CRA Expertise in HR: Part 3


Brenda RinehartBy Brenda Rinehart, MBA, CRA, FAHRA

Part 1 was published in the October issue of Link.

Part 2 was published in the November issue of Link.

December 2013—Once the screening and interviewing process is nearing an end, there is still one important factor is take into account when hiring a new employee: job fit. Job fit is the single most important factor in determining the long term success of any individual.  Fit is determined by both the interviewing team and the applicant.  There are several questions that can be asked by the interviewee or the interviewer to determine the fit of the applicant.  These questions revolve around organizational culture, leadership expectations, the leadership style of the applicant’s direct supervisor, and the behavioral style of the individual.

An example of an interview question for determining fit for organizational culture could be: “You have had the opportunity to meet several of our team members and to discuss the culture of our organization; what would you say makes up the essence of our culture based on your experiences here today?”  This question will allow the hiring manager to ascertain if the interviewee has an understanding of the culture and has determined if the culture of the organization meets his or her expectations.

In the realm of leadership style, the following example may apply:  The direct supervisor for this position tends to be very direct in her conversations with team members, which some team members appreciate and some do not.  An interview question for the applicant might be:  “In your experience, do you prefer a very direct approach to communication or a less direct and friendlier approach?”  This question would allow the hiring manager to determine if the interviewee will struggle with the leadership style of the direct supervisor.

Lastly, behavioral style contributes largely to whether the interviewee will meet the expectations of the position.  For example, people that demonstrate high levels of conscientiousness are detail and rule oriented.  If, for instance, the hiring manager needs a third shift CT technologist that will be working alone, an individual with high conscientiousness and rule orientation would be a good fit.  There are several ways to ascertain this information from the applicant.  The completeness and detail of the application, GPA, and the absence of errors in responses are some of the many clues to determining this behavioral trait.  An example of an interview question to determine this behavioral trait could be:  “You are up against a critical deadline that must be met.  You can either turn the work in that you have completed with all of the checks and balances in place and ask for an extension of one day, or meet the deadline by completing the remainder of the task quickly and without checks before you go home; which would you choose?”

Conversely, if the hiring manager is looking for a patient greeter, different behavioral traits would be important.  People that succeed in customer service roles possess high levels of influence and enjoy people.  These behavioral traits cold be determined by asking the following interview question:  “The organization has an employee party ever year.  During the party, where would I find you: talking with a group of people that you wanted to get to know better, talking with your team members, or munching on snacks while you listen to the group nearby?”   Knowledge of behavioral styles and their impact on job fit can be obtained through sessions like DISC and other similar tools and personality assessment instruments.

Conclusion

Some organizations provide interview training through their HR department.  AHRA provides resources through journal articles, the “Human Resource Management in Radiology” textbook, and seminars both nationally and locally, as well as online resources, forms, and tools. As administrators we understand the importance of hiring the best person for the position, and the downstream effect to our teams, budgets, and resources when we fail.  Information and application are growing at astronomical rates and it is incumbent upon each of us to learn in order to remain relevant. Earning the CRA credential is one way that imaging leaders can demonstrate their expertise and commitment to constantly learning and growing in human resources management, as well as four other key areas of imaging management (fiscal, communications/information, operations, and asset resource management).


Brenda Rinehart, MBA, CRA, FAHRA is the regional director of imaging at Confluence Health System in Wenatchee, WA. She can be reached at brenda.rinehart@cwhs.com

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