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This performance checklist provides essential guidelines for using structured interviewing to select and hire desirable job candidates. Developed by James Otis and Dr. Edith Bell, this resource addresses the high turnover costs associated with poor hiring practices in medical practice development. It includes training elements such as small group instruction, videos, discussions, and team exercises, along with evaluation methods to assess training effectiveness. Key goals encompass preparing for effective interviews, identifying viable candidates, and optimizing overall selection processes.
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Performance Checklist for Using Structured Interviewing to Select and Hire Desirable Job Candidates James Otis IDPT 650 - Evaluation Professor Bell September 22, 2012
Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing
Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates
Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates • Small group instruction with facilitator, videos, group discussion, team exercises
Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates • Small group instruction with facilitator, videos, group discussion, team exercises • Evaluation of training and trainees Pretest, posttest, satisfaction survey, two self-assessments, and performance evaluation
Performance Evaluation - Purpose • Evaluate effectiveness of the training • By assessing proficiency after completing the training • Aligns with corporate goal • Identify managers with poor post-training interviewing skills • Provide additional training
Performance Evaluation - Initial Information • What are the criteria for performance? • Course objectives • Prepare for a structured interview • Distinguish between questions that can and cannot be asked during an interview • Conduct an effective and successful interview • Identifyviable candidates and predict future performance based on their past job behavior
Performance Evaluation - Initial Information • What are the criteria for performance? • Course subordinate goals • Prepareinterview • Identify job skills • Develop questions • Distinguish questions • Conduct interview • Create proper environment • Give overview of position • Establish rapport • Ask about past performance • Seek contrary evidence • Allow candidate to ask questions • Close • Review • Identify candidates
Performance Evaluation - Phase 1 - Need Business Case • Problem • Risk • Overall Measurement Strategy • Solution • Alternatives • Infrastructure • Human Resources • Funds • Restrictions or Constraints • Success Measures • Results • Record Retention
Performance Evaluation - Phase 1 - Need Test Plan • Audience • Requirements • Remediation • Program components • Tests • Results
Performance Evaluation - Phase 2 - Design SMEs • James Otis • Edith Bell, PhD, CPT • FigmontErdisch
Performance Evaluation - Phase 2 - Design Test Specification
Performance Evaluation - Phase 2 - Design Test Specification
Performance Evaluation - Phase 2 - Design Test Specification
Performance Evaluation - Phase 3 - Develop • Headline • Names • Date • Instructions • Body • Signatures
Performance Evaluation - Checklist
Performance Evaluation - Checklist
Performance Evaluation - Checklist
Performance Evaluation - Checklist
Performance Evaluation - Checklist
Performance Evaluation - Checklist
Performance Evaluation - Issues • Coverage of important skills and behaviors • Observable criteria • Reduce possibility of error in judging • Ensure validity and fairness • Utility • Length of checklist • Clarity • Prose • Unambiguous • Easy to understand • Layout
Performance Evaluation - Validity and Reliability • Face Validity - SME • Content Validity – based solely on the content of the course • Construct Validity – mock interview reproduces the relevant circumstances of a real one • Predictive Validity - SME • Reliability - SME
Performance Evaluation - Checklist • Focused
Performance Evaluation - Checklist • Focused • Thorough
Performance Evaluation - Checklist • Focused • Thorough • Clear
References Guerra-López, I. J. (2008). Performance evaluation: Proven approaches for improving program and organizational performance. San Francisco, CA: Jossey-Bass. Hale, J. A. (2011). Test development workbook: How to develop and evaluate tests & assessments. Downers Grove, IL: Hale Associates.
