonia

The presence of male job seekers in the long-term care sector poses new challenges for organizations operating in this environment. We take a qualitative approach to analyze the discourses and practices applied by managers of long-term care services in relation to hiring men in their organizations. In this analysis we explore how masculinities are mobilized and whether the growing male presence has brought about changes in hiring requirements in terms of gender. The growing number of professionally trained male carers who are willing to work in direct care settings does not, at the moment, seem to be a factor that alters or challenges organizational hiring requirements. We introduce the concept of (im)mobilization of masculinities to illustrate how, although care service organizations’ recruitment practices do mobilize idealized and alternative conceptions of masculinity, hiring men is not their priority. These practices help to reproduce gender inequalities in the long-term care sector.

The evolution of language ideological debates about English and French in a multilingual humanitarian organisation

This article traces the evolution of the ideological construction of elite multilingualism, with a focus on the values accorded to French and English, under transforming socioeconomic and institutional conditions at the International Committee of the Red Cross (ICRC). The ICRC, a major humanitarian agency based in Geneva, opens a window onto the construction of “internationalisation” and its accompanying language ideologies, resulting in fluctuating hiring requirements for “delegates” (expatriate representatives). The data include job advertisements for delegate posts from 1989 to 2020 complemented by interviews with different generations of delegates and ethnographic fieldwork in a recruitment fair. The analysis of language ideological debates at the ICRC illuminates the articulations and tensions between “roots” in Geneva, symbolised by French, and “routes” in its delegations worldwide, with English as a lingua franca, in dominant discourses about multilingualism. The requirements for ICRC delegates include English as a must and at least a second ICRC working language. Concerning the latter, there are tensions between the desired language regime at headquarters, privileging French as the “parent” language, and the current needs in key operations, with a shortage of Arabic speakers. The analysis shows that French requirements for generalist delegates have fluctuated from perfect command and good knowledge to an optional second working language. In the 2020 recruitment campaign, elite multilingualism is hierarchically stratified into English as a global language, other “working languages” including Arabic, and non-European languages such as Pashto or Dari as newly-introduced “assets”.

(Draft) Research Report on Federal Agency ALJ Hiring after <i>Lucia</i> and Executive Order 13843

This draft report examines federal agency hiring practices for administrative law judges (ALJs), who preside over formal agency hearings, in light of the Supreme Court's determination that ALJs are constitutional officers and President Trump's executive order to exempt ALJs from certain statutory competitive-service hiring requirements. The report also provides recommendations for best agency hiring practices. Professors Jack Beermann and Jennifer Mascott co-authored this initial draft report. After Professor Mascott stepped down from the Administrative Conference of the United States to work in the Department of Justice's Office of Legal Counsel, Professor Beermann edited the report and produced its final May 2019 version, which is available here: https://www.acus.gov/sites/default/files/documents/Submitted%20final%20draft%20JB.pdf.

Hiring Requirements and Qualifications of School Food Authority Directors Changed in Some Districts After Implementation of US Department of Agriculture Professional Standards

BackgroundIn 2015, the US Department of Agriculture set minimum education and training requirements (ie, professional standards) to ensure that school nutrition professionals have the knowledge and experience to operate school meal programs. No study to date has examined whether hiring requirements and qualifications of school food authority (SFA) directors have changed since 2015. ObjectiveTo assess changes in hiring requirements and qualifications of SFA directors since the US Department of Agriculture professional standards were established, overall and by district size. DesignCross-sectional analysis of nationally representative district-level data from the 2012 and 2016 cycles of the School Health Policies and Practices Study. Participants/settingIn 2012, 660 sampled districts completed the School Health Policies and Practices Study Nutrition Services questionnaire. In 2016, 599 sampled districts completed the questionnaire. Main outcome measuresHiring requirements for newly hired SFA directors and reported qualifications of SFA directors. Statistical analyses performedDifferences in prevalence estimates from 2012 to 2016 for all districts and by district size were assessed with χ2 tests. ResultsSignificant increases were found for 3 hiring requirements: degree in nutrition or related field, registered dietitian credential, and food safety certification. Significant changes in 4 of the 5 reported qualifications were found including an increase in the percentage of district directors with a degree in nutrition or a related field and decreases in the percentage of directors with a School Nutrition Specialist credential from the School Nutrition Association, School Nutrition Association certifications, and certified dietary managers. Changes were found in small and medium districts, but not large districts. ConclusionsDistrict hiring requirements and SFA director qualifications have changed since the implementation of the US Department of Agriculture professional standards, including some differences by district size. Future research could identify challenges facing districts in hiring directors who have a degree in nutrition or related fields or who have specialized nutrition credentials or certificates (eg, registered dietitians).

A CSR ORIENTED EQUILIBRIUM CAMPUS PLACEMENT APPROACH

It is a common phenomenon in placements, that a recruiter cannot visit all the institutions in the country or area simultaneously at once for their hiring requirements. Therefore, recruiters agree in a pooling agreement with a host college in the locality for mobilizing the candidates. However, such an arrangement still deems to open up the probability of certain students not reaching the host venue college owing to academic commitments or even personal issues or any other unknown variable external / internal factors. Considering a few recruiters also choosing only one Premium College for hiring owing to their own defined institutional benchmarks and also other unknown relationship criteria again open up the probability of deprivation of job opportunity for other college students of the nation or a locality for the job positions. Therefore, to create parity in the unequal occurrence of generation of placement opportunity among various educational institutions of the country, in this paper, we recommend a possible equilibrium strategy through researching applications of technology as a cure to this predicament.

A Qualitative Survey Study of United States Burn Units: Pathways to a Career in Burn Surgery.

With current changes in training requirements, it is important to understand the venues in the United States for a general surgery (GS) and plastic surgery (PS) resident interested in pursuing a burn surgery career. The study aims to evaluate the pathways to a career in burn surgery and the current state of leadership. A cross-sectional study was conducted between August and September 2017. A 12-question survey was sent to all burn unit directors in the United States, asking about their background, who manages various aspects of burn care and the hiring requirements. Responses were received from 55 burn unit directors (47% response rate). Burn units are lead most commonly by physicians who received GS training (69%), but the majority either did not undergo fellowship training (31%) or completed a burn surgery fellowship (29%). While surgical care (GS = 51%, PS = 42%) and wound care (GS = 51%, PS = 42%) were predominantly managed by GS- or PS-trained burn teams, management of other aspects of burn care varied depending on the institution, demonstrating that a shift in burn care management. The desired hiring characteristics, including GS (67%) or PS residency (44%) and a burn surgery (55%), trauma surgery (15%), or critical care (44%) fellowship. Directors' training significantly influenced their preferences for hiring requirements. While leadership in burn surgery is dominated by GS-trained physicians, the surgical and wound care responsibilities are shared among PS and GS. Although one third of current directors did not undergo fellowship training, aspiring surgeons are advised to obtain a burn surgery and/or critical care fellowship.

A Statutory Analysis of State Regulation of Security Guard Training Requirements

Security guards outnumber police by almost three to one, and they perform many of the same functions as police officers and many even carry a firearm, but to what extent do states regulate the private security industry? Prior research has examined state statutes regulating security guard hiring requirements; this article builds on this research by examining state statutes regulating security guard training requirements. This article compares the change in state regulation of security guard training since 1999. We are interested in determining what threshold requirements the states have seen fit to establish for training in the security industry and whether these threshold requirements provide adequate protection for the public.

A third type of job search behavior: the use of the formal-informal joint channel in matching individual qualifications with hiring requirements in urban China

This study highlights the necessity of distinguishing the use of the formal-informal joint channel from the sole reliance on either the formal or informal job search channel. I first used interview data collected in three Chinese cities as well as ethnographic case studies in the existing literature to illustrate a typology of the distribution of job search behavior, by focusing on the match between individual qualifications and employers’ hiring requirements. Based on data drawn from the 2003 China General Social Survey, the subsequent quantitative analysis confirms that neither the formal nor the informal job search channel dominates individual job search behaviors in practice. Rather, the formal-informal joint channel is used most frequently. Quantitative findings also show that competitive individual job seekers who possess both certifiable and non-certifiable qualifications are more likely to jointly use formal and informal job search methods. This study confirms that contact use plays a positive role in job searches, but very often in combination with the use of formal job search methods, rather than being used alone.

Giving Christian Universities A Scarlet Letter: Examining the Canadian Association of University Teachers' Opposition to Faith-Based Hiring

Since 2008 the Canadian Association of University Teachers (CAUT) has launched investigations into five Canadian faith-based universities to determine if they violate CAUT's particular understanding of academic freedom. The source of the violation concerns the universities’ faith-based hiring requirements, which CAUT maintains violates the Canadian academy's commitment to academic freedom. This article undertakes a critical analysis of this investigation and the responses of the faith-based colleges and universities. It argues that CAUT's definition of academic freedom in these cases fails to account for a particular kind of individual academic freedom professors may wish to exercise in order to advance knowledge.

A List of Best Practices That May Improve the Use of Telephone Interviews During the Recruitment Process

A Review of:
 Engel, Debra, and Sarah Robbins. "Telephone Interviewing Practices within Academic Libraries." Journal of Academic Librarianship 35.2 (2009): 143-51.
 
 Objective – To investigate the use of telephone interviews in academic libraries and identify best practices when conducting telephone interviews.
 
 Design – Survey and open-ended questions.
 
 Setting – Academic libraries in the United States.
 
 Subjects – Academic institutional members of the Association of Research Libraries.
 
 Methods – A fifteen-item survey (Appendix A, 150) concerning telephone interviewing practice was sent to 112 institutional members of the Association of Research Libraries (ARL). The survey contained multiple choice-type questions as well as open-ended questions.
 
 Main Results – The response rate was 66% (74 of 112 research libraries; 56 public institutions and 17 private). Of the respondents, 90% used telephone interviews to screen applicants for professional positions (ranging from occasionally to always) and only 10% never used telephone interviews. The main reason for holding telephone interviews was to “screen candidates in order to narrow the pool of applicants who will be invited for in-person interviews” (146). Other reasons given included minimizing expenses involved in interviewing out-of-town candidates (39% respondents), shortening the length of time to complete the search process (27%) and meeting library or campus hiring requirements (3%).
 
 On average, the majority of libraries (51%) hired between 2-4 professional positions each year. For each open professional position, the number of candidates telephone-interviewed varied from less than 3 to 9 depending on library and position.
 
 Interviews typically lasted between 16 and 45 minutes (77% respondents) with all the search committee members (staff involved in the recruitment process) being present (75%) and taking turns to ask questions to the candidates (90%). Questions were most often the same for all candidates applying for a particular position (91%) and candidates were nearly always allowed in return to ask questions of the committee (96%).
 
 In answer to the open-ended question, “In your opinion, what best creates a collegial and effective environment for conducting telephone interviews?”, the dominating responses included: all search committee members being present and participating actively, using a script and taking notes, introducing all interview participants, and giving candidates adequate notification and documentation.
 
 The majority of respondents “would not change anything about their institution’s current (telephone interview) practice” (147). Some thought that “training and/or a need for consistency in procedure for all interviews conducted” (147) would be relevant changes in practice. 
 
 The results of the survey were compared to the findings in the library, personnel management and human resources literature.
 
 Conclusion – From the survey and responses to open-ended questions, a number of best practices when conducting telephone interviews emerged (148–150):
 1. Properly train the search committee (e.g., in knowing about the position, organization and protocols for conducting interviews properly)
 2. Involve the search committee throughout the recruitment process
 3. Help the interviewee be prepared (e.g., by sending institutional information packages)
 4. Maintain and use suitable technology (e.g., by choosing suitable conferencing facilities with the interviewee situation in mind)
 5. Put the candidate at ease (e.g., by explaining who will be present, how long the interview will last and how many questions there will be)
 6. Provide introductions (e.g., both in the beginning of the interview and even before individual questions)
 7. Listen and take notes during the interview
 8. Discuss the interviews immediately afterwards
 
 Engel and Robbins suggest that further research could include looking into job candidate and search committee experiences of the telephone interviewing procedure.