| As generations change and the world of Physical | | | | what they love and love what they do? Are they |
| Therapy changes, hiring the right staff becomes a | | | | able to answer "What is your passion?" |
| daily challenge. Understanding the needs of | | | | 6. Work in Synergy: In a team environment, is the |
| Generation X, Generation Y and now the Millenialists | | | | person able to build on their own strengths while |
| can be confusing and leave the employer wondering | | | | complimenting their weaknesses with the strengths |
| "What do they want!" | | | | of others? Build on the basic concept of "What are |
| In the process of interviewing new Physical Therapy | | | | your strengths and weaknesses?" It is not so much |
| and Rehabilitation staff, the conversation can be | | | | what their strengths and weakness are but how |
| turned on the employer leaving her caught off guard | | | | they use them and adapt them to lend these |
| and feel as though the benefits, or schedule, or pay | | | | attributes to their overall success. Are they able to |
| scale is not "good enough" for the prospective job | | | | share accomplishments with their teammates for |
| candidate. Instead of feeling as though the | | | | their contributions and able to recognize the success |
| interviewee must be impressed with the company, | | | | of each person is intricately linked to the success of |
| they must be impressed upon to understand the | | | | many? |
| company's ethics and values. It is important to | | | | 7. Have Courage and be Daring: Does the individual |
| remember that many skills can be taught; true | | | | demonstrate their ability and their undaunting attitude |
| character is either brought to the table or left home. | | | | to tackle tough issues? Are they able to accurately |
| Too often during an interview the standard questions | | | | assess the level of risk involved in a situation and |
| are asked; "What are your strengths and | | | | how adept are they are accepting risk? Is the |
| weaknesses?", "How did you improve a procedure at | | | | individual driven by the "popular" choice or are they |
| your current job?"and the most standard of all | | | | willing to be unpopular at times while daring to do the |
| interview questions "Where do you see yourself in | | | | right thing? Ask them "Tell me about an unpopular |
| five years?" Only a very secure person would | | | | decision you made but knew it was the right thing to |
| answer this last question the way we would all like to | | | | do?" Assess if the individual is a low, medium or high |
| answer it, "On a beach in Hawaii retired!" | | | | risk taker through this discussion. |
| Provided the prospective employee has the correct | | | | 8. Lead a Balanced Life: Each person should ask |
| qualifications and experience to apply for the job, | | | | themselves this question! Is life balanced in their eyes |
| assessing someone's character during an interview | | | | while not being consumed by any one thing? Is there |
| can be difficult. The employer must find ways to go | | | | a balance between business, physical, mental, social, |
| beyond the obvious questions and truly assess the | | | | emotional and spiritual well being? Balanced life |
| person they are interviewing. These are some | | | | activities will keep you satisfied as a whole person |
| suggested ways to perform a character assessment | | | | and these individuals are much happier at their jobs |
| during a Physical Therapy job interview: | | | | and are able to radiate positive energy while taking |
| 1. Constant Learning: A true lifelong learner will never | | | | risk. If someone over emphasizes one area of their |
| admit to having all the answers but be able to | | | | life and then struggles in that one area, it could lead |
| logically state how to find answers and are ready to | | | | to an unraveling of abilities and discontent. A well |
| admit to needing to find answers. After locating an | | | | balanced individual lends depth of character as well |
| answer, does the interviewee circle back and close | | | | stability to themselves and to others. |
| the conversation with appropriate information or | | | | 9. Be Internally Motivated: Too often individuals are |
| follow up? Does the interviewee openly admit a time | | | | motivated by factors out of their control like financial |
| when they made an error and how they were able | | | | gain, benefits or time off. Problems arise when there |
| to address the issue? Does the person have a plan | | | | is a different level of expectation between employer |
| to continue to grow both professionally as well as | | | | and employee regarding financial motivation and the |
| personally? Too often we worry about only the | | | | employee is at higher risk for "job hopping" thinking |
| person who walks in our door from 8-4:30 and not | | | | the grass is always greener if they are offering more |
| the person as a whole. | | | | money or better benefits! Internal motivation and the |
| 2. Have a Guiding Vision: Does the person have a | | | | ability to appreciate your own goals and |
| clear idea of what they want to accomplish, again | | | | accomplishments as well as the goals and |
| personally and professionally, and the strength to | | | | accomplishments of others is truly a unique ability and |
| persist in the face of difficulties and failures. Ask | | | | will keep dedicated employees for years to come. |
| them what obstacles they have overcome to | | | | 10. I Can Do It! A "can do" attitude is contagious and |
| achieve past goals and how did they maintain their | | | | essential for both customer service as well as project |
| focus during difficulty. What is the person's ultimate | | | | and team management. Someone who believes in |
| professional goal? | | | | them self will also believe in others. The success of |
| 3. Service Oriented: Too often we hear "What can | | | | the practice is directly linked to the success of its |
| you do for me?" instead of "What can I do for you?" | | | | individuals! |
| Is the person truly invested in making a difference? | | | | The interview process can be very difficult on both a |
| Do they see their role as a career instead of a | | | | facility as well as the individual. Use the prospect's |
| mission or just a means to justify the end? What | | | | resume and their ability to communicate while setting |
| drove the individual to this profession and what | | | | up the interview as a way to begin to decipher |
| motivates them to embrace Physical therapy and will | | | | whether or not the candidate would compliment your |
| they embrace the continued growth of the | | | | practice. Give the person a task to complete prior to |
| profession? | | | | the interview as a mini job assignment. If it is |
| 4. Radiate Positive Energy: You know those people! | | | | completed easily as requested, continue on. If the |
| They can sell water to a drowning man and make | | | | prospect suggests three other ways the same thing |
| them think it is a great idea! You want to sit and talk | | | | could be accomplished and presents unprepared to |
| to them for hours! They are cheerful, pleasant, | | | | the interview, you may have saved yourself precious |
| happy, optimistic, and upbeat and have the ability to | | | | time as well as thousands of dollars. |
| translate those feelings into their views of others. | | | | Use the time you have both prior to the interview |
| Ask the individual the types of teammates they | | | | and during an interview wisely. Each step of the |
| work best with or get a sense of the types of | | | | process provides valuable information about the |
| people they surround themselves with both | | | | candidate. By incorporating some of the techniques |
| personally and professionally. | | | | listed above, a more complete picture of the |
| 5. Have Passion! Do they truly believe in what they | | | | candidate is formed which will lend itself to a better |
| do as a Physical Therapist professional? Do they do | | | | match and a more successful employee. |