Are You Ready to Interview?

Many physicians and administrators dread the day they have to start recruiting and interviewing. Let me suggest to you that recruiting for a replacement employee is a opportunity to upgrade the departing staff member. Yes, that's right...upgrade. That is not to say the departing employee was a bad employee, though that might be the case, embracing the attitude that you are striving to upgrade will lead you exactly down that path.

Finding qualified candidates in the current economic environment is not that tough. What is tough is finding the right candidate for your situation. Ensuring the new employee meets all of your expectations and fits in your culture is the crux of the recruiting and intervi9ew process.

The interview process need not be cumbersome. Taking a few steps to properly prepare yourself will make the process run smoothly.

First, have you identified the "core competencies" you look for in a new employee? If not, you should. If you do not know what you are looking for, then you cannot adequately evaluate one candidate from another. Examples of core competencies might include:

• Initiative
• Adaptability
• Resilience/Tenacity
• Work Ethic
• Customer Service
• Motivation Fit
• Judgment
• Oral Communication

Secondly, have you clearly defined the job descriptions for your employees? Again, how can you evaluate the core competencies as they relate to the candidates job responsibilities. Having solid job descriptions also play a large role in your employees' annual review process.

Thirdly, prior to seeing any candidate in your office, you should conduct phone interviews to identify 4-6 potential new employees. Phone screening interviews should take no more than 30 minutes each. Here you are looking for basic educational background and to determine if their prior work experience will satisfy your requirement. Look for direct answers to direct questions. If the candidate leads down long tangents, move on. It is likely this candidate cannot, or will not, meet your requirements.

Fourthly, conduct the face to face interviews. Since you have identified 4-6 candidates, you should plan to see all of the candidates back-to-back, with a 15 minute break in between. This allows you properly evaluate each candidate compared to each other. Be sure to ask them the exact same questions. Again, you are looking for comparisons between candidates. During the interview, ask questions to focus the candidate on their past experience and how their behaviors controlled the outcome. Candidates that speak to "the ideal" or "what I would have done" are speaking in theories. You want real experiences and real behaviors.

Lastly, from the 4-6 candidates, select 2 candidates for a final interview. If you have executed the interview process correctly, either of these candidates would do. In the final interview, you are really looking for the motivational fit the candidates bring to the table. After your final interviews, review your notes and pay particular attention to how the candidates met your list of core competencies. Identify your best choice, and then make the offer.

One last thing, be sure to follow-up with the candidates you did not hire. That's just common courtesy. You want to make sure the candidates at least walk away feeling they were treated with respect.

Recruiting and interviewing need not be the dreaded task. With a little preparation, you can make recruiting and interviewing a smooth and pleasant experience.