Prospective PA Employee Assessment

Rev. Josanne K. Pagel M.Div., MPAS, PA-C, DFAAPA, KarunaRMTExecutive Director, PA ServicesThe Cleveland Clinic

DISCLOSURESHats that I wear:

AAPA Past PresidentContent Expert: CHLMCleveland Clinic Executive Director of PA ServicesPresident, American Legion Post 717 AuxiliaryChaplain, American Legion Post 717 AuxiliaryGAC Chair for Ohio Association of PAsVolunteer, Lorain County Free ClinicConsultant, Ethicon; J&JAssoc. Faculty, CWRU SOM, PA program

Objectives

• Discuss CV, cover letters and resumes and identify what employers may be looking for• Review the interview from employer’s point of view• Identify aspects of compensation and benefit negotiations; employers’ perspective• Identify appropriate questions to ask in the interview• Discuss the legal limitations of HR law surrounding interviews

Step #1: What kind of candidate do you need?

• https://www.youtube.com/watch?v=bPEDCh7LaoU

Relationship with recruiters

• Continual communication• Assists with salary surveys• Assists with identifying and promoting positions• Recruits for PAs along with physicians• Housed in Professional staff office • Attends all conferences, does all postings• Must be up to date on all info on categories of positions, laws, etc.

Describing the position for the recruiters

• The clearer you are with description of needs, the better able the recruiters can serve• Identify specific skills and traits of the position:

- Off shifts expectations- # of hrs. expected per week- Call?- Duties: autonomous expectations, team work, etc.- Experience with what?- New grads accepted?- Don’t just rely on job description for postings- Every posting should have JD and also a paragraph with additional info on position

The applicants:

• Recruiters weed out those most qualified; perfect match• Phone interview done if needed (we have over 40 applicants for most positions)• Hiring manager (you) then are scheduled for interviewing• Recruiter meets candidates and takes them to interview, waits for them• Full day scheduled• Know who is interviewing: do not have everyone!

Curriculum vitae vs. Resume

• Resumes- Competency-based- Work experience/history and skills- Career summary statement

• CVs- Credential-based- Comprehensive listings: education, certifications, research, affiliations,

memberships, professional activities, etc.- Details ones’ academic and research backgrounds

Cover letter: what to look for

• PURPOSE: - Identifying skills that match the position- Is it specific to the position (is it used for other applications?)

• Is there a thesis statement: brief description, characteristics, skills. Short, no more than a sentence or two.- Similar to an elevator pitch

• Can you identify what stands out?• What do they do well; better than others?• What will they bring to the company?• 2-4 asset qualities about them• Contact info: thank you• Correct grammar, punctuation, context

Attire vs. Generations

What is the appropriate appearance?

Appropriate appearance?

What the employer expects

• Candidate shows up on time• Dressed appropriately, not generational: suit/tie, blazer/skirt/slacks, appropriate shoes• Sit upright, do not slouch• Eye contact• Do not over talk• Wait for questions• Have organized responses• Explain skills, experience• Knows the health system (not just from website)• Answer the question: why do you want this position• Tell us what makes you stand out• Asking questions of interviewer shows interest• Be professional; act like an adult

• 30 Seconds to Impress

30 Seconds to Impress

• Enthusiasm and Attitude

Enthusiasm and Attitude

Laws governing Job discrimination

• Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment discrimination based on race, color, religion, sex, or national origin;

• the Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination;

• the Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are 40 years of age or older;

• Title I and Title V of the Americans with Disabilities Act of 1990, as amended (ADA), which prohibit employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments;

• Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against qualified individuals with disabilities who work in the federal government;

• Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA), which prohibits employment discrimination based on genetic information about an applicant, employee, or former employee; and

• the Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of intentional employment discrimination.

The interview: What NOT to ask: EEOCU.S. Equal employment Opportunity Commission

• Race• Height and Weight• Financial information• Unemployed status• Background checks• Religious Affiliation or beliefs• Citizenship• Marital Status, number of children• Gender• Disability• Medical Questions and Examinations

Keeping it Legal

• Age- You Cannot Ask: How old are you? Employer cannot estimate age.

• Children- You Cannot Ask: Do you have children at home? How old are they? Who cares for

them? Are you pregnant? Do you plan on having more?• Citizenship

- You Cannot Ask: Personal inquiries into applicant's heritage- You Can Ask: Whether or not applicant is a US Citizen or legally eligible to work in

the United States

Keeping it Legal

• Disability- You Cannot Ask: What is the nature or severity of any disabilities that you have?- You Can Ask: Are you able to carry out the necessary job assignments safely?

• Marital Status- You Cannot Ask: Are you married, single or divorced? Are you living with

someone? Do you see your ex-spouse?• Military Status

- You Cannot Ask: What is your discharge status? What branch did you serve in?- You Can Ask: Are you a veteran? Do you have any job-related experience in the

military?

Keeping it Legal

• Race- You cannot question applicant on eye or hair color, or any other direct or indirect

questions regarding race/status.• Religious Preferences

- You cannot require submission of a religious preference.• Relatives

- You cannot question an applicant on their relation to another individual.• Gender

- You cannot make comment or notes unless gender is a bona fide occupational qualification.

Interviewing Tips• Be aware of how much you are talking versus the candidate• Don’t be afraid to improvise• Watch non-verbal signals• Ensure you have enough time scheduled• Determine who you want involved in the interview ahead of time• Decide if you will provide a tour/shadowing• Invite candidate to ask questions

What TO ask in the interview:

• Tell me about your greatest achievement at work• Describe the work environment in which you will most effectively be able to contribute• What kind of oversight and interaction would your ideal supervisor provide?• What prompted you to apply for this position? What interested you the most about this

position?- Looking for knowledge of your system

• Why are you leaving your current employer (if relevant)• How do you go about continuing to develop your professional skills and knowledge?

Beware of sub-conscience bias

• https://www.bing.com/videos/search?q=videos+for+interviewing+candidates&view=detail&mid=05D44796FA564BF8D95605D44796FA564BF8D956&FORM=VIRE

Compensation and benefits discussions

• CCHS world- Recruiters give candidate idea of salary ranges- Recruiters give full benefit package info- Questions may be asked in interview depending upon who is interviewing:

• Physician (not hiring manager)• May not know specifics of salary/benefits• More interested in your skills

• Hiring manager/Recruiters• Will have full details of what they will offer• Benefits knowledge; time off, patient load, act.• Extra benefits: bonus, tuition forgiveness, CME money, etc.

Negotiating

• Timing is everything• Who does the negotiations in your system?• Make sure you do not create inequity!• Reality: Most systems now give their highest offer in order not to waste time negotiating

- Turn offs for hiring manager/recruiters• What do you do with a candidate who over prices him/her-self?

- Recruiters make the offer, you most likely will be re-enforcing the offer

Hiring manager questions for leadership position

Employee interview questions of hiring manager; what the employer likes to hear

• What do you like most about working for this health system?• Who has this position evolved?• Can you give me examples of how I would be collaborating with my physician?• What are the first priorities for this position?• What have past PAs done to succeed in this position?• Do you have any hesitations about my qualifications?

Stay interviewing; usually after first 2 yrs. of service

• Sample questions:- What about your job makes you want to come to work?- What aspect about your job makes you want to hit the snooze button?- What’s your passion?- What is your dream job?- What did you love in your last position that you are not currently doing?- What makes for a great day at work?- Help me understand the ‘triggers’ or negative factors that might cause you to

consider leaving.

• What do you do with this information?

Are you a servant leader?

• Servant leadership:- Most effective leaders strive to serve others, rather than accrue power or take

control. • Share control• Puts needs of others first• Helps staff to develop and perform at top level• Identifying and meeting the needs of colleagues, patients and communities

• Initiate action• Goal-oriented• Dreamers of great dreams• Good communicators• Dependable• Trusted• Creative• Intuitive• situational

Power of Servant leadership

• Strengthens the entire system• Succession planning at best• Engagement of staff• Voice is heard• Professional presence, visibility of PA profession

• This really contributes to your interviewing and hiring practices

• Resource: Ken Blanchard: The Servant Leader

Turn-offs

• Audience participation!• Do not try to negotiate salary• Do not slouch• Do not answer phone/texts during time• Do not over talk• Do not carry on with conversation; stories• Do not appear bored• Do not make demands• (All done by employer! You represent your system. Be your best!)

Key Takeaways:

• JD should be as complete as possible, know what you need and want• Work with recruiters for scheduling interviews with appropriate folks• Know the salary ranges• Know the laws• Let the candidate ask questions• Be professional: you represent your system

• QUESTIONS?