Acing the Art of Interviewing & Hiring

Do you remember the first candidate that you interviewed for a job and then hired? Did you feel comfortable throughout the interview process? Did you feel like you were qualified and prepared to perform that important role of interviewer? How well did that relationship work out? Did the employee fulfill the expectations that were set for that position long-term? Does he or she still work for you? From an employer’s perspective, the interview phase is the most crucial of the hiring process. Having an appropriate protocol in place helps to ensure that the best candidates are those who earn job offers. A proper interview should then lead to hiring the single most talented candidate for the organization, saving time, money, and energy in the long run. This edition of Let’s Be Frankwill focus on conducting job interviews from the employer’s perspective while keeping in mind that recruiting, training, and retention are also areas that program directors must be devoted to (but go beyond the scope of this article).

LAYING THE FOUNDATION FOR SUCCESSFUL INTERVIEWING 

I’ve had the pleasure to work for many organizations. These experiences have given me opportunities to learn more about the hiring process from both sides of the table. As an interviewee, I know that every time I walk into an interview that I deserve the chance to have the prospective employer get a strong sense of who I am as a person and as a professional, as well as what I am capable of achieving for the organization. The manner in which hiring parties have performed their interviews has granted me insight about how their workplaces might align with my beliefs and goals. I have experienced poorly designed and disorganized hiring processes that have raised concerns about the prospects of future employment. I can promise any program director who is reading this article that any experienced employee is going to judge you and your organization in the same fashion, if your recruitment and hiring processes (which does include orientation and training) are not appropriate.

Many companies fail to train their managers on how to properly lead an interview (let alone how to be an effective manager on a daily basis). Too often, hiring managers may talk more than the interviewee, may not ask the most pertinent questions, and may be in a hurry to fill the open position because it has
created a void. In these cases, many employers find themselves hiring the most convenient choice instead of the best candidate. (Would you believe that early on my career I actually got hired without even needing to be interviewed? That doesn’t necessarily mean I am such a “great catch;” it could just have been that the employer was desperate. Looking back, I’m fairly certain that the company had no official hiring process, and the turnover ratio reflected that.)

Those of us with the opportunity to conduct interviews should strive to implement an objective hiring process that allows for effective use of time for everyone involved and remains within the legal boundaries when asking interview questions. Before the process begins, all hiring managers should be operating from the standpoint that the first round of interviews (candidates chosen based on their curriculum vitae [CV] or resume) will have a goal of separating the truly realistic applicants from those who are not qualified. To achieve this, questions should be asked that result in candidates discussing their core values as healthcare providers and giving the interviewer a chance to objectively assess their preparedness (we will circle back to this soon); their ability to provide appropriate customer service; and their likelihood of displaying effective situational behaviors with patients, peers, and superiors. Ask questions that prompt the interviewee to discuss challenges that they have faced and succeeded in (or failed). Ask candidates about the worst mistakes they have made in their careers and the lessons that have helped them to avoid similar downfalls. 

For those who may be first-time applicants, curtail these questions to their schooling or non-medical experiences. For those who may say they have avoided mistakes, ask them what it is about themselves that they feel has aided that reality. Use your best judgment for assessing honesty. Ask candidates why it is that they applied for the job. Make sure that the top reasons for this are not “the hours” (or “weekends off”), to serve as a “stepping stone,” or to be a “new experience to try.” Believe it or not, these types of motives can be gleaned if the right questions are asked. Ask candidates about their ambitions, their passions, and their goals. Body language should produce measurable signs: Are they making eye contact? (If there are multiple interviewers, are the candidates engaging with everyone?) Are they twiddling their hair and/or fingers? Are they sitting up straight or slouching? Do they seem relaxed, yet not too casual?¹   

BEFORE THE CANDIDATE SITS DOWN

It cannot be emphasized that the interviewer must be fully prepared and organized before the interview occurs. Being prepared speaks volumes to the candidate, and the No. 1 task at the time of an interview is to give the candidate one’s undivided attention so that he/she can feel more at ease and valued. Leave your cell phone in your desk (or turned off in your pocket). If the interview is occurring in your office, have someone available to intercept or hold any phone calls you may receive during the interview. Any hiring manager should expect that a strong candidate will not be reaching for his or her phone during the conversation, and that favor should be returned in kind. 

So what does it mean to “be as prepared as possible from the interviewer’s side?” Well, for starters he or she should have a full understanding of all existing organizational policies — from sick days to benefits packages. If the company requires pre-employment tests, such as those that examine aptitude, cognitive ability, emotional intelligence, skills assessment, personality, and/or background checks, mention any requirements before the candidate exits the interview. Some states have laws about one’s current or previous salary disclosures. Know the terms for your respective state. Recently, more human resource departments are searching candidates on social media, and that can be a helpful strategy. But be mindful of what can and cannot be legally discussed in an interview, such as marital status, family planning, and healthcare conditions. Equal employment opportunity laws prohibit specific types of job discrimination in certain workplaces. Discrimination can be related to age, disability, race, color, religion, sex, and/or national origin. Be sure to conduct appropriate research. Other preparation habits include:

• Receiving the candidate’s resume/CV from the HR department prior to the interview and bringing the paperwork to the conversation.
• Ensuring that HR has validated any licensures.
• Communicating the exact time and place of the meeting with the applicant, as well as the estimated duration.
• Creating an objective interview-grading scale to be used for all applicants. (Note that intuition should also be consulted on top of any on-paper grades.)
• Printing a job description/duties and providing that document to the applicant.
• Considering an opportunity for a peer interview (this can occur later in the hiring process, say after a successful first interview) that will allow the candidate to ask specific questions about on-the-floor working culture. This method will also designate that peer as a consultant (not a decision-maker on the hire, however). 
• Creating a candidate “wish list” that lists the ideal candidate type/skills being searched for.  

MAKING OBSERVATIONS DURING THE INTERVIEW

Of course, part of hosting a successful interview requires the ability to notice positive and negative cues on the part of the interviewee. Make note if the individual is on time, dressed professionally, and how he/she may have interacted with any other staff members. If you plan to take notes during the interview, explain this upfront. Some candidates get nervous when the interviewer takes notes. (Notetaking should only be done to remember key answers and to objectively score the candidate.) Review the job description and requirements, and allow for questions before proceeding. If candidates appear to be nervous, the interviewer should try to help them relax by asking a few easy questions. Asking someone if they would like a drink of water can be a good tension-breaker.

Interviewers should make an effort to not talk too much and to wait a few seconds (and contemplate what has been said) before continuing to ask follow-up questions. Certainly do not argue any points, and be sure to listen. Remember that the attempt here should not be to “sell” the job or convince someone. Do not interrupt at any point, but try to nod in agreement when appropriate. (But do not nod continuously the entire time as this is a sign of not listening.) Ask open-ended questions and hypotheticals that are rooted in realistic scenarios. Walk into the meeting with a list of questions already prepared and be ready to ask for clarifications to responses if needed.  Before the interview is over, allow candidates time to ask questions, and try to gauge the thoughtfulness of their questions as a potential strength. (Not having any questions or any meaningful questions is an unattractive candidate trait.)

AFTER THE INTERVIEW 

Inform the candidate of the follow-up process and timeline — and commit to that schedule. Candidates should also know who will be contacting them and should be given clarity on whom the correct contact person is, if they have follow-up questions of their own. Remember that even those candidates who are impressive but do not receive an offer may be candidates for future employment, so be courteous. 

If time is available, consider walking candidates around the facility. If an offer is made, be sure that someone reviews the compensation and reminds the individual of any pending tests and/or background checks that may be forthcoming to confirm employment. Wait to get confirmation of acceptance from your top selection before letting others know their status and be prepared to discuss topics such as starting date, orientation and training, and dress code. Most candidates will want to (or be required to) give a current employer 2-4 weeks’ notice prior to leaving their organization.  

STATISTICS TO CONSIDER

There are scary numbers out there that put things into perspective when it comes to the need to hire the best candidate (not to mention the general commitment it takes to recruit, hire, and train new staff members). In certain situations, an organization may also need to utilize agency staff, which can cost as much as 20% higher than a full-time salary. Consider these statistics that indicate the hiring process is not an “overnight” ordeal to be taken lightly:

• The average job opening attracts 250 resumes.²
• The interview process takes an average of 22.9 days.³ 
• It takes 42 days, on average, to fill a given position.⁴
• The average time to hire a new employee was 39 days in 2016 (down from 43 days in 2015).⁵
• The average cost to hire in 2016 was $4,129.⁴ 
• 69% of job-seekers will not accept a job with a company if that company has a “bad reputation.”²
• 62% of small-business owners have reported making a “wrong hire.”⁶ 
• 61% of employees say the realities of their new job differ from expectations set during the interview process.⁷
• High-level and/or highly specialized employees who are not retained cost up to 400% of their annual salary to replace.⁸

Indirect costs may also be present when a new staff member is needed. For instance, it may take several months for a new employee to be on par with their colleagues when it comes to job performance. Also, existing employees may experience burnout or stress as the establishment adjusts. 

Frank Aviles Jr. is wound care service line director at Natchitoches (LA) Regional Medical Center; wound care and lymphedema instructor at the Academy of Lymphatic Studies, Sebastian, FL; physical therapy (PT)/wound care consultant at Louisiana Extended Care Hospital, Natchitoches; and PT/wound care consultant at Cane River Therapy Services LLC, Natchitoches.

References 

1. Burry M. Body language tips for your next job interview. The Balance Careers. 2018. Accessed online: www.thebalancecareers.com/body-language-tips-for-your-next-job-interview-2060576

2. Top HR statistics. Glassdoor. 2018. Accessed online: www.glassdoor.com/employers/popular-topics/hr-stats.htm

3. Chamberlain A. Why is hiring taking longer? new insights from glassdoor data. Glassdoor.2018. Accessed online: www.glassdoor.com/research/studies/time-to-hire-study

4. 2016 human capital benchmarking report. Society for Human Resource Management. 2016. Accessed online: www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/documents/2016-human-capital-report.pdf

5. 2017 recruiting funnel benchmark report. Jobvite.2017. Accessed online: https://web.jobvite.com/q217_email_recruiter.com_2017benchmarks_lp.html

6. More than half of surveyed U.S. small business owners recognize the risks of making the wrong hire. Monster. 2016. Accessed online: www.monster.com/about/a/more-than-half-of-surveyed-u-s-small-business-owners-recognize-the-risks-of-making-the-wrong-hire

7. 6 in 10 employees say job realities different than expected; glassdoor survey. Glassdoor. 2013. Accessed online: www.glassdoor.com/employers/blog/6-in-10-employees-say-job-realities-different-than-expected-glassdoor-survey

8. Borysenko K. What was management thinking? the high cost of employee turnover. TLNT. 2015. Accessed online: www.tlnt.com/what-was-leadership-thinking-the-shockingly-high-cost-of-employee-turnover