Tools for a Succossful Intopviow

BY CRYSTAL LINDAMAN
Abstract: Using a group interview tool encourages objective data. Guidelines make certain that the legal process is
being Jbllowed. Tools for a successful intert>iew process are provided. [Nurs Manage 1997:28(4): 32B, 321)]

ONE RESPONSIBILITY no longer than 45 to 60 minutes. the cover sheet. A sample cover letter
being delegated to staff Open-ended questions were used to is shown in Exliibit I. Exliibit II (page
is employee seleetion. encounige the applicant to give spe- 32D) shows the st;ilT n.*gistenfd nurse
Involving staff in the in- cific examples from past worit expe- interview rating form. Using a group in-
terview pnjcess can ai- rience. An initial draft of the com- terview tool encourages objective ilata
fcct the success or fail- pleted interviewing tool was shared and guides nurses througli successful
ure of new employ- with the staff nurses to solicit further employee selections. '^
ees.' Group or panel input. We then incorporated the sug-
interviews predict tx't- gested changes. The Human Re- References
1 MiiLs, I and M Oic. "Auiunomous Staff St-
ter job success than an interview con- sources Department reviewed the po-
lcctiDd Teams." Joumai <if Xursiii}- .Uliiiiii-
ducted by only one individual.- Un- tential interviewing tool for accuracy istraiion. IW2, 22;12:'i:'-<>3.
skilled staff members may let subjec- and suggestions. No further revisions 2. Taylor. C "How to Make the Riglit CIKMCC:
tive, rather than objective, data affect were required. A New Model for ihi- St-k-ctioii Intcnicw,"
their hiring evaluations.^ In addition, Journal of Advanced Nursing. 1995,
Tlie staff attended a staff develop- 18:2:312-320; and Warmkc, t>. and D. Wes-
tlif interviewer ean place the health ment pnigram to leam how t(j use the ton, "Emptoymcni InUTviews, Techniques,
care institution at risk by asking dis- t(X)! and were given an opportunity to Panels. Adi'antapi-s. Rcconinien da lions," /Vr-
criminatory questions. In turn, the use the new interview ttHil thnuigli n)le sorineijotirniti. iW2. ~l:l2(t-l26
knovflctlgcablc staff interviewer is more play. A cover sheet outlined the partic- 3. Kinick. A., i'. Horn, C. Lockwood and R. ("•dt-
likely to select applicants who have a ular nuances related to the interview-
feiii. "InierviewiT Hrediiiions of .-Vppiitani
QualilkiUions and Inlerviewer Validitv: Aj;-
good fit with the organization. In a ing process. Pertinent eqtial employ- yrcgiitf and Individual Analysis." Jouniiii of
structured interview, specific goals ment opportunity' items are listed on Applied i'syrhoio}')'. 1990. "SiS-r^.-iw,
and questions are
identified before con- EXHIBIT I —pregnancy or plans for pregnancy
ducting the interview Before the interview -children or babysitting arrangements-although you
• When setting up the interview time, be sure to tell the can ask if there are problems with getting to work
and the applicant is applicant that it will be a group interview consisting of (extra shifts, call-backs, punctuality, attendance, mili-
encouraged to do the nurse manager and staff nurses. tary record)
most of the talking. • Behavioral-based questions are usually better for pre- —arrest record, although you can ask if the person has
dicting an applicant's suitability for employment as past ever been convicted of a crime
behaviors predict future behaviors. -membership in organizations other than work-related
Building an • Aiways ask open-ended questions, not questions that ones
interview tooi can be answered yes or no. The point of the interview —religious affiliation
On a telemetry unit, a is to get applicants to talk about themselves so tiiat —personal finances
you can make the best selection. —handicaps unrelated to demands of the job
group of interested
• If you are interviewing a new graduate or a person —history of mental illness.
nurses met to deter- who has no previous experience, reframe the ques- After the interview
mine what character- tions that refer to previous employment situations. Use • Thank ttiem for their time and let them know when
istics the>' considered examples from school or life situations. They also can they can expea to hear back.
tt) be important when be reframed to be in the hypothetical sense, although • Complete anything that you have left blank on the in
this is not as good an indicator as past behavior when
selecting potential em- teiview form.
making employment selections. • The human resource department can write for refer
ployees. We wanted
During the interview ences from previous employers.
the interview tool to • Set the person at ease. You can begin with a little Remember, in essence you are acting as the public
be contained on one small talk. relations department for your hospital; be sure to leave
sheet of paper and • Things that you cannot ask about: applicants with a good feeling about your organization,
the entire interview- -age, nationality, marital status even if they are not selected.
—spouse's occupation, or where spouse is employed
ing process to take
(continueii on p. 32D.)
CRYSTAL LINDAMAN, MSN, RN, is the Utilization Management Coordinator at the Veterans Administration Medical Center in Iowa City,
Iowa. The author wishes to acknowledge Bunny Morrison, MSN, RN, and the fifth-floor nurses at Mercy Hospital.

32B CRITICAL CARE EDITION

 EXHIBIT II
STAFF RN INTERVIEW RATING FORM
5TH FLOOR TELEMETRY UNIT 5. Behavior skills: See below.
Applicant name: 6. If part-time, would you be available to work additional shifts if
Date of interview: . needed? Elaborate:
1. Introduce interview team
2. Description of unit:
a patient type
• average daily census 7. Other:
• daily routine • Description of orientation
• average assignment • Management style
• primary physicians 8. Tour of the unit
a nursing delivery system Close the interview.
a current work schedule available
Hiring recommendation:
3. Applicant's experience:
LJ Hue
LJ briefly review his or her r^sum^ and clarify any information, skills
or qualifications • No hire:
Explain
• discuss nursing delivery systems he or she has worked with, can
explore any preferences in this area.
4. Preferred experience:
• Pending:
LJ cardiac and telemetry experience
Q knowledge and administration of cardiac drugs Explain
• ACLS certification
G coronary care classes
• arterial line management Inten/iewer:

BEHAVIORAL SKILL5-RN

c, — 01 C— 01
o: I/I

2= £
Qualities desired Comments
i.Team player:
a. Describe how you contributed to a team
work environment in your previous position.
2. Effective communication:
a. Describe a situation m which you had to
confront a coworker.
b.Describe a situation in which a patient/family
member was upset and how you intervened,
c. Tell us about how you incorporate patient
education into your practice.
3. Assertiveness with physicians:
a. Descnbe a situation with a physician who
tested your assertiveness skills and how it
was resolved.
4. Ability to respond to emergencies:
a. Describe a situation of an emergent nature
and your role in it. In retrospect, would you
change anything about how you handled it?
5. Appropriate time management:
a. What strategies have you used to manage
time effectively and set priorities in your work?
Be specific.
6. Problem-solving skills:
a. Describe a situation that tested your problem-
solving skills and how it was resolved.
7. Professional involvement:
a. Describe contributions to your previous position,
I.e., committee work, quality improvement,
critical path development, program develop-
ment, initiate unit standards of care.
b.Tell us about your professional goals.
Totals Grand total:

Nursing Management / Vol. 2H No. 4