Wednesday, May 27, 2015
Friday, May 1, 2015
During the typical interviewing process, most companies focus on identifying red flags and weeding out candidates who are not ideal. While this is a necessary practice, employers should also give consideration to the red flags their team members could be waving, and how this may be deterring future hires. As the executive, managerial and professional labor market has become overwhelmingly candidate-driven in the last few years, more employers are realizing they must overhaul their interviewing procedures, to attract top performers who frequently have several job offers at their disposal.
The main goal of an interview is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting, including how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about cultural fit, intangible insight and the overall impression left by the candidate.
In light of the fact that employers must now attract and recruit in a candidate-driven market, they should be thinking about the lasting impression they are leaving with prospective hires. “Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants,” says Suzanne Rice, director, U.S. franchise development.
Rice suggests the following for companies that are looking to revamp their interviewing process:
Provide direct responses about the role and the company. Candidates will see through vague or evasive responses. If the position has experienced frequent turnover or ongoing challenges, be honest about the issues and discuss how the role has been restructured. This is an opportunity to show that thought has been given to the position and its overall purpose in the company strategy, rather than just trying to backfill the role.
Demonstrate an enjoyable working environment. Candidates are looking at everything from their potential workspace, dress code and how team members interact with each other to work from home policies, office amenities and perks. Avoid any negative discussion of past or current employees, and don’t be dismissive of subordinates who may be briefly introduced to candidates. Use every opportunity to show a fun workplace, engaged employees and why you like working for the organization.
Maintain consistency. No matter what team members are tasked with interviewing, everyone should be on the same page about the responsibilities that will be assumed in the role. If the candidate receives conflicting information about the position, they have no choice but to assume this confusion will continue if they take the job.
Promote opportunities for advancement. Most candidates look at how a new role will provide them with new growth opportunities. Employers want someone who will remain in the position for a significant length of time, but it’s important not to forget to discuss any training or upward mobility programs, providing viable examples of how employees can advance within the company. Future employees want to feel their new employer is invested in their professional development.
Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive impression. “Not every candidate will be right for the company, but their ability to talk about their interview experience in the marketplace and potentially disseminate info that presents the brand in a good light, is invaluable. The ‘interview’ should be approached not only as a way to qualify potential new hires, but also leveraged as a marketing opportunity to communicate why the organization is a great place to work.”
Thursday, April 30, 2015
Our friends over at Dr. Bicuspid (http://www.drbicuspid.com) featured a great article from ETS Dental this week titled "Perfect match: Choose the right associate for your practice"
In the article, Vice President and Senior Dental Recruiter Morgan Pace breaks down a great systematic approach for analyzing associate candidates on a variety of levels, including clinical skills, production capability, goal alignment, clinical philosophy, and personality.
Click the link below to read the full article on their site!
Monday, April 20, 2015
As a dental recruiting firm, we know all too well what it’s like to read through giant stacks of resumes and CV’s. If you don’t know what you’re looking for, filtering out the best candidates can quickly turn into a very daunting and frustrating task. Over the years we’ve come to recognize several key areas to pay attention to that will most often indicate very quickly whether a candidate is a good fit for your practice. So what should a doctor or manager look for on a candidate’s resume/CV?
Here are some items on a candidate’s resume/CV to pay particular attention to:
Education (school and graduation date)
– Knowing when and where a candidate received their degree is the first indicator of whether or not he or she is a good fit for your practice. How
long ago did the candidate graduate? Did he or she graduate with honors? If a practice is looking to bring in a new grad as their next associate,
this is the first place to look.
Notable CE/GPR/AEGD Programs
– Continuing education courses can have a positive impact on a candidate’s ability to treat patients, grow the practice, and meet state licensure
requirements. Making sure a candidate is licensed to work in your state before scheduling an interview can help avoid many unforeseen
issues and prevent wasting time on unqualified candidates.
– It’s likely that almost every candidate will put an objective statement on his or her resume claiming to be great with patients and staff,
exceptionally team oriented, very willing to learn, and so on. But what can the candidate do to better the practice’s bottom line? Good chairside
manner is essential, but a friendly candidate with a terrible production average isn’t going to help grow your practice. Let the numbers do the
talking on the candidate’s resume. You’ll have a chance to observe the candidate’s personality during the interview. For now, focus on the numbers
in front of you and the value he or she can add to your practice.
Special Skills and Training
- What special skills does the candidate have? Can he or she do molar endo, implants, or surgical extractions? Hiring a candidate with additional
skills means keeping more cases in-house, which directly affects your practice’s bottom line.
– Take a look at the references listed on the candidate’s resume/CV. If you’re in a smaller dental community, chances are you might already know
the candidate or at least one of the references listed. If everything else on a candidate’s resume checks out, go ahead and reach out to their
references. Sometimes doing so can provide incredibly valuable insight into a candidate’s character, professionalism, skillset, and personality
before they ever sit down for an interview.
We are seeing more clients opting for online interviews due to the following benefits:
You are able to view the candidate and gauge their professional appearance and body language
Allows you to see the interviewee in their own surroundings
Reduces travel costs associated with bringing candidates in for interviews
Be familiar with the technology you are using
—Download the program ahead of time, and do a test run with a friend. Skype is one of the more common software programs being used, but as with any
technology, it’ll be much better to work out the technical kinks on the front end before starting the interview.
Make sure that you and the interviewee are able to connect
—Make sure you have one another’s screen name or log in information needed prior to the appointment.
Make sure you look into the camera
—If you are looking at the screen, you are not making direct eye contact with the person to whom you are communicating. This can be just as
damaging for a video interview as it would be if you were sitting across a table from someone.
Be mindful of your background and lighting
—Put yourself in an area with little to no background noise, and be mindful of potential interruptions. Also be aware of what the person will see
behind you. It is best to avoid stark white walls and busy backgrounds. Test the lighting in the area where you will interview ahead of time to
make sure it is flattering.
Adjust the camera ahead of time
—You want the camera to show your head, shoulders, and hands. You need to be able to communicate fully, so this includes being able to transmit and
receive nonverbal cues.
Dress for success
—Dress for a video interview the same way you would if you were meeting the person at the office. Dark colors with a touch of color are the safest
and look best on camera.
Have a script
—Having notes in front of you can prevent awkward silences and keep the conversation on track.