Hello Class,

In scenario one, I could understand why Joe would want to move quickly with the hiring of the two RN$$s because talking from experience, coming by a good RN is hard. He felt the need to make a quick, swift decision so he took it upon himself to move forward with the interview process. The DON wanting to be there is valid because Joe is hiring for her department. Joe has no healthcare experience, so jumping the gun and hiring without the input of another healthcare professional, especially the DON, is not a good call. You want to make sure you are hiring quality people who are skilled for the job. Just because the candidate is an RN does not make them the right fit, they must have all the right qualities. Having an interview together and making the decision as a team would have been the best choice. If the DON could not have been there and he still wanted to go through with the interview, he could of asked her what she is looking for in the candidate and certain questions she wants asked. This would have included her even though she was not present.

As for scenario two, I think Joe was wrong in this case. Even though he Is experienced in this field and knows someone from his previous employment, not even considering any other employee, especially one that is already in your organization, was not the right decision. You must be fair when making decisions and thinking of the company$$s best interest. One of the primary benefits of interviewing multiple candidates is that it allows for a more comprehensive evaluation of potential hires. This helps gain a broader perspective on the interview$$s candidates. This allows informed decisions to be made by comparing each candidate's strengths, weaknesses, and qualifications.

I do not think the EEOC would agree with how he is running the HR department. There are a lot of areas he needs to improve on to become fair and equal. As for the administrator, I think he should have hired someone with at least a small background in healthcare. HR in healthcare extends far beyond the hiring, onboarding, payroll, and firing processes that are often top of mind when thinking about human resources. In healthcare, HR leaders and departments are forced to be more strategic, forward$-$thinking, and legally adept.

Reply to this post as peer