HOW TO BUILD A FRAMEWORK FOR SUCCESSFUL INTERVIEWING IN A CLINICAL HEALTHCARE ENVIRONMENT STRUCTURE OF AN INTERVIEW Everyone believes they are a good interviewer and a good communicator but the truth of the matter is that very few people have what it takes to be successful when they interview oth ID: 578391
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Slide1
Interviewing for Success
HOW TO BUILD A FRAMEWORK FOR SUCCESSFUL INTERVIEWING IN A CLINICAL HEALTHCARE ENVIRONMENTSlide2
STRUCTURE OF AN INTERVIEW
Everyone believes they are a good interviewer and a good communicator but the truth of the matter is that very few people have what it takes to be successful when they interview others.
The critical nature of hiring a physician as a member of your group or practice is driven by a complex interplay or personality assessment, organizational dynamics, cultural dynamics, and human nature. Being prepared to delve into these elements takes preparation, skilled assessment, teamwork, and consensus. Done properly, the process can lead to amazing relationships but done incorrectly it can result in disaster.Slide3
PURPOSE OF THE INTERVIEW
THE PURPOSE OF THE INTERVIEW IS TO ASSESS THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORETRAINING (SKILLSET)RELATIONAL SKILLS (TEAMWORK)ABILITY TO LEAD (LEADERSHIP POTENTIAL)F
ISCAL RESPONSIBILITY
F
UTURE OUTLOOK/OPTIMISMINTERPERSONAL/COMMUNICATION SKILLS (WITH EVERYONE)CULTURAL FIT (ORGANIZATIONAL)Slide4
PURPOSE OF THE INTERVIEW
THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE IS WEIGHTED AS FOLLOWS:TRAINING – 15RELATIONAL SKILLS – 20 ABILITY TO LEAD – 10F
ISCAL RESPONSIBILITY – 10
F
UTURE OUTLOOK – 10INTERPERSONAL/COMMUNICATION SKILLS – 20CULTURAL FIT – 15Slide5
PURPOSE OF THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE WHAT DRIVE THE INTERVIEW PANEL’S MAKE-UP BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC. SOME SUGGESTIONS ARE:TRAINING – PHYSICIANS/SERVICE LINE DIRECTORSRELATIONAL SKILLS – NURSING ABILITY TO LEAD – ADMINISTRATION
F
ISCAL RESPONSIBILITY – FISCAL SERVICES
FUTURE OUTLOOK – PHYSICIANS/ADMINISTRATIONINTERPERSONAL/COMMUNICATION SKILLS – PHYSICIAN/NURSING
C
ULTURAL FIT – ORGANIZATIONAL DEVELOPMENT/ADMINISTRATIONSlide6
PURPOSE IN THE INTERVIEW
QUESTIONS RELATED TO THE COMPONENTS OF THE
T.R.A.F.F.I.C.
® SCORE ARE THEN DEVISED FOR THE INTERVIEWERS TO ASK DURING THE INTERVIEW:TRAINING:Keep question related to the specialty, cases within the specialty, situational practice examples, equipment used, relevant journal articles, interest in society membership, or how they handle certain types of common cases at your practice/hospital.Slide7
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:RELATIONAL SKILLS Keep questions related to team building, successful team project experiences, unsuccessful team project experiences, team dynamics, or team functionality.Slide8
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:ABILITY TO LEADKeep questions related to organization infrastructure, change leadership, conflict resolution, departmental re-organization, building support for a project, convincing key stake holders, leading by example, or what successful leadership looks like.Slide9
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:FISCAL RESPONSIBILITY – FISCAL SERVICESKeep questions related to stewardship, financial responsibility, resource management, value based purchasing, productivity, or departmental budgeting.Slide10
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:FUTURE OUTLOOK – PHYSICIANS/ADMINISTRATIONKeep questions related to the future of medicine, opportunities for growth, career path, advances in the field, technology, or research.Slide11
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:INTERPERSONAL/COMMUNICATION SKILLSKeep questions related to information sharing, documentation, consults, talking with staff, administration and colleagues, HIPPA, organizational communication, successful communication examples, or technology.Slide12
PURPOSE IN THE INTERVIEW
THE ELEMENTS OF THE CANDIDATE’S
T.R.A.F.F.I.C.
® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC:CULTURAL FITKeep questions related to productivity, successful communication styles with patients, management styles, patient advocacy, patient satisfaction, job satisfaction, daily operations, work ethic/style, or expectations of leadership.Slide13
SETTING UP THE INTERVIEW
Set aside some pre-meeting prep time
. You should be able to arrive at the interview having read the CV, assessed areas of strength & perceived weakness, experience, and background.
This is an interview not an interrogation. Put the candidate at ease by engaging in small talk about your hobbies, your job, your last vacation, what is there favorite color or what cool new thing is happening at your hospital. Interview as a team. Everyone involved in the interview should know their respective role. Each should have a portion of the job/candidate profile they are required to cover. This does not require everyone to be on the same room. The goal is to assemble the pieces into a coherent whole
so
a decision can be
made about the candidate. Slide14
SETTING UP THE INTERVIEW
Structured topics should be closely tied to the organizations goals and mission
. Questions about things like, stewardship, patient satisfaction, fiscal responsibility, community involvement, motivation, decisions making, cultural fit, communication and teamwork are all vital to building an accurate picture of the candidate and their fit with the organization.
A structured interview has a beginning, middle, and an end. 30 minutes to an hour is not a lot of time to gather enough data to know whether or not someone is a fit for your organization. Therefore, managing time and questions is crucial to the integrity of the interview. Slide15
G
reet the candidateObserve the Candidate
A
sk questionsLeave with an opinion
GOAL OF THE INTERVIEW