2. Welcome to Baptist Hospital East Leadership College Survival Skills Phase I Analytical Skills Phase II Management Skills Phase II Personal Development Phase II Enrichment Series Phase III

3. Interviewing Tips & Techniques

4. OBJECTIVES Identify the legal statutes that impact the hiring process Identify the legal statutes that impact the hiring process Define the three stages of the interviewing 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 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 Identify the criteria for screening, interviewing, and selecting qualified candidates

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

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

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

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

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

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

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

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

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

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

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

16. BEHAVIORAL INTERVIEWS Behavioral Examples Descriptions of a specific example which can be used to rate the development of a job skill Descriptions of a specific example which can be used to rate the development of a job skill Common Sense Idea 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

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

18. BEHAVIORAL INTERVIEWS Probing for Details Probes 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

19. BEHAVIORAL INTERVIEWS Probing for Details Examples of Probes Include: 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)

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

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

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

23. DOCUMENTATION Note Taking Do not let note taking distract from what the candidate is saying during the interview 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

24. DOCUMENTATION Note Taking Stop taking notes during sensitive conversations such as explanations of dismissals, failures or mistakes 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

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

26. DOCUMENTATION Note Taking Do my notes substantiate my decision? Do my notes substantiate my decision? Do my notes contain irrelevant information? 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? Do my notes contain any illegal information?  References to sex, race, age or national origin  References to physical capabilities not job related

27. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates Review Job Description and Skills Required Review Job Description and Skills Required Be sure you have followed hospital policy for filling positions Be sure you have followed hospital policy for filling positions Identify all applicants who meet minimum qualifications for position 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

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

29. SELECTING CANDIDATES Developing Reasons for Selecting or Not Selecting Candidates Identify candidates who possess desired qualifications in addition to those required 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

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

31. QUESTIONS?