It’s happened to everyone who makes hiring decisions. After a lengthy hiring process, a new team member shows up for the first day of work. But the new employee doesn’t seem to resemble the person you interviewed. The difference could be in appearance, attitude, aptitude or a combination of all three. It's disheartening to wonder, "Where did I go wrong in the interview process?"
Don't worry—it's possible to predict whether or not someone’s interview answers are representative of their future workplace performance. Following these five steps to improve the interview process can provide more certainty that new employees will fit in at your community, have a positive work ethic and show compassion towards residents.
1. Align the interview with the job description.
Involve the hiring managers in writing job descriptions to ensure the advertisement matches the position’s requirements and manager’s expectations. Go through each bullet point with the manager and make sure the position’s qualifications and responsibilities are accurately described. Don't go too far in describing the challenging or restrictive aspects of the position just to scare off anyone who is not the right fit. But don't "oversell" the position just to ensure a higher volume of candidates, either. Find the right balance with the job description, and you'll find the right person for the job.
2. Be consistent while looking for cultural fit.
Behavioral interview questions ask candidates to describe in detail how he or she acted in previous relevant situations. Past behavior should be considered the best predictor of future behavior. Such questions can be particularly helpful in evaluating whether or not a candidate will meet hiring managers’ expectations. For example, to evaluate whether an applicant is caring or compassionate, use this question outline:
Please describe your most rewarding experience helping others.
• What was the situation?
• Exactly what did you do?
• What motivated you to do this?
• What was the outcome of your efforts?
To avoid asking “yes or no” questions and questions that lead candidates to give you the answers you want to hear, Mark Wiersma, assessment division manager for HealthcareSource, recommends using the SAO method to obtain answers that demonstrate behaviors. The interviewer should take notes and listen for three components within the answer to the question: The situation (S) or task facing the applicant, the actions (A) the applicant took, and the outcome (O) of those actions.
Interviewing methods are most effective when executed with a consistent approach. This is especially true for team-based interviews to accommodate how different interviewers perceive the same candidate. Behavioral assessment software is available that provides structured interview guides for employers. These tools provide consistent questions designed to find the right personality and cultural fit for the position and for your organization and can be used to train your hiring managers on how to interview for behavioral competencies.
Using behavioral science-based assessments at the beginning of the hiring process may be the best way to pre-screen candidates before they are interviewed. This tool will provide managers with focus areas for the interview, a consistent approach and greater confidence in hiring the right candidate for the community.
“Consistency in the interview process is critical,” Wiersma says. “Using a structured interview process ensures that candidates will be asked job-related questions built around critical job competencies. Good questions mean good data.”
Jodi Weiss, senior recruiter at Kansas City’s Children’s Mercy Hospitals and Clinics, advises recruiters to “[base their] behavioral-based interviewing on the organizations’ culture and values. No matter how talented a candidate, it’s not a good match if he or she won’t fit in with the culture. After all, you can train someone who is the right culture fit, but the opposite is not true.”
3. Avoid common interviewing mistakes.
Five key errors often prevent healthcare organizations from hiring the best person for the job:
Undefined job expectations. If the job description is vague, screening and interview questions will not be effective.
Ignoring the rules. Hiring a candidate based solely on a “gut” feeling can be a mistake. A personal impression is important and shouldn’t be completely ignored, but using an interview guide and team interviewing will reinforce your choice of employee.
Lack of Education. Provide thorough training and support for hiring managers on how to use the interview guide.
Naivety. Don’t fall for the, “I want to get into healthcare to help people” response. Long-term care communities need to hire resident-focused individuals who also have the competencies to succeed—not just the desire.
Talking too much. Don’t spend more time speaking than the candidate. Hiring a candidate when the interviewer does most of the talking leads to inadequate hires.