Who conducts the interviews at your new starts? That was the question I posed during the recent session of our certificate in practice management. My colleagues and I were surprised at the answers we received. Maybe we shouldn’t have been, but as we were, I thought it would be helpful to some of you if I recounted some of the discussion.
We were talking about the process of replacing a member of staff who had left, be that individual a clinician, a nurse or a receptionist. We spent some time talking about job analysis (what exactly is required; do you need a replacement?) and about job descriptions (do all of your staff have a current job description?) It is surprising that many do not, or they have one that is several years out-of-date and does not reflect the latest roles and responsibilities they have. That can be a dangerous position to be in, because there may be a situation in the near future when confusion over roles and responsibilities and the absence of an adequate job description could lead to a tribunal referral.
After talking about the best ways of advertising for a new member of staff, we discussed the interview process and it was at this point that we noticed that several of our practice managers were looking rather blank. After discussion, it was clear that for many practice managers, recruitment is not part of their portfolio: ‘the
dentist does all our recruitment’; ‘I only do the induction’; ‘I’m not involved at all’, were some of the comments we received.
We asked, how many applications do you tend to receive? The general view was that there were always at least six to eight applications for any post that was being offered, with the potential exception of registered nurses. So we asked, how do you decide on a shortlist? Their answers did not flatter the process.
Then we asked if interviews were structured so each applicant was asked the same questions, or timed so that each applicant was treated fairly, or scored so the interviewing team had a clear set of guidelines for evaluating an applicant and an archive of all methodology that could be used in case an applicant queried why they had not been selected?
Sadly, our unrepresentative sample was not convincing and it was clear that at least for some of the people on the course, the interview process was neither rigorous nor institutionalised so as to be transparent and complying with best practice. Let me remind you therefore of some of the key elements in the process; the internet is full of examples of good practice, in written form and in short videos accessible via YouTube.
Step one:
Use your current job description to create a series of questions which examine how relevant experience is to your requirements, and decide if any aptitude tests or scenarios can be used effectively to assess the candidate.
Do you take nurses’ or receptionists’ experience at face value, or do you test them by ensuring they can meet the standards you expect?
Step two:
Create an interview assessment sheet which you can use for each candidate.
For each question which you propose to ask, identify the key elements you expect the candidate to tell you about.
Add a column for your score and a column for notes.
Step three:
Ensure at least two members of staff interview each candidate; you need one person to take notes and provide you with a chaperone service.
As principal, you will have irregular contact with all members of staff, apart from your nurse and practice manager. It is important, therefore, that your practice manager or other senior administrative staff member is part of your interview team. He/she will be responsible for your nurses and receptionists, will be working closely with the clinicians to ensure the practice runs smoothly.
Make sure you both know what the key criteria are for the post you are interviewing and ensure you both agree with the questions, the model answers and the proposed scoring
Step four:
Ensure the time of each interview is convenient for you and the candidate; make sure you have enough time to get the answers to your questions without being rushed, and that you can be completely focused on the interview itself.
Make sure you have a quiet room to use for the interview, the corridor or waiting room is inappropriate.
Make sure the chairs are comfortable and the room layout is friendly and unthreatening (having a desk or table between you and the candidate is unfriendly).
Step five:
After the interview, agree your comments and scores with your interviewing partner and send an immediate email to the candidate thanking them for participating and advising them when you expect to make a decision.
Make the decision as quickly as possible, reflecting on all the attributes you require and the evidence you have received.
Contact the successful candidate by telephone to make the offer of a position and obtain their agreement to your taking up their references. You must take up references and you must not appoint unless those references support your decision.
Confirm your appointment offer by letter or email, and either attach a summary of the key job conditions, salary and benefits that will apply or forward a draft contract (which you must have completed within six weeks of start).
Develop your induction plan for the first day, week, month of your new hire’s employment.
Don’t forget your half-yearly and annual appraisal process either.
Recruitment is an expensive and time-consuming process; all too often we hear about the new recruit who could not do what he/she said at interview; having to re-start the process is disruptive and sends all the wrong signals to your team. Invest serious time in your recruiting and you should be able to look forward to a stable team.
The Dentistry Business provides university accredited and CPD training in dental practice management and individual solutions to practices’ on CQC, clinical governance and operational concerns. For more information call 0161 408 2030 or visit www.thedentistrybusiness.com