HIRING AND ONBOARDING Presented by: Association of Otolaryngology Administrators: Robin Wagner & Tricia Long

DISCLAIMERS  Neither Robin nor Tricia has been compensated for their talk here and we are not promoting any particular product during this session.  None of the content here is to be construed as legal advice, therefore we cannot be held liable for any interpretations you may make of the information we share with you today.

OBJECTIVES Understand the benefits of “behavioral interviewing” Discuss the hiring process Learn steps for conducting an effective interview Understand the equal opportunity affirmative action process as it applies to workforce diversity and the avoidance of discrimination Discuss the onboarding process that will set expectations and create a pathway to successful employment.

WHAT IS PBI AND WHY IS IT IMPORTANT? Philosophy of Performance Based Interviews (PBI) is that: Past actions are the best predictors of future performance Why is effective interviewing so important? – Hiring top quality individuals – Define the relevant experience, skills and abilities needed to perform the job successfully will help to identify the best qualified candidate – Above information is also useful for posting and screening

STEPS TO IDENTIFY ESSENTIAL TASKS OF THE POSITION Review the position description Talk to individuals in a similar or the same position Document detailed tasks to be performed outside of PD Identify most important competencies/tasks for the position Review the history of turnover and future expectations Use this information in developing various materials – Job posting and behavioral interview questions

PERFORMANCE BASED INTERVIEWS Selecting the best candidate can: – Increase output, productivity and the success of the organization – Reduce training time – Decrease turnover Utilizing Performance Based Interview techniques can: – Prevent the interviewer from using personal impressions – Reduce candidate “faking” – Ensure that the interviewer is asking job related questions

INTERVIEW IS NOT THE ONLY TOOL It is important to remember that the Performance Based Interview process is a useful tool to assist in candidate selection, but it should not be the only decision-maker factor. Should also consider: – Relevant experience and credentials indicated on the application or resume – Information provided in reference checks

WHAT ABOUT “GUT FEELINGS”? We all have had an occasion where we have connected with a potential candidate. Should you hire based upon that? Why or why not?

RECRUITING FOR THE JOB Where do you find your help? Websites Employee Referral Patient Base Local Advertisement Where else?

INTERVIEWING PROCEDURES Check for a diverse pool Select minimum of 3 candidates Must meet minimum qualifications for position Telephone screening interviews for first interview – use the phone screen as a way to schedule those interviews! Be consistent/fair in interview method

BEHAVIORAL INTERVIEWING “Past actions are the best predictors of future performance” OBJECTIVES: – Understand the concept of behavioral interviewing – Learn steps for conducting an effective interview – Develop good behavioral interview questions

INTERVIEW TIPS Establish rapport Provide a preview of position Ask specific questions about past performance (behavioral predictors) Probe for specific information Ask for reverse information/questions (fair and balanced) Respect and manage silence Allow the candidate to ask questions Close the interview Review notes and summarize your impressions

INTERVIEWING TOOLS: CHECKLIST TO PREPARE FOR INTERVIEW

INTERVIEWING TOOLS: EXAMPLES OF BEHAVIORAL INTERVIEW QUESTIONS

INTERVIEWING TOOLS: INTERVIEW QUESTIONS TO AVOID

TELEPHONE REFERENCE CHECKS 2 telephone reference checks should be performed Professional references should be required – Acceptable: supervisors, managers, directors – Unacceptable: co-workers, personal references Use Telephone Reference Check to verify dates of employment, duties & past behaviors If organization unable or unwilling to provide a reference, request the applicant to provide copy of his/her most current performance appraisal

YOU HAVE MADE YOUR DECISION! NOW WHAT?  Discuss with potential hire the start date and verbally offer the position.  If accepted, follow up with offer letter in writing, to include the job description. Make offer conditional to successful background check.  “Welcome to the Family”  Schedule orientation date and time  Make sure you clear your schedule for uninterrupted time – there is NO better opportunity to make sure your new employee understands what the expectations and policies are.  Make clear the documentation that your new hire will need for the onboarding process  I-9 Documents, Direct Deposit information, Licenses, Health Information

ONBOARDING  What does your onboarding process say about you and your company?  What do you provide to your new employee on the first day?  Uniforms, Nametag, Handbook, Benefits Information, YOUR time and attention

I-9 REQUIREMENTS  2013 Version of the I-9 Form is now required for all new hires.  Completion and Recordkeeping

ORIENTATION  Complete all onboarding paperwork specific to your company – Equal Opportunity disclosure statement, HIPAA Policy, OSHA, etc  Use your handbook as a guideline  Review all company policies and procedures thoroughly – make sure that you are consistent with this. All employee experiences should be similar.  Be prepared! Nothing says you value your new employee more than having your act together!  Make sure they have your emergency contact information available to them on day one.

ORIENTATION  Review the job description sent in their offer letter.  Establishes a basis of expectation for future performance reviews  Provide a blank copy of their performance review  Make sure you have provided all the tools they need to do their job.  Introduce them to all other employees  Assign them to one of your seasoned, POSITIVE energy-filled employees for the first week  Add a personal touch to your welcome – write a short note and mail to their home, send flowers, etc.

THEY ARE HIRED, NOW WHAT? After 30 Days On the Job… Talk to your new employee: – What’s working well so far? – Based on your prior work, what ideas for improvement do you have? – How do we compare with what we said in the interview? – Discuss performance to date

SHARING BEST PRACTICES  What do you do well? We LOVE to hear what YOU do!

SOURCES OF INFORMATION  The Hiring and Firing Question and Answer Book, written by Paul Falcone  “Search Committees: A Tool Kit for HR Professionals, Administrators, and Committee Members” – College & University Professional Association for Human Resources  download.intuit.com/http.intuit/CMO/payroll/government_stuff/I- 9_Tip_Sheet.pdf COMPLYRIGHT Recordkeeping download.intuit.com/http.intuit/CMO/payroll/government_stuff/I- 9_Tip_Sheet.pdf  Forms and Resources: AOAnow.org – Practice Management Resource Library

ANY QUESTIONS?