HEALTH INFO SERVICES ADMINISTRATION (HEALTH INFORMATION MANAGEMENT)
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Chapter8.pptx
CHAPTER 8
The personal interview is not a particularly effective means of finding capable employees—but it’s the best means available
SELECTION
It should be a given in every organization that the person who will supervise the new employee is the person who selects the new employee
RECRUITING
Should involve a healthy mix of hiring from outside, promotion and transfer from within
All outside hiring stifles promotion and growth for present employees
All inside placement can lead to inbreeding of thought and attitude, thus stifling creativity
PERPARING FOR THE INTERVIEW
The supervisor needs
The job description
The individual’s application or resume
To have both the job description and application thoroughly reviewed before the interview
THE INTERVIEWER MUST KNOW…
Whether via job description or personal knowledge, the interviewer must know:
Knowledge and skills required
Background and experience required
Formal education level required
Needed familiarity with equipment or processes
THE INTERVIEWER MUST KNOW… (CONT’D)
Job duties (quality and output)
Responsibility for supervision of others (if any)
Responsibility for safety of others (if any)
Potential loss due to error
Confidentiality requirements
Contacts and relationships
THE INTERVIEWER MUST KNOW… (CONT’D)
Physical demands
Visual, auditory, and other sensory requirements
Potential stressors
Closeness of supervision
Working conditions (including hours)
Compensation and benefits (generally)
Future potential
OUTDATED INFORMATION
Most employment applications more than a few years old ask for information that can no longer be legally requested
IN INTERVIEW QUESTIONING, AVOID:
All direct or implied requests for age, birth date, race, religion, national origin
All inquiries concerning disabilities
Requests for recommendations
Asking about relatives (or any family)
Asking about marital status
IN INTERVIEW QUESTIONING, AVOID: (CONT’D)
Asking about home ownership (or other assets)
Asking about driver’s license (unless job requires it)
Requesting height or weight
Asking about educational level (except what the job requires)
Asking about arrests (only convictions can be considered)
IN INTERVIEW QUESTIONING, AVOID: (CONT’D)
Asking whether wages have ever been garnished or attached
Asking about union activity or affiliation
Asking if one is receiving social security
Current Issues
“The Box” – increasing pressure to eliminate the check-off box asking whether applicant has ever been convicted of a crime
“Salary History” – growing movement to exclude requests for salary history from applications and interviews
WHEN PERSONAL INFORMATION IS VOLUNTEERED
Even though the applicant divulged this information voluntarily you remain legally prohibited from using such personal information in making an employment decision.
BONA FIDE OCCUPATIONAL QUALIFICATIONS (BFOQ)
An exception can be made for a bona fide occupational qualifications (BFOQ), for example:
Can ask about a driver’s license if the job requires driving
Can ask about convictions if the job involves security or safeguarding of people or assets
Can ask if one has a specific degree if the job legitimately requires it
ASK CANDIDATES ABOUT
Career goals
Prior jobs, and why left them
What was liked or disliked about previous work
How learned about the job being interviewed for
Strong points? Weaknesses?
And always ask if permission is granted to check references with former employers
CONCERNING REFERENCES
Never check without applicant’s permission
Seek facts verifiable in records, not opinions
Always make a good-faith effort to check
THE ACTUAL INTERVIEW
Put the applicant at ease
Avoid short-answer questions
Avoid leading questions
Ask one question at a time
Take minimal notes
Use appropriate language
Do more listening than talking
Promise follow-up
FOLLOW-UP
Whether from interviewer (sometimes) or human resources (preferred) or both (on occasion), follow-up must occur
