better talent, better business: identifying red flags when hiring

Nicola Hawkinson DNP, RNFA, RNCEO & Founder of SpineSearch

AASA Webinar

September 13, 2016

Better Talent, Better Business:Identifying Red Flags When Hiring

How to Identify Red Flags1. Red Flags

2. Identifying Red Flags

3. Identifying Qualified Candidates- Physicians - Nurses- Practice Administrators

4. Background Check

5. References

1. Red Flags

Some red flags are easier to spot than others. Knowing what to look for is key.

Red flags aren’t always apparent until the person is sitting right in front of you.

1. Red Flags

Common Red FlagsShort time at jobs.

Gaps in employment.

Candidate does not want to give references.

Candidate does not want to fill out a background check form.

1. Red FlagsCommon Red Flags

The candidate is difficult to get in touch with. (does not answer phone calls, emails, texts etc.)

The candidate lacks relevant work experience.

The candidate has trouble answering questions about his/her work experience.

1. Red FlagsSome not so Common Red Flags

Ghost Attendance

- Lying about attending a College or University. Most of time it is a no name school that might be hard to do a background check on.

- Falsifying a diploma or certificate.

- In this case the candidate not only lies about attendance but fabricates documents.

- The documents may look and seem authentic.

1. Red FlagsSome not so Common Red Flags

Obtaining Fake References

- There are now websites that offer people fake references for a price.

- Look up the company or MD’s office before you call and make sure it is legitimate.

- Look up the phone number that is given.


It can be difficult to pick out every red flag when examining a resume.

Candidates can manipulate the resume to reflect something that is not true.

Mark the resume for questions you have prior to the interview.

2. Identifying Red FlagsDuring the interview process make sure all

paperwork is filled out upfront.

3-5 references need to be listed on the application.

Let the candidate do most of the talking.

2. Identifying Red FlagsAsk questions to help steer the conversation:- What were some of your job responsibilities?

- What were some challenges you had to face? How did you resolve them?

- Did you work with a lot of people or did you work more autonomously?

Ask job specific questions


Catching fake references requires some investigation work on your part.

Pay attention to how the references speak about the candidate.


How does the reference answer the phone- Does the reference answer the phone professionally?

- Is the phone number a business phone number or a cell phone?

- Does it sound like the reference is in an office?

- Is the reference able to answer questions about their own job description and time spent with the candidate?

2. Identifying Red FlagsTake time to talk the reference to gauge if the

reference is credible.

You also want to make sure that the reference has some type of supervisory role over the candidate.

Check if the references are co-workers and not supervisors.

3. Identifying Qualified CandidatesPhysicians

1. Internship/Residency/FellowshipFirst, it is essential to confirm the physician completed both internship and residency in the United States; this should be listed clearly on the CV.

Make sure the candidate completed the number of years of residency/fellowship training required for that particular specialty. Some red flags to watch for include multiple residency programs started but not completed, and/or gaps in the years of training.

Physicians 2. Board CertificationMany organizations now require all medical staff to obtain board certification in their respective field. If board certification is not mentioned on a candidate’s CV, you may verify this information through the Board Certified Docs website

3. Identifying Qualified Candidates

Physicians3. Licensure

If the candidate you’re considering is out of training, medical licensure information should be listed on the CV. Watch for red flags when reviewing a candidate’s medical licensure, which may include absence of a medical licensure in the state in which the candidate resides, gaps in medical licensure, disciplinary actions on the candidate’s license and/or expired licensure.


3. Identifying Qualified CandidatesNurses

1. Use shorthandIt's okay to use shorthand if you’re referring to the NICU or L&D department you last worked in. Those abbreviations are easily recognizable to your healthcare recruiter.

But DON’T write something like, “I resolved a variety of med probs in the ER” on your resume. This isn’t a text message. Spell it out.

Nurses 2. Use incorrect acronymsThis is very common as well. Remember: It's HIPAA, not HIPPA.

3. List the reasons for leaving your previous jobs.Sometimes listing the reason for leaving can make a person sound defensive. You definitely don’t want to come across in that light when you’re looking for a new job. Keep it positive and only highlight your experience. That is what is important.


3. Identifying Qualified CandidatesPractice Administrators

1. Confusing chronology or formattingPractice administrators will most likely have a good amount of experience. If their formatting or chronology seems off it is a good idea to question it.

2. InconsistencyWhen speaking with candidates, make sure their stories line up with the details on their CVs. If inconsistencies exist, be sure to inquire further and document the details of your discussion.


Resume review– Clean sharp, without grammatical errors– Resume paper, crisp not folded or wrinkled– Appropriate objective summary / cover letter

How does the candidate represent themselves online? Over the phone? E-mail, In-person?– Professionalism– Language


Resume review– For most of you – you will utilize the resume to

decide who will be selected for a live interview– Again

• Clearly written• Chronological order• Fresh presentation• Does experience reflect the qualifications you are in

search of


Email– Written professionally– Clearly stated subject – reason for search

Call– Speaks professionally– Language is clear

Skype– Dressed Professionally– Eye contact / enthusiasm– Without distraction


Matching Resume with Job Description

Ensure skillset– Do not be distracted by personality compatibility– Be specific


Have a detailed job description in place so you know the type of candidate you are looking for

Review resumes carefully – Short time at jobs– Gaps in employment– Reason for job turnover– Unable to answer questions about previous job

responsibilities


The selection process should be just as thorough as the recruitment process

Does the candidate meet the expectations and fulfill the job requirements you have in place?

Does the candidate’s experience match the qualifications you are looking for?

Does the candidate seem like a good fit? Will their personality be a good match with other employees?

4. Background Check

Checks should be made regarding the following:

- Eligibility to work in the US- Previous employment and character references- Criminal Records Bureau checks- Health screening/questionnaire- Qualifications

4. Background CheckAlways verify references and conduct background checks,

regardless of how trustworthy the candidate appears.

There are different types of background checks for state or national criminal activity. A national background check is recommended since it investigates criminal activity beyond the borders of the current state of residence.

If your practice is enlisting the help of a recruitment agency, be sure to ask what type of background checks they conduct, what company they use, and do your own due diligence to be sure they are reputable.

4. Background Check A candidate might appear great on paper and present

well in person, but he/she still might not be the best person for the job. A background check can be very revealing and is important to protect your practice.

You might decide through this process to have a zero-tolerance policy for people who have committed misdemeanors or felonies.

5. References Design reference questions that are tailored specifically to

your business/practice.

Contact 3-5 references

Pay attention to how the reference talk about the candidate.

Spend as much time on call with them as possible.

You must receive permission from the candidate to call upon his/her references

5. References

The real importance of references is they help you to gain a better understanding of who the candidate is and how the candidate works with others.

You are also able to tell which applicants have given misleading information

about their past, or are giving false information.

5. References

Some experts recommend providing specifics and asking job candidates for the names and contact information of former bosses, peers or subordinates as they may be more likely to provide unbiased reports of character and job performance.

ConclusionRecruit smart

Identify a strategic recruitment plan

Be proactive, not reactive

Follow through with your process and be timely

Hire Slow….Fire Fast

ConclusionKnow what you are looking for

Take the interview process seriously

Respond to candidates in a timely manner

Pay attention to red flags

Conclusion

Use references and background check as an aide during the selection process.

Plan out the new employees first week prior to the start date.

Be as organized as possible.

Refine and revise your process with each new hire

Questions?

Thank You!

Nicola Hawkinson DNP, RNFA, RNwww.Spine-Search.com

1.516.333.5050

better talent, better business: identifying red flags when hiring

Healthcare