As a nurse leader responsible for hiring, I've learned one thing the hard way: hiring isn’t just about plugging a warm body into a cold vacancy.
It’s about finding the right person who can actually do the job and excel at it!
Over the years, I've watched the parade of candidates march in with dazzling resumes, only to see the shine wear off the minute they hit the floor.
Spoiler alert: just because someone can write it doesn’t mean they can do it!
Now, I used to put a lot of stock in the interview process, especially in "rounding" during interviews to get a 360-degree view of the candidate.
But over time, I realized something: going through the motions of an interview just isn’t enough.
So, I stepped up my game. I call it validating the resume.
What’s that, you ask?
It’s when I take that shiny resume and make sure the candidate can back it up.
You know—prove that they can walk the walk, not just talk the talk.
Shaking Up the Interview Process
Let’s be real—interview questions can get stale.
"Where do you see yourself in five years?" (Umm, not here if you’re hiring the wrong people!)
Instead of sticking to those tired questions, I like to spice things up with role-specific, on-the-spot scenarios.
This lets me see how candidates think, problem-solve, and handle the unexpected.
Trust me, it’s way more enlightening than hearing about their "greatest weaknesses."
Here’s how I shake things up for different roles:
For Unit Managers:
Daily Operations: “Tell me, how do you prepare for your morning clinicals?” (Spoiler alert: if they say, “What’s a morning clinical?” we’ve got a problem. LOL! But hey, at least you know upfront if this is an area of opportunity to work on if they’re hired.)
Incident Reporting: “Describe a reportable event you’ve handled. How did you manage it?” This is where I want the good, the bad, and the ugly.
Evaluations: “Ever had to deliver a tough evaluation? Tell me about it.” If they look like a deer in headlights, I know they’re not ready for the hard conversations.
For LPNs:
Practical Knowledge: “Okay, pop quiz: how long is insulin good once opened?” (I’m always surprised by this one!) Hollering! LOL, because I didn't remember this when I was a new nurse. If they don’t either, I ask, “How would you find out?” Being resourceful is key.
Dressing Changes: “Explain your process for a wound dressing change.” Let’s see if they know their steps or just slap on a Band-Aid. (I once had to walk an LPN through a dressing change during an annual survey! We had so many gloves in our pockets, LOL. The surveyor asked, "Did she have enough gloves?" as we walked out. 😂)
Managing CNAs: “Ever had a CNA challenge your authority? How did you handle that?” This shows if they’ve got leadership chops or not.
Changes in Condition: “How do you recognize and report a change in condition?” If they don’t know, it’s back to basics.
For CNAs:
Types of Abuse: “Name five types of abuse.” (Yes, five! And no, rolling your eyes at a resident doesn’t count.) This is huge. I even use these questions in my flashcards as trivia—it’s a highly cited area, and many don’t recognize all the forms of abuse.
Handwashing & Documentation: “Show me how you’d teach someone proper handwashing.” Believe it or not, there are still handwashing rebels out there!
Daily Routines: “Walk me through your typical day and how you manage your time.” If I see time wasted in their process, I’m already thinking about future re-training.
Validating the Resume Through Interaction
The whole point of these questions?
To see if what’s on their resume is fluff or the real deal.
I want to know if candidates can think on their feet, apply their knowledge under pressure, and, frankly, whether they’re up for the job.
Because let’s be real—in nursing, it’s not just theory. It’s real-life, on-the-spot problem-solving.
Investing Time in the Interview Process
Gone are the days when I’d slap an offer letter in someone’s hand after a 20-minute chat.
Now, we invest the time (yes, real time) into thorough interviews.
Why?
Because I’ve learned that spending a little more time upfront saves us from the big headaches later.
You know, like the ones caused by people who look great on paper but can’t cut it in real life.
Conclusion
As leaders, we have a responsibility—not just to fill vacancies, but to hire smart.
When we take the time to validate the resume through interactive, challenging interviews, we raise the bar.
We’re not just filling positions; we’re building a team of capable, committed professionals.
Let’s ditch the cookie-cutter questions and start having real conversations.
Because in the end, we’re not hiring resumes—we’re hiring people.
And trust me, when you hire right, you don’t just build a team—you build a powerhouse ready to hit the ground running.
Less turnover, more impact.
Now, doesn’t that sound like a win?
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