NAHCR Directions 2014 Summer

DIRECTIONS National Association for Health Care Recruitment

Volume 38 Number 2

Summer 2014

PR E SID E NTI A L PE RS PEC TIV E S Terry Bennett, RN, MS, CHCR My term as President of NAHCR is coming to a close. It has been an honor and a privilege to serve the association and work with a dedicated team of NAHCR Board and staff members. Thank you for giving me this opportunity. I have learned so much about leading a complex association and enjoyed the experience even more than I expected.

We’re gearing up for our IMAGE Conference which will be held from July 21-25th in Orlando, Fla. at the Hyatt Regency Grand Cypress. The Hyatt is a great property with a wide variety of amenities for all ages and outstanding service from the staff. Check out the many photos on NAHCR’s Facebook page to get a preview.

Presidential Perspectives . . . . . . . . . . . . . . . . . 1 Presidential Perspectives . . . . . . . . . . . . . . . . . 1 Board of Directors. . . . . . . . . . . . . . . . . . . . . 3 Board of Directors. . . . . . . . . . . . . . . . . . . . . . . 3 NAHCR Transitions to a Save Management the Date for IMAGE 2014. . . . . . . . . . . . .

3 New Company . . . . . . . . . . . . . 4 NAHCR Board of Directors Update. . . . . . . . 5 Video Interviewing: A Real Plus!. . . . . . . . . . . . 4 Letter from the Past President. . . . . . . . . . . . 5 National Health Care Recruiters Day Bringing Science & Technology to

The Education Committee and the association staff have worked diligently to plan an outstanding line up of speakers. There is plenty of time to network with colleagues and learn from the experts. Some of the hot topics include: “recruiting diverse talent,” “creative ways to give people what they are starving for,” “high performing work teams,” and “making every hire count.” I hope you have already registered and will encourage others to join us. It will be a great event and we will learn so much. See you there!

Hospital HR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Thank You! 5

This issue of Directions brings you a wide variety of informational articles on behavioral based interviewing and video interviewing technology, along with your colleagues’ favorite interview questions.

The Communications Committee has, again, brought you informative and timely articles.

A Graduate Student’s Perspective..............13 Chapter News. . . . . . . . . . . . . . . . . . . . . . . . . 10 Award Recipients.........................................14

As a recruiter in health care, I have always believed we serve our organizations by selecting and hiring the best employees who, in turn, provide the best care to our patients. In our roles, our skills as interviewers are at the core of our practice. It is through the interview process we are best able to determine a candidate’s abilities and assess whether they are the best candidate for the position. Being a skilled interviewer enhances our partnership with the manager, ensures our organizational due diligence and allows us to advocate for our patients. The articles in the issue can help us expand our skills and up our value to the organization. continued on page 3

RNs at Risk. . . . . . . . . . . . . . . . . . . . . . . . . . 7 Are Your Managers Great Interviewers?. . . . . . 6 Congratulations to 2011 CHCRs....................9 The 2011 Healthcare Initiatives Sourcing/a Recruiter’s HR Natural Spring. . . . . . . . 8 Survey...10 Recruiters’ Image 2011Toolbox. . . . . . . . . . . . . . . . . . . . . .

Conference Recap..................12 9

Committee Corner. . . . . . . . . . . . . . . . . . . . . .

NAHCR Regional Updates.........................1611 • Northeastern Regional Update...............16 Legal Update. . . . . . . . . . . . . . . . . . . . . . . . . . 12 • Southern Regional Update.....................18 Focus Spotlight. . . . . . . . . . . . . . . . .

•Member Western Regional Update......................19 13 • North Central Regional Update............20 2014 Career Fairs and Job Fairs. . . . . . . . . . . 14 NAHCR Chapter Web Sites.........................22 NAHCR Institutional Members.....................23 2011 Career Fairs and Job Fairs..................24

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NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

Summer 2014

Reach New Potential Customers ADVERTISE IN THE NAHCR DIRECTIONS NEWSLETTER The NAHCR Directions Newsletter has a circulation that reaches more than 800 health care recruiters a year in electronic copy.

For advertising information, contact: Raven Hardin, NAHCR@goAMP.com 913.895.4627

2013-2014 NAHCR BOARD OF DIRECTORS Officers PRESIDENT Terry Bennett, RN, MS, CHCR PRESIDENT-ELECT Derek Cunningham, BA, PHR, CHCR VICE PRESIDENT Julie Hill, BSN, RN, CHCR, RACR SECRETARY Chris McCarty TREASURER Claudia Cotarelo IMMEDIATE PAST PRESIDENT Deborah Rowe, MS, RN, PHR, CHCR

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PR E S ID E NTI A L PE RS PEC TI V E S

continued from page 1

The NAHCR Board and association staff is always on the lookout for new programs and services for NAHCR members. I hope by now you have had a chance to check out the newest services. The first is the NAHCR News Brief which is an e-newsletter providing you a broad range of timely HR and recruitment related articles. The second program is NAHCR’s new eCommunities where you can get and share information with colleagues on key health care and employment related topics. I hope you have seen and used both. Please share your suggestions with us (Board and Staff) on these and other programs.

We continue our efforts to streamline the Board and the efficiency of the association to ensure NAHCR’s future. One of those steps is the transition taking place with the elections for incoming Board members. The 2014-2015 Board will have two new board titles. We will have a Finance Director instead of a Treasurer and for the first time we will have an Institutional Member-at-Large on the NAHCR Board.

As these new roles are transitioned; the Board will be better able to position NAHCR for continued success. NAHCR will be in good hands under the leadership of the incoming President, Derek Cunningham along with the dedicated board members who will serve with him.

Please give them your support, as I will, to ‘build a better NAHCR.’ 

Regional Directors NORTH CENTRAL REGIONAL CHAIRPERSON Michele Snider, BSN, RN, CHCR NORTHEASTERN REGIONAL CHAIPERSON Lori Faber, MSN/MBA, RN WESTERN REGIONAL CHAIRPERSON Theresa Mazzaro, RN, CHCR

NAHCR Staff EXECUTIVE DIRECTOR Sheila O’Neal, BA ASSOCIATION MANAGER Raven Hardin, BA EDUCATION PROGRAM COORDINATOR Jody Shelton, EdD, CAE MEETING PLANNER Debbie Jennings ADMINISTRATIVE ASSISTANT Candice Miller

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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Video Interviewing: A Real Plus!

Judith Russell RN, BSN, Vice President, Client Solutions – Healthcare Division,

Video interviewing is a fairly new tool that has entered the recruitment space as an enhancement to the hiring process while bearing minimal negative attributes. If you and your organization have not utilized this option, you may want to try it.

In contrast to the advent of the video resume, the use of video interviews has steadily grown as the technology has become more affordable and easier to use. According to a study conducted in 2012 for GreenJobInterview, “Just over half (52%) of the respondents said they have used video interviewing (all industries).” The larger the employer, the more likely the usage – almost six out of 10 employers representing 1,000 to 5,000 employees uses remote video interviews. Accordingly, just over 67% of the respondents who do live virtual interviews have used FaceTime, Skype, or Google + video chat to conduct them. And almost 48% of them have used a live virtual supplier platform.

Organizations are trying out various methods to see what virtual interview delivery works best for them.* Each video interviewing tool has its pros and cons: FaceTime works only among Apple devices; Google+ requires users to register with Google and obtain a Gmail account; Skype, though it is the most popular with more than 250 million users worldwide, has some security issues.

Recording each interview to review at a later time also presents its challenges. Hence, many larger companies tend to use video suppliers like GreenJobInterview, HireVue, InterviewStream and Montage Talent. Their platforms offer all sorts of services and reports that a large employer may prefer. Naturally, the service comes at a price.

In a recent article of the Washington Post (February 11, 2014), Hilton Worldwide stated they had revamped their talent strategy to rely heavily on digital video interviewing technology, a tactic the company said has helped them better evaluate candidates, cut interviewing costs and speed up hiring. Using the Web-based platform HireVue, the McLean, Va.-based lodging giant conducted more than 12,000 video job interviews in the past year and a half and is now planning to expand its use of HireVue to help fill a broader range of positions in its 300,000-person workforce.

I talked to some health care HR recruitment/talent acquisition specialists to find out what they thought are the key advantages for utilizing video interviewing. Donna Dabeck, Manager, Nurse Recruitment and Retention for NorthBay Healthcare in Fairfield, California has been

conducting video interviews for the past four years. After evaluating a few products, Donna and her organization decided to use Skype because of the low cost. Their use of video interviews is primarily for management positions such as pharmacy and nursing. Instead of flying candidates out for their first interview and later their second interview and physical, they have now implemented this tool for the initial first interview. Donna handles all of the administrative tasks such as sending a camera if needed, doing a pre-run with each candidate to ensure a comfortable and professional interview, setting up the conference room and instructing the hiring managers. So far Northbay has conducted approximately twenty video interviews in the past four years which translate to a minimum savings of $22,000 in travel costs, not taking into account any search fees that would have been saved. They have hired 50-70% of these candidates.

Two other recruitment specialists from larger health care systems chose to work with a video interview supplier – GreenJobInterview. One is a recruitment programs manager and client in the northeast, and Brenda M. Mensink, Recruitment Advisor at Mayo Clinic in Phoenix, Ariz., is the other. The northeast recruitment programs manager began using GreenJobInterview about a year and a half ago when her organization began looking for new tools to enhance efficiency. The organization fills approximately 1,800 positions per year. Initially they conducted a pilot using video interviewing with one recruiter who managed a large volume of entry-level research positions. After conducting 50-60 very technical video interviews, they expanded this service to additional recruiters (4-5) as well as hiring managers. They found that a new recruiter could be trained to start using the tool within 12 hours and candidates within 24 hours. Both the recruiters and hiring managers are extremely happy with this tool and have experienced very few kinks during its implementation. Since adopting video interviewing, they have seen a reduction in the time it takes them to fill a position and, because of the technology and services provided, have seen a lessening of recruiters’ workloads.

Brenda M. Mensink and the team at Mayo Clinic were looking for a Web-based solution for the hiring process that would provide a cost savings; offer flexibility and convenience; and, most importantly, enhance the candidate experience. They began with a three month trial for candidates in all specialties especially the hard-to-fill

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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positions. In addition, they established specific criteria for using this service such as requiring a minimum 75 mile distance for the candidate to a site. In early 2013, GreenJobInterview was able to integrate their services with Mayo Clinic’s Applicant Tracking System. Previously, use of this tool at other sites of Mayo Clinic was communicated to other recruiters via “word of mouth,” and now, they expect to see a marked increase in its use. Since 2010, they have conducted roughly 1,000 video interviews and have saved approximately $700,000 in hard costs. They rate GreenJobInterview’s customer service as exceptional and the technology as superb and easy to use. In fact, Mayo Clinic is now researching the use of “one-way recorded interviews.” This would include a list of questions that would be delivered to a candidate in a web link and the candidate would answer each question via video.

By far, the greatest metric that organizations use to judge the use of video interviewing to be a success is the reduction in travel costs. Depending on hiring volume, organizations that use live virtual interviews instead of flying in candidates save thousands to millions of dollars.

Improved time to hire is also important to companies, as the quicker a position is filled, the quicker that new employee occupies a needed role and becomes productive. It’s also important to note that companies are paying more attention to the importance of the candidate experience, which can significantly impact the employer’s brand and the candidate’s decision to accept an offer.*  *Obtained Permission to quote/use parts of the 2012 Video Interviewing Survey conducted by HRmarketer, on behalf of GreenJobInterview.

National Health Care Recruiters Day Thank You!

Findly, the #1 enterprise cloud for global talent acquisition with Technology, Employment Branding, Media Services, I/O Psychology, & Analytics – salutes all health care recruiters. Your contributions to attract, hire and retain the highest quality talent are immeasurable.

Thank YOU for all you do every day!

The NAHCR Board of Directors and Executive Office Staff would like to thank you for all that you do for your health care facility, your employees and the public you serve. Health care recruiters are an essential component in the daily operations of health care facilities and we join the nation in recognizing you for your dedication and drive. Here’s to you! Take a moment to recognize how critical you and your colleagues are in the positive impact that is made on each patient every day!

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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Are Your Managers Great Interviewers?

Carmen Hudson, Principal Consultant, Recruiting Toolbox

Last year, I trained over 500 hiring managers and interviewers on the art and science of behavioral and situational interviewing. While each 6-hour workshop was delivered to managers from different organizations, different disciplines, even different companies, I noticed similar patterns and questions emerged from every group.

I started each session by asking if there were any expert interviewers in the room. Not one manager claimed to be an expert interviewer. Despite tenure, experience or team size, the managers said that interviewing was an area in which they knew needed improvement. A well-respected technology director admitted that for him, hiring was a “roll of the dice.” As the rest of the room nodded their heads, he shared that he was pretty good at assessing technical abilities, but was “clueless” when it came to determining company fit, work ethic, communication or other “soft skills.”

As I concluded each workshop, I began to make a short list of steps that recruiters and HR organizations could take to improve managers’ confidence in their ability to interview and assess candidates. Indeed, when applied, these steps will improve the overall interview process and even the candidate experience.

“Loosely” Structure the Interview Process We are big advocates of asking behavioral (experiencedbased, past-oriented) interview questions combined with situational (hypothetical, future-oriented) to get a well-rounded view of candidates’ experience and decisionmaking approach. For most professional positions, I am not a big fan of asking every candidate the same set of questions (structured interviewing), as proper behavioral interviewing is specific and takes each candidates’ unique experience (as well as the job requirements) into account. Even worse, I despise an interview process that leaves the question-asking to chance, and risks candidates having to answer the same questions over and over. A better approach involves a bit of pre-work, in which the manager thoughtfully selects the interview team and assigns interview focus areas to each interviewer. This approach results in richer feedback and a broader, deeper basis upon which to make decisions about candidates.

My answer? First, I always say, they should relax and listen.

Few candidates set out to intentionally deceive interviewers.

If the managers employ behavioral interviewing techniques properly, they will surely root out lies, fibs and overstated accomplishments. Getting specific is the key to successful interviewing. Carefully reading a candidate’s resume and asking questions based on the candidate’s experience forces the candidate to pull fresh examples from memory and to supply details that ring true. Consider this typical behavioral question vs. a custom-designed behavioral question.

What was the most difficult problem you solved at your last job?

When you worked for Acme, you led the software migration project. At what point did the migration become challenging?

The first question might elicit some useful information and after 20 minutes of follow-up questions, an interviewer should have a general idea of the candidates’ problem solving abilities and the scope of his or her responsibilities.

Is it enough information to confidently make a decision about the candidate’s abilities in this area? The second question forces the candidate to speak about specific experience.

Follow-up questions will yield even more specific examples and facts and are much more difficult to fake.

Coach Managers to “Live in the Moment”

During the workshops, I get managers to practice their follow-up questioning, another key element of successful behavioral interviewing. I can almost see their confidence growing as they hurl follow-up questions at me: How long did the migration take? What were the initial expectations?

Who else was involved with managing the project? Were you the only leader? Who was on the project team?

Why was that part challenging? How did you resolve the problem? What would you do to prevent that problem from happening again?

Was the migration successful? How did you measure ROI?

In almost every workshop, managers asked, “how do I know if a candidate is telling the truth?” Managers were extremely afraid of being bamboozled by interviewers who were “good talkers” or who intentionally misrepresented their abilities.

Getting the hang of it, they slip into situational questions: We’re expecting to launch a similar migration project, how long will It take you to create a project plan? What would the project plan include?

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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Do you have any exposure to our technology? What would you need to learn about it?

Did you enjoy managing a project of this scale? Do you object to working with legacy technologies?

Great probing, or follow-up questioning, takes practice. In every workshop, there are a few awkward moments where managers flounder and ask throwaway questions before finding their follow-up groove. Expert follow-up questioning compels interviewers to employ active listening, to live in the moment and to concentrate on the candidate’s particular experience.

Eliminate “Culture Fit” and “Gut Feel” from Your Vocabulary I have learned that many managers are either extremely uncomfortable evaluating interpersonal skills or competencies or are overly reliant on concepts like “gut feel,” “likeability” or the dreaded “beer test” (would I enjoy having a beer with this candidate?)

The problem is that managers do not have precise language for the attributes necessary to succeed in a particular culture or position. For example, in a company that moves quickly to respond to technology and market changes, it is critical that employees operate comfortably amidst change.

While most managers recognize the necessity of hiring people who easily adapt to change in such an environment, many managers don’t know how to interview for this trait.

Helping the managers clearly articulate the behaviors associated with adaptability, and getting them to define the acceptable standards of adaptability, must occur before they can develop effective behavioral and situational interview questions.

Insist on Preparation and Interview Debrief Meetings Tacking on additional time to the interview process is a tough sell. Many managers view interviewing as a necessary evil, not a critical skill core to effective leadership. Yet, time spent prepping interviewers (assigning focus areas, ensuring that everyone is aligned on the job description, getting clear on logistics and schedules) is time well spent. Getting interview teams together to discuss the outcome (positive or negative) of an interview is a great way for managers to observe the interviewing and assessment skills of the team, demonstrate leadership, calibrate and align candidate assessment and ensure that the hiring process leads to bringing top talent in the door. HR or Recruiting can use these opportunities to offer coaching, learn about the growth needs of the organization and identify leaders passionate about recruiting.

The ability to interview and assess candidates is critical to most organizations today. Yet, many managers admit that they do not feel they have sufficient skills to make hiring decisions confidently. As HR professionals, it is our job to ensure that leaders, managers and interviewers develop their interviewing muscles. In today’s competitive landscape, most companies cannot afford to allow managers who are “clueless” to make important hiring decisions.

Carmen Hudson is currently Principal Consultant and Trainer at Recruiting Toolbox. Prior to joining Recruiting Toolbox, she was a recruiting leader at Yahoo, Starbucks, Microsoft and Amazon. com. She currently consults with companies on recruiting and sourcing strategy, employer branding and social media. She can be reached at carmen@recruitingtoolbox.com, or connect via LinkedIn or Twitter. 

Membership Referral Program Win valuable prizes by simply referring a friend! The Active Member who recruits the highest number of new members between July and June will receive an award plaque at IMAGE, a $150 gift card and one year’s free membership. For more information on NAHCR’s Membership Referral Program, follow the link: http://tinyurl.com/ktsmojm

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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Sourcing/a Recruiter’s Natural Spring Andree Mulia, RN, BSN, CHCR, Nurse Recruiter, Children’s Hospital Los Angeles

Sourcing is such a timely subject matter since our organization is presently in search of a Sourcing Specialist who will do just that for us; Source. With the social media avenues exploding and niche and career sites increasing in what seems like a monthly basis, it is becoming more challenging to wrap your arms around it. We are a culture that has poured out our information on the Internet and if you want to find the best candidate for your positions you have to find where they are spending their time. The best candidate can be found just about anywhere and it’s our job to find where they are spending their time and that in itself is a full time job. A pearl in an ocean is what we are all searching for and it’s usually that special one that is so rare and all of us want the same one.

Social Media vs. Job Board Technology If you do the research; this is a hot topic and there are a lot of articles and discussions on which is the best tool to use for your searches. Of course the top social media sites such as LinkedIn, Facebook and Twitter will state they are the best. There is more advertising done on these sites every day and it’s becoming more and more saturated.

Candidates are getting more buried within the sites or getting turned off by the amount of advertising being done.

Whenever I look at my private LinkedIn account my picture is framed with a competitor’s name saying “You could be working here”, which is so creative. The image goes a long way especially if you are a passive candidate possibly considering a change. That being said, the branding on social media is invaluable and does stick with you whether you are an active or passive candidate. Letting the public know what your facility is up to is also priceless. Having celebrities reaching out to and bringing a smile to patients; announcements of facilities awards and/or magnet status or just being able to sign virtual cards for kids; lets the public know what your facility is doing. Alongside that branding, posting your hard to fill positions pulls on heart strings and encourages that candidate to push the apply button now that they know more about the culture of the facility they are applying to.

There are also new companies rising up such as “Identified” that are using social media to find you the right candidates. Big Brother is real and is watching your every move and capitalizing on it. They know your occupation, where you work, what you post, how you shop the Internet and can link your information to companies that are searching for someone just like you. If the product is purchased you can reach out to them and e-mail them on their Facebook page. They can, in turn, if interested connect with you and start a dialogue. These new and

upcoming companies work very well with those passive candidates and in building a database of your own.

Twitter is also an amazing tool to reach potential candidates and pretty easy to do on a daily basis just with a click of a button. Like it or not the public loves to “follow” and see what you and your organization are up to. The Wall Street Journal in 2013 stated that it was the new job board and was the new resume as well. Still a bit underused, since many health care recruiters still feel that their audience is not the tweeting type, however I recommend tweeting on a daily basis. Job Boards are also a big part of sourcing. Beyond, CareerBuilder, Monster, Indeed, Simply Hired, Nurse.com, Linkup to name few are all excellent but you do have to spend some time on them to search their database but pushing your positions on their site can be done automatically. Niche sites for Nursing or your specialized position is also a must depending on the expertise that you are looking for. There is a Job Board designed specifically for those candidates.

Since there are so many boards you can post on, it can start to get costly as they can run from $200 – $600 for a 30 day posting. Add on to that being a “Featured Job” that keeps you on the top of the job board will cost you extra, of course. Being a featured employee is highly recommended if you want your position to be seen and not drop down to the bottom where no one will probably view your job unless they are searching for you by name.

How to Manage When you start to enter the Sourcing World it is never ending and time consuming. With other duties on our plate it becomes more challenging to be on top of our game.

Having a designated person assigned to making this part of their job work is ideal but financially not always an option for everyone. Your ad agency can set up tags on your Applicant Tracking System to let you know what job board or social media your candidates are coming from so that you can wisely spend your monies. They also can build some automation for posting or one stop shopping such as Findly’s Smart Post tool. Smartpost has helped our Recruitment team be able to go on “one” site and click on multiple job boards, niche sites, schools and social media sites with just a few clicks. With time not always being on our side it is essential to have resources that can assist us to do our job more efficiently. Set up your week so that you have a block of time to post your jobs and do database mining. If sourcing is scheduled on your Outlook calendar you will be more apt in doing this function on a consistent basis.

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

Summer 2014 Networking As professional recruiters we should be able to learn from each other on what works and what does not. Networking with one another is a must and we are so fortunate to have NAHCR. They have a LinkedIn group which is very resourceful as you can connect with recruiters nationally and ask questions to fellow NAHCR members. The upcoming 2014 NAHCR Annual IMAGE Conference that will take place in July in Orlando, Fla. is a must for all recruiters; novice or experienced. Having attended the past few years I have learned such a wealth of information from leaders in the profession. When I return back to work from each conference I’m just so excited to implement so many of the new ideas that I had learned through the concurrent and general sessions! The vendors that attend

page 9 the conference are also a nice addition since you are able to see so many new products demonstrated and set up appointments right then and there. Let’s face it the world is moving faster and faster and we have to be more and more on top of our game. I have been in this business for over a decade and I always have to push that refresh button to be my best. I know that in this business we can’t do it alone and I am grateful for all of “You” my colleagues for your ideas and being part of such an amazing group of professionals. With the year almost a quarter gone let’s make the rest of 2014 a powerful one as we continue to be our best with the tools this industry offers around us.

So when you see my “friend request” pop on your screen please accept since you never know when we will need to help one another fill that hard to fill position! 

Recruiters’ Toolbox: BEHAVIORAL INTERVIEWS Susan Erickson, RN, MNSc, BC-NA, CHCR Recruitment/Retention Officer University of Arkansas for Medical Sciences Over the past two years, the University of Arkansas for Medical Sciences (UAMS) has committed resources to create a patient- and family-centered care (PFCC) experience. We partner with our patients and families in both inpatient and outpatient settings, not only in their own care, but also in policy development, building planning, review of patient education materials and other UAMS Initiatives.

PFCC core concepts are based on dignity and respect, information sharing, participation and team work. By working ‘with’ instead of ‘for’ our patients and families, UAMS is dedicated to our service standard to provide comfort, hope and healing with our patient and families. Efforts to hire the right staff will require a candidate’s understanding and commitment to our PFCC experience.

Behavioral Interviews are used to evaluate past performance in order to predict future performance. As part of the PFCC strategic plan, Human Resources (HR) requested departments using Behavioral Interviews to partner with HR to implement a campus-wide initiative to not only educate the interviewing manager but provide a behavioral-based interview guide utilizing the PFCC core concepts.

The Behavior Based Interview Guide is composed of three sections: 1) Introduction, 2) Interview and 3) Evaluation and Conclusion. The Introduction covers preparation, questions

relating to do’s and don’ts, greeting the applicant and explaining the purpose of the interview.

Although the Interview section provides sample questions, the interviewer is reminded to ask the same questions to every applicant and rate each response on a scale from 1-5, minimum to excellence, respectively. The interviewer can also add customized questions but must review the essential duties of the position with or without accommodation, thank the applicant and explain the next steps in the process.

The Conclusion and Evaluation focuses on the applicant.

For example, is the applicant on time and dressed appropriately for the position? Does the applicant maintain eye contact and ask questions or is able to answer a direct question easily? If the applicant is a current employee, the interviewer is reminded to check his/her personnel file for any adverse information and to maintain interview notes for three years.

Other factors considered: 1) Interview Guide based on an eighth-grade education level, 2) scoring guide justifies hiring decision, and 3) anticipated cost savings for the campus associated with a decrease in turnover rates. UAMS will begin implementation of this program in the summer. If you would like more information related to this project, please contact Temple-ericksonsusan@uams.edu. 

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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CHAPTER NEWS Western Region, Theresa Mazzaro, RN, CHCR, Western Regional Chair

Did you know there is a place where “knowing” 1,244 people will get you connected to 13,040,695 more? That you can belong to a group that (for the most part) lets you chatter on about iPhone Apps, living a healthy life, best practices for just about anything, the stock market… and even a job opportunity or two? Where CEOs ask you to “follow them” to learn the most intimate details of their success in life and business? Welcome to LinkedIn! If you aren’t on it – then you are probably working for an organization that has no problem dolling out thousands of dollars to pay for the services of an “amazing” search firm that always seems to find the perfect match. And guess where they look?! Go to your LinkedIn profile. Set yourself up for success with a great tag line that tells people (who may be looking) who you are. Click on the search button – or better yet – the Advanced Search button and connect with people who may be the next perfect match for your organization. The Oregon Southwest Washington Association of Health Care Recruiters (OSWAHCR) recently had Jim Stroud (Director of Sourcing and Social Strategy, Findly) at their annual Education Day to help them

become better “hunters of talent.” The OSWAHCR Chapter also uses LinkedIn to communicate important legislative changes, best practices and sometimes even sharing a candidate…all through their very easily established LinkedIn group.

Congratulations! You have mastered LinkedIn. You have over 1,000 contacts, you have maxed out your groups (50 for those who were curious), you share thought-provoking and compelling information at least once a week that sparks great dialogue and earns you the title “Amazing” at work…but now what? You need to interview them! You are probably already an expert at this – but if you need to find a compelling reason to teach your managers to use behavioral interviewing skills – it’s this: If you use these skills to interview your candidates you substantially increase the likelihood that you place the right person in the right position. Behavioral interviewing is about getting solid “intel” about the candidate’s past job experiences, not conjecture. Past performance is the best indicator of future success and you need to frame your questions to get that information. 

We Check-In, Post, Share, Like, Comment, Tweet, and Link…therefore we are!

The Communications Committee has been busy spreading the word about latest trends, data, and membership information as well as what our Board has been up to in preparation for this year’s IMAGE Conference, July 22-25, 2014 in Orlando, Fla., on our social media pages – Facebook, Twitter, and LinkedIn. Do you want to win a prize? Then check our Facebook page and Like us! We are giving out random prizes as we inch our way up to 500 likes! Better yet, share the NAHCR Facebook page with anyone in your Facebook circle to help spread the good news that comes to you from NAHCR!

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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Committee Corner IMAGE is just a few short months away and the Conference Committee has been working very hard to provide members with a quality learning program.

Continuing with the tradition that started last year, each of the pre-conference workshops will be half-day sessions.

Morning Sessions: Our pre-conference participants from last year asked that we expound on the topic of social media and how as recruiters we can be Ambassadors. Shannon Seery Gude from Findly will present on this topic. This is a hands-on workshop where you will learn how to optimize (or create) effective social profiles, produce content that engages your target audiences and track your efforts on popular social media sites such as LinkedIn, Facebook, Twitter, YouTube, Pinterest, Instagram and more!

The dynamic duo of Jennifer Henley and Matt Adam from NAS Recruitment will combine efforts to present us with the Recruiter’s Essentials: Tools, Tactics & Strategy.

This interactive session will help recruiters determine what is necessary for our own toolkits! You will learn best practices and strategies for engaging and influencing prospective candidates, attracting the right audience with print and digital media, implementing a mobile recruiting strategy, and measuring and optimizing results with analytics.

If you have decided to become a Certified Health Care Recruiter (CHCR) by taking the credentialing examination and want to ensure you are as prepared as possible, this is the review course for you. It covers a broad overview of things you need to know as a health care recruiter including metrics, regulatory, legal, recruitment and retention. Join Julie Brooks and Dennis Yee as they present this informative review course.

Afternoon Sessions: Sherry Travers from Littler Mendelson will present on EEOC/Negligent Hiring Practices. As health care recruiters, we all know the negative impact a bad hire can have on an organization. Did you know that health care companies often lose when sued for negligent hiring?

This interactive workshop, using actual cases against health care employers, explains how employers can potentially help to reduce their legal risk by complying with federal, state and local restrictions regarding employment screening.

Sandra Shelton from CTACC will share with us how engagement begins at the hiring table. We have all hired those candidates who look great, smell great, exhibit all the right moves but end up being the wrong person for the job. This session will give participants specific, value added conversation strategies to use in the hiring process to increase the potential for hiring highly productive and engaged employees.

Sheila O’Neal, NAHCR’s Executive Director, encourages chapter leaders to attend the Chapter Leadership Workshop. Chapter leaders will have the opportunity to learn new strategies for leading your state association as well as network with other leaders across the country.

Each chapter is encouraged to send one chapter leader to attend this session. You don’t want to miss out on information on how you can advance your chapter!

We are confident that all of these sessions will enhance your effectiveness and your professional development.

We hope to see you at IMAGE, July 22-25, 2014! 

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

Summer 2014

LEGAL UPDATE

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Can I Ask That Question?: Avoiding Claims of Discrimination In Interviewing Prospective Employees Michael W. Padgett, Jackson Lewis LLP

In the Winter issue of Directions, we focused on the “Ban the Box” efforts taking place across the country to limit the ability of employers to use an applicant’s criminal history in making hiring decisions. We referenced the Fair Credit Reporting Act’s requirements for conducting background checks on applicants and discussed the EEOC’s Enforcement Guidance on the Consideration of Arrest and Conviction Records in Employment Decisions under Title VII of the Civil Rights Act of 1964 issued in 2012. In this issue, we will branch out to consider the impact of federal law on other aspects of the interviewing and hiring process.

Applicable Federal Laws Several federal employment laws can be implicated in the interviewing and hiring process. For example, Title VII of the Civil Rights Act of 1964 prohibits discrimination based on a person’s race, color, religion, gender (including pregnancy) or national origin. The Age Discrimination in Employment Act (ADEA) prohibits discrimination against individuals aged 40 and over. The Americans with Disabilities Act (ADA) prohibits discrimination based on an individual’s disability (or perceived disability) and also requires an employer to provide a reasonable accommodation to a person with a disability. The Genetic Information Nondiscrimination Act (GINA) prohibits the use of genetic information in making employment decisions.

The protections afforded by each of these federal laws enter the interview room with the applicant during the hiring process. Employers must be mindful of these protections in framing interview questions and making hiring decisions in order to avoid potential liability for discrimination claims.

Also, bear in mind that the list above is limited to federal laws. Many states and localities have their own anti-discrimination laws that prohibit discrimination based on other characteristics, such as marital status, sexual orientation, veteran status, and others. Be sure to familiarize yourself with such laws in your jurisdiction when making hiring decisions.

Types of Discrimination Claims Discrimination claims can be sorted into one of two types of claims: disparate treatment claims and disparate impact claims. A disparate treatment claim alleges individual mistreatment, meaning that the individual plaintiff was treated worse than someone outside of plaintiff’s protected class.

For example, a claim that an older applicant was passed over in a hiring decision in favor of a younger applicant

because of age. A disparate impact claim can be more of a group claim and alleges that an employer’s nondiscriminatory practice or policy results in a discriminatory effect on a particular protected class. This is the type of claim discussed in our Winter issue article in which an applicant claims use of criminal history information in hiring results in a disparate impact on certain protected classes.

We note these two types of claims because either can come into play in a discrimination claim concerning a hiring decision. An applicant may claim that he was passed over specifically because of his protected class (a disparate treatment claim) or an applicant may claim that the employer’s hiring practices (for example, interview questions) result in certain protected classes being inadequately represented in the hiring pool.

Impact on Interviews and Hiring Decisions Articles discussing interview questions often simply list questions that are deemed to be lawful and those deemed to be unlawful, without providing background information as to why a particular question may be problematic. Rather than attempting to memorize lists of questions, employers should seek to understand the application of the federal statutes discussed above to hiring decisions.

As a starting point, employers are free to ask questions directly related to position requirements. This includes questions designed to determine whether a candidate is qualified for the position and capable of performing the essential functions of the job. An up-to-date and thorough job description provides a good starting point for formulating appropriate interview questions. Using the job description and the essential functions of the position, an interviewer is properly equipped to ask specific questions about the applicant’s qualifications, work experience and abilities.

On the other hand, employers may not take the protected characteristics listed above into consideration when making hiring decisions. As a result, interview questions should be designed so as not to elicit information about things such as an applicant’s age, religion, national origin, medical condition and other protected characteristics. Moreover, because even facially neutral questions may possibly lead to a disparate impact claim, the interviewer should avoid straying into areas that are not directly related to the job.

Drifting from position-related discussions can quickly lead to potential liability for an employer. For example, we have seen an instance in which candidates for a position were

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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narrowed to the final two, who were then interviewed by a higher-level manager. In the interview, one of the candidates voluntarily disclosed his religious beliefs in the context of a conversation intended to break the ice. The manager genuinely found the applicant’s beliefs to be intriguing and asked a series of additional questions about them. Ultimately, the employer determined the other candidate was better qualified and hired him. Unfortunately, the applicant who was not hired filed a claim of religious discrimination and cited to the interview questions regarding his religious beliefs. While the questions themselves were not dispositive of the discrimination issue, avoiding any discussion of religious beliefs in the interview likely would have avoided the filing of a claim.

Characteristics protected under federal law can also be implicated in other ways in the hiring process. For example, an employer’s clothing and grooming policies may be cited to support an allegation of disparate impact. Similar to the ADA’s reasonable accommodation requirement, an employer is required to make a reasonable accommodation of an

employee’s religious beliefs and practices. We have seen an instance in which an employer’s policy prohibiting wearing hats or caps in the workplace was cited in a disparate impact claim by an applicant turned down for a job whose beliefs required wearing a headdress with religious significance.

The managers involved were simply unaware of the requirement to accommodate an applicant or employee’s religious beliefs.

To be sure, lists of lawful and unlawful interview questions can be helpful in avoiding discrimination claims. However, employers are well-served in making sure managers and supervisors participating in the hiring process have a deeper understanding of federal and state anti-discrimination laws, including the characteristics protected by such laws. Armed with this knowledge, managers can avoid inappropriate questions or discussions with applicants, react appropriately to any unforeseen circumstances, and avoid liability for discrimination claims. 

Member Focus

SPOTLIGHT Lisa Sinnott, NJAHR and NAHCR member.

Lisa Sinnott obtained a BS Degree from Mansfield University, with aspirations of becoming a Registered Dietitian. Her experience as a Food Service Manager steered her to a HR Recruiter position in 1998 for Community Medical Center, an affiliate of the Barnabas Health System – 3,000 employees in a 596-bed facility.

She was offered an opportunity as Nurse Recruiter in 2001, a role she embraced for the next 10 years.

She joined the New Jersey Association of HealthCare Recruiters (NJAHR) that year, hoping to network and obtain best practices from other health care professionals in her field. She eventually held several offices in NJAHR, including treasurer, 2nd Vice President and her new position of 1st Vice-President/President-Elect in June.

The camaraderie of the organization sparked an interest in becoming a member of NAHCR. She attended her first IMAGE Conference in Denver. This was the first of many, as she has attended every IMAGE Conference since, each one enhancing her professional development.

Northeastern Region Claudia Cotarelo, Treasurer In 2011, Ms. Sinnott accepted a Human Resources Director position at a 30-bed Long Term Acute Care Specialty Hospital. She was now a department of one. At this much smaller hospital, she wore many hats including recruitment, strategic planning, benefits and payroll.

Ms. Sinnott is no longer responsible for a single function, but a huge network of them. During her tenure at Lourdes Specialty Hospital, Lisa has increased the employee count 150% to support the 69-bed expansion project, all while maintaining low turnover and high employee satisfaction scores. Lourdes Specialty Hospital has been honored with the Best Employer and Best Hospital awards in 2012, 2013 and 2014.

Although joining a small company can be scary, the transition has been truly a fulfilling one. Membership in NAHCR has contributed to this smooth transition.

Thank you Lisa for sharing your story with us! 

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com

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2014 NURSE.COM/NURSE WEEK/ NURSING SPECTRUM CAREER FAIRS JUNE June 26, Universal City, Calif., Universal City, Calif. Career Fair SEPTEMBER Sept. 23, Oakbrook Terrace, Ill., Chicago, Ill. Career Fair Sept. 30, Baltimore, Md., Baltimore, Md. Career Fair OCTOBER Oct. 22, Fort Lauderdale, Fla., Ft. Lauderdale, Fla. Career Fair Oct. 28, Jamaica, N.Y., New York, N.Y. Career Fair NOVEMBER Nov. 18, Pasadena, Calif., Pasadena, Calif. Career Fair

2014 ADVANCE JOB FAIRS REGIONAL VIRTUAL JOB FAIRS No events scheduled at this time.

IN-PERSON JOB FAIRS No events scheduled at this time.

NAHCR Mission NAHCR provides health care recruitment professionals education, networking and resources to become strategic business partners within a dynamic health care environment.

NAHCR Vision NAHCR will be the preeminent organization for health care recruitment professionals.

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NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: nahcr@goAMP.com