a. Who is the most likely candidate to replace B.Benson? Why? b. Is there any job that B. Benson should be promoted to? Why or why not? c. Is there any possible vacancy where there is no likely internal candidate? Why or why not? d. What job is M. Jones ready to assume? e. Does anyone on the list have an unacceptable performance rating? Why or why not?

Interviewing Applicants

When we send the notice to Human Resources to indicate that we need applicants, they will advertising and postings to find applicants for us. They will screen the applicants and only send ones that seem to meet the requirements specified in the job description.

The objective of the interview is to have the applicant do the majority of the talking. If the manager does all the talking, he or she won't find out anything new about the applicant. Questions that can be answered as justyesornowon't tell us much. There are two basic approaches to asking interview questions:

• direct questions: ask a detailed question about the job to be done. For example, ask a coder applicant the following: How would you code a case that has burns over 50% of the body and 18% of those burns are third degree? This type of question will show you how much the applicant really knows about coding.
• indirect questions: these are not directly related to the job. For example, ask a coder the following: Where do you see yourself in 5 years? If the applicant says that he or she would like to be a coding supervisor, that is a good sign. If the applicants says that he or she plans to change careers and go to school for physical therapy, you may not want to invest in that person.

We might do patterned interviews. In this case, the department head and the coding supervisor might both interview the applicant. Each would ask the same set of questions. The department head and the coding supervisor would then compare the answers they received. It is amazing to learn that the answers are sometimes quite different!

Certain questions can not be asked. Those questions relate to discrimination in employment. We can not ask questions about religion, race, age, marital status, pregnancy, etc. You should havediscussedthis in the Human Resources Management course.

We hope to interview 3-5 applicants for each position. We should keep notes during each of the interviews so we can compare applicants. Some managers develop a scoring system and apply points to the attributes of each applicant. They then choose the applicant with the highest score.

The first few interviews are intimidating for the new manager. It helps everyone to prepare in advance. Read the resume and application. Look at college transcripts. Develop a list of questions to ask the applicant before he or she arrives in your office. Below is a suggested interview procedure.

Interview Procedure:

1. Introduce yourself to the applicant.

2. Offer to take his or her coat.

3. Offer the applicant a seat.

4. Ask icebreaker questions to put the applicant at ease. These are generally non threatening questions such as:

• Did you have any trouble finding a parking space?
• Did you have any trouble finding the department?
• How is the weather out there?

5. Ask questions that you prepared in advance

6. Give the applicant the following:

• job description
• wage scale
• work standards

7. Discuss (briefly) each of the above. Allow the applicant to ask questions.

8. Give the applicant a tour of the work area.

9. Ask the applicant if there is any interest in the job.

10. Ask interested applicants when they would be available for work.

11. Explain the notification process to the applicant:

• how they will be notified
• when they will be notified

12. Explain that any offer would be contingent on the pre-employment physical examination.

13. Close the interview.

Interviewing a Candidate: Youtube Videos:

https://www.youtube.com/watch?v=d6uzZqkcsa8

https://www.youtube.com/watch?v=M0zyf05GlIg

We sometimes decide to fill a position from within the department or from within the organization. Areplacement chart is a useful tool for the manager to use to keep track of who may be ready for promotion within the department. The chart gives a visual representation of who is available to fill projected vacant positions. The replacement chart usually identifies individual incumbents, the most likely (or all potential) replacements, and summary measures of performance and promotion potential. Even if we decide to fill the position from within, we still go through the interview selection process. We may be able to omit the physical examination if the job environment of the worker's old job is the same as that of the new job. Also, job vacancies must still be posted internally in the organization and outside the organization. This is to comply with fair employment practices.

Example Replacement Chart

Possible HIS Position Vacancies:	Name of Employee	Attributes
Manager, Health Information Services:	M. Jones	A, 1
C. Smith, Incumbent	B. Benson	B, 2
__________________________________	J. White _______________________	B, 1 _______________
Assistant Manager, HIS:	J. White	A, 1
M. Jones, Incumbent __________________________________	B. Benson ______________________	B, 2 _______________
Supervisor, Clinical Data:	F. Brown	A, 1
J. White, Incumbent _________________________________	J. Jones _______________________	B, 2 _______________
Supervisor, Medical Language Division	S. Green	A, 1
B. Benson, Incumbent	C. Black	B, 1

Key to Attributes:

A = Ready for Promotion

B = Needs More Experience Before Promoting

C = Not Suitable for Promotion At Present

1 = Performance Appraisal Rating Excellent

2 = Performance Appraisal Rating Acceptable

3 = Appraisal Rating Unacceptable

Example for using Chart:

If there is a vacancy at the assistant manager level (M. Jones leaves), J. White is more likely to be promoted than B. Benson (better attributes). If J. White moves to assistant manager, then both F. Brown and J. Jones would be considered for an upcoming vacancy for Supervisor, Clinical Data. B. Benson is not in line for the position of Supervisor, Clinical Data.

Another useful table is astaffing table, it is a way for the manager to keep track of anticipated openings that will occur during the year. Recruiting, interviewing and selecting a new employee will probably take2 weeks to a month. The manager will need to keep that in mind to have replacement workers ready when vacancies occur.

Example Staffing Table

Staffing Table. Anticipated openings for this budget year by month of the year.

Job Title	J	F	M	A	M	J	J	A	S	O	N	D*	Total FTE's
HI Analysts			2						1		1		4
Data Entry Specialists		3			1					2			6
Optical Image Specialists								1					1
ROI Coordinator					1				1				2
Director of HIS													0
												Total	13

*Months of the year