| |
|
Communiqué
2001
An
Interview Guide
for
the Hiring Executive
By: Barry R. Cesafsky, CHE
Finding and
attracting capable executive talent is a very real challenge today, more than
ever. Despite the apparent excess of available health care executives, selecting
and recruiting the individual who best fits a specific situation is a difficult
task. The best way for you to choose the right executive for the job is by
focusing on the selection interview.
The selection
interview is the most important element of the hiring process. It is a two-way
communication tool, which enables you to have the opportunity to assess a
candidate while enabling the candidate to personalize you and your organization
as a potential employer. It is a conversation in which both you and the candidate
give and get information.
Interviews can
be categorized into the following five types or styles:
- Stress
Interview -
Most people have heard about stress interviews, but few have truly experienced
them. This technique is typically characterized by a constant barrage of
tricky, difficult, and negatively phrased questions designed to keep the
candidate off-balance. Skilled interviewers rarely use it. The stress interview
can often backfire on the person asking the tough questions by portraying
the interviewer as insensitive or uncaring. The infamous naval submarine
commander, Admiral Hyman G. Rickover was known to deploy this high pressure
technique when selecting his officers.
- Structured
Profile Interview -
organizational psychologists often use this style in an attempt to characterize
a candidate's personality traits. It is typically employed through a question
and answer approach with tight control and a narrow focus. The responses
are generally screened and directed toward a specific trait or issue. This
approach can be effective, particularly if you are looking for specific
skills or abilities, such as salesmanship. Nevertheless, this method is
generally ineffective if used as the sole basis for the hiring decision.
- Unstructured
Open Interview -
This style is, as its name implies, open-ended and, as such, provides the
interviewer with little control. This broad approach sometimes manifests
itself in what is arguably the most dreaded question an interviewer can
ask, that is, "So, tell me about yourself." The main problem with this style
is that the candidate will usually provide more information than may be
relevant. The interviewer is then tasked with the need to cull out the appropriate
information.
- Situational
Interview -
This style is based on the belief that the closer you can get to a real
work situation, the better your evaluation of the candidate will be. For
example, you might provide the candidate with a set of facts related to
an actual problem that your organization is facing. Coupled with this might
be a tour of the area affected by the problem. After a thorough review of
the situation, you might ask the candidate for his or her broad recommendations
for a solution to the problem. In this type of interview, An Interview Guide
for the Hiring Executive Page 2 of 3 questions often begin with, "What if...?"
It can be a great predictor of success, but it is not a perfect technique
on its own.
- Combination
Interview -
This is likely the best strategy for your hiring interview because it combines
elements from each of the interview styles. By drawing from the style that
is most appropriate to the organization and your specific situation, you
are more assured of a comprehensive evaluation of the candidate. In this
approach, you the interviewer guide and lead the situation, and the candidate
is allowed to speak freely about relevant topics. The opportunity then exists
to test the candidate's abilities, and you can better measure the potential
for success.
Today's Candidates
Are Smarter Interviewers
There is a great deal of interview and career management advice out there.
Some well prepared candidates bring a higher level of sophistication to the
interview. On the surface this would appear to be a good thing, enabling a
more efficient communication process; but a savvy candidate can create false
impressions and mask a true fit. Therefore it is vital to probe beneath the
surface and reveal the true strengths and weaknesses of the candidate. The
combination interview approach can help you do this.
The Interview
Environment and Setting the Tone
The introductory moments of the interview can be the most awkward but are
vital to a successful interview. Your introduction sets the tone and creates
a rapport and trust between you and the candidate. Ensure that you have a
private and comfortable interview environment. Avoid furniture barriers (e.g.,
desks) between you and the candidate. Maintain a level plane and keep a close,
but non-threatening distance from the candidate. Relax and be still. Acknowledge
the candidate with a smile and warm handshake. In the early moments of the
interview, it is quite appropriate to talk about trivial topics such as the
weather or sports, and a dose of humor can go a long way in relaxing both
you and the candidate. Above all, it is important to establish a trust and
open, honest exchange of information. Also, explain to the candidate that
you will be taking notes to make sure that the candidate's information is
accurately reflected when you make your evaluation.
Take care of
routine business early. Card exchanges and other housekeeping issues such
as expense reimbursement might be addressed here.
At this point,
it will be important for you to review the agenda for the interview and outline
what you hope to accomplish. Be prepared to talk about yourself and your own
background. If others are involved in subsequent interview meetings, you should
provide brief background information for these individuals as well.
Remember to
state the purpose of the interview. For example, if it is the first phase
of a two-step interview process, let the candidate know that this is the case.
In the spirit of two-way communication, make sure the candidate understands
that he or she may ask questions at any time; nevertheless, in order for you
to maintain some structure and control over the interview, devote a portion
of the interview time for the candidate's questions, and let him or her know
that this will be factored into your interview time.
Closing the
Interview
After you have covered most of the ground you set out to, know when to stop.
Remember to allow adequate time for the candidate to ask questions. Of course,
do not hesitate to ask the candidate about his or her initial impressions
of you and the organization. Provide the candidate with the opportunity to
ask for the job.
It might be
helpful to explain the post-interview timing; that is, the next step or steps
in the screening process. Provide your constructive, but realistic, impressions,
if appropriate. If the candidate is scheduled to meet with someone else at
a nearby location, try to escort the candidate there. If it is not practical
to do this, make sure an appropriate representative of the organization does
so.
Immediately
following the interview, record you impressions. Remember to not only compare
the candidate with your pre-established position specifications but also with
the other candidates.
Interviewing
Tips
Following are some suggestions, which should help to make your candidate meeting
both enjoyable and productive:
- Encourage
free speech.
- Probe and
pace the interview.
- Remember
to listen and then listen some more.
- Block out
sufficient time for the interview.
- Eliminate
distractions and create privacy.
- Be courteous
and thankful.
- Verbally
notify the candidate of the outcome.
- Don't be
late to the interview.
- Don't keep
the candidate waiting.
- Don't ask
leading questions that imply the answer you want.
- Don't ask
confusing, compounding questions.
- Don't criticize
or be negative.
- Don't jump
to conclusions and answer for the candidate.
- Ask for
examples of both accomplishments and failures.
- Don't reread
the resume to the candidate.
- Remember
to recruit the candidate - sell the position.
- Don't allow
a group interview to degenerate into an inquisition.
- Develop
a true rapport.
- Ask open-ended
questions.
- Don't forget
to listen.
About the
Author:
Barry Cesafsky is the President of CES Partners, Ltd. a retained executive
search firm serving the healthcare industry. Now in his twentieth year of
health care executive search, he has participated in hundreds of search assignments
covering CEO, CFO, Patient Care Executives, Human Resources and other senior
level positions. In recent years, he has become especially involved in assisting
client organizations in the hiring of information technology and hospital-based
physician executives. He serves on the board of a large, faith-based health
system and is a member of the Catholic Health Association of the United States,
the Society for Human Resources Management, the Healthcare Financial Management
Association, and the Healthcare Information and Management Systems Society.
In 1996, he was appointed to the Malcolm Baldrige National Quality Award Board
of Examiners. He is a Diplomat in the American College of Healthcare Executives.
|
