Prins Leopold Instituut voor Tropische Geneeskunde

Institut de Mdecine Tropicale Prince Lopold

Prince Leopold Institute of Tropical Medicine
Instituto de Medicina Tropical Principe Leopoldo
Nationalestraat, 155
B 2000 Antwerpen
Stichting van Openbaar Nut 0410.057.701

Personnel Management

2009

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TABLE OF CONTENTS
INTRODUCTION
1. JOB AIDS5
a. Characteristics
b. Constraints and benefits
c. When to use
2. STANDARD OPERATING PROCEDURES (SOPs).6
a. Characteristics
b. SOP System
c. Constraints and benefits
d. Who writes SOPs
3. WHICH FORMAT TO USE IN YOUR LABORATORY.8
4. HOW TO IMPLEMENT SOPs AND JOB AIDS9
5. HOW TO WRITE A GOOD JOB AID..10
6. HOW TO WRITE A SOP12
7. SUMMARY AND CONCLUSIONS...16
8. REFERENCES..17
ANNEX 1 JOB AID HOW TO USE MALARIA RAPID TEST18
ANNEX 2 - SOP MALARIA RAPID TEST19
ANNEX 3 SOP TEMPLATE.22

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Introduction
Human Resources (HR) is not solely an administrative function that deals with hiring,
firing, and record keeping of personnel data.
In the laboratory the success in quality assurance depends on the capacities and
capabilities of its personnel. Staff management is the most important but also the most
critical part of the quality system. The success or failure of a quality system is dependent
on the laboratory staff, their knowledge and skills, their motivation and commitment.
Good and motivated technicians are a laboratorys greatest asset.
As laboratory supervisor you are the manager of a team. You will be involved in
recruitment processes and be responsible for evaluations and training of staff. Often its
not only challenge to find good laboratory staff, but its a question of keeping them.
One most not forget that laboratory staff does contribute much more to the laboratory
than their "work": they bring their character, their ethics, their creativity, their social
connections, all of which alter the character of a workplace.
The management of human resources becomes even more challenging being an
expatriate. Often you will be supervising national colleagues who are more experienced
than yourself; not only in technical skills, but also in life experience.
Dealing with all those aspects is not something we learnt at school or during (bio-)
medical studies.
In this manual we try to introduce the different aspect of personnel management. We
will:
- Define job descriptions and explain how to write them
- Explain the importance of staff evaluation and how to perform them
Introduce the recruitment process
- Describe different aspect and approaches for staff management
- Discuss different aspect of supervison and how to avoid communication
problems.
-

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1. JOB DESCRIPTION
A. DEFINITION:
The job description is a document that communicates and describes the responsibilities
and tasks associated with a certain position. It is a document that refers to the position
itself and not to the person who occupies it
A well-written job description is more than a laundry list of the tasks and responsibilities.
It gives information on the job: the key qualifications, to whom the position reports (his
position in the hierarchy) and reflects a sense of priorities.
In general it is used, communicated and agreed on during the hiring process. It will help
staff members to clearly understand what is expected from them and what will be their
contribution in the laboratory.
The job description is also used during the evaluation process. It can be changed in
mutual agreement according to changing priorities or staff development.
Developing job descriptions provides employees with a compass and clear direction. Its
important that every member of the staff knows what is expected and what his
responsibilities are.

B. HOW TO WRITE A GOOD JOB DESCRIPTION

The job description is usually developed by conducting a job analysis. This analysis
examines the necessary tasks of the lab technician to perform the job, looks at the areas
of knowledge and skills needed, and the different responsibilities associated with the job.
A functional job analysis is the cornerstone of a useful job description which will result
in better hiring.
As direct supervisor to whom the position should report, you should take the lead to the
development of the job description. Seek assistance of a member of the administration to
create the legal template form. A job description is considered a legal document so any
references to race, color, religion, age, sex, national origin or nationality, or physical or
mental disability is illegal. Take also into account opinions, and experiences of current
and/or past staff members. Even for existing positions dont solely rely on the jobs
history and current needs but also look at long-term objectives.
General rules for writing:
- write sentences in the present tense
- start sentences with a verb or action
- be concise and clear
- avoid difficult vocabulary
- use specific language
for example:
to general: good computer skills
specific: skilled in excel and word
Categories of a job description:

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Overall description: title, description of the work place

Level of responsibility: - position in the organization chart
- Who to report to?
- Who to instruct?
Qualifications: the skills or competences a person needs to perform his task
(degree of education, experience,)
Description of tasks: in order of importance
Interpersonal skills like ability to work in team , communication, flexibility,

Some more tips:

- First list the actual tasks and responsibilities before you start thinking special
qualifications needed by the person.
- The more information you can gather, the easier to develop a job description. So
ask around and consult colleagues.
Appendix X: Template - Job description

EVALUATION OF STAFF PERFORMANCE

The key to continuous improvement
INTRODUCTION
Evaluation is a constructive communication tool with as purpose:
To improve job performance
To encourage staff of professional growth
In general and evaluation is performed by the direct supervisor. It allows you as a
supervisor to provide honest and constructive information to somebody in on how he or
she functions. A good evaluation reflects the real opinion not only of the person
conducting the evaluation but also the person being evaluated. In order to use it as a tool
to stimulate professional growth its necessary to organise evaluations on a regular basis.
During a job evaluation focus should be put on both professional capacities and skills as
on personal matters. This can learn if objectives of supervisor and staff member are
reached. Evaluations often reveal hidden problems and allow analysis of the situation in
order to find ways for improvement or correction of the situation.
When we evaluate a person, this assessment is based on something.

Job description

Objectives (in the position, or personal)

Behaviour and attitudes
Note that there is a difference between the evaluation of staff performance and a technical
supervision. Technical supervision consists in observing in the field a certain tasks, while
evaluation of staff performance focuses on overall job performance.
HOW CAN AN EVALUATIONS MAKE A DIFFERENCE
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An evaluation focuses on the staff member, his responsibility and his contribution
to the performance of the laboratory.

It identifies what are the strong points and those that need improvement

It confirms those doing good work and motivates them to continue

It can identify the need for additional coaching, training or promotion and thus
promotes professional growth.
HOW TO IMPLEMENT STAFF EVALUATIONS
Feel encouraged designing an evaluation form that reflects the diversity and uniqueness
of your laboratory, with his specific objectives and setting.
Consider following points before starting staff evaluations:

What will be used to judge performance (job descriptions are a good basis)

Development a tool: an evaluation form

How will records be stored: forms must be filled in confidentially, discretion and
protection of privacy are important for open and honest evaluations

Communicate: the purpose of evaluations needs to be explained if people are not
used to it, speak about the benefits for both supervisor and person evaluated

Planning: make a time-line, evaluations need to be conducted on a regular basis,
what is realistic?

Think about follow-up actions: is their a need for training identified?
When implementing evaluation consider the three stages:
Pre-Evaluation: activities prior to the formal evaluation
- review previous evaluations if done
- review the job description
- Inform employee of staff evaluation and make an appointment
Evaluation: the evaluation itself, the interview and observations made
Follow-up: Periodic discussions on progress on period following the evaluation
WHEN TO EVALUATE
Ideally evaluations should be for every member of staff on a regular basis, for example
once a year. Certain circumstances might ask for addition planning: before the end of a
trial period, before a change of position or when things arent going well. Both supervisor
and staff member should have the possibility to ask for an evaluation if they found the
need.
HOW TO ENSURE A GOOD STAFF EVALUATION

Preparation
A good evaluation starts with a good preparation. The evaluation should not only be
prepared by evaluator, but also by the person being evaluated. Both should reflect on
the points that will be discussed.
Many organisation or institutions have their own evaluation form. If not, as
supervisor you will need to prepare one yourself. Use the job description as a basis to
prepare the evaluation form. Besides giving an appreciation on the executed tasks

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also evaluate social attitude, flexibility, motivation, commitment, abilities of

autonomy, etc. This evaluation form can be handed out to the staff member in order
to prepare him.
A good evaluation also allows the staff member to give his open and honest opinion
on how he perceives his job, his frustrations, and his views on future.
An evaluation must be done in an open atmosphere. Look for a convenient time and
place which is private and quiet.

Attitude
A good evaluation is not only talking is also actively listening. An evaluation is a
moment to express satisfaction and not only critics. Communicate in a constructive,
non-aggressive manner in an atmosphere of mutual respect. Try to communicate your
appreciation in a clear manner using specific language. Avoid the use of only good
and bad, but explain the motive (why) of your appreciation and give directives for
improvement. Make sure the person understands what is said.
Its not common in every setting, but especially as expat supervisor you should
stimulate the process of feedback towards your self as supervisor.

Continuity
At the end of the evaluation try to summarize the most important points and
agreements made. Set the objectives for the coming period. Archive in a confidential
way the evaluation form for follow-up.
HOW TO PREPARE THE EVALUATION FORM
In order to ensure proper documentation of the evaluation following elements should be
included on the evaluation form:

Name of staff member and his job title

Name of evaluator and his relationship to the member of staff

Date of evaluation and rating period

Proper rating system

Feedback of evaluator and person evaluated

Signatures
Refer to Appendix for a template of a staff evaluation form

SUPERVISION AND CONTINIOUS EDUCATION

INTRODUCTION
Continuous education is required to retain competence and motivation of district
laboratory staff and prevent a decline in working standards. Its also a way of promoting
satisfaction and motivation.
However training needs need to be identified. By supervision of the tasks weakness can
be identified and an appropriate training programme can be designed.
It is important to make a check list before a visit of evaluation (or supervision). Beside
this list of criteria, it can be useful to prepare a standard answer form.

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After evaluation of the begin situation (base on preceding list), a training program is
decided. During this formation, the determined and standardised tasks are instructed to
the personnel by means of instructions (technical cards). Once the tasks are delegated,
the regular supervisions after the training permit to solve technical problems encountered
in de field, to maintain and reinforce the good acquired practices and the adaptation to
new methods or work situations.

Instructions

Standardisation
of tasks

Supervision

Delegation
of tasks

Specific
Formation

Quality
of tasks

Continued
Formation

The supervision consists in observing in the field of the delegated tasks and to see if the
instructions are correctly applied.
ROLE OF SUPERVISOR-TRAINER:
He has to:

Be aware of the responsibility with which he is charged :

 Make progresses without judging.
 Stay the needed time without being impatient.
Know and master all the techniques which he has to supervise. Possess a
copy book with the techniques, documentation concerning the laboratory
activities to be supervised.
Be able to transfer his experience.
Be an example.

A supervision visit is being prepared, after a list of tasks to supervise and after a work
calendar. The date of visit must be foreseen and the knowledge of the report data
(epidemiological data, monthly reports, statements of preceding supervisions) permits to
form hypotheses which are verified in the field.
The supervision can be subdivided in three times:
1. Before the observation :
Analyse the problems notified by the technician since the preceding supervision.
2. During the observation :
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Observe the execution of the task and notify the observations (what seems to be
good to him, not so good and bad). The supervisor must be present from the
opening of the laboratory. He follows the working day in the rhythm and in the
usual conditions without intervening. The observations must concern the
organisation of the work and functioning of the instruments.
3. After observation :
Discussion of observed and/or remarked problems. It is thus an analyse of the
situation where the causes of bad functioning must be retrieved (instructions not
clear, technical errors, lack of motivation, lack of organisation, lack of resources,
relation problems, etc., )
The first period validates the personnel. The second time (during the observation) as well,
if the observer is neutral and does not intervene before third persons. The third time is
the active moment of the continued training. It must solve the mean problems.
He should:

Encourage the technician and be a good listener.

Suggest improvements and methods of internal control.
Search practical solutions with the technician for problems, without
involving in structural causes.
Validate what is functioning well.

The supervisor must propose practical and realistic solutions:

notify recommendations,
write practical solutions, techniques and print them,
plan an agenda for realisation
set up a checklist of points which have to be regularly verified.
If necessary, set up new techniques
The supervision does not stop by leaving the room : promises and engagements must be
kept to improve the functioning, assure retro-information, and verify the execution of
recommended measurements (regular supervision).
Continuity of supervision :
Listen - Observe - Analyse - Discuss - Explain - Conclude

REFERENCES
Ohio ABLE programs. Staff Evaluation Instruments.
Cheesbrough

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ANNEX XX
TEMPLATE Job Description
Laboratory Name

JOB DESCRIPTION

1. TERMS OF REFERENCE:
Name:
Job Title
Accountability:
Working place:
Working time:

Insert the employees name

Insert the job title
Insert to whom the position reports
Insert description of the working environment
Insert the official working hours

2. PRIMARY RESPONSIBILITIES:
Provide in this section primary functions of the job, in order of importance and/or time
spent. Describe to who he reports and if relevant who he is responsible for supervising.
3. QUALIFICATIONS:
List specific knowledge and skills required such as:
Education requirements
Experience
Spoken, written language,
Knowledge of computer programs
And interpersonal skills such as:
Work alone or in a team
Flexibility
4. TASK DESCRIPTION:
Describe the tasks to be performed so that it is clear what is expected. Give a concise and
clear description of each task. Write sentences in the present tense and start with a verb
or action. If relevant specify the use of special equipment to perform the task.
For example for a senior lab technician:

Quality Control :
Organize the distribution and collection of slides, collect the data.
Check the results of the lab technician and microscopist and report to the lab
director..
Discuss the QC results statistic with the lab director.
Organize and do the QC training for the lab technicians.

Stock Management:

..

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This job description may be modified in accordance with the evolution of the work.
I hereby agree with this Job Description, and shall fulfill the responsibilities and duties as
to the best my abilities.
Signed in insert place,
Name and family name

Date

Signature

Date

Signature

of the employee
Name of direct supervisor
(lab director)
Name of Head of Administration

Date

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Signature

Annex XX
TEMPLATE Staff eEvaluation Form
Laboratory Name

STAFF EVALUATION FORM

Name staff member:
Job Title
Name of evaluator
Position
Date evaluation:
Rating Period:

Insert the employees name

Insert the employees job title
Insert name of evaluator
Insert job title/relationship of evaluator
Insert date of evaluation
From:
To:

1. JOB APPRECIATION (to be filled in by person evaluated)

Summarize how you feel in your job, in general and on the level of the support received
of your supervisor, workload, correspondence of job description a with reality, , etc.

2. APPRECIATION OF SPECFIC TASKS (to be filled in by evaluator)

Following rating system is used to evaluate performance in each area.
4 = Exceptional
Performance exceeds expectations of job description. Work reflects strong knowledge of job
responsibilities and duties, it reflects a sense of responsibility, initiative, flexibility and creativity.
3 = Competent
Performance meets and occasionally exceeds job standards. Work results are fully acceptable.
2 = Fair
Performance meets job standards, but rarely exceeds them. Technical knowledge of the job is
demonstrated but understanding but there are concerns about how the tasks are performed.
1 = Poor
Performance does not meet job standard. Immediate improvement is needed.

1. Insert key job responsibilities/tasks, based on the job description

Comments:

2.
Comments:

3. APPRECIATION IN GENERAL
1. Job Knowledge in general: skills, use of appropriate methods,
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initiative to broaden knowledge

Comments:

2. Efficiency and Effectiveness of Work: organization, planning

and quality of work
Comments:

3. Working Relationships and Communication: interaction with

other members of staff, team spirit, reporting capacity
Comments:

4. Initiative/Work Attitudes: independence, initiative, flexibility

Comments:

4. SUMMARY AND FOLLOW-UP

Summary:
The evaluator insert summary of strong and weak points.
Goal Setting:
How will supervisor and the employee continue to develop competency, perspectives on
the future on the level of training, professional growth. Does the job description needs
adaptation?

Next evaluation planned for:

Name and Signature of evaluator:
Name and signature of person evaluated:

Note: A copy of this evaluation is to be handed out to the person evaluated. The
original will be archived.

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