Management in Healthcare
Please read chapter 9 of the textbook.
A non-question question often used to begin an interview is “Tell me all about yourself.” Is this a reasonable request? Why or why not? How have you handled that question?
At Least 250 words. APA Format
Required Text or E-Book: McConnell, C. (2015). The Effective Health Care Supervisor, 8th ed. Burlington, MA: Jones and Bartlett Publishers.
Chapter 9 Interviewing and Employee Selection
Who Should Interview?
The primary interviewer of any applicant, and the person who makes the hiring recommendation, should be the individual who will directly supervise the person who is hired.
Preparing for the Interview
Review the position description
Study application or résumé
Draft a list of questions
List the positive features of the job,
Preparing for the Interview (more)
Familiarize yourself with the salary and benefits for the position
Visualize the tour of your facilities that you will give the applicant
Schedule a time and place that ensure privacy and freedom from interruptions.
Conducting the Interview
Be on time
Put the applicant at ease
Review applicant’s chronology
Review work history
“Market” the job and department
Kinds of Questions to Ask
Ask open-ended questions that require an applicant to answer in two or three sentences (closed-ended questions, answerable in a word or two, give you little information).
Kinds of Questions to Ask
Use a number of probing questions that address the five “W”s: why, what, who, when, and where, plus how.
Questions to Avoid
Ask no questions that require an applicant to reveal age, date of birth, race, religion, or national origin
Ask nothing about disability
Do not ask for a recommendation
Do not ask about “next of kin”
Do not ask nature of military discharge
Questions to Avoid (more)
Do not ask marital status
Do not ask about home or car ownership
Ask nothing about credit or financial status
Do not directly ask applicant’s height or weight
Do not ask about arrest record
Do not ask if person collects Social Security
Everything Asked —
— should relate to what the individual knows, have done, can do, and would like to do; you are seeking the producer, not the private individual.
Recommended Kinds of Questions
Ask questions to determine professional or technical competency. These should be related to duties and responsibilities
Ask Questions Intended to Evaluate:
Followership skill and attitude
Resistance to stress
Customer service orientation
In Addressing Sensitive Issues:
Avoid strong terms such as “weakness” and “deficiency.” Substitute phrases such as “area of concern,” “need for more experience,” and “need to enhance full potential, etc.”
Clues to Untruthfulness
Resume’s that are “too good to be true”
Imprecise wording that may be intended to mislead
Unexplained gaps in personal chronology
Contradictions and overlaps within education and work history
Questions from Candidates
You can learn much from the applicant who asks intelligent questions about the job; as you can also learn much from the applicant who asks only selfish questions, such as those that deal with salary, benefits, vacation, etc.
In Evaluating Candidates:
Weigh negatives more heavily than positives.
Evaluate flexibility and ability to adjust to change.
Watch for strong feelings and beliefs.
Note whether person’s emphasis is customer-oriented or task-oriented.
Avoid leaping to conclusions during the initial phase of an interview.
At Interview’s End
Indicate that follow-up will come from human resources; do NOT presume to offer the job on the spot.
Job Offers —
Are extended by human resources.
Should be extended conditional upon completion of reference checking and passing a pre-employment physical examination.
“Why Not Me?”
Do not attempt to respond directly to unsuccessful applicants who call you directly to ask why the were not hired. Always refer them back to human resources.
Do not attempt to check references yourself. All reference checking should be performed by and through human resources.
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