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Hiring Practices

By: Bryan Durocher
Posted: March 4, 2010, from the March 2010 issue of
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If the candidate does seem like someone that might fill your open position nicely, invite her in for a brief, in-person interview. For this interview, impressions are imporant. Look for a well-groomed and fashionable image that fits with your practice’s culture. It is the burden of the candidate to impress the owner with her image, so take note if she appears to have put her best foot forward in regard to her appearance.

Also, notice non-verbal communication cues, such as good eye contact and open body language. Non-verbal cues make up 60% of communication and can say more that verbal cues. People that seem open and friendly are more likely to be adaptable, while those that seem closed off and defensive may raise a red flag.

Additionally, watch the person’s tone and outlook. Is she coming across as someone who is positive or negative? How was her working relationship with her last employer? Signals in demeanor and attitude during this interview are important, as they can portend the relationships and attitudes a candidate will possibly create if she is hired for the position.

If the candidate is not a fit, thank her for her time and move along, but if it seems like there is a future for her at your practice, continue the process by calling at least three of her professional references to find out about her experience, background and professional attitude in the workplace.

Next, bring the still-remaining candidates back in for a second interview. This time, choose an outside location, such as a coffee shop or restaurant. Look for consistency in her communication skills and the image she presents. Also, get down to brass tacks with your interview questions at this point. See Characteristic Questions to review list of interview questions that are based on candidates’ strengths and weaknesses. Make sure to focus on any potential issues you could see arising, as it would be better to find this out now, as opposed to after you hire a candidate. Discuss compensation, and, if appropriate, set up a technical interview. The candidate should give clear and direct responses to all your questions, helping you to make the best decision for your practice when hiring a new team member.