Recruitment is costly in both time and money, so getting it right is important, especially for those who no longer have the benefit of using the 90-day trial period.
Where to start?
The recruitment process is one that you should never take shortcuts with. Before you start, think about your practice and determine the role requirements:
- Look at the position description, does it still fit the required role? Defining the role will allow you to think about the services that your practice might want to provide or give you the opportunity to review your models of care e.g. are you looking to introduce a new service model or services.
- Assess the hours of work required to carry out the role.
- Refine the key attributes that you are looking for in your new employee and the skills they need.
Advertising and interviewing
When you write the advertisement for the role create interest and desire to find out more by identifying the unique selling points of your practice. Be realistic about the role – being too specific may limit the number of applicants while being vague may see you inundated with too many unsuitable applicants.
When you are ready to interview, always use an employment application form which records the applicant’s entitlement to work in New Zealand, any potential conflicts, past professional disciplinary proceedings, and authority to undertake checks including contacting referees. The form should also end with a signed declaration to the accuracy of the responses.
During the interview ask a variety of open-ended questions including scenarios that are relevant to the role. If you don’t get the response you are expecting, keep asking more questions until you feel you have the information you need. If you have not already done so the applicant should be provided with copy of the position description, and if required a skill assessment form that will enable them to rate their experience and skills against the tasks that they will be expected to complete. Both these documents will be useful should there be any performance issues or areas that can be identified as requiring extra training.
Always undertake referee checks and always speak with previous employers. It might be wise to use the business phone line rather than a direct dial phone as it has been known for applicants to use a friend’s direct dial number, with the prospective employer tricked into thinking they were talking to a previous employer. If you have any doubts, ask more questions and the most telling answer can be the one you get if you ask, “Would you employ this person again?”
If you don’t think you have found the right employee – advertise again, it can seem a long process, but you want to employ the right person not just the best at a point in time.
“Recruit for attitude, train for skills” – attitude is developed during a persons’ lifetime and can be very difficult to change but most people can learn new systems and tasks necessary to fulfil a role.
Once you have found the right person, use our HealthyPractice templates and make sure the letter of offer and agreement are signed before they start work.
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