Page 404 - WSAVA2018
P. 404

 25-28 September, 2018 | Singapore
The Job advert
The level of detail you may wish to include in the job advert is usually dictated by the cost of the medium used. It should include the Job role, and then the key points from your vision, values, job description and person specification as space allows. Providing a contact point to allow access to further detail is always helpful, and this is simple where the supporting documents are already available
Invite candidates to provide a covering letter, setting out why they should be the next member of your team. Putting the key points in the advert allows them to direct their answer accordingly
Reviewing Applications
Remember, the best candidate may not have the best CV! Often long serving staff are prompted to explore job vacancies because of some recent event. As such they will often not have had the time to prepare a “polished” CV, so a little bit of digging can often unearth a little gem.
Create a list of the key requirements (technical and more importantly personal) and judge each CV against these in as objective a way as possible. Don’t make the list too long, it is better to focus on 6 to 10 key areas and look for evidence in each case. Assign a weighting score to each questions so that you can “grade“ experience (say 3 for lots, 1 for some) Ensure that your key requirements don’t breach local laws regarding discrimination.
The interview process
The interview is an opportunity for you to explore the candidates background and experience, and for the candidate to find out more about your clinic. As such the way in which you prepare for and conduct the interview process will be a key factor in both attracting good staff and identifying future problems. Before each interview review the score sheet from the CV review, and identify any areas of concern that you specifically wish to explore. Use the same list to score each candidate after the interview. It is a good idea to have identified a question or scenario that you can use to allow candidates to demonstrate their suitability against each point. Asking each candidate the same questions will give you a much better impression of their relative strengths and weaknesses. This is important, because often we find that we don’t have an “ideal” candidate.
Effective Questioning
Use as few questions as possible (prepare them beforehand
Use open ended questions
Tell the listener why the questions are important
Ask every question as if it were being asked for the first time
Effective Listening
Care about the other person’s point of view
Maintain concentration
Take time to weigh up what is being said
Use “acknowledgements” to give you “thinking time”
Develop questions to fill in the “gaps” in your understanding
Induction and probation
Prepare and induction program before the successful candidate arrives. Try to give them time to get to know your clinic and the key process that they will use before we “chuck them in at the deep end”. It is worth investing a short period of time at the start to avoid problems later on.
Set up periodic reviews to touch base and to allow you to deal with any emerging problems quickly.
Set up more formal reviews at 3 and 6 months to review progress and to record successes and concerns.
These reviews should be a meeting on equal terms, and which use a positive reflection of the past and open ended questions to draw on the employee’s own evaluation of past performance and to direct their skills towards new accomplishments. The outcome should be an agreed list of SMART objectives.
Ask questions at the relevant time

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