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and was not modified specifically for HIHS use. <br />The Shelter Managers are responsible for "managing the day-to-day operations of the <br />humane society shelter." It is unknown when this job description was last reviewed. <br />It is common for some employees to perform in multiple work areas all in the same day. <br />Workers also fill-in for each other when vacancies/absences occur. Overtime is assigned, <br />when necessary. <br />Work Schedules <br />Schedules vary from employee to employee, with most working a basic 8 -hour shift (current <br />shift schedules may be found at the end of this chapter). A 30 -minute lunch break is <br />offered to each worker. <br />On-call personnel are compensated for stand-by assignments and/or any response to an <br />after-hours emergency. Stand-by status is rotated among field officers at all 3 locations. <br />The Study Team believes that work schedules should be left up to supervisors to ensure <br />that staffing levels are maintained at an acceptable level. <br />Attrition <br />Detailed attrition data, as provided by HIHS, is presented at the end of this chapter. <br />Recruitment and Selection <br />The recruitment and selection of capable personnel into Animal Control/Care organizations <br />is critical to the quality of services provided to the community. Although state-of-the-art <br />recruiting and selecting practices will not, in and of themselves, guarantee continued high <br />performance of personnel over the course of their careers, these personnel functions will <br />certainly contribute in a very significant way to the achievement of this objective. Even <br />though it is important for agencies to perform these functions effectively when hiring all <br />employees, it is particularly important for Animal Control/Care personnel because of the <br />especially critical and sometimes dangerous tasks that they perform. <br />Essential to the high quality hiring of Animal Control/Care personnel is the consideration <br />of validity and fairness. With regard to validity, it is important, from both professional and <br />legal perspectives, that the standards and procedures employed are job-related and <br />predictive of future job performance. In simple terms, you want in the selection standards <br />and procedures (e.g., "tests") what is in the job itself. The second key consideration, <br />fairness, pertains to issues of race/ethnicity and sex. Hiring standards and procedures <br />need to be "color blind," that is they need to be as free from irrelevant bias and be as non- <br />discriminatory as possible. <br />Administration 2-3 <br />