Nursing Job Interview: Tips and Techniques plus Interview Questions for Nurse and Healthcare jobs

I have recruited for many nursing and healthcare positions in the UK and have created interviews for jobs ranging from healthcare and nursing assistants, staff nurses at all grades, practice, district and registered nurses and nurse team leaders.
I am aware that for many people an interview can be a daunting prospect and in fact, the fear of interviews puts many off moving to a new employer or applying for a new job.
Sadly, they miss out on potentially great promotions, increased salary, and more interesting roles and this need not be the case.
This article includes a guide to the types of questions you are likely to encounter in nursing and healthcare job interviews.

Interview Questions for Nursing Job Interviews

Within the NHS today, you will more than likely be asked to take part in a Competency Based Interview either in front of a panel or with an individual and will be asked a series of questions exploring your skills, qualifications and experience.
I have split the questions into the following four categories.
1. Training and Qualifications: In this category you should expect questions exploring your understanding of governance, clinical effectiveness, NHS and Trust targets as well as your understanding of medical terminology.
2. Previous Experience: The interviewer will ask questions based on your experience as shown on your CV.
3. Core Competencies: This relates to key skills required such as your ability to have good time management, to work in or manage a team, to demonstrate effective communication and patient care skills and the application of your technical medical knowledge.
4. Personality, Motivation and Coping Skills: Your reasons for applying or for choosing your area of specialisation and how well you deal with difficult situations such as the death of one of your patients.
Expect 3-4 questions on each area along with questions relating to your understanding of issues and targets within the NHS.

Sample Interview Questions for Nursing Interviews

You should expect the majority of your questions to be Competency Based and Behavioural.
For example, how would you answer these questions?

Interview Question 1: 'Talk us through an example which demonstrates your ability to deal effectively with Emergency situations.'
Interview Question 2: 'Describe a time when you used your communication skills to improve the care of on of your patients'
Interview Question 3: 'Describe for us a time when you used your leadership skills to resolve a difficult patient situation.'
Interview Question 4: 'Tell us about a change you made to your working practices in order to improve patient safety.'
Interview Question 5: 'How would you go about ensuring that you improve the quality of the care you give to your patients?'
Interview Question 6: 'Tell us about a decision you made recently which had a positive effect on your patient's care.'

* Questions taken from the InterviewGOLD™ Interview System.

How to Succeed in Your Nursing Interview

Nursing interviews can be challenging; mostly they are Competency Based in front of a large panel and for many candidates these can be daunting. However with proper preparation and effective practice you can master the interview and walk away with the job offer and this is where InterviewGOLD for Nursing will help.
With InterviewGOLD, not only will you learn all the skills to succeed in any interview in Nursing, you will also discover the questions most likely to arise and you will get expert sample answers.

• Online nursing interview course
• Interview Questions for Nursing
• Expert Interview Answers
• Know what to expect and what to say
• Quickly develops your Interview Skills
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Management Interview Questions – How to Interview for a Management Job

Interviewing for a Healthcare Management Position is easier if you’re prepared to answer the specific questions asked of management candidates for a medical job. HospitalSoup.com has compiled a list of some of the more popular questions asked of nursing managers, supervisors, and other management candidates applying for a health-care or medical job.

• If I called a member of your current staff and asked them to tell me about you, what would they say?
• What actions would you take if you came on board?
• How do you lead?
• What’s your secret to getting subordinates to follow you?
• How do you motivate employees?
• How do you reward employees?
• Describe your management philosophy and management style.
• Some managers supervise their employees closely, while others use a loose rein. How do you manage?
• How have you improved as a manager over the years?
• How many people have you fired? How do you go about it?
• How would you deal with an employee who broke a policy (ie: late for work)?
• How would you deal with an employee who was not open and honest in communication?
• It is very hard to attract (critical care, ER, OR, OB etc.) nurses to this area. What are some strategies you
• might use to have enough qualified nurses to be sure patients get quality care in the facility?
• What single professional event made you most proud to be a manager/leader?
• What event made you least proud to be a leader?
• In prior positions did you have budgeting responsibilities? If so, what was the size of your operating budget?
• Do you know how to figure FTE’s?
• What is your definition of empowerment?
• What is your definition of Quality Assurance (QA), and who should be responsible, for QA?
• Tell me about a time when your manager made a decision you disagreed with. What actions did you take and why?
• Tell me about a time when you had to handle a disruptive employee. What did you do? What were the results?
• Tell me about a time when you had to deal with an irate physician, patient, employee etc. How did you handle it
• and what was the result?
• How have you managed to foster a successful team in your past positions?
• What methods have you found successful in determining the priorities when you start in a new facility?
• What methods do you use to foster open communication with staff and management?
• Tell me about a work incident when you were totally honest, despite a potential risk or downside for the honesty.
• How did you handle a recent situation where the direction from above was unclear and circumstances were changing?
• Describe how you motivated a group of people to do something they did not want to do.
• Who is your most effective subordinate and your least effective subordinate?
• What are the strengths and weaknesses of each? What have you done to develop each of these subordinates?
• Tell me about some of the people who have become successful as a result of your management. What was your role in their development?
• What are the major training and development needs of the people in your department? How did you identify them? What are you doing about them?
• Are there any techniques you have found useful in identifying particular subordinates’ needs and potentials? Tell me how they worked with a particular person.
• What do you do differently than other managers? Why? Examples?
• What is the farthest you’ve had to bend your standards in order to succeed?
• What job duties would you like to avoid if at all possible?
• Describe a time in which you weighed the pros and cons of a situation and decided not to take action, even
• though you were under pressure to do so.
• All of us have been in situations where we assigned work to other people and they didn’t do what we intended. Can you tell me about some of those? What were the circumstances and how did you handle it?
• Have you ever had problems in getting your subordinates to accept your ideas or department goals? What approach did you use? How effective was it?
• Have you ever needed cooperation from groups that did not report to you? What did you do to gain cooperation? What were the satisfactions and disappointments?
• Is there a trait or characteristic about you that you find is frequently misunderstood, that surprises you when you find out that people think that about you?
• What 3 things do you hope to accomplish in your first year?
• What do you expect of those who report to you? If candidate responds with a one word answer (for example saying, “support” you can probe further by asking the candidate to describe three behaviors that she/he would view as being supportive.
• If you had an unfavorable plan (i.e., budget) to implement, what would you do to get the managers’ buy in and support?
• With the current nursing shortage, what are two solutions you would like to see put in place?
• What kind of support do you offer managers, directors and front-line staff, knowing the stress of the nursing shortage and the increasing acuity of our patients?
• Tell us about a high level innovative idea/change that you implemented. Was it or was it not successful?

Salary of a Healthcare Data Analyst

Healthcare data analysts, also known as medical or clinical data analysts, work with patient records and other medical information, processing statistical data and producing reports. This information helps physicians, hospitals, health insurers and other organizations make decisions about patient care and treatment. Analysts also study clinical research data and help organizations monitor the cost and quality of medical care. Data analysts who work in healthcare earn salaries similar to their counterparts in other business sectors.

Salary Range
The website PayScale.com surveyed salaries earned by data analysts working in health care, which the website called clinical data analysts. Based on data reported by 189 respondents, PayScale reported in December 2010 that clinical data analysts earn salaries averaging $41,000 to $64,000 a year. Healthcare-related industries that employ data analysts include hospitals, health insurance firms and pharmaceutical companies. PayScale reported that analysts employed by pharmaceutical firms earned the most, with salaries reaching more than $74,000 a year.

Other Healthcare Sectors

• Data analysts employed by clinical research facilities earned higher annual salaries than their counterparts in healthcare facilities and hospitals, but less than analysts in pharmaceutical firms. PayScale reported that clinical research analysts' salaries ranged from $44,905 to $68,983 a year, while analysts in hospitals and other health-care organizations earned salaries that averaged $42,368 to $67,713 a year. Analysts employed by health insurers earned between $44,000 and $67,000 a year.

Responsibilities of Healthcare tester – manual Facets Testing

Facets Testing explained

Facets Testing is not one of the testing types. But it is purely and most of the time, a type of manual testing which is done on Facets tool that is being used for claims processing and other healthcare insurance company day to day activities are done.

These are Typical healthcare manual testing/  tester roles and responsibilities especially in FACETS application in healthcare industry.

·                     Participated in requirements meetings to understand the requirements from business people.

·                     Prepared Test cases and Test scripts from the requirements and Functional, Technical specifications.

·                     Validated member eligibility and eligibility inquiry in the facets application to the legacy application in order to confirm the migration successful or not.

·                     Experience in Medical, Pharmacy Plan changes from one plan to other plan with in Group, subgroup, class combinations.

·                     Experience with COB (coordination of benefits) application with in facets, testing of claims status for selected subscribers.

·                     Writing test cases and test scripts in MS Excel Manually and uploading in Quality center.

·                     Well experienced in benefit coding of different products for various plans of BCBS such as Blue preferred, Blue exchange etc..

·                     Calculating co-pay, coinsurance, adding single tier, multi tier for different products with in a plan.

·                     Comparing plan and product details in medical module, and reviewing the benefit summary and feeding them into pivot tables with appropriate co-pay and coinsurance and valid comments for various codes of vision, maternity etc..

·                     Test data entry into FACETS4.7 application in the test environment for creating groups, subscribers and family members.

·                     Experience in creating new groups, subgroups, subscribers as and when needed which is later used as a test data for testing purpose.

·                     Experience in System testing and UAT testing of the facets core application and custom modules as needed.

·                     Claims validation in Facets application which includes claims pending status, member status, etc..

·                     Creating test cases, test scripts for various modules, and uploading them into quality center.

·                     Traceability matrix of test cases to corresponding requirements.

·                     Running the test cases and it scripts and executing them thoroughly with pass/fail status.

·                     Entering defects for failed test cases and assign the defects to appropriate developers.

·                     Regression testing of the application once the defects are fixed and passing the test cases.

In simple words, Facets testing is not really much different than other types of testing except the fact that the domian knowledge in healthcare industry is a must and familiarity on facets tool is necessary.

Major applications with in the Facets testing that you need to learn /know before interview is, Claims processing, hospital, claims, physician claims, member subscriber inquiry etc..

facets testing facets healthcare facets testing interview questions what is facets testing

Healthcare Domain Knowledge for Interviews Testing Mainly

Healthcare Domain Knowledge for Interviews Testing Mainly
This article discuss common healthcare terms from a payer perspective and gives a overview basic HIPAA messages.
Common healthcare terms:
* Payer
* Plan
* Provider
* Member
* Subscriber
* Claim
* Product
* COB (Coordination of benefits)
* PCP (Primary Care Provider)
* Capitation
* HIPAA
Healthcare payer services:
* Revenue Management
* Customer Service
* Product Management
* Consumer Management
* Risk Management
* Care Management
* Provider Management
* Member Management
* Reimbursement Management
Standard Code Sets:
ICD-9-CM Diagnosis & Inpatient Procedures
CPT-4 Outpatient Procedures
HCPCS Ancillary Services & Procedures
CDT-2 Dental Terminology
NDC National Drug Codes
DRG Diagnostic Related Groupings 
ICD-9-CM:
International Classification of Diseases, Ninth Revision, Clinical Modification (ICD-9-CM, ICD-10-CM) - This is the universal coding method used to document the incidence of disease, injury, mortality and illness.
A diagnosis and procedure classification system designed to facilitate collection of uniform and comparable health information.
The ICD-9-CM was issued in 1979. This system is used to group patients into DRGs, prepare hospital and physician billings and prepare cost reports.
Classification of disease by diagnosis codified into six-digit numbers. 
Diagnosis Related Groups (DRGs):
An inpatient or hospital classification system used to pay a hospital or other provider for their services and to categorize illness by diagnosis and treatment.
A classification scheme used by Medicare that clusters patients into 468 categories on the basis of patients' illnesses, diseases and medical problems. Groupings of diagnostic categories drawn from the International Classification of Diseases and modified by the presence of a surgical procedure, patient age, presence or absence of significantcomplications/other relevant criteria.
System involving classification of medical cases and payment to hospitals on the basis of diagnosis.
Common Health Plan Types:
HMO
PPO
POS
Medicaid
Medicare
Defined Contribution
HMO:
A health maintenance organization (HMO) is a health care delivery system that accepts responsibility and financial risk for providing a specified set of health care services to an enrolled membership in exchange for a fixed, prepaid fee from the purchaser (i.e., either the employer, government or an individual.) HMOs build network through contracts with selected physicians or physician groups, hospitals, and other providers who render care for a given population for a discounted fee in anticipation of an increased volume of patients. Those individuals who become members of an HMO (i.e., enrollees) agree to receive care from this contracted network of providers.
Characterized by a PCP, all treatment/referrals thru PCP
PPO:
A Preferred Provider Organization (PPO) is a group of health care professionals and/orhospitals that contract with an employer or insurance company to provide medical care to a specified group of patients. Participating health care providers exchange discounted services for an increased volume of patients from this group. Insurance companies offer PPOs to give their members a choice of either in-network benefits or out-of-network benefits.

HSI Healthcare Selection Inventory

Hire for Fit

Most Healthcare organizations hire based on experience and technical skills rather than fit. Studies show that 70% of new-hire turnover is a result of poor fit, NOT technical ability.

Good selection decisions focus on fit as well as technical skills. The HSI reveals the fit of each applicant, along with follow-up interview questions to probe potentially problematic behaviors.

Improve Customer Service

Healthcare organizations across the country want to hire applicants who provide a high level of customer service and share their values.

The HSI incorporates a "Service Excellence Index" that identifies customer-focused applicants. It ensures the new-hires will support and embrace your Healthcare organization's Service Values.

The "Service Excellence Index" is available for five Job Families: Nursing, Patient Care, Technical/Professional, Administrative/Clerical and Entry-level Service.

Behavioral-based Interviews

Healthcare organizations want to provide Hiring Managers with a structured, behavioral-based interview process.

The HSI automatically generates a structured, behavioral-based interview guide along with custom-written follow-up interview questions to probe potential problematic behaviors, for each of the nine Healthcare competencies (e.g. customer focus, compassion, teamwork, work ethic, etc).

The structured interview guides are available for five Job Families: Nursing, Patient Care, Technical/Professional, Administrative/Clerical and Entry-Level Service.

Improve Retention

Improving Retention Rates of new hires is an initiative shared by Healthcare organizations throughout the country.

The HSI provides a “Retention Index” which evaluates an applicant’s commitment to the organization.

Results alert you to high-risk applicants in advance of your selection decision.

Feedback Report

The HSI utilizes a "multiple assessment" approach that includes personality, a realistic job preview and interview components.

The personality component determines applicant’s "fit" for nine Healthcare competencies (e.g. Work Ethic, Customer Focus, Compassion, Teamwork, etc.).

The realistic job preview component determines an applicant’s willingness to perform common healthcare related tasks (e.g. work on call, work holidays, etc.).

The interview component provides a customizable, structured, specific to each of the five job families. In addition we provide specific follow up questions to probe questionable behaviors.

e( � m �� �� y 20% without adversely effecting service or quality of care. The physicians on the hospital staff were opposed to the project and believed that reducing staff would compromise patient care. Through regular monthly meetings with each department of the medical staff and individual conversations with the department chairs I was able to effectively demonstrate that the reductions would be in non-patient care areas and that we would be able to adjust to fewer staff in these areas through improved technology, systems and procedures.

Sample response from a chief operating officer of an ambulatory care organization:

One of our specialty services consistently lost money due to low volume and high operating costs. We identified a business partner who could help increase the number of patients by adding new physicians to our group and gaining entrance into additional insurance networks. Our physicians were resistant, as they did not want a new group joining the center that they had initially started and expanded. Individual and group meetings with our physicians and the proposed business partner and the creation of an advisory board composed of our physicians helped to facilitate their buy-in.

Although the focus of interview questions for different disciplines and management levels differs to some extent, there are common threads. The ability to effectively problem solve and communicate with different constituencies (staff members, physicians, other managers and individuals outside the organization) are required at all levels and in all disciplines. Interviewers will pose questions that are behavioral in nature, such as those above to ascertain a candidate's experience and capabilities. Responses to these questions are a good indication of how a candidate will perform when faced with the challenges of a health care management job

The importance of customer service

Health care organizations are increasingly concerned about their managers' customer service skills. The ability to achieve high levels of customer satisfaction is considered a requirement for the success of the organization. Interviewers, therefore, focus on this with questions such as, "How do you deal with a dissatisfied customer, and what steps have you taken to ensure high levels of customer service?" In all aspects of customer service communication is central, so skills in this area are needed. It is strongly recommended that prior to the interview you prepare a set of questions to ask the interviewer. Examples of these are:

• Have there been any recent changes in the organization that effect this department position?
• Who are the major competitors and what has the organization done to become more competitive?
• Is there a strategic plan and how is it developed?
• What are the greatest challenges facing the organization today?
• What are the major projects currently being worked on and what are the plans for the future?
• How is morale and what has been done to increase employee satisfaction?
• How has the company responded to recent regulatory changes?

The interactive nature of the interview process may lead to additional questions. For example, if during the course of the conversation, the shortage of nurses or other personnel arises, a good follow up question is, "What is the organizations' plan for recruitment and retention and how effective has it been?" Similarly, if recently cited quality issues come up, a question related to the organization's performance improvement program and the involvement of management and staff in quality improvement initiatives would be appropriate. As with responses, questions should be direct and to the point.

In today's environment, health care managers are required to have a broad knowledge base and diverse skill set. Financial management, quality improvement, human resources, strategic planning, physician relations, marketing, community relations, regulatory compliance, and customer satisfaction are all areas in which a health care manger needs to have at least a working knowledge and preferably some level of expertise. The vast majority of healthcare management positions are involved in these areas to some extent. In an interview, the broader and deeper the candidates knowledge and experience in these areas, the stronger the applicant appears. While candidates for entry level positions will have less experience to draw from, knowledge and understanding of issues and developments in these areas will make a positive impression. Individuals seeking middle management and executive level positions are well served by a background and experience in which there was involvement in as many of these disciplines as possible.

In summary, successful interviewing leading to health care management job offers is dependent upon good preparation, and presenting yourself and your talents and skills effectively. If you do this well, you'll leave the interviewer with a positive impression of you as a potential asset and good fit for the organization.

10 questions on the changing role of the healthcare IT executive: An interview with Patrick Moroney

Healthcare and its intrinsic need for timely, accurate information often puts the CIO in a prime position to be the champion or the goat. Increasingly, healthcare CIOs are being made responsible for more than just managing information. They are called on to be change agents and organizational drivers that make or break the numbers.

Patrick Moroney is a CIO with a knack for being a professional change agent as well as a world-class networker, which is a winning combination by any measure. He is president of the Barnier Group, performing CIO advisory services at New Mountain Capital and advising Houston-based Intermarine. He’s also the driving force behind the 6,000+ members of the Technology Leadership Association, which he founded in 2002. He has been the CIO at National Medical Health Care Services, Health Care Service Corporation (HCSC), ServiceMaster, and the Food & Nutrition division at Monsanto. He has held a variety of roles on six continents and is a member of the Society for Information Management.

Patrick received the 2004 CIO of the Year award from the Executives’ Club of Chicago. While he was the CIO of HCSC, he took the #21 spot in Computerworld’s top 100 best IT workplaces of 2005. And in 2006, he was was included in Computerworld’s Top 100 CIOs list.

Here’s my conversation with Patrick about the relationship of IT to healthcare and the changing role of the healthcare executive.

1. Jeff: How has the CIO role changed over the time you’ve been in the healthcare industry?

Patrick: Looking back over the last six or seven years, the primary changes have been ones that affected CIOs across the board, including healthcare. The main trend has been that the CIO role has become more strategic while not becoming any less focused on technology and operational excellence.

CIOs have become increasingly responsible for driving transformation and process in their organizations, because at a very tangible level, CIOs cannot get their job done without being primary change agents.

There has also been a greater emphasis on the science of what they do in their organizations as demands for predictability in delivery and spending become the norm, where in the past, IT was seen as a black art that was given greater leeway because it was more esoteric. These days, CIOs are inserting best practice models, like ITIL, COBIT, and CMMi into their management processes much more frequently.

There’s also more focus on portfolio and project management. The recession is forcing us to devote some of our energy back to the good old days of cost-cutting initiatives. You’re going to see this reaction carrying even more weight as we drag ourselves through 2009.

2. Jeff: Is there a significant amount of change around the advances in technology or are they primarily systemic?

Patrick: There have been some technology advances that created opportunities for improvement in healthcare, like telemedicine and robotics, but most of the activity in healthcare IT is still around current technologies being applied to the latest systemic and process issues.

Some of the major driving forces are cost reduction, the need for accurate information, enabling patient access to services and information, and the physicians’ access to clinical knowledge.

Of course, another driver has been the increasing amount of government regulation. When you look at the top 15 tech trends in the latest HealthCare Informatics Magazine poll, with only a few exceptions, the trends are similar to manufacturing, insurance, financial, or any other company’s list. I don’t see this as being any different with payers or providers or even in the pharmacy benefits manager space, like Caremark or Allscrips.

With that being said, the systemic issues are certainly challenging. In hospitals, driving clinical transformation is a major challenge this year. For the payers, driving system consolidation and implementing automation, like business rules for better claims performance and efficiencies, continue to be a big deal. For the larger PBMs as well, finding ways to add value in the system with predictive and preventive information and system consolidations are the biggest challenges. On the provider side, hospitals are seeing increasing data management projects. Whether they’re systemic or not, they’re tough work.

3. Jeff: Is there any significant difference in running healthcare as a business versus retail or manufacturing?

Patrick: As I mentioned, it’s generally not that great a difference from the CIO’s perspective. One difference in a hospital is that lives are at stake, and that certainly raises everyone’s attention to quality and excellence in the details. For the CIO in a high-volume, financial-transaction environment, where minutes of downtime can mean millions of dollars, there is certainly pressure to meet the highest level of performance.

The healthcare CIO is even more challenged, though, because the industry has generally not gone through most of the reengineering other industries have. It routinely deals with more inefficiency, brokenness, multiplicity, and lack of cross-industry integration and has to perform at the highest level while it’s herding a bunch of unnecessary cats.

The government is also a far larger influence in healthcare than in other areas, so you have whole industries within healthcare that deal with the government and the ever-changing laws and regulations that can shift everything you do once they are enacted. The fact that the government’s spending accounts for more than half of every dollar in healthcare is the gorilla on the table that dominates the options these CIOs can use to respond to change.

4. Jeff: Does the scope of the information managed by the CIO include things like legal and insurance complications, as well as the ones we normally think of, like records management and confidentiality?

Patrick: It absolutely does. When a hospital, or payer, or third-party administrator, PBM, or other healthcare entity is managing these vast amounts of personal health information, it certainly raises legal and insurance issues regardless of the clinical outcomes involved. HIPAA, for example, drives a tremendous amount of legal and privacy activity and probably accounts for at least one rain forest a year just with the paperwork to notify patients about HIPAA.

These healthcare businesses act just like any other business with regard to needing to understand their business, their risks, their performance data, purchasing activities, and so on. On a basic level, it looks like the same kind of information factory as any other business.

5. Jeff: Could you talk a little bit about the dynamic role of the government in healthcare and the effect in has on your job?

Patrick: I’m not sure I would use the words dynamic and government in the same sentence in talking about healthcare. As I mentioned, 51% of every healthcare dollar is paid with government money; Medicare, Medicaid, the military, or otherwise. So when the government passes any regulation specific to healthcare, like HIPAA, or general regulations like Sarbanes Oxley, CIOs must respond to it. As a healthcare CIO looks at the content of their investment portfolio, there are years when 30% of the budget is spent addressing regulations. And it’s a limited pie. Every dollar spent there is one that is not spent on innovation, or improving efficiency, or other ways to benefit people’s lives.

The regulations are well intended, but they are addressing an industry that is probably the most inefficient in history, so ensuring compliance can become an “all hands on deck” response. And the causes of the inefficiencies are not something healthcare is going to be able to fix itself. There are too many entities out there; four thousand payers and a million providers. The one-doc shop has entirely different priorities from a hospital system, and universal “solutions” across that kind of gamut just don’t work.

Government has tried to empower regional health information organizations (RHIOs) to foster solutions, but there doesn’t seem to be much critical mass coming from this model either. Healthcare has to address societal “rights” issues, such as “the right to the best healthcare possible” and also invest against potential legal suits around every corner.

In the United States, we don’t want to wait for our healthcare, either. There are different expectations in healthcare for Canada, or the UK, or any other country. The Canadian system is free, but you can wait months for the same heart operation you’ll get tomorrow in the United States.

Throw all that in the pot and at the end of the day, the government is going to have to be the driver of real change. What government has done so far is to try point measures to fix things that have ended up costing a lot of money and time without solving the issues — like managed care, for example. These measures eventually prove unprofitable for healthcare businesses and undesirable for patients. There are also the legal suits that drive a ton of healthcare activity in the United States. Doctors come under a great deal of pressure to do a procedure just to protect themselves anytime a new technology comes out.

6. Jeff: We tend to think of a hospital as a hospital, but is a facility’s size a big factor in the role of the healthcare CIO, in the same way it is among small and medium businesses compared to larger enterprise businesses?

Patrick: Sure it is. A single hospital certainly has to do all the same things that a hospital in a larger system must do, but the volume economics are multiplied and drive the technology differently as a result.

You see that with the adoption of electronic medical records and computerized physician order entry (CPOE) systems right now. By comparison, these are like large integrated ERP implementations. They have the same profile as ERP implementations: high costs, implementation issues, change and transformational issues, needs for documentation and training, and so on. Larger providers have the cost base and the budget to undertake these kinds of solutions, but smaller hospitals and the charity hospitals don’t. A basic Cerner- or Epic-level EMR starts at about four million dollars and goes far higher for larger systems. A small hospital CIO is not likely to get to do that kind of project. Hopefully, we will start to see some Web-based and smaller SaaS offerings develop that allow the smaller hospitals to achieve the same kinds of benefits.

7. Jeff: When someone asks you how they can pursue an executive career in healthcare and what kind of resume and experiences they should they be building, what do you tell them?

Patrick: My first role as a CIO in healthcare was at Health Care Service Corporation, which is the parent of Blue Cross Blue Shield of Illinois, New Mexico, Oklahoma, and Texas. I brought a lot of large system implementation and transformation experience, which was needed because as HCSC was looking at its aging systems and workforce — and a growing membership — a significant service disconnect was developing. Having the experience to take the organization through a significant transformation was more important than specific healthcare or insurance claims experience.

My resume also included a lot of experiences from other industries, like manufacturing, distribution, services, consumer products and pharmaceuticals. I was able to see the success models from these industries that could be applied in the healthcare environment. There certainly is a deep complexity in healthcare that needs to be learned for a CIO to really succeed. But even without specific experience, your general business skills, people skills, transformation skills, technology skills, and general leadership skills can leverage and sell over your lack of healthcare experience. Know what’s needed for the business and be sure you sell that if you have it. That being said, I’m aware that many hospitals are shy about bringing on a CIO who hasn’t worked in a hospital environment before.

8. Jeff: It’s an understatement to say you’re a tremendous networker — when you talk to other CIOs outside the healthcare industry, what kinds of things do you find you have in common?

Patrick: I think at a very basic level, we all love our jobs. There is very little we do that we feel is repetitive. Every day is a new challenge and there are lots of opportunities to grow. Assuming we have the right relationships at the senior levels of a company, we enjoy sharing success with other smart people. To do the job well, we need to understand the full breadth of a business, so a CIO has to be able to speak in the language of the business and the different functions to generate the trust necessary to get things done. I’d say there’s less understanding of what the CIO does than most of the functional leaders at the top of the company. We perform the full-time job of ensuring that the technology machine runs perfectly and the second job of being a critical business leader in the company. In conversations with other CIOs, there’s a lot of empathy because we all know it’s a challenging role and the moniker of CIO meaning “career is over” is still out there. The reality is that tenure of about three years is still typical for the marketplace.

9. Jeff: What are your top three priorities when you get to work in the morning?

Patrick: First, making sure my IT team knows I’m there for them and that the priorities they need to be nailing are crystal clear. Next, making sure I know the priorities of the business and touching base with my key business stakeholders to ensure I never get out of step with what I need to be focused on. Then, finding a great cup of coffee.

10. Jeff: Just to wind things up: It seems like healthcare may be one industry that is more insulated than others by sheer necessity during tough economic times. Is that true?

Patrick: Yes, I think in general the industry is insulated because of what it does. By insulated, I mean the percentage of the national GDP that healthcare continues to represent is secure and likely to grow with changing demographics. But in spite of that, there’s still a lot of competition and struggle among businesses in this industry, so I doubt that any healthcare CIOs out there feel like they can coast, especially in these challenged economic times. The inefficiency of the industry will keep the CIO’s platter full for a long time to come. I would guess that most healthcare CIOs, like doctors and nurses, are in their jobs because they see that when they do their jobs well they can make a difference in people’s lives. There is no insulation in that, just a driving need to keep getting better every day.

TOP 10 QUESTIONS FOR INTERVIEWING HEALTHCARE EMPLOYEES

TOP 10 QUESTIONS FOR INTERVIEWING HEALTHCARE EMPLOYEES

■  How did you fill downtime at your last job?

■  Tell me about your last performance review. What was mentioned about how you could improve? Any re-occurring themes?

■  What situations kept you from fulfilling your job duties or from coming to work on time at your last job?

■  Describe a recent problem you had with one of your manager's decisions. Listen and then ask, how did you handle it?

■  Tell me about the most recent problem you had with a co-worker. Listen and then ask, how did you handle it?

■  What about your character makes you a good candidate for this job?

■  Priorities often change suddenly throughout the day. If you are asked to quickly do another task, how does that affect your mood? What if it's the third time before noon?

■  What do you feel is an acceptable amount of days to be absent in a calendar year?

■  How do you handle situations that could cause you to be tardy or absent?

■  How have you responded in the past when you found another employee was stealing?

■  How have you responded in the past when your replacement calls in sick and a substitute will take over an hour to come in?

■  24/7 operations are like relay races where you take the baton, run with it and then pass it on smoothly. How do you make seamless transitions on shift changes?

■  During the last year, when your replacement hasn’t shown up and your manager asked you to stay late, what percentage of the time have you stayed late?

■  Think about the last time your manager critiqued your work. How did you respond?

■  Give an example of when you did something without being asked. Can you give me another example?

■  Tell me about your most frustrating experience as a __________(job title). Listen and then ask, how did you handle it?

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Interview questions for: Nurses, Nurse Aids, CNAs, LPNs

Character quality: Endurance

■  If a friend were to ask you for help in deciding whether to stay or quit a job that was hard work but meaningful work, what would you tell them and why?

■  When you have a lot of work to do and not enough time or assistance to get it all done, how do you handle it?

■  How do you keep from getting burnout?

■  What about your character would help you do this job day in and day out?

■  What does endurance mean to you?

■  Would those who know you best say that you endure to the end or move on to other things?

Interview questions for: RNs, Nurse Aids, CNAs, LPNs

Character quality: Dependability

■  During the last year, when your replacement hasn’t shown up and your manager asked you to stay late, what percentage of the time have you stayed late?

■  Everybody misses work sometimes. What are some legitimate reasons to miss work?

■  Two hours before you are scheduled to arrive at work, you learn weather is going to be bad and traffic will be worse. How do you respond?

■  If your shift ends at 3 p.m. and your replacement hasn’t arrived by 3:15 p.m., what do you do?

■  The schedule shows 8, however only 5 showed up. How does that make you feel? What would you do?

■  You just discovered it’s a snow day and your kids have no school. You are scheduled to work 3–11, how would you handle this dilemma?

■  How many scheduled days did you miss during the last three months you worked?

■  It is your lunch break and you see a resident fall. What do you do?

■  What would you do if your car doesn’t start?

■  If we were to ask your previous supervisor, what would they say about your attendance and job performance?

Interview questions for: Nurses, Nurse Aids, CNAs, LPNs

Character quality: Compassion

■  How do you respond to crabby people in pain?

■  Approximately how old were you when you decided to become a nurse? Where there any defining moments that help you decide to become a nurse?

■  Would people say that you are compassionate? Your family? Why, give some specific reasons?

■  If you encountered a resident that was characteristically upset and/or difficult what would you do?

■  If a resident has just expired and their family has just arrived at the facility, how would you respond.

■  Mrs. Jones is in the facility for a fractured hip. She constantly likes attn. by putting on the call light pretending to be in pain. Everyone on the hall is ignoring her. You pass by the room and hear her crying what is your response?

■  How would you intervene with a resident who is grieving over the loss of a grandchild.

Interview questions for: Certified Nurses Aid (CNA)

Character quality: Sensitivity

■  You are late for work. You enter the building and notice a non-compliant resident who is drinking a soda but appears to have a wet him/her self. How do you respond?

■  How do you react to a sense of being overwhelmed with unfinished work ten minutes past your shift deadline when you find a new resident in need?

■  Do others like to talk with you? How do you encourage others to talk to you?

Interview questions for: RNs, Nurse Aids, CNAs, LPNs

Character quality: Cautiousness

■  Can you explain in detail how you would appropriately transfer a resident from a bed to a wheel chair?

Interview questions for: Nurses, Nurse Aids, CNAs, LPNs

Character quality: Honesty

■  What would you do if a delivery driver accidentally left double the number of an item that his company charges us a lot of money for?

■  What was the last thing you found? ... Then ask, Where?, ... What did you do with it? [Does the applicant take advantage of opportunities of the moment or do they have a heart to restore lost items to the owner?]

■  What would you do if you saw another nurse stealing from a resident?

■  A resident takes off her rings, and hands them to you in the middle of the night what would you do?

■  How do you demonstrate honesty to co-workers?

■  What do you think honesty means to an employer?

Interview questions for: RNs, Nurse Aids, CNAs, LPNs

Character quality: Punctuality

■  If we were to ask your previous supervisor, would s/he say that you never, sometimes, or frequently took off early?

■  What are some of the reasons that kept you from coming to work ... promptly?

Interview questions for: Certified Nurse Aid, CNA

Character quality: Initiative

■  Your shift ends in 10 min. and you have accomplished all your duties, how would you utilize your remaining time?

■  What do you think initiative is and how have you applied it to your job in the past?

■  Tell me of a time that you solved a problem without direct supervision.

■  How often do you think a charge nurse or DON needs to be on the unit?

Interview questions for: Nurses, Nurse Aids, CNAs, LPNs

Character quality: Deference, discretion, endurance, flexibility, respect, honor, loyalty, meekness, obedience, self-control

■  Describe a recent problem you had with one of your manager's decisions. Wait, then ask, how did you handle it?

■  After an extremely demanding day with a resident who required much attention, their family member aggressively approaches you, and accuses you of negligence and calls you nasty names. How do you handle this?

Interview questions for: CNA

Character quality: Flexibility

■  You have already begun your assignment and have then been asked by your supervisor to work in another unit.  How would you handle this?

■  How have you responded when your supervisor asked you to work a different shift to fill vacancies?

■  Priorities often change suddenly throughout the day. If you are asked to quickly do another task, how does that affect your mood? What if it's the third time before noon?

Interview questions for: Managers/employees in 24/7 operations with open tasks on shift changes (charge nurses, RNs, LPNs, CNAs)

Character quality: Alertness, Responsibility, Thoroughness

■  24/7 operations are like relay races where you take the baton, run with it and then pass it on smoothly. How do you make seamless transitions on shift changes?

Interview questions for: Administrator / Executive Director

Character quality: Leadership

■  How do you reinforce behavior you want repeated (in a non-monetary way)?

■  How do you develop untapped potential in your staff?

■  How do you build and maintain morale with your staff in a non-monetary way?

■  How do you demonstrate that you value people for who they are rather than for what they accomplish?

■  What are the primary management styles? Describe each. Which is your predominant style? How have you applied those characteristics? What successes and shortcomings have you experienced with your management style?

Interview questions for: Administrator / Executive Director

Character quality: Honesty

■  What would you do if a delivery driver accidentally left double the number of an item that his company charges us a lot of money for?

■  What was the last significant item you found? ... Then ask, Where?, ... What did you do with it? [Does the applicant take advantage of opportunities of the moment or do they have a heart to restore lost items to the owner?]

■  How do you model honesty to employees?

Interview questions for: Administrator / Executive Director

Character quality: Initiative

■  How did you fill downtime at your last job?

■  How would you define a successful Administrator?

■  Tell me about your biggest challenge and how you responded to it.

■  What are some ways you practiced initiative at your last job?

Interview questions for: Administrator / Executive Director

Character quality: Joyfulness

■  How would you go about making a visitor feel welcome?

■  What was discouraging to you in your last job?

■  How do you handle discouragement?

■  Tell me about the last time an upset family member irritated you and how did you handle it?

■  What did you enjoy the most/least about your previous position?

Interview questions for: Administrator / Executive Director

Character quality: Enthusiasm

■  Define what enthusiasm and what it means to you.

■  Identity a difficult situation in your life and how you dealt with it.

■  What did you enjoy most about your last job? Enjoy least?

■  What is the most irritating aspect of your last job?

Interview questions for: RN

Character quality: Dedication

■  What keeps you motivated?

Interview questions for: RN

Character quality: Enthusiasm

■  What is it about this job that excites you and how is that relayed to the residents that you’ll take care of?

Interview questions for: Nurses, Certified Nurses Aids, CNAs, LPNs

Character quality: Patience

■  How would you respond if you are orientating a new employee and had to show them something four times?

Interview questions for: Nurses, Nurse Aids, CNAs, LPNs

Character quality: Loyalty

■  Describe a situation where you were unhappy with something that occurred at work. How did you handle it?

Interview questions for: Charge Nurse

Character Quality: Compassion

■  How would you go about notifying the loved one of a resident that died unexpectedly?

Interview questions for: Charge Nurse

Character Quality: Endurance

■  Your job will require many duties and responsibilities, as a charge nurse. If at the beginning of your shift, you learn that your LPN co-worker has called in, although help is coming, how would you handle this situation?

Interview questions for: CNA

Character quality: Numerous

■  Describe the qualities of a good CNA?

■  Describe what a good day of care for a hospice patient would be.

■  What is your relationship with your grandparents?

■  Why did you choose this profession?

■  What qualities do you think you have that would be valuable to our facility?

Interview questions for: Cook

Character Quality: Initiative

■  You discover that nobody from the dietary department has arrived by 6 am with breakfast scheduled to be served at 7 am. What do you do?

■   If you see product getting low, what would you do?

■  As a cook, if you see an increase or decrease in customer flow, how do you respond?

■  Give an example of a time when you did something without being asked? Can you give me another example?

Interview questions for: Cook

Character quality: Dependability

■  Why do you think dependability is important for a cook?

■  What outside situations would affect your dependability on the job?

■  Everybody misses work sometimes. In your mind what are some legitimate reasons to miss work?

Interview questions for: Admissions

Character Quality: Determination

■  You have two admits come in at noon. How do you organize your day to get your work done by 3 pm?

Interview questions for: Housekeeping

Character Quality: Dependable

■  How many work days did you miss last year? What are the last 3 reasons you called in for?

Interview questions for: Housekeeping

Character Quality: Flexible

■  If you found a puddle in the main lobby as you come in, what would be your first action?

Position: Any

Character trait: Orderliness

Hiring Questions:

■  What is the difference between neatness and orderliness?

■  What problems are associated with a lack of orderliness?

■  How would you practice orderliness here?

■  What have you observed here that is lacking orderliness?

Interview questions for: Resident Services

Character Quality: Tolerance

■  You are called in the evening regularly for a disabled resident who has locked him/herself out of the apartment. How would you handle this situation?

■  How would you handle inspecting an apartment where the resident's housekeeping is poor?

Position: Any

Character quality: Dependability

■  What do you feel is an acceptable amount of days to be absent in a calendar year?

Position: Any

Character quality: Truthfulness

■  Do you speed when you drive? By how many mph? If they say, no, they're lying. If they say, 20mph or more, they're reckless and/or in too much of a hurry to be thorough.

Position: Any

Character quality: Discretion

■  Did you ever find out that a fellow employee makes more money than you do? How did you respond? If says no, say: You just found out a fellow employee makes more money than you do. What would you do? Who would you tell?

Position: Any

Character quality: Flexibility

■  If needed, would you like to work another position or would you rather not be cross-trained?

■   You are scheduled until 4:00; a cook calls off and a replacement can't be in until 5:30. Do you stay? If so, how long do you stay?

Position: Any

Character quality: Initiative

■  Give an example of a time when you did something without being asked? Can you give me another example?

■  How did you fill downtime at your last job?

Position:  Receptionist

Character quality: Joyfulness

■  How would you go about making a visitor feel welcome to the company?

■  How would you handle answering a phone caller's question with five lines ringing?

■  What is the most difficult situation you have faced with a customer and what was the

outcome? How would you handle it differently?

■  How did our receptionist greet you? Would you have done anything differently?

■  How would you handle an irate customer?

■  How would you diffuse a situation with an upset customer?

■  Give an example of how you dealt with a difficult situation/customer.

■  How do you feel about the philosophy of the customer always being right?

■  How do you respond if you know the customer is wrong?

■   How would you define a successful receptionist?

■  What was discouraging to you in your last job?

■  Describe your previous employer or supervisor .

■  In your past jobs, which one have you enjoyed the most? Why?

■  Describe an ideal receptionist in your view. How do you measure yourself against that standard?

■  What did you like best about your last job?

■  How would you define joyfulness? How do you think it would relate to this job?

■  Can you give an example of being joyful in a difficult situation?

■  What irritates you the most? How do you overcome these things?

■  How do you handle discouragement?

■  What did you enjoy the most/least about your previous position?

■  Outside of work, what do you enjoy the most?

■  Tell me about your biggest challenge and how you responded to it.

Position:  Receptionist

Character quality: Enthusiasm

■  Why have you applied for the position of receptionist?

■  How do you make strangers feel welcome?

■  Define what hospitality is and what it means to you.

■  What qualities do you feel are necessary for the position you are applying for?

■  Describe the ideal reception area.

■  What two things bring you the most joy? Why?

■  What two things do you find most frustrating? Why?

■  What would your past supervisor say about you?

■  Outside of work, what do you enjoy doing?

■  Why are you seeking this position?

■  In the next minute, explain to me why you are the best candidate for this job.

■  If you could learn to play a musical instrument, what would it be? Why?

■  How would your friends describe you? In one word?

■  Identity a difficult situation in your life and how you dealt with it.

■  What are your hobbies and outside interests? What do you enjoy most about them?

■  How would your best friend describe you?

■  When people meet you, what would they remember about you?

■  What would your last supervisor say you felt about your job?

■  What community activities do you participate in? Why?

■  Why do you think enthusiasm is an important requirement for being a receptionist?

■  Describe an enthusiastic person to me and how you display enthusiasm in your job.

■  In what ways would your previous supervisor describe your past performance and attitude?

■  What did you enjoy most about your last job? Enjoy least?

■  What is the most irritating aspect of a receptionist's job?

■  How would you respond to the following: Upset customer? Upset supplier? Upset employee?

Position:  Receptionist

Character quality:

■  When you are having a "bad day ," how does that affect your approach to your work/life?

■  What gives you the most satisfaction personally or professionally?

■  What makes your day?

■  Place the person in another room and call them on the phone.

Position:  Receptionist

Character quality: Sensitivity

■  What are three ways people express anger?

■  What would be your first response to someone visibly upset?

■  What would be your first response to a customer when he or she arrives?

Position:  Receptionist

Character quality: Gentleness

■  How would you handle a client who called in and was crying?

■  What three things most likely would make you angry from a caller?

■  How would you handle a person who has to wait for a long time for a scheduled appointment?

Position:  Receptionist

Character quality: Alertness

■  Would your former employer describe you as being alert? Why or why not?

■  How would you describe alertness?

■  Are you comfortable in a multitasking environment? Describe what you see yourself doing in performance of job responsibilities.

■  If we decide to hire you, would you be comfortable with our contacting your former employer?

■  Out of these characters, which one would you rank first and which one last?

■  Could you tell me why it is the number one and an example of how you exhibited that quality?

■  Why did you choose this one as your weakest character quality?

Position:  Receptionist

Character quality: Attentiveness

■  What does attentiveness mean to you?

■  How would your previous employer(s) (or family members) rate your attentiveness?

■  How would you handle a customer on the phone and another customer in person? Vice versa?

■  Describe a situation where you had to handle multiple interactions simultaneously. What did you do?

■  When do you find it difficult to give your full attention to an individual? How do you

overcome this?

■  How do you handle task interruptions?

■  Which of the following areas do you feel you are the strongest in: enthusiasm, attentiveness, dependability, sensitivity, alertness, or gentleness?

■  Which of the following areas do you feel you are the weakest in: enthusiasm, attentiveness, dependability, sensitivity, alertness, or gentleness?

■  If you are working on a project, what is more important - the goal of getting the job done or the steps to getting the job done?

■  How would your previous employer feel about your choices?

■  When talking with an individual, what is the most important thing about the interaction?

■  How do you go about assessing someone's Need?

Position:  Receptionist

Character quality:

■  What qualities should a receptionist have?

■  What is more important to handle internal or external interruptions?

■  How would you handle multiple demands from customers, managers, and employees?

Position:  Receptionist

Character quality: Deference

■  When have you found it necessary to be rude to a person?

■  Tell us about a time you found it necessary to offend a person to finish a task.

■  What is the most stressful experience you have had as a receptionist and how have you handled it?

Position:  Receptionist

Character quality: Discretion

■  How would you respond to an irate customer?

■  If your boss was working in his office and had asked not to be disturbed, what would you tell a caller asking for him?

Position:  Receptionist

Character quality: Gentleness

■  How would you deal with an angry customer on the phone? In person?

■  Give us an example of a difficult situation and how you handled it?

■  What type of character or character qualities would your current or previous supervisor say is your strongest and your weakest?

Position:  Receptionist

Character quality: Responsibility

■  In what ways would your past supervisor say that you have exhibited responsibility?

■  Describe an event for which your abilities were an asset to the overall completion of the event.

■  Can you describe a stressful situation in a previous job, and what you did to create a positive outcome?

Position:  Receptionist

Character quality: Alertness

■  Above all else, what character quality do you think is the most important for a receptionist?

■  How do you define alertness?

■  How would you handle an interruption from a customer with an urgent request?

■  Would your past supervisor say that you demonstrate alertness? Why?

Position:  Purchasing Agent

Character quality: Truthfulness

■  As a purchasing agent of your previous company, were you offered a gift above the policy limit? How did you handle it?

■  Have you ever made a purchase decision based on favoritism of friendship? Please explain.

■  Would those who know you best say your word can be trusted? Yes or no?

Position:  Computer Operator

Character quality: Creativity

■  Describe the most creative product you have made using desktop publishing.

■  Would your previous employer describe you as creative? Why or why not?

■  Define Creativity.

■  We need to publish a new brochure. How would you approach this task?

Position:  Case Manager

Character quality: Discernment

■  Describe your most challenging problem in dealing with a child.

■  What were the presenting problems and root causes?

■  How did you influence the family to be part of the solution?

Position:  Engineering Unit Supervisor

Character quality: Responsibility

■  Describe how you were responsible for a project.

■  Who are you responsible to and how?

■  Who are the people you interact with on a daily basis and what are their expectations?

■  What are the consequences of not fulfilling these expectations?

■  What are ways you can suggest to improve the processes and interactions to fulfill these expectations?

Position:  Driver

Character quality: Responsibility

■  Would your previous employer say that you were never, sometimes, or frequently late on your deliveries?

■  Explain your driving record in detail.

■  What does being responsible mean to you?

  

Position:  Marketing Manager

Character quality: Diligence

■  How important is it to you that you get your marketing programs released by a certain time?

■  How would others say you are at meeting deadlines and completing projects?

■  Explain a time when you went beyond the call of duty.

Position:  Billing Clerk

Character quality: Virtue

■  Describe a situation for me where it would be okay to lie.

■  How do you respond when a clerk at a store gives you too much change?

■  Would your previous employer say you are trustworthy? Why or why not?

Position:  Janitor

Character quality: Thoroughness

■  Describe to me your worst cleaning nightmare and how you resolved it.

■  If we asked you to clean this room, what would be your procedure?

■  What is the most neglected procedure in cleaning?

Questions you can use as a pattern for any character trait:

■  If you were me, which character traits would you want an employee in this position to have? If I were to ask your last employer how well do you exhibited those traits, what would they say?

■  Some recruiters have candidates review the list of 49 character traits and ask for a few of the traits they feel they are strongest in and a couple of the traits they are weakest in.

■  Describe how you practiced _________ [a trait] and the difference it made?

■  How did a lack of the practice of ________ [a trait] teach you the need to apply that trait?

■  Is the character trait of _____________ [a relevant trait] important for this position? How do you express this trait?

■  How did you express the character quality of ________ [a trait] at your last job?

A word of caution to employers

In my leadership workshops about hiring employees of character, I learned some managers ask:

You worked seven days straight. Someone calls in sick and the manager asks you to work. You have a prior commitment with your family. How do you handle this?

Personally I would say, “I'm a person of integrity. I try to be flexible and helpful for my employer but keeping commitments with the most important people in my life also is important.” Then I would turn the question onto the interviewer and require a similar response before I accept the position. So be careful about placing inappropriate burdens on job applicants and employees ... especially less educated low-wage employees! Remember God is recording everything and is an advocate for poor people.

Proverbs 22:16 He who oppresses the poor to make more for himself..., will only come to poverty.

More Hiring Tips

Don't hire on the spot.
Let applicants think about your questions and their answers on the way home.
Tell applicants to call you one or two days later.
Only hire people who are interested enough in the job to take the second step of calling back. This helps weed out people who lied and aren’t real interested in the job.

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About Ron Jasniow.skiRon Jasniow.ski is a nationally known speaker/trainer. He specializes in speaking to healthcare managers at in-house training workshops and at leadership retreats around the country on how to turn ordinary people into extraordinary employees and keep them. He also stays overnight in healthcare facilities to observe, question and listen to employees on all shifts. This leadership model consistently produces significant results for attendees within months. Because Ron’s presentations are so effective in addressing the current labor crisis in the healthcare industry, outstanding evaluations are guaranteed.