Food-Service-Manual-for-Health-Care-Institutions

Food Service Manual for Health Care Institutions
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The food service director may further screen qualified applicants to determine which individuals
will be interviewed. Interviewing is time-consuming and costly and should be reserved
for the best-qualified applicants. There is no magic formula for the number of candidates who
should be interviewed, but enough people should be seen to ensure that the best candidate
available is offered the job.
Interviewing Applicants
After unqualified applicants have been screened out, interviews with potential employees are
scheduled by the human resource department. In some organizations, the employment manager
interviews the candidates before the food service manager does. In others, the food service
director or a designee may be the only person who actually interviews the candidates. An organization’s
personnel procedures dictate who has this responsibility.
Several methods can be used to interview a job candidate who may be from out of state.
Preliminary interviews may include a telephone interview. Telephone interviews are made to
keep cost down, to exchange information with applicants in distant places, and to screen a
large number of applicants.
Videotaping can also reduce cost. The applicant is provided questions that are answered
while the applicant is being videotaped. This can be expensive if outside consultants are used.
Other methods include panel or group interviews when the applicant is screened by a panel
of administrators, employees, or both that will be working with the selected applicant. The
method reduces single-interview bias. The most common method is the personal interview.
Interviewing is not an exact science. Interviewers have responsibility for treating candidates
fairly, cordially, and professionally. They must make every effort to suspend negative judgment
of candidates based on appearance or language and conduct the interview with an open mind.
Interviewers should remember, too, that the candidates are judging them as well. The interviewer
must dress professionally and give the candidate a positive impression of the job and the
organization.
The interview should be a positive experience for both managers and prospective employees.
A well-conducted interview is the first step in establishing a constructive and professional
relationship with new employees and in creating goodwill with those who are not hired.
Unsuccessful applicants may be qualified for future openings or may recommend the organization
to others who may be interested in applying for future openings.
Well before the scheduled time for the interview, certain preparatory steps should be taken.
These are listed below:
• The human resource department should give the interviewer copies of all information
available on individual candidates. The information must include application forms, screening
notes, letters of reference, resumés, and applicable test results.
• The interviewer should review the job description for the vacant position, making notes
on the specific qualifications required and ranking them in importance.
• The interviewer should write an interview plan that includes direct questions intended
to elicit information on each candidate’s qualifications as compared with the qualifications
shown on the job description.
• Next, the interviewer should thoroughly review all candidate information supplied by
the human resource department, looking for points of compatibility between the candidate and
the position requirements.
• The interviewer should compile a list of open-ended questions designed to reveal or clarify
information about the candidate’s education and training, work history, and career goals.
Questions about the candidate’s salary expectations also should be planned. Open-ended questions
give an applicant the chance to demonstrate his or her knowledge, experience, and ability
to communicate that yes-or-no questions do not.