An Better Alternative to the Working Interview
Making the right decision to extend an offer (or not) to a potential employee is challenging.
A working interview may seem like a great way to give you more information about that person without actually hiring them, but it actually carries far more risk than reward. HR professionals, including the American Academy of Dental Office Managers, consistently warn against the use of working interviews. Let’s dispel the myths of the working interview and their supposed benefits and look at some better hiring practices.
THE WORKING INTERVIEW
“I need to see how they interact with patients and staff before I hire them.”
Honestly, a job candidate is on their best behavior for a working interview, so you probably won’t learn anything they don’t want you to know and already showed in their verbal interview.
“I need to see if their skills match up with their resume.”
As the doctor, you will have limited interaction with them during one busy practice day and won’t truly get a feel for their fit in the practice until the end of the 90 day probationary period.
“My friend’s office just pays their working interviews at a non-employee flat rate - why can’t we?”
You can call them whatever you want (Potential Employee, Candidate, etc.), but the IRS and DOL consider them to be employees if they are working in your practice. Therefore, if you have someone come in for a working interview, you have already hired them. As such:
They need to be onboarded to the employee roster including completion of all paperwork and tax forms.
They are eligible to file an unemployment claim and list your office as their prior employer.
If they are injured during the interview, your office is now liable for their worker’s comp claim.
If they are not a suitable candidate, your liability insurance is still responsible for any HIPAA violations they may make or errors if their skills aren’t up to par.
Paying cash or a flat rate check for a working interview is tax fraud. An IRS, DOL or the more likely state unemployment department audit and associated fines are not worth the shortcut of paying someone under the table.
A BETTER WAY TO HIRE
So how can I hire great people without working interviews?
Use Skills Assessments as part of your interview process.
A skills assessment can be a powerful, easy tool to bridge the gap between the verbal interview and a hiring decision. You can even create situations that have ambiguity, leading you to assess the person’s ability to seek out help when needed and ask appropriate questions. Examples include:
Set up an empty operatory for a specific procedure
Walk you through standard sterilization procedures
Explain a treatment plan to another staff member while you observe
Post a patient payment and review patient balance
Greet and walk a staff member back to an operatory
Check references and ask around!
If you don’t already check references, start now. This takes less time than properly setting up a candidate for a working interview and gives you feedback from people who worked directly with the candidate. Don’t limit yourself to just the names provided by the candidate - look at their work history and reach out to a previous employer you may already know. If the candidate will be working with patient fees, you should also get a credit score and criminal record to ensure they are not a fraud risk.
Keep a database of possible candidates.
Have a list of people you know or have connections to that might be a good fit for your office - and start that list before you need to hire someone. The barista who greets everyone with a smile and keeps the line moving efficiently, even when it’s super busy? Jot their name down as a potential front desk candidate. One of your hygienists has a friend who works across town? Add that person to the list - a quick email to check interest when you are hiring might save you sifting through random resumes.
Ask questions with purpose.
Yes, you need to ask about experience and skill level, but once you get those more technical questions out of the way, be sure to include behavioral questions that look for specific examples of how the employee solves problems or reacts to workplace challenges. Steer away from hypotheticals and ask for real examples:
For Emotional intelligence, reflectiveness, personal responsibility, growth mindset
“Give me an example of a time when you made a mistake at work and how you handled it.”
For Patient-oriented, communication, conflict resolution
“Tell me about a time when you had to address an angry patient. What was the problem and outcome?”
For Detail oriented, follows directions, problem solving
“Give me an example of a task that required great attention to detail. How did you handle that situation?”
For Teamwork, personal responsibility, communication skills
“Tell me about a time when you struggled to connect or communicate with a co-worker. How did you solve the issue?”
Are you presenting your real office to them?
Just like a prospective employee, you are putting your best foot forward in an interview. If you are experiencing turnover, make sure to reflect on how your presentation of the office culture matches what really happens day-to-day.
Are there improvements that need to be made in workflow or training processes?
Do staff view a new employee as a welcome addition to the team or a threat to the bonus system?
Do you have a detailed job description you share with the candidate so they understand the expectations?
The qualities we look for in great employees are also the ones we need to see in ourselves, so make sure you are the leader you would want to work with.