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To proceed
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Company Logo
Much of what we achieve is due to employees
who accept challenges and have a strong
personal commitment to serve our community
and region.
We celebrate TEAMWORK, CARING, and
DEDICATION TO QUALITY.
—Dr. Mark Darrow
Mark D. Darrow, MD, FACP
President/CEO
One of the Strategic Plan’s HR Initiatives, led by HR
Director and implemented by HRAdmin, was to
•standardize the hiring procedure,
•implement HR tools and tactics,
•and train managers on how to use those
tools and tactics.
This tool came out of that HR initiative.
It is designed to help you hire the best talent for
COMPANY.
Job Applicants
Phone
Interview
In-Person
Interview Correspondence

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Someone is leaving, or your department needs a person in a new role.
How do you begin the hiring process?
It is highly advisable that you form a selection committee.This committee can
• contribute insights into reshaping the job description to fit the
current needs of your department.
• identify the most important job competencies or qualities.
• eliminate the potential of one persongetting overwhelmed
by the hiring process.
• share valuable feedback about candidate
responses in in-person interviews.
• make finding a good match for the job aneasy
and rewarding experience.
• build ownership, buy-in, solidarity, and commitment
within your department and COMPANY as a whole.
The committee ideally consists of four or five persons from diverse positions,
at least one of which is also from a different department.
1. Define (or review) the job according to your department’s needs.
Consider COMPANY’s current needs and long-term objectives.
• What challenges is your department facing?
• How could a personin this position play a key role inmeeting
those challenges?
• What will success in this position look like? What behavioral
qualities (such as adaptability and problem-solving) are
essential to this position?
• What results do youexpect from the person filling this position?
What are the deliverables? What are the objectives?
• How will you measure the outcomes of this person’s work activity?
2. Create a Job Description. If there is a job description for the position
already, review and modify it withthese questions in mind. If not,
create a job description based on this template: Job Description
This job description acts like a snapshot of the job, providing a picture
of the results the person will be achieving and what skills and
experience that person will need to achieve those results.
When filling inPrimary Job Duties, frame the wording in this way:
GENERATES REVENUE
by
recording billing information of services rendered; completing
insurance forms; responding to insurance and other third-party
inquiries.
If the positiondoes not readily suggest the results that need to be
gotten from it, re-examine the necessity of the position itself to
COMPANY’s ongoing success.
The RESULT is in bold
face, all caps, to stress
its importance.
Connects the
RESULT to howit is
accomplished.
HOW the person
will achieve the
result.
3. Complete the Employment Requisition. This form notifies
Administrationand HumanResources that additional staffing or a
replacement is needed inyour department. It also answers questions
that determine what steps need to be taken to fill this position.
4. Attach pertinent documentation . This may be any of the following:
• Letter of agreement specifying the terms of funding and
responsible supervisors over all shared positions.
• Purchase Requisition and ad copy for advertising the job
opening
• Application for professional liability insurance
• Recruitment budget
5. Submit to HR:
• Employment Requisition
• Job Description
• Any pertinent supplemental documentation
Have a question?
Call or email HR.
Learn about the Interview Builder
At this point, you may find it helpful to use the
Interview Builder, a tool built to help you through
the hiring process. However, if you do not want to
use the Interview Builder, this presentation provides
links to conduct the hiring process manually.

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1. Collect the resumes that HR will forward to you as they come in.
2. Refer back to the job description and the list ofqualitiesthat are
necessary for the person in this positionto have.
3. Sort through the resumes, matching skills and experience with the job
requirements and necessary qualities until youhave eight to ten strong
candidates for the position. For now, set aside those that were not
chosen.
Write in the pertinent
information.
2. Print out and fill in a copy of the Phone Interview for each selected applicant.
Write in the pertinent
information.
These questions are guidelines for you. Reviewthem
beforehand and modify themto match your needs.
It is a good idea to make
a preliminary call to
schedule the interview.
Then give the applicant
COMPANY’s web site URL
(www.COMPANY.net) and
time for themto conduct
research. An applicant‘s
preparation can indicate
the amount of genuine
interestin the position.
3. Conduct thephone interviews. Write your comments in the space provided on
the interview form. You can rate the applicants’ answers using the chart on the
right.
1. Select approximately 4 or5 applicants to invite for in-person interviews. This
is a good time to create file folders for each candidate in which to keep
resumes, reference letters, interview notes, and correspondence.
2. Print out an In-person Interview Scheduler for each of the selected 4 or 5
applicants. Coordinate interview times withyour SelectionCommittee and make
sure to reserve a location for the interview. Allow enough time to create and
distribute the interview to the SelectionCommittee, along with the candidate’s
resume.
Again, this script is a guide for you to personalize.
Start with a date and a
time range agreed upon
by your Selection
Committee and negotiate
the schedule from there.
3. Create the interview. Withthe Selection Committee, choose five to eight
questions from the List of all questions grouped by quality inthe behavior-
based interviewing schema. Meet with the Selection Committee to choose these
and perhaps also to compose two job-specific questions. Copy and paste the
chosen questions into the In-Person Interview Word document. The interview
questions need to be the same for each candidate.
Total number of questions
under the quality.
Select by holding down
the left mouse button and
dragging. Then copy and
paste.
The process described above is the
manual way to create an interview. In
the Interview Builder, you need only
point and click to choose the questions.)

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4. Distribute the interview to the SelectionCommittee, along with copies of the
resume. Decide who will ask which question.
Interviewcreated manually Interviewcreated using The InterviewBuilder
5. Review these guidelines on topics that are NOT permitted in a job interview
• Concerning their sexor gender. Avoidanylanguageor
behavior thatmay befound inappropriatebythe
candidate. It's his/herstandardofconductthatmustbe
met.
• Concerning pregnancyormedical history. Attendance
recordsata previous employermaybe discussed in
mostsituations as longas you don'trefer to illnessor
disability.
• Concerning the candidate'sfamilyor marital statusor
childcare arrangements (itis permissibleto ifthe
candidate will be able towork the requiredhours for
the job).
• Concerning the candidate'smembershipin a non-
professional organization orclub thatis notrelated to
the job.
• Concerning physical ormental disabilities(asking
whether the candidatecan performthe essential job
duties is permitted). The ADA allowsyou to ask the
applicantto describe or demonstrate howtheywould
performan essential function(s)when certain specific
conditions aremet. Check thelaworconsultwith an
attorney beforemovingforward.
• Concerning the age of the candidate. Becareful using
the words overqualified with oldercandidates.
• Abouttheir arrestrecord(this is differentfrom
convictions - in moststates, itis permissible to ask if the
candidate has everbeen convicted of a crime).
• Aboutrace orethnicity.
• Concerning the candidate'scitizenship of the U.S. prior
to hiring (Itis permissibleto ask "Will you beableto
provide proof of eligibility to work in the U.S. if
hired?")
• Concerning the candidate'sancestry, birthplace, or
native language (itis permissibleto ask abouttheir
ability to speak English ora foreign languageif
required forthe job).
• Aboutreligion or religiouscustoms or holidays.
• Concerning the candidate'sheightand weightif itdoes
notaffecttheir ability to performthejob.
• Concerning the names andaddresses of relatives(only
those relativesemployed by the organization are
permitted).
• Aboutwhether or notthe candidateownsorrents
his/her home and who lives with them. (Asking fortheir
addressforfuturecontactis acceptable.)
• Concerning the candidate'scredithistoryorfinancial
situation. In some cases, credithistorymaybe
considered job-related, butproceedwith extreme
caution.
• Concerning education ortrainingthatis notrequiredto
performthe job.
Do notask about:
Race
Color
Sex
Religion
National origin
Birthplace
Age
Disability
Marital/
family status
6. Conduct theinterview.
Behavior-based interview questions
are designed to prompt the
interviewee to tell a story that
illustrates a competency. Listen for
the event, the action(s) taken, and
the results achieved, and make
notes accordingly.
Afterward, compare notes among
the SelectionCommittee and find a
consensus on how well the
candidate performed during the
interview and whether he or she is
still under consideration.
7. Choose the best
candidate.
After you have
conducted the rest of
the interviews for this
position, gain
consensus among the
SelectionCommittee
about the best match
among the candidates
for the position.

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HIRING CHECKLIST FOR THE MANAGER/DIRECTOR
1. Forward resume to HR Director once candidate is selected to
determine rate of pay to offer.
2. Offer Position and notify HR of interviewee’s decision.
3. Once position is filled, thankother interviewees and notify them
that the position has been filled.
4. Notify Claudette Cohen to begin new hire screening and intake.
5. Return to HR all resumes received for the position.
6. Contact IS department to initiate proper computer and phone set-
up.
7. Contact Office Staff regarding building access.
HIRING CHECKLIST FOR THE MANAGER/DIRECTOR (continued)
8. Once the intake has beenconducted, you will receive a New Hire
Checklist from HR.
9. Via email, send announcement welcoming new employee
(xyz@COMPANY.net).
10. Tour workplace and introduce new employee to department
(personnel, office equipment, etc.)
11. Acquaint new employee with time clock.
12. Explain procedures for leave, overtime, work hours, breaks, mealtimes
and other rules within the department (refer to Policy and Procedure
Manual).
13. Explain performance expectations/goals.
14. Review job description, discussing the duties and responsibilities.
Have new employee sign a job descriptionwhich will acknowledge
receipt and forward to HR, along with the completed New Hire
Checklist signed by you and the new employee.
Contact us here at Human Resources:
Payroll & Benefits Administrator
Extension 621
A.b.@COMPANY.net
HR Administrator
Extension 624
C.d@COMPANY.net
HR Technical Support
Extension 218
Claudette.Cohen@COMPANY.net
Useful Links:
Policy & Procedure Manual
Yearly Calendar with Pay Daysand Holidays
COMPANY Intranet – Human ResourcesPage
HIPAA Presentation
Compliance ConceptsHotline
CommunicationsEtiquette
Human Resources Forms
COMPANY Glossary
Phone Guide
Staff Directory
Map showing COMPANY
To schedule phone interviewswith selected applicants, bring up the Interview
Builder again.
Click here to open the
Phone Interview.
In the main menu click
OR
In this screen, click

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Bring up the Interview Builder. Click
or