And One

Are you happy settling for hiring someone who meets your minimum requirements? Or do you want to put in a little more effort to find someone who is a true asset?

Employment Practices

And One

If you are a basketball fan, you know that if a player is fouled while in the act of shooting and still makes the basket, the player gets an “and one” – an attempt to add one more point to the play. So in the course of hiring a new employee, don't you want an “and one?”  The “and one” in this case is a successful employee who can grow within your company and contribute for the foreseeable future.

This can be a tall order, especially if you’re content hiring a competent employee.  It is the most common approach to hiring.  You put together a job description, post it in the appropriate places, review the applicants by checking skills, expertise and educational background against your requirements.  You’ll most likely find someone is fine, but with other considerations you may find your “and one.”

How do you do this?

  1. Put together a wish list.  What would the perfect employee bring to the table?  This is more than determining a satisfactory hire, it is every skill and trait you’d like to see in your new hire.  Then, as you review candidates, measure them against that list.
  2. Don’t underestimate the new hire’s impact to the culture of your practice. No matter what position you are hiring for, this person will likely have to interact with your patients.  Make sure they represent and share the same values you have built your practice on. 
  3. Confirming an applicant’s job history may assist in determining long-term commitment.  Someone who changes jobs frequently isn’t necessarily the wrong hire, but you should understand why someone doesn’t stay at a job for very long – less than two years is the typical standard.
  4. Include others in the interviews.  Team chemistry is key to a successful office, and allowing key people in the office to interview potential applicants ensures you will have a more complete picture of how the new hire might work with everyone.
  5. Most important, trust your gut.  Sometimes, it is easy to get carried away by the thought you need to get someone in the office now and settle for the first qualified applicant that walks through the door.  If you have reservations – even if you can’t put your finger on what they might be – remember a bad hire will likely set you back further than leaving the position open.

That’s it - and I hope you find your “and one.” Happy Days!

The information in the NCMIC Learning Center is offered solely for general information and educational purposes. It is not offered as, nor does it represent, legal or professional advice. Neither does this information constitute a guideline, practice parameter or standard of care. You should not act or rely upon this information without seeking the advice of an attorney familiar with the specific legal requirements of the state(s) in which you practice. If there is a discrepancy between the site and an insurance policy you have with NCMIC, the policy will prevail.