1. INTERVIEWING FOR SUCCESS HOW TO BUILD A FRAMEWORK FOR SUCCESSFUL INTERVIEWING IN A CLINICAL HEALTHCARE ENVIRONMENT

2. STRUCTURE OF AN INTERVIEW Everyone believes they are a good interviewer and a good communicator but the truth of the matter is that very few people have what it takes to be successful when they interview others. The critical nature of hiring a physician as a member of your group or practice is driven by a complex interplay or personality assessment, organizational dynamics, cultural dynamics, and human nature. Being prepared to delve into these elements takes preparation, skilled assessment, teamwork, and consensus. Done properly, the process can lead to amazing relationships but done incorrectly it can result in disaster.

3. PURPOSE OF THE INTERVIEW THE PURPOSE OF THE INTERVIEW IS TO ASSESS THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE TRAINING (SKILLSET) RELATIONAL SKILLS (TEAMWORK) ABILITY TO LEAD (LEADERSHIP POTENTIAL) FISCAL RESPONSIBILITY FUTURE OUTLOOK/OPTIMISM INTERPERSONAL/COMMUNICATION SKILLS (WITH EVERYONE) CULTURAL FIT (ORGANIZATIONAL)

4. PURPOSE OF THE INTERVIEW THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE IS WEIGHTED AS FOLLOWS: TRAINING – 15 RELATIONAL SKILLS – 20 ABILITY TO LEAD – 10 FISCAL RESPONSIBILITY – 10 FUTURE OUTLOOK – 10 INTERPERSONAL/COMMUNICATION SKILLS – 20 CULTURAL FIT – 15

5. PURPOSE OF THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE WHAT DRIVE THE INTERVIEW PANEL’S MAKE-UP BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC. SOME SUGGESTIONS ARE: TRAINING – PHYSICIANS/SERVICE LINE DIRECTORS RELATIONAL SKILLS – NURSING ABILITY TO LEAD – ADMINISTRATION FISCAL RESPONSIBILITY – FISCAL SERVICES FUTURE OUTLOOK – PHYSICIANS/ADMINISTRATION INTERPERSONAL/COMMUNICATION SKILLS – PHYSICIAN/NURSING CULTURAL FIT – ORGANIZATIONAL DEVELOPMENT/ADMINISTRATION

6. PURPOSE IN THE INTERVIEW QUESTIONS RELATED TO THE COMPONENTS OF THE T.R.A.F.F.I.C. ® SCORE ARE THEN DEVISED FOR THE INTERVIEWERS TO ASK DURING THE INTERVIEW: TRAINING: Keep question related to the specialty, cases within the specialty, situational practice examples, equipment used, relevant journal articles, interest in society membership, or how they handle certain types of common cases at your practice/hospital.

7. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: RELATIONAL SKILLS Keep questions related to team building, successful team project experiences, unsuccessful team project experiences, team dynamics, or team functionality.

8. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: ABILITY TO LEAD Keep questions related to organization infrastructure, change leadership, conflict resolution, departmental re-organization, building support for a project, convincing key stake holders, leading by example, or what successful leadership looks like.

9. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: FISCAL RESPONSIBILITY – FISCAL SERVICES Keep questions related to stewardship, financial responsibility, resource management, value based purchasing, productivity, or departmental budgeting.

10. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: FUTURE OUTLOOK – PHYSICIANS/ADMINISTRATION Keep questions related to the future of medicine, opportunities for growth, career path, advances in the field, technology, or research.

11. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: INTERPERSONAL/COMMUNICATION SKILLS Keep questions related to information sharing, documentation, consults, talking with staff, administration and colleagues, HIPPA, organizational communication, successful communication examples, or technology.

12. PURPOSE IN THE INTERVIEW THE ELEMENTS OF THE CANDIDATE’S T.R.A.F.F.I.C. ® SCORE ARE DIVIDED AMONGST THE INTERVIEWERS BASED UPON THE INTERVIEWERS INTEREST AND ALIGNMENT WITH THE TOPIC: CULTURAL FIT Keep questions related to productivity, successful communication styles with patients, management styles, patient advocacy, patient satisfaction, job satisfaction, daily operations, work ethic/style, or expectations of leadership.

13. SETTING UP THE INTERVIEW Set aside some pre-meeting prep time. You should be able to arrive at the interview having read the CV, assessed areas of strength & perceived weakness, experience, and background. This is an interview not an interrogation. Put the candidate at ease by engaging in small talk about your hobbies, your job, your last vacation, what is there favorite color or what cool new thing is happening at your hospital. Interview as a team. Everyone involved in the interview should know their respective role. Each should have a portion of the job/candidate profile they are required to cover. This does not require everyone to be on the same room. The goal is to assemble the pieces into a coherent whole so a decision can be made about the candidate.

14. SETTING UP THE INTERVIEW Structured topics should be closely tied to the organizations goals and mission. Questions about things like, stewardship, patient satisfaction, fiscal responsibility, community involvement, motivation, decisions making, cultural fit, communication and teamwork are all vital to building an accurate picture of the candidate and their fit with the organization. A structured interview has a beginning, middle, and an end. 30 minutes to an hour is not a lot of time to gather enough data to know whether or not someone is a fit for your organization. Therefore, managing time and questions is crucial to the integrity of the interview.

15. Greet the candidate Observe the Candidate Ask questions Leave with an opinion GOAL OF THE INTERVIEW