You may believe preemployment interviews disclose hidden facts, but they usually just disclose how well candidates interview. But there are techniques that can make interviews more revealing. For instance:

• Give interviewees a chance. Don’t open with a dissertation on your organization. Instead, give candidates a chance to demonstrate whether they’ve done their homework. The most eager will have some knowledge of your organization-and will ask questions to fill in any blanks.

• Stick to what you know. If you’re trying to ascertain a candidate’s familiarity with your industry, ask questions that focus on your strengths. That way you’ll be in a better position to detect any flaws in the answers.

• Just spit it out. Rather than taking questions one at a time, try asking a series — What’s the most positive thing your supervisors/direct reports might say about you? The most negative? What part of your job did you enjoy most? Instead of thinking about your next question, this approach leaves you free to fully observe how candidates respond.

• Save time for a chat. Allot time for a brief chat after the interview. When the formal questioning is over, many candidates let their hair down and disclose information they otherwise wouldn’t reveal.

Adapted from “Zero Defect Hiring,” by Pierre Mornell, in Inc.

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When you lose a good hire, you may console yourself with the adage that there are more fish in the sea. True, but you can’t afford to toss good ones back. Improve the odds of making a great catch by avoiding these recruiting mistakes:

• Don’t rely on HR to do all the work. No matter how competent your company’s HR professionals may be, they don’t have their fingers on the pulse of your department. You are the one who best knows your needs. Work with HR to ensure those needs will be met.

• Don’t rely on passive recruiting. Go out into the marketplace and actively search for the kind of candidates you want rather than relying too heavily on the flow of resumes that routinely come your way.

• Don’t rely on job ads. While job ads may have a role in your recruiting strategy, they shouldn’t be your sole strategy. The most effective recruiting strategies include referral programs and networking efforts that enable you to target people you know have the skills to meet your unique needs.

• Don’t rely on the Internet. The Internet can be a valuable research tool-or it can be the start of a wild goose chase. Some recruiting experts have found that many people apply to online ads for jobs they can’t do and really don’t want. And that leaves you to sort through the junk in search of serious applicants. Instead of inviting Internet users to come to you, try going to them. Check out newsgroups and industry sites that are likely to attract the candidates you need. Then you can target your online advertising where it will do the most good.

Adapted from “7 Mistakes Internal Recruiters Make,” by Nick Corcodilos, on the Ask the Headhunter Web site

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It doesn’t matter if employees are at their desks if their minds and spirits have left the building. New hires are especially vulnerable to becoming disengaged because they haven’t had time to become emotionally invested in their jobs or the organization. To make sure you keep their full attention, think:

• Hiring. The task of motivating new workers actually begins during hiring. Don’t evaluate people based on some subjective notion of who’s right for the job. Instead focus on finding people who meet the job’s specific requirements.

• Tailoring. Strive to quickly become acquainted with your new hires, their unique abilities, attributes, values, workstyles, and motivators. Your motivational efforts should be tailor-made for each individual.

• Monitoring. The first six months are crucial. Clearly outline expectations and discuss strengths and weaknesses. Be alert to any behavioral changes that might signal a drop in interest and enthusiasm.

• Directing. Give new employees frequent feedback to help them gauge how they’re doing and to offer guidance as needed.

Adapted from “I Quit But I Forgot to Tell You: The Disengaged Worker,” by Terri Kabachnick, on the Web site of the Center for Retailing Studies at Texas A&M University

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Professional Search Services

• Large national candidate pool
• Internet recruiting at www.mhaservicecorp.com
• Background checking service
• Low contingency fee

When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com.

Available positions may include:

CEO/COO/VP • Dietitians • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Pharmacy • Physician Practice Administrators • Planning • Plant Operations • Quality Improvement • Rehabilitation Management • Risk Management • Social Work • Training and Development • Utilization Review

For more information contact:

Stephen O’Connor, SPHR, Senior Director
MHA Service Corporation
Professional Search Service

Corporate Office:
6215 West St. Joseph Hwy.
Lansing, MI 48917
(517) 663-5755
Fax: (517) 663-5897
E-mail Address: soconnor@mha.org

Regional Office:
24725 W. Twelve Mile Rd.
Southfield, MI 48034
(248) 356-7950
Fax: (248) 356-8543

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