MiddletownJournal.com

New health center employers evaluate 7 traits of job applicants

“We wanted to be sure we had the right staff to go with the building.”

So with Benson-Landau as the workforce architect, the two defined the “traits we would be looking for” in the 168 initial staff positions being filled which received an average 15 applicants.

“On every position description, we have documented the minimum skill requirements to get an interview. Once we establish that with a candidate, we look for the next level — the behaviors,” Ringer said.

“It’s the relational pieces that make the difference,” Benson-Landau continued. “Just being clinical isn’t the only requirement. In a team setting, communications and related skills have to be an equal component. It’s important to have a balance of both.”

Every applicant seeking employment at the Centerville site — from entry-level recruits to seasoned professionals — is measured against the seven standards: composure, customer focus, peer relations, patience, compassion and time management. Ringer and Benson- Landau inserted a seventh and unique quality to the mix because the center is a startup organization. Job candidates are being quizzed on dealing with ambiguity.

As a brand-new operation, “we wanted people to be comfortable working in an environment where things were not going to be set in place, where everyone needs to be fast on his and her feet,” Ringer offered.

In interviews, candidates are asked specific questions targeting each trait and are expected to provide examples of where they’ve demonstrated the skill. For dealing with ambiguity, hiring managers inquire: “Tell me about a time when you’ve made a decision, then received more input and had to change your position.”

To assess composure and determine how candidates handle themselves, interviewers ask: “Give me an example of a situation where you became upset about something.” For customer focus, the candidates are asked: “Have you ever been in a circumstance where a customer has complained? How did you handle that situation?” Interviewers probe each answer to validate the behavior. “We don’t just stop at face value,” Benson-Landau advised. “We ask, ‘what was your rationale for that? What did you learn from that experience and how are you applying it today?’ We want to determine how well they are doing readjusting.” Ringer added: “We’re looking for service recovery, fixing the problem.”

Interviewers rate candidates on their answers to the bank of questions, and the person with the top score becomes the front-runner for the position. Managers, however, may still elect to further compare those on the short list and conduct additional reviews before reaching a final decision.

For Ringer and Benson- Landau, the mission has been to build a team of medical professionals whose performance emulates the striking attributes of the health center and conveys the same compelling statement. The seven keys they’re using to shape the workforce improve odds that employees hired will deliver the products and services customers warrant and expect.

Every applicant seeking employment is measured against the seven standards: composure, customer focus, peer relations, patience, compassion, time management and dealing with ambiguity.