Answer

The Full Staffing Cycle

Part 1:  Recruiting and Creating Interview Questions

1. Effective Ways to Recruit Professional HIM Staff

Health Information Management (HIM) combines areas of information technology, science, and business. It is the processes for the acquisition, analysis, and protection of digital as well as traditional medical information, which plays a critical role in the provision of quality patient care. HIM staff have the task of caring for patient’s medical data. They ensure that the health information and records for the patients are not only complete but also accurate and protected. In the recruitment of professional HIM staff, it is critical to get the best individuals who can undertake their roles with fidelity and professionalism.

Various ways have been proven effective in the recruitment and selection of HIM staff. One of those is involving current employees in the hiring process. Current employees can recommend excellent candidates and can assist in the review of qualifications for any potential candidates (McEntire & Greene-Shortridge, 2011). Additionally, they can be critical in helping the interviewers assess the potential fit within a healthcare organization. The second effective way is to use the internet in the recruitment process. Notably, the use of various social media applications will enable an organization to attract a huge pool of applicants from different parts. Additionally, when entities use their websites, they display their vision, mission, and values, which enables potential candidates to resonate with the organizational goals (McConnell, 2011). Effective HIM recruitment requires healthcare organizations to check references in the hiring process. Doing background checks will indicate the kind of person being recruited.

Recruiting professional HIM staff such as a supervisor is different from recruiting for a non-professional position such a storekeeper. One of the differences lies in the variability of work between the two. Specifically, they encounter various tasks as well as the procedures by which they perform those tasks. As such, in the recruitment of nonprofessionals, there will be no issue with the supervisory emphasis. The second difference is the degree of professionalism. In non-professional recruitment, individuals will only be required to work with unskilled and semi-skilled staff (McConnell, 2011). However, professionals’ recruitment requires applicants to have the ability to exercise independent judgment. Definability of tasks is another difference, which exists between professionals and non-professionals. As a result, according to McConnell (2011), a supervisor will be required to know the specific tasks while non-professionals will only be required to know the general duties during recruitment.

2. Narrowing All Applicants Down To Three Applicants to Interview

The selection process is not an easy one as it entails making top choices for an interview. Narrowing down to three persons who will be interviewed should start with tallying up the qualifications of all applicants. Specifically, according to McEntire & Greene-Shortridge (2011), hirers should review the materials of the candidates and establish their educational level, years of experience, competencies, and technical skills. Checking these materials will leave the recruiter with a clear list of people who are most qualified. The next consideration is the soft skills (non-professional skills). Specifically, the application letter should be evaluated on whether it is stiff and formulaic or engaging and appropriately respectful (McConnell, 2011). Such considerations will rule out various applicants and enable the recruiter to narrow down to three persons for an interview.

Narrowing down to only three candidates will require the recruiter to look for issues, which can lead to disqualification of some of the applicants. It is critical to examine the work history of the participants. In this case, according to Millar, Crute, & Hargie (2017), the red flags in the resume should be paid close attention. Such issues include how applicants have held their previous job positions. The disqualification will be for those who have hopped every few months. Additionally, the recruiter should look at the length of time that the applicants have been unemployed. However, this factor should not be a reason to assume the worst as some applicants might have valid personal as well as professional reasons for the lengthy gaps (McEntire & Greene-Shortridge, 2011). The other way of narrowing down is making initial contact with the list of applicants. Once the list of potential employees has been whittled down to around ten, the recruiter can reach out to each of the applicants through a phone interview. Notably, the interview should be scheduled via emails, and the recruiter should be keen to know the response time as well as the communication style of the applicants. Millar, Crute, & Hargie (2017) suggest that one important trick is to conduct the phone interview without notice, which will catch he applicants unawares. Such steps will make the selection process easier. Once the candidates have been narrowed down to three, then successful individuals can be contacted for an in-person interview.

3. List of six General Interview Questions

The following are the six key issues, which will be asked to the three applicants during the in-person interview:-

1. What made you apply and see for this job position?
2. Why did you leave your last job?

• What do you expect to establish in the first three months?

1. What do you consider as your strengths and weaknesses?
2. Where do you see yourself and you group in the next five years?
3. What value do you bring into this organization?
4. Description of Why the Interview Questions Are Effective

The interview questions listed above are useful because they touch on the abilities of the applicants to execute their mandates. The first question seeks to ensure that the candidates were not applying just for the paycheck but rather to bring new energy into the organization. Additionally, the second issue is effective as it results in the examination of the applicant’s personality and whether he/she is a good fit for the organization (McEntire & Greene-Shortridge, 2011). The third and fifth questions are valid as they bring out the short and long term goals of the applicants. Through the sixth question, the interview can establish whether the applicant will add any value to the organization. As such, such questions are critical to ensuring that only the best candidate is hired.

5. Four “Bad” Interview Questions and Explanation of Why They Are Ineffective
6. What did your last boss say about you?
7. With so many applications, why should I hire you?

• Have you ever been fired?

1. Do you think you are up to this job position?

The above four questions are bad because they do not bring any value to the interview. For instance, the question on the opinion of the last boss is ineffective, as the answer might not reflect the actual nature of the interviewee. Additionally, whether the applicant has been fired or not cannot be a guarantee whether the interviewee will keep the present position (Millar, Crute, & Hargie, 2017). Moreover, asking an applicant whether he/she is up to the task is unfair as they could not be unprepared when they made their application.