Staffing

It’s more than an interview

With proper preparation, the interview process can become a game changer.

BY MARTHA C. TELLO, BA, COMT, AND STEPHANIE D. MCMILLAN, MHA, COA, PLANTATION, FL

Today, many ophthalmology practices need to hire additional technical staff for any number of duties. These new team members might support the new technology required for the transition to electronic medical records (EMR), or they may assist new physicians who enter a practice.

When hiring, the interview process can become a challenge as many potentially qualified candidates might apply for the same position; however, wait a minute! Is there a right or wrong choice when it comes to selecting the best candidate?

Consider that an unmotivated hire could turn into a medical practice downer — a waste of everyone’s resources who ultimately jeopardizes the efficiency of clinic flow and employee morale. Practices function best with knowledgeable, compassionate, empathetic and collaborative team members who are ready to deliver their best performance. Newcomers often inject their good attitude, experience and work ethic. Proper interviewing techniques can serve as a tool to identify the right match for the practice.

Through interview questions, assess the candidate’s critical thinking abilities, technical skills, aptitude for teamwork and behavior.

Before the interview: the call for help

To begin the candidate search, the practice typically places a “help wanted” ad in local media. The ad may result in no response, or the practice may be bombarded with replies. In addition, each applicant’s experience could vary widely, from many years of expertise to serial failed attempts at sustained employment. Before you select the people to call for an interview, look for several qualities on the candidate’s resumé, including increasing levels of responsibility, accreditation and a stable employment history.

Interviewing to get results

The leadership of your practice requires results. The interview is one primary tool managers can use to determine these potential results. While some outstanding interviewers may require little guidance, most interviewers need time to prepare questions that allow them to assess the candidate’s critical thinking abilities, technical skills and aptitude for teamwork. The interviewer should also include behavioral questions, such as: Describe a time you had to conform to a policy with which you did not agree. Why ask? Because it is easier to improve a skill than to try to change a behavior.

An interview is not a question-answer session in which the candidate has great answers already memorized and delivered. (The Internet is a great resource for supplying these answers, so interviewers should become aware of the answers provided on top job-seeker websites.) Consider asking questions that would be difficult to reply to with memorized answers, such as those questions that reveal how compatible the candidate would be in your practice. For example: How much direction/feedback do you prefer on a daily basis? Or, describe the pace at which you work.

Employee selection challenges

The interview process can be as simple as hiring someone on the spot because of glowing recommendations from a well-respected source. While it may seem like an ideal situation, is it a good idea to hire a candidate based on one recommendation and one interview?

Other times, an employee in the practice, perhaps in clinic or customer service, might seek advancement. The hiring manager must determine if this type of advancement, to a different role, is in the best interest of the practice and fellow employees, especially those with more experience. Using the interview process, the manager must try to determine an individual’s motivation and long-term aspirations for life and work (i.e., whether she or he is looking for a job or a career). Consider asking: How would you define “success” for your career?

A view to behavior, and attitude

As discussed earlier, ophthalmic personnel must possess adequate behavioral traits, in addition to outstanding clinical skills, in order to shine. The interview plays a vital role in preventing disgruntled candidates from joining a practice. The candidates’ answers to questions must demonstrate a combination of knowledge, empathy and teamwork. It is simpler to instruct someone in how to perform duties rather than attitude (for example, how to reflect caring and demonstrate teamwork).

It takes more than skill

To conclude, the success of an ophthalmic clinical practice relies on the great teamwork between physicians and technical personnel. It takes more than skill to surround oneself with superior team members, and interviewing skills could be viewed as one of the greatest challenges for everyone involved in hiring new comers. Evaluate candidates not only for their individual characteristics, but also for their potential impact on the overall well-being of the whole practice.

Three areas of questioning

We divide our list of interview questions into three assessment areas:

1. The individual’s training and preparation for the job.

2. The person’s ability to work as part of a team.

3. How the person would fit into our group.

During the entire interview, observe the candidates’ interest in the position. For example, do they ask appropriate questions about the practice? Have they done any preparation or researched the practice? Do they seem energetic and engaging (or lethargic and disinterested)? What is their motivation for changing jobs?

It is a tough job, but somebody has to do it...and do it right. OP

	Martha C. Tello, BA, COMT, is an ophthalmic technologist and clinical research coordinator with Bascom Palmer Eye Institute in Plantation. She has a Bachelor’s Degree in Leadership and Communication from University of Miami.
	Stephanie D. McMillan, MHA, COA, is the lead ophthalmic technician and a clinical and informatics trainer at Bascom Palmer Eye Institute in Plantation, Fla. She is currently obtaining her COT certification.