Assignment: Once you have a clear understanding of what your organization needs, it is time to consider the interview process

Assessment Description
Selection Process
Once you have a clear understanding of what your organization needs, it is time to consider the interview process. This assignment is a continuation of the acquiring, developing, and leveraging employee process you have already been working on during this course. The interview process is an important step in hiring the right person for your organization.

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For this assignment, develop an interview strategy you would consider using to interview and select the right candidate for your organization. You are required to use the job description you developed in the previous assignment. As you are developing your interview strategy, think about testing options that would benefit the interview process. The following must be included in your interview strategy (750-1,000 words):
• A detailed description of the time, place, format, interview type, and employees involved in the actual interview process.
• At least one testing option to be included in the selection process. Explain why this testing option is best suited for selecting a diverse array of employees.
• A minimum of four situational and four behavioral interview questions you would use to interview for the job. (Reminder: Use the job description from your previous assignment.)
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

Selection Process – Rubric

Detailed Description of Interview Process

27.5 points

Testing Options

22 points

Interview Questions

27.5 points

Thesis Development and Purpose

7.7 points

Argument Logic and Construction

8.8 points

Mechanics of Writing (includes spelling, punctuation, grammar, language use)

5.5 points

Paper Format (Use of appropriate style for the major and assignment)

5.5 points

Documentation of Sources

5.5 points

Total 110 points

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Selection Process

The needs of an organization determine the recruitment process for its prospective employees. In the organization in question, it had been seen that there was an acute shortage of staff especially in the critical care unit of the facility. Yet this is the most important department that requires having the correct ratio of nurse to patient for the best outcomes (Twigg et al., 2019). While many prospective employees may show up for interviews for the job as per the job description that was presented, not all of them may fit what the organization desires. This is where the selection process requires effective and efficient interviewing strategies that can enable the recruiters get the best human resource from the ones that have shown interest. This paper is about these strategies used in the selection process. In this case, it is about the best interviewing strategies that will enable the organization to recruit the best RN and the best CCNP as per the job description presented earlier.

Description of the Interview Process

The selection interviews for the new employees will take place on a Monday between the hours of 9 am and 12.30 pm. Interviews will take a maximum of 30 minutes for every job seeker. This will include a question-and-answer session and a practical session whereby the candidate for the job will be given a task to perform such as setting up a RotoProne bed for pronation therapy or setting up a mechanical ventilator ready for a patient. Definitely these will be face-to-face interviews and they will take place at the hospital in the boardroom and also in the intensive care unit itself. In the intensive care unit, there is a room that is reserved for grave emergencies and it is that one that will be used for the practical session with the candidates.

As described already above, the format will be to start with the question-and-answer session before going to the second part which will be the practical session. Three interviewers will carry out the selection process. They will be the chief CCNP, the critical care unit nurse manager, and the human resource manager. All of these three are aware of the importance of showing transformational leadership right from the recruitment process. This means showing the candidates that the organization is employee-friendly and has a working environment that is psychologically safe (Cheng et al., 2016; Choi et al., 2016). The importance of this is that the high nursing turnover that has occasioned the staff shortage is a danger to patient safety and outcomes and must be combated by showing transformational leadership (Antwi & Bowblis, 2018). As stated, the selection will be for two CCNPs and three RNs who will commence their duties with immediate effect.

A Testing Option

The one testing option that has been selected and that will be used in this selection process will be the setting up of the RotoProne bed for pronation therapy. Each of the prospective employees will be given an opportunity to perform this task and they will be scored on the same. Inability to do this will however not be a disqualifying factor as this nurse will still be recruited and taken through training as had been presented earlier. The reason why this testing option is suitable for selecting the employees is that the need of the institution is for ICU nurses skilled in providing for a diverse array of critical care needs.

In the hospital’s needs assessment, the area of pronation therapy is the one that is most wanting within the organization. Recruiting employees or nurses who have the skills necessary for using the RotoProne bed will be a great advantage to the organization as it will strengthen its current critical care workforce and skill mix. Again, these will be critical care nurses and each of them will be expected to be able to do something regarding pronation therapy without being at a loss and not knowing what to do. It is for this reason that this test is suitable for all of the new potential recruits.

Situational and Behavioral Interview Questions

Critical care in an ICU setting requires critical thinking that is done in a split second. However, the decisions taken as a result of these quick life or death situations must be correct and error-free as much as possible. For this, there are situational and behavioral scenarios that can be presented to the prospective employees for them to be assessed on how they would react or respond to such situations. As such, four situational interview questions that I would use to interview for the jobs are:

The emergency department has called stating that they are bringing a patient who has been diagnosed with severe Covid-19 and acute respiratory distress syndrome (ARDS). What are the equipments that you would ensure are ready before the patient reaches the ICU?
While on pronation therapy, you notice that a patient is developing pressure ulcers on the bony prominences in contact with the bed. What is the next action that you will take?

In the case of myocardial infarction, what will you do if thrombolysis within the first 24 hours does not result in an improvement in patient condition dictated by level of consciousness and ECG readings?

What would you do if you discovered that a patient who has been on mechanical ventilation for 48 hours has developed ventilator-acquired pneumonia or VAP?

Also, four behavioral interview questions that I would use to interview for the jobs are:

Do you get stressed up when you have worked a busy shift and the relieving nurse has not yet come?
What do you do to a patient who despises you despite the fact that you are the one caring for them?

At times when there is a language barrier between you and the patient, do you usually get frustrated?

What is your feeling towards patients’ relatives who feel that they have to tell you what to do to their patient?

References

Antwi, Y.A. & Bowblis, J.R. (2018). The impact of nurse turnover on quality of care and mortality in nursing homes: Evidence from the great recession. American Journal of Health Economics, 4(2), 131–163. https://doi.org/10.17848/wp15-249

Cheng, C., Bartram, T., Karimi, L., & Leggat, S. (2016). Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout and turnover intention among nurses. Personnel Review, 45(6), 1200–1216. https://doi.org,10.1108/pr-05-2015-0118

Choi, S.L., Goh, C.F., Adam, M.B.H., & Tan, O.K. (2016). Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment. Human Resources for Health, 14(1), 73. https://doi.org/10.1186/s12960-016-0171-2

Twigg, D.E., Kutzer, Y., Jacob, E., & Seaman, K. (2019). A quantitative systematic review of the association between nurse skill mix and nursing‐sensitive patient outcomes in the acute care setting. Journal of Advanced Nursing, 75(12), 3404-3423. http://dx.doi.org/10.1111/jan.14194