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Qualified Candidates: Do They Really Meet the Expectations?
Recruiting qualified candidates for healthcare organizations poses several significant challenges. The first is directly related to today’s technologically savvy workers who prefer to use the World Wide Web as the primary means for conducting their job search. Healthcare organizations seeking to attract qualified candidates have no choice but to use their websites as a means for gathering resumes, which takes time and effort to implement. According to a report released by the Pew Internet Project, over 52 million Americans have hit the internet in search of a job. In fact, many applicants today use a “slap shot” approach, applying to many positions at once through websites or job boards. Some candidates submit their resumes to 10 or more organizations within a single search, which results in larger numbers of resumes to screen. Thus, the next hurdle is deciding which applicants’ qualifications best match those outlined in the position description, and then deciding which applicants to invite on-site for a face-to-face interview. Though these trends do pose challenges for recruiters today, we believe that by using several best practice approaches, the screening and recruitment process will result in the right fit for your cardiovascular program.
Best Practices for Screening Resumes
Screening resumes is a time-consuming, but necessary, process. Interviewing marginally qualified candidates costs many organizations a great deal of time and money. While Corazon’s Recruitment division stresses the importance of professional ethics standards and equal opportunity for qualified candidates to receive an on-site interview, finding those who best match the qualifications is an important first step to narrowing the potential candidates down to one perfect fit.
As you begin to review resumes, it is important to ensure that the qualifications listed in the job description truly match the position. It is also helpful to generate a list of the top qualifications or experiences that would be an asset in the selected candidate. This technique will allow for consistency in comparing applicants and facilitate the classification of resumes into three categories: applicants who meet the minimum qualifications, those who do not meet the minimum qualifications, and those who exceed the minimum qualifications.
These recommendations will facilitate a focused assessment and best match the requirements of the position to the skills and accomplishments of the applicant(s). During the face-to-face interviews, additional information will be gathered based upon what’s outlined on the resume. Prior to hiring any applicant, a thorough background check should be completed to verify educational background, validate licenses and certifications, and confirm previous employment. Most human resources (HR) departments will not provide personal references; however, past employers will at minimum confirm employment dates and positions held.
When hiring for clinical positions within the cardiovascular service line, employers can be further challenged with this additional component. To make the most of this essential screening tool, we recommend the background check include the components outlined in Figure 3, at a minimum.
Conducting a Professional Interview
Following the task of screening resumes, the process now moves to narrowing down the applicant pool to identify those to meet with face-to-face.
As you prepare, there are several points to keep in mind. Select an interview location that has few distractions. If your office is located near the cath lab or you frequently get interruptions from staff or co-workers, choose another setting. We recommend interviewing candidates in a quiet area, providing department tours to only the top candidates.
As part of the preparation process, a specific interview format should be determined. There are several formats that can be followed, each with advantages and disadvantages. The non-direct approach is an unstructured, conversational format, providing a relaxed atmosphere, where the applicant, rather than the interviewer, directs the discussion. The direct or guided approach, often referred to as a standardized approach, allows the use of predetermined questions so that the interviewer controls the conversation. This approach reduces the possibility of legal implications, providing the manager abides by the legal tenants of interviewing and asks the same questions for each candidate. Situational interviews are an adaptation of the direct interview, wherein the applicant is subjected to a hypothetical situation. It is important to identify acceptable answers prior to conducting the interview. The situational format can be most effective when used in conjunction with the panel interview, where applicant is interviewed by a group or committee. While this approach can be effective for the organization in that it allows many members to meet with the applicant at one time, it can be very stressful for the applicant. It is difficult for the applicant to maintain eye contact with every member of the committee and they may feel overwhelmed with too many people asking questions.
Once you have selected an approach, several types of questions can be asked. As the interviewer, inquire about the applicant’s employment, education and the scope of their responsibilities, including their opinions and values on various topics, as well as knowledge related to procedures, processes, equipment, and techniques. Avoid controversial topics, such as religion and political views. Focusing on the work environment and challenges the applicant may face at work will offer the most insight into the applicant’s character.
During the interview, attempt to remain as neutral as possible and try not to exhibit emotions that may result in the applicant making an assumption that may not be true. Note-taking during the interview can help when reviewing the discussion to establish the applicant’s strengths and/or areas for improvement.
Prior to the conclusion of the interview, share with the applicant that the interview results/outcomes will be kept confidential. Explain your hiring process and what the applicant can expect in terms of next steps.
Most importantly, through the entire screening and interview process, be respectful and try to make the applicants feel at ease. Employ icebreaker techniques to help establish a comfortable rapport, but displaying and maintaining a professional approach to the interview process will go a long way in establishing a strong relationship with the applicant who may become an employee in the department.
A great deal of time is required to screen resumes and conduct face-to-face interviews. Following the above process will help you avoid common hiring mistakes. The result: a candidate who is qualified for the position and also well-suited to your organization’s culture…a perfect fit for your program!
