Healthcare Management Interviews

The interview process and interview questions may vary according to career track and discipline. Interviews for a middle manager position in a nursing home, an admissions director for example will differ from that for a vice president in a hospital. Although there are a number of core questions, as discussed previously, interviewers tend to focus on talents and skills that are specific to the type of organization (consulting firm vs. ambulatory care center) and the discipline within which the position falls (nurse manger vs. human resources director). Sample approaches and questions for health care manager interviews as follows:

Supervisors and middle managers in hospital, nursing home and ambulatory care settings

As these managers are responsible for the day to day operations of their specific area and the completion of specific tasks, interview questions will center on organizational skills, time management, multi-tasking and perhaps moist important people skills. For example:

• Tell me about a time when you were unable to complete a project on time.
  Sample response from a candidate for a laboratory manager position in a hospital:
  I was assigned a project to replace the labs chemistry analyzers with machines that had improved technology that would save labor and supply costs. The timeframe for the project was three months, but after two months there was an unannounced inspection of the lab. I had to concentrate on the inspection and completion of the project was delayed one month. But we did well in the inspection and the surveyors were very impressed with the new equipment and systems we were installing.
• Did you ever have to handle a difficult situation with two co-workers in your department?
  Sample response from a candidate for food service supervisor in a nursing home:
  There was a dietary aide and chef who did not get along and were creating an uncomfortable situation for the rest of the staff. They were constantly arguing and trying to get other members of the staff involved. I first met with them individually and then together and asked they tell me their expectations of one another without rehashing past events or criticizing each other. At first they tried to blame each other for the problem but eventually told me and each other that they wanted to be respected and listened to when they spoke. They both agreed to make an effort to listen and be respectful and with my reinforcement and monitoring, the situation improved.

Directors of large departments or functional areas (quality improvement) in a hospital, health care association or consulting firm.

These individuals have broad based responsibility and need good planning skills, political savvy and interpersonal skills. Sample questions are:

• Have you ever worked effectively under pressure?
  Sample response from a candidate for director of long term care services of a state hospital association:
  There was pending state legislation that would have had a very negative financial impact on nursing homes throughout the state and resulted in many homes reducing services and eliminating needed programs. My staff and I had to rally support from the member nursing homes through a letter writing campaign to our elected officials and we only had two weeks to accomplish it. We contacted the owners and executives of over three hundred nursing homes and organized a letter writing campaign from residents, family members and members of the community. Over six thousand letters were sent to elected officials and the legislation was defeated.
  Sample response from a candidate for a director of operational analysis for a consulting firm:
  I was assigned to a hospital project involving a 10% reduction in labor costs. The report was due in three weeks to be presented to the hospitals governing board. Our team developed a fast track model to review payroll reports with each hospital department head and identify tasks and duties that could be eliminated as well as areas of duplication. We developed a proposal to phase out unnecessary functions and to immediately reduce overtime and the use of per diem (day to day, working on an as needed basis) employees.

Executive level managers in hospital, nursing home, ambulatory care, managed care, consulting or health care association settings

The responsibilities of these individuals are more strategic in nature; that is they need to assess the strengths and weaknesses of an organization, analyze the competitive market, identify opportunities for growth and develop and execute plans to achieve results in terms of increased market share, and profit. Interview questions posed to managers at this level will reflect the organization's need for strong leadership and the talent and skills needed to adapt the organization to change both internally and in the external environment.

Sample questions for a candidate for a chief operating officer position of a hospital, ambulatory care organization, managed care organization or virtually any other health care organization are;

• Describe a situation in which you had difficulty building consensus for an important strategic initiative.
  Sample response from a chief operating officer candidate for a hospital position:
  The hospital ability to compete with other hospitals in the area was weakened due to high labor costs, leaving very limited funds for new program development and improvement.
  The directive from the chief executive officer was to reduce the number of employees by 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.