EMPLOYMENT/PLACEMENT PROCESS

Job opportunities are posted on Affiliate bulletin boards. Offers may be made after the 4-day posting period.

Internal/external applicants may apply for any position vacancy for which they are qualified. Position descriptions and specifications are used as the primary standard for determining an applicant’s eligibility for employment or transfer within any department or between locations.

Qualified candidates are referred by the appropriate employment services or the Human Resources Representative for employment/placement to the designated hiring manager for consideration. The hiring manager reviews or interviews referred applicants and selects the most qualified candidate based on job-related criteria such as prior work history, availability to work, education, skill level, licensure requirements, etc.

Qualified internal applicants are given preference over external candidates, whenever possible. Employees selected for transfer are typically released within 2 weeks of notification to their manager. Exceptions may be made because of business requirements after review by the appropriate administrative staff member(s). However, employees engaged in the disciplinary process are not eligible to transfer to another department or location.

BACKGROUND CLEARANCE PROCESS
Several steps must occur before a candidate for employment can be cleared to work.
• A minimum of three references are required for employment. The hiring manager must check two former employer(s) for positive references by contacting the person’s current or former supervisor or the Human Resources Dept. Applicants must also provide one personal reference.
• All potential employees are subject to a criminal background check as required by the state and law where the facility is located. Such checks will be obtained through the Human Resources Dept. to determine suitability for employment. Further, potential employees must be cleared through the Office of the Inspector General and the Sex Offender Registry, as well as any professional boards as required.
• Potential employees may not train, observe or work until cleared by Human Resources and entered into the payroll system.
• Employees involved in patient care or who have direct contact with patients must have and maintain a record of immunizations and other evaluations as required by state and federal law.

PERSONNEL FILES
Personnel files are kept on all employees and are the property of Rural Healthcare Developers. Records are not to be taken outside the HR office for any reason.

It is important and in the best interest of the employee that personal information be kept current. It is the responsibility of employees to ensure that all information is correct and up-to-date. This information is needed to accurately maintain particular records such as documents for the Internal Revenue Service and other governmental agencies, as well as for emergency situations. Employees should submit in writing to Human Resources any changes such as change of address, telephone number, name, marital status, number of dependents, beneficiaries, emergency contact, etc.

LICENSURE/REGISTRATION/CERTIFICATION
Any position requiring licensure, registration, or certification must be staffed with individuals meeting such requirements and functioning within the scope of practice as defined by laws and regulations. Candidates selected for employment must submit proof of licensure, registration and/or certification prior to employment. In addition, the Human Resources Department verifies required licensure, registration, and/or certification with the primary issuing source.

New graduates may be hired pending licensure, registration, or certification depending on departmental requirements and within regulatory guidelines. Transcripts from approved schools or training programs may be required prior to employment in such positions. Initial and renewal fees associated with licensure, registration, and certification are the responsibility of the employees.

Employees are responsible for ensuring that licensure renewal is obtained prior to expiration as designated by the licensing agency. Employees are also accountable for presenting proof of renewal to their department manager or designee. Department managers or designees working in collaboration with Human Resources are responsible for documenting that licensure renewal is obtained prior to expiration.

Such mechanisms for checking licensure status include, but are not limited to the Internet, telephone, or facsimile with the primary issuing source. Proof of renewal is mandatory for any position requiring licensure, registration, or certification. Failure to maintain current licensure, registration and/or certification will normally result in disciplinary action up to and including leave without pay or termination of employment.

Employees are responsible for making sure all pertinent information required by the licensing agency is correct, up to date and on record with the agency in accordance with the specified agency timeframes, including, but not limited to name and address changes. Additionally, if an employee moves to another state, the employee is expected to meet all state licensing requirements and immediately contact the licensing agency in the em-ployee’s new state of residence.

Employees are accountable for immediately communicating any issues re-garding licensure, registration, and/or certification renewal to their manager. Failure to do so may lead to disciplinary action up to and including termination of employment. If the designated licensing agency deems an employee ineligible for licensure, registration, and/or certification renewal, functioning in a licensed role will no longer be permissible.

EMPLOYEE ORIENTATION
All new employees are required to attend facility orientation within 30 days of employment. The orientation provides employees with useful information designed to familiarize them with policies and procedures for safety, compliance and other employment concerns and benefits. Human Resources will ensure that every employee has attended the training. All employees must also complete an annual orientation review.

DEPARTMENTAL ORIENTATION
Managers are responsible for providing a departmental orientation to new employees, as well as for employees transferring from one department to another or from other locations within 48 hours of the first day of assignment. The in-service should be documented in the personnel file.

NINETY-DAY INTRODUCTORY PERIOD
The first 90 calendar days of employment are considered an introductory period designed to give the employee and the Organization time to decide if the employee is suited for the position. This time gives management opportunity to assess and determine if the employee has the required knowledge, ability, skills, competency, and attitude to perform the work re-quired. Although sick leave and Paid Time OFF (PTO) begin to accrue at hire, paid leave is not available for general use until after 90 days. Employees must work 90 days before becoming eligible for insurance benefits.

CLASSIFICATIONS OF EMPLOYMENT
All employees of Rural Healthcare Developers are classified in one of the following categories:
Full-time Employees work a minimum of 32 hours per week on a continuing basis and are entitled to accrue leave and can participate in the Organization’s benefits program.

Part-time Employees are those who are scheduled and work fewer than 32 hours per week on a continuing basis. Part-time employees are not entitled to benefits.

PRN Employees are employees who are not routinely scheduled. PRN employees must have one year experience, complete the usual employment process, including health requirements and have an annual review, according to facility policy. To maintain PRN status, employees are required to meet established PRN guidelines. Failure to maintain the required work threshold results in voluntary termination. PRN employees are ineligible for benefits.

INTERNS
At times facilities form cooperative agreements with colleges and universities and accept a small number of approved student interns to work in programs for specific lengths of time. These interns must follow the same hiring process as employees. They should have a criminal background check, drug screen, TB skin test, and proof of liability insurance, sign confidentiality and HIPAA agreement.

EMPLOYMENT STATUS
The definition of all employee status follows the Fair Labors Standard Act.
Exempt Employees are salaried and whose positions meet the guidelines of the Department of Labor. Exempt employees are not generally eligible for overtime.

Nonexempt Employees are paid on an hourly basis and are entitled to overtime pay for the time worked over 40 hours in any one week. Nonexempt employees are required to clock in or otherwise submit accurate records of all hours worked. Overtime hours are not permitted without prior approval from their supervisors unless circumstances warrant (i.e. patient care and/or unexpected business needs).

Determination of whether an employee is exempt or nonexempt depends on actual duties, not job title. Employees will be notified of their status at the time of hire or if job duties change. Any questions concerning job status should be directed to Human Resources.

ASSIGNMENT AND UTILIZATION OF PERSONNEL
Employee assignments are made to provide the most comprehensive healthcare coverage 24 hours a day, 7 days a week. Management is accountable for assessing staffing needs and making assignments accordingly, depending on the increase or decrease in workload.

Employees are expected to work their assigned shifts. Leaving the work area without appropriate management authorization is not permitted and will result in disciplinary action up to and including termination of employment.

Employee preferences in regard to job assignments and shift changes are considered whenever possible. If changes in assignments are necessary because of business requirements, every effort will be made to provide em-ployees with as much advance notice as feasible. Employees are expected, however, to be responsive to fluctuations in workloads that may affect staff assignments or shift changes. Failure to work an assigned shift may result in disciplinary action up to and including termination of employment.

REDUCTION IN FORCE
A reduction in workforce may be necessary because of changing economic and business conditions. The organization will attempt to avoid job elimination, and whenever possible, will consider alternatives to displacement before any final decisions are made. If a reduction in workforce is expected, the organization will attempt to communicate information as soon as possible. Should a reduction in workforce occur, factors such as analysis of operational needs, length of service with the Organization, performance, disciplinary status, and classification of employment are considered in the decision-making process.

A Human Resources representative will work with eligible employees, who have been affected by a reduction, so they have an opportunity to apply for any vacant position for which they are qualified. In such cases, current employees usually receive preference over external candidates whenever possible. If alternative placement is not obtained prior to displacement, former employees may continue to seek employment opportunities provided they meet all eligibility requirements.

REDUCTION IN HOURS
When necessary, management may reduce the number of regular hours for a position. Employees holding that position are expected to work no more than the assigned hours unless approved by management due to increased need. PTO will be granted only up to the number of hours assigned for a position.

VOLUNTARY OR INVOLUNTARY TERMINATION OF EMPLOYMENT
The termination process, whether voluntary or involuntary, is normally comprised of several components and includes completion of a Termination Notice, Termination Clearance Form, an Exit Survey, and Request to Terminate Computer Access when applicable.

If a resignation is tendered, Human Resources should be contacted immediately so the termination clearance process can be initiated. The manager should send a Notice of Termination to Human Resources. Arrangements should be made so the employee completes an Exit Survey with Human Resources. This survey provides staff with an opportunity to share their opinions and feedback regarding their experience with the Organization. Human Resources will also coordinate arrangements for receipt all company property, final paychecks and the payment of any accruals as determined by state law. HR should notify the Communications Director in writing to terminate computer access.

To ensure an orderly transition and not disrupt services, employees should provide their managers with a 2-week resignation notice. Directors and above should provide a 4-week notice period. Notification to resign em-ployment is considered a working notice, and as such, all scheduled shifts are expected to be worked during this notice period. Failure to provide this notification of resignation and/or failure to work the entire notification period normally results in ineligibility for rehire and non-payment of PTO (based on state law). The organization retains the right to determine an earlier effective date than the applicable 2 or 4 week notice period dependent on workload.