Welcome to Baptist Hospital East Leadership College

1. Management Skills Phase II Personal Development Phase II Survival Skills Phase I Enrichment Series Phase III Analytical Skills Phase II Welcome to Baptist Hospital EastLeadership College

2. Interviewing Tips & Techniques

3. OBJECTIVES • Identify the legal statutes that impact the hiring process • Define the three stages of the interviewing process • Understand the difference between open-ended (behavioral based) and closed ended interview questions and the appropriate use of both • Identify the criteria for screening, interviewing, and selecting qualified candidates

4. HIRING MISTAKES ARE COSTLY • Poor Job Performance • Lost Productivity • Poor Staff Morale • EEO Charges • Court Settlements

5. AVOIDING COSTLY HIRING ERRORS • Preparation • Atmosphere • Structure • Inquiry Techniques • Documentation • Evaluation

6. LEGAL ISSUES • Title VII Civil Rights Act 1964 • Executive Orders 11246 & 11375 • Rehabilitation Act of 1973 • Vietnam Vets Re-adjustment Act 1974 • Age Discrimination in Employment Act 1967 • Equal Pay Act 1963 • Pregnancy & Discrimination Act of 1978 • State and local laws • FCC EEO Rules: Section 73.2080 • American’s with Disabilities Act 1990

7. ORGANIZING THE INTERVIEW Opening of an Interview • Opening • Sets Stage for Interview • Establishes Rapport • Overview of Discussion • Description of Position, Company and Benefits

8. ORGANIZING THE INTERVIEW Body of the Interview • Review the Applicants • Academic Background • Work Experience • Additional Training • Career Goals

9. ORGANIZING THE INTERVIEW • The Closing of an Interview • Summarizes • Interview Discussion • What Happens Next • When and How Applicant Will be Contacted

10. APPROPRIATE ATMOSPHERE DO’S • Concentrate • Resist Distractions and Irrelevant Matters • Keep Eye Contact with Candidate • Listen for Meaning, Main Thoughts, Feelings • Summarize or Restate to Clarify Meaning • Conduct Interview in Private • Make candidate comfortable • Be friendly

11. APPROPRIATE ATMOSPHERE DON’TS • Doodle or do other tasks during interview • Do most of the talking • Allow needless interruptions or phone calls • Interrupt, unless candidate gets off course • Assume you already understand • Let personal feelings affect listening • Express immediate agreement/disagreement

12. WHAT SHOULD I ASK? • Purpose of Interview • Verify Existing Information • Elicit New Information • Gain Accurate Picture of Candidate’s • Abilities • Potential

13. WHAT SHOULD I ASK? • PRE-Planning Questions • Base questions on Job Description • Questions should be well thought out and written down before candidate arrives • Ask each candidate the same or very similar questions in each interview • Eliminates random fashion interviewing • Gathering different information on each candidate

14. WHAT SHOULD I ASK? • Types of Questions • Open Ended/Open Minded Questions • Begin with “What”, “How”, or “Tell me about” • Closed Ended Questions • Can be answered with simple “Yes or No” • “WHY” Questions • Used to verify or confirm information • Elicit superficial answers – Refer to feelings • Should be avoided

15. BEHAVIORAL INTERVIEWS Behavioral Examples • Descriptions of a specific example which can be used to rate the development of a job skill • Common Sense Idea • “The best prediction of what people will do in the future is what they have done in the past” • Behavioral Questions ask for specific examples of past performance

16. BEHAVIORAL INTERVIEWS Behavioral Skill Questions • Ability to Set and Meet Objectives • Ability to Analyze and Solve Problems • Initiative • Ability to Motivate and Develop Staff • Stress Tolerance

17. BEHAVIORAL INTERVIEWS Probing for Details • Probes • Increase amount and depth of information • Encourage candidate to elaborate and clarify • Provide you with information candidate may not have otherwise volunteered • Probes clarify shades of Meaning

18. BEHAVIORAL INTERVIEWS Probing for Details • Examples of Probes Include: • Could you tell me more about that? • Explain what you mean by ______ • Would you elaborate on that? • Repeating a key word or phase used by candidate (Refer to example in handout)

19. MAINTAINING CONTROL Tips • Clarify as much information as possible • Avoid asking only “Yes” or “No” Questions • Be Flexible – Allow free discussion in promising areas • Interrupt if candidate strays or drifts from subject • Be familiar with Job Description and Details

20. MAINTAINING CONTROL Tips Continued • Allow applicant to fully respond to questions • Be prepared to reword questions if necessary • Be patient and wait for answers

21. DOCUMENTATION Note Taking • Tell candidates you are taking notes to remember important facts regarding their skill and experience • Invite candidates to take notes if they desire • Note taking communicates you are serious about getting as much information as possible about the candidate

22. DOCUMENTATION Note Taking • Do not let note taking distract from what the candidate is saying during the interview • Use abbreviations and phrases to avoid continuous note taking to limit distraction in interview

23. DOCUMENTATION Note Taking • Stop taking notes during sensitive conversations such as explanations of dismissals, failures or mistakes • Lessens anxiety and possible inhibiting of further responses. Make mental note, write it down later

24. DOCUMENTATION Note Taking • Documenting an interview helps you remember information you have gathered • Assists in helping you validate or justify a hiring decision • Assists in supporting third party claims by unsuccessful candidates (EEO Claims)

25. DOCUMENTATION Note Taking • Do my notes substantiate my decision? • Do my notes contain irrelevant information? • References to personal or physical characteristics • References to future plans which do not affect current employability • Do my notes contain any illegal information? • References to sex, race, age or national origin • References to physical capabilities not job related

26. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates • Review Job Description and Skills Required • Be sure you have followed hospital policy for filling positions • Identify all applicants who meet minimum qualifications for position • Make a careful comparison of education, work experience and performance • Review internal applicant files with supervisors

27. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates • Review performance skills from interview notes • Evaluate candidates’ personal effectiveness for the position • Consider other intangibles such as stability and career progress • Attitude – How does the candidate feel about work?

28. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates • Identify candidates who possess desired qualifications in addition to those required • “Desired Qualifications” are those extra abilities which may enhance the candidate’s future potential and may very, increase or decrease responsibilities • Weight these candidates greater than those who just meet the required or minimum requirements

29. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates • Rank your candidates in order of criteria • REVIEW THE REFERENCE CHECKS • Make your final hiring decision • Be sure you have Human Resources send follow-up letters (cards) to candidates interviewed but not selected for the position

30. QUESTIONS?