Oops, I Did It Again

In the veterinary profession, we can all relate to the repercussions of losing a team member, whether the loss is initiated by the team member or the employer.

The practice team may experience various stages of grief as well as repercussions of being short-handed. The loss typically results in searching for a new team member through the assistance of an established hiring protocol. The hiring process can be very overwhelming, especially when the practice doesn’t really have a standardized hiring protocol in place.

There is a place for gut feel when making hiring decisions, but it is critical to do the necessary due diligence and avoid shortcuts when looking for the right team member. When shortcuts are repeatedly taken and the focus remains on filling the openings in the schedule, problems develop and the chance of healthy, long-term employment relationships diminish.

I visited with a practice manager who has planned on developing a standardized hiring process for quite a while, but just hasn’t made it happen yet. She is aware of the steps to take and acknowledges that it’s time to implement a more standardized hiring process.

Practice Manager: “I know better, but we were short-handed and this applicant came in and just seemed so nice. I did see a few red flags, but we all have problems at some point in our lives. I felt that she was now in a better place.”

Question: “Did you at least contact her previous employers?”

Practice Manager: “No, because she was honest with me and said I wouldn’t get a good reference, so I decided to go with my gut…I know, I know, I did it again, but this will be the last time I make my decision based on gut and luck.”

Question: “Well, what happened?”

Practice Manager: “It was a nightmare; the red flags I saw in the beginning became a reality. To make a long story short, she went to lunch one day and never came back, which actually was the best thing possible.”

Filling that hole in the schedule is often a main focus when hiring new team members and many of us have experienced hiring in the name of desperation. When a new team member is hired without the assistance of an effective hiring protocol, employment problems seem to escalate.

The Hiring Process
One of the first steps in establishing a hiring protocol is to clearly identify what your employment needs are. Do you know what you want from your team members? What sort of attitude are you looking for? Do you have job descriptions, skills, qualities, educational, and experiential requirements ready and written? You will need these available during the interviews and ensure they are communicated to the applicants.

Steps in the Selection Process
The hiring timeframe for top candidates is about seven to ten days and they most likely have other employment opportunities so you want to be thorough and efficient. Having steps in place will allow the practice to make apples-to-apples hiring decisions. Here are a few steps to consider for your hiring protocol:

1. Review resumes and evaluate for key qualities, experience, and skills.

2. Telephone Screening: use this to capture information about them in order for you to keep them in the candidate pool or weed them out.

3. Schedule interview(s)
Interview A: The Phone Interview: Use a standard format for each candidate. What is the overall impression? This will help identify if they meet the attitude, qualities and skills required for the position and to go on to the next step.

Interview B: In-Person: This interview puts a human behind the voice. You will see more of their personality and qualities. Evaluate who you would like to come back for a working interview.

Interview C: The Working Interview: The candidate should spend time in each area of the practice. Team members should be an active part of the process and provide feedback. Review next steps and timeframe for the decision.

Evaluate the Candidates: Immediately review and assess all feedback and observations to identify your top candidate(s).

4. Reference and background checks
According to the Society of Human Resource Management, 40%-70% of job seekers enhance their work history (SHRM). Any information we can obtain to gain insight into our possible new team member, the better.

5. Make the offer
Once your choice candidate has successfully passed the reference checks and background screening, you will now make the official offer.

6. Send regret letters
Once your top candidate has accepted the position, send all candidates notification. This process is good for a few reasons: 1) The practice will no longer have to field the calls, 2) It allows the applicant to move on, and 3) if they were a top candidate, you may want to keep the door open.

Hiring Right
Team members are critical in helping the practice achieve its goals and mission. Management has a very challenging role in helping find employees that match the practice culture and philosophy. The hiring process should be intentional and not accidental or based solely on gut-feeling. Here’s to saying goodbye to an “Oops, I Did It Again” hiring process.

Your Thoughts
Do you have an effective hiring process in place?
Have you ever experienced the repercussions of a poor hiring process?

References
Society of Human Resource Management, Employment and Staffing: Truth About Lies, 2004, www.shrm.org