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Don't settle when hiring technologists

Radiology Administrator's Compliance and Reimbursement Insider, October 1, 2007

Directors share their experience and advice

Demand for radiologic technologists and technicians will grow faster than the average demand for all occupations through the year 2014, according to the U.S. Department of Labor’s Occupational Outlook Handbook. However, the supply side of the staffing equation appears unable to satisfy that demand.

In such an atmosphere, it’s tempting to subscribe to the old adage that “any warm body will do.” But such hiring methods can eventually harm even a well-run radiology department, says Jay Mazurowski, CRA, FAHRA, director of radiology services for Concord (NH) Hospital.

“When I first came to this department, we had what I would call a ‘warm body’ approach to hiring. If a candidate had a pulse and could start right away, [we hired him or her]. This led to high turnover, low satisfaction, and many associated costs—financial and otherwise,” he says.

Approaches to candidate selection

Many department managers believe it’s best to post open positions internally before seeking external candidates from traditional avenues (e.g., newspaper advertisements and job boards), says Alicia Vasquez, administrator for Arcadia (CA) Radiology Medical Group.

“Once the qualifications are clearly defined, we look in-house to give existing technologists the opportunity to move to another modality if they have the capability to do so,” says Vasquez. If that is not an option, she broadens her search to radiology technologist schools in the area, and then to online and print advertisements.

Applicants at Advanced Medical Imaging Center in San Antonio often seek available positions through the center’s Web site, says Mary Lou Jew, RT(R)(M), director of outpatient imaging. After HR reviews an application, it goes on to the hiring manager.

Regardless of how the candidate’s resume comes to you, complete a thorough investigation of his or her experience, credentials, and personality in a straightforward, nondiscriminatory way.

Ask probing, multipart questions that force candidates to describe a past situation or challenge they faced, says Mazurowski, who takes a behavioral-based approach to interviewing potential employees.

“Behavioral-based interviewing is based on the premise that past performance or behavior is the best predictor of future performance,” he says. For example, he might ask a potential technologist to explain how and why he or she chose a particular action in response to a specific challenge that technologists frequently face. Mazurowski then inquires about the outcome of the applicant’s behavior and whether he or she would do it differently next time.

Such anecdotal information offers insights into how an employee might conform to your department’s compliance and organizational structures. It also offers you valuable information about how the candidate could fit with the rest of your radiology team. To ensure a good fit, candidates typically meet a cross-section of current department employees after an HR screening. Mazurowski then asks his staff members for feedback. “This is essential, in that existing staff get to weigh in on hiring decisions and also take responsibility for outcomes,” says Mazurowki. “It builds both trust and accountability.”

At Advanced Medical Imaging, hiring managers interview and check references, after which Jew completes any needed second interviews. Applicants must also pass a drug screening and background check, she adds.

The importance of patient care

Finding new staff members with the appropriate competencies and skill sets who also care about patients and coworkers is the ultimate goal, says Vasquez.

“You can pay anyone to work, but you can’t pay someone to care. That is the difference between a good employee and a great employee,” she says.

Jew once hired a former mentor as a technologist. As an instructor for 14 years, he came to Jew’s organization with certifications in MRI, CT, mammography, and quality management.

“He came to us with not only experience as an instructor but also as a technologist with the highest commitment to patient care and ethics. He has since worked his way to being a very successful manager who today leads his team by example,” she says.

Unfortunately, some employees do not work out well no matter how good they look on paper, says Jew.

Vasquez tries to avoid such circumstances with a test run. “We ask potential employees to come and spend a few hours with us,” she says. “They see very quickly [whether] they are a good fit for our organization.”

Sometimes the job is simply not what the candidate expected. Recently, an applicant interviewed for a full-time technologist position in a specific modality but ultimately turned down the job.

“The time and money invested was costly for us, because this person did not really understand what [he or she] wanted to do,” says Vasquez.

The organization cannot fit the person, Vazquez says, “the person has to fit us, or it will be a negative experience for all involved.”

Jew echoes that sentiment. Experience in patient care is as important as imaging experience and credentials, she says. She suggests technologists remember the reason they chose the healthcare field—patient care.

“If you only have 20 minutes to spend with a patient, make them the best 20 minutes you can possibly give [him or her],” says Jew.

 

Sample interview questions

The right inquiry makes all the difference

Ask the following questions when interviewing potential candidates.

Notice they are not hypothetical. Instead, they seek specific examples of previously demonstrated behavior as a means to determine future success.

Before you start asking questions, clearly outline the key attributes and skill sets necessary for both the specific position and your facility’s overall mission.

The words in brackets describe the skill set the inquiry should reveal.

1. Tell me about the last time you broke the rules to serve a customer in need. [flexibility, judgment]

2. How have you used humor to defuse a tense situation? [fun]

3. Give me an example of how you dealt with a difficult coworker. [adaptability, collaboration, conflict resolution]

4. Tell me about a time when you made a serious mistake with a customer or coworker. How did you reconcile it? [adaptability, flexibility, growth]

5. What do you love most about your current job? [dedication, priorities]

6. If you were not a radiology technologist, what other profession would you consider? [honesty, flexibility, potential]

7. Tell me about a time you thought you did excellent work but a doctor questioned it. [collaboration, teamwork, adaptability, communication]

8. Tell me about the last time you took on additional responsibilities when there was no guarantee for success? [ambition, collaboration, team work, adaptability]

9. What traits do you like in a supervisor? [adaptability, collaboration, willingness to learn]

10. Tell me about a situation in which you were asked to complete a menial task? [time management, deference, teamwork] n

Source

These questions are adapted from HCPro, Inc.’s Radiology Manager’s Handbook: Tools and Best Practices for Business Success. For more information, visit www.hcmarketplace.com or call customer service at 800/650-6787.

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