A hiring note for managers
How do you build a balanced team with many strengths? Let's examine ways you can simplify your search.
When you post a job, resumes may flood into your practice. It's an enormous waste of time and money to interview all applicants. So how do you decide which candidates deserve an interview?
Regardless of the number of applications you receive, screen candidates at each level of the interview process. When you review resumes and applications, look for past job longevity, proper grammar, and the applicant's prior work experiences. If the practice is looking for loyal and dedicated employees and an applicant's previous work history shows repeated job-jumping, there's no sense interviewing, hiring, and training this person—even if she offers a great first impression.
In the first interview, narrow the candidates to those with the potential to do the job. The second interview helps you decide who would be a good fit. When you've settled on two or three final candidates, ask them to spend time at the practice. This helps you see how each one interacts with clients, patients, and the rest of the team.
When you make the final decision, don't necessarily hire the person the team likes best. While it's important for personality types to gel, you must choose the applicant who contributes the most. You're striving for a team that's a tasteful blend of several behavior styles. So don't focus on finding the employee who perfectly matches your current team. Look for the person who'll bring different strengths and help create the team you want.
