Hire the Best of the Best
Hiring
staff is not only time consuming, but can also negatively
impact resources, people and money. First, there is
the entire hiring process, interviewing, background and reference
checks all which can be draining. Then, once the new employee
starts there is orientation, training and in some cases a
90-day evaluation. Then, what if that person doesn't
work out? We get to start the process all over again!!
How
can we ensure to streamline the process but improve the quality
of new hire decisions? First, a written job
description is a must. If the new hire is to replace
an existing position, has the job description been reviewed
and updated? The job description should clearly identify tasks,
level of responsibilities and any required skills, such as
a working knowledge of Excel or Word. Listed below are the
steps in the hiring process we have found to be effective.
- Advertisement: The ad
should be expansive and detailed enough to interest qualified
candidates to apply. If the ad is not well written,
it deters the right people.
- Telephone Interview: Telephoning
people when they are not expecting it can really be an advantage,
particularly if the candidate will need to be speaking to
patients. This will demonstrate to the interviewer
whether the candidate can think on their feet. Also,
this is a good time to ask about salary expectations, rather
than waiting for the face to face interview. It gets
that subject out of the way. We have developed a list
of questions to make the telephone interview go smoothly.
- Face-to Face-Interview:
When scheduling the interview, request the candidate bring
a fresh copy of their resume, even if you have one, and
business references. When the meeting begins, have
the candidate complete an application (with the exception
of a high level administrator). This will demonstrate
the spelling and writing abilities of the candidate.
We have developed a test for billers, which is very helpful
in identifying the strengths and weaknesses of the candidate.
- Second Interview: Don't
be afraid to bring the candidate back to interview with
others, such as the management team, physician, or even
the advisors for the practice. The decision is so
important, sometimes it isn't clear during the first meeting.
- Background Checks: There
are several reputable companies who specialize in background
checks. We always check with our attorney, accountant
or hospital for the firms they use. Also, it is easy
to check other things such as the court system, which is
public information. Just remember, the court system
doesn't always detail the case, just the outcome.
It can be misleading. Checking references is a must.
Many will not give out much information, so we just keep
going until we get enough to make a decision. Very
often, in a medical practice, the physicians may know one
of the past employers and can make a call.
- The Offer: Once the decision
is made, a letter with the details and financial commitment
of the position should be sent to the new hire. This
way, there are no misunderstandings on the benefits, pay
periods, etc.
OK,
now you have a new employee: And what comes next?
How about if on the new hire's first day they came to their
desk and felt welcomed to the company? Imagine if all
of the supplies (stapler, pens, paper, fax cover sheets, etc.)
were ready for their use? Imagine how it would feel
if a small vase with flowers welcomed the new employee, even
if they are male? Or what about a coffee mug with candy
in it? These small things show to a new employee, wow,
this is a nice place to work! right away.
O'Sullivan
Consulting Group has developed a Hiring
Packet, which has many of the items listed above, plus
a list of questions to ask any potential candidate in the
interview. For example, the list of questions covers
positions such as clinical, credentialing, billing, etc.
To obtain a copy of the Hiring Packet, contact Linda McCain
at lindam@osullivanconsult.com.
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