Sandy Creek Urgent Care Center

7/23/2019 Sandy Creek Urgent Care Center

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Sarah Balseiro

Tess Froelich

Alia Kawar

Kerry Morris

1



Mission Statement

“We pledge to provide essential, quality care to our patients in a timely manner. Our goal is to

offer the best services with a reasonable cost in order to maintain superior patient satisfaction.”

2



Executive Summary

Sandy Creek Urgent Care Center’s main concern is the quality of its employees. We

have implemented a multitude of different techniques to evaluate our employees and to

continue their superior skills. Our employees’ satisfaction is of utmost importance to the growth

of our organization. Through the process of recruitment, selection, job analysis, performance

appraisal, and compensation we develop our employees to work to the best of their ability. We

set high standards for our employees which is reflected in the care they provide for our patients.

We value our employees and the work they provide to the patients, ensuring our success in the

medical field. Our patient retention rate is an indication of the hard work and dedication that our

employees contribute to the organization. The Human Resource Department is the backbone of

Sandy Creek Urgent Care Center that keeps our operations running smoothly.

3



Job Analysis

For Sandy Creek Urgent Care Center to properly thrive we need to make sure we are

hiring the right employees. This will ensure that we are operating at the highest level of workpossible. With the job analysis we are looking for detailed information about the jobs we provide.

The eight different job categories we have are Office Administrator, Administrative Assistant,

Receptionist, Nurse Manager, Licensed Practical Nurse, Registered Nurse, Nurse Practitioner,

and Primary Physician. We will be outsourcing our janitorial staff, payroll, our finances and lab

facilities. It is important to get the most detailed information possible about our employees and

their jobs because the more precise we are about what we want in our employees, the better

our facility will perform overall. We will get information for our job analysis through interviews,

observations, and questionnaires. We have found that these are good techniques to obtain

information from our employees. The main reason being that it allows us to remain as consistent

as we can between each employee. In the Human Resource Department we want to make sure

we are fair in our analysis between all of the employees. (Noe 103)

When performing the job analysis we will be looking at the job description and job

specifications. What we look at for the job description are the tasks, duties, and responsibilities

that are required for any particular job. In our Human Resource Department we refer to these as

4



the TDRs. The job specifications are the knowledge, skills, abilities, and other characteristics

that an employee should have to perform that job, we refer to those as the KSAO’s. Using the

qualifications that come from the job description and specification we can hone in on certain

qualities we are looking for in the employees we are hiring. We want to make sure we are hiring

the most qualified employees here at SCUCC. If our employees are performing at their highest

potential our overall performance as an organization will increase. It is also important to hire theproper employees because they will be the ones dealing with our customers, or patients, on a

daily basis. If we establish a solid foundation in our employees the patients will recognize that

and continue to use our services. SCUCC is looking to retain our patients after their time at the

center. If we can satisfy their needs and do it in a way where they had an enjoyable experience,

then we can keep them coming back. (Noe 103-105)

One of the main ways we will gather information about the traits we are looking for in our

employees is through other health care centers. We want a general guideline to follow and then

we can adapt it to our size and what we are going to specialize in. In healthcare there are a lot

5



of the same standards that will be present so we can base a lot of our information off of other

centers. Another way will gather information about our job descriptions will be through O*NET.

O*NET is an online database that allows us to search jobs by different categorizes. Some topics

we searched by were the abilities, interests, knowledge, skills, and work activities. This is

extremely helpful because we can have these requirements predetermined and focus more on

those traits when analyzing the jobs. O*NET is very precise and descriptive and really allowedus to break each job down to see what exactly we are looking for. With the proper description

and specifications we can get a complete analysis on the various jobs. We have looked at what

the tasks, knowledge skills, and education requirements for the positions we are looking to fill.

(Noe 107)

We will also be using the Fleishman Job Analysis System. This is a technique we used

to analyze the subject-matter the employees are working with. To evaluate the job we focus

mainly on the skills and abilities the employees must have. There are fifty-two different

qualifications that we use for the evaluation that range from problem sensitivity, deductive

reasoning, information gathering, and many other factors. This is very helpful to us because it

allows us to be very specific in our findings in employee competency on the job. When theemployees go to complete the survey they will be using a seven-point system to state their

ability level in that specific category. With the completion of this survey it will lead to further

success in other departments such as training, selection, and the development of our

employees. (Noe 108)

The aspect of job analysis is so important to our HR department because it impacts so

many other aspects of our organization. A few of the systems and processes it could affect

would be our human resource planning, selection, training, performance appraisal, and job

evaluation. The success of each of these departments will impact another one. We rely heavily

on the competency of our employees to do their job and do it well. In order for them to be truly

successful we need to make sure we provide everything we possibly can in order for them tothrive. (Noe 108-109)

The major factor that we have to deal with while doing the job analysis is the fact that we

are a new organization starting off with no employees. We will start up and hire who we think we

need to get us started. After six months of operation we will evaluate how we are working and

what changes we will need to make. We will gain the employees’ and patients’ feedback to see

what adaptations we need to make. It is important to let the organization run for a decent

amount of time before we analyze the jobs because this will allow us to get a full perspective of

the daily operations. The first six months will be considered a test run to see how we are going

to operate. After the six months have gone by we will re-evaluate our needs and make the

necessary adjustments. Job analysis is a vital part of our organization because the success of

SCUCC thrives off of our employees. If we have good employees working to the best of their

ability our quality of work is going to be that much better overall.

6



Job Requirements

Office Administrator Tasks:

∙ Provide customer service for unsatisfied

patients

∙ Supervise daily office activities

∙ Serve as a reference for all employees

Knowledge:

∙ Customer Service

∙ Management

∙ Communication

Education:

∙ Related job experience or an associates

degree

Administrative Assistant Tasks:

∙ Answer and direct necessary phonecalls

∙ Prepare necessary business documents

∙ Perform general office duties

Knowledge:

∙ Clerical

∙ Computers/ Electronics

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∙ Administration

Education:

∙ Related job experience or an associates

degree

Receptionist Tasks:

∙ Serve as greeter for the establishment

∙ Maintain appointment calendar

∙ File and maintain records

Knowledge:

∙ Clerical


∙ Computer/ Electronics

Education:

∙ High School Diploma

Nurse Manager Tasks:

∙ Conduct administrative duties

∙ Direct and supervise employees

∙ Maintain schedules and assignments

Knowledge:

∙ Administration Management

∙ Personnel Human Resource

∙ Law and Government

Education:

∙

Bachelors or Masters Degree

Licensed Practical Nurse Tasks:

∙ Administer necessary medication

∙ Observe patient charts and conditions

∙ Provide basic patient care

Knowledge:

∙ Medicine


∙ Psychology

Education:

∙ Vocational School or Associates Degree

Registered Nurse Skills:

∙ Maintain reports and records

∙ Administer medication

∙ Monitor, record, and report information

on patients

8



Knowledge:

∙ Medicine


∙ English Language

Education

∙ Vocational School or Associates Degree

Nurse Practitioner Skills:

∙ Analyze patient history and symptoms

∙ Diagnose and treat health problems

∙ Prescribe medication

Knowledge:

∙ Medicine


∙ Psychology

Education:∙ Graduate School

Primary Physician Skills:

∙ Prescribe and administer treatment

∙ Order, perform, analyze tests

∙ Collect, record, maintain patient

information

Knowledge:

∙ Medicine/Dentistry

∙

Psychology∙ Customer/Personal Service

Education:

∙ Graduate School

9



Performance Appraisals

When it comes to healthcare, performance appraisal is very important. Establishing an

employee’s job expectations and then rating their performance is crucial for success.

Supervision is also a large part of an employee’s success. Without knowing what is expected or

not being held accountable, employees cannot improve. Gaining feedback on how an employee

is doing from their supervisor is beneficial to both the company and the employee.

We will be using a periodic assessment of all employees. These assessments or based

solely on the managers discretion but also gives the employee a chance to respond to the

manager’s comments and ranking of their performance. Being that we are the HR department

and will be conducting these performance appraisals, we are also the ones that constructed the

job analysis and requirements so we are familiar with each employee’s responsibilities in order

to best rank their performance.

Some of the categories our employees will be based upon include: Quality of Work,Dependability/Responsibility, Attendance, Punctuality, Initiative, etc. These categories not only

show how well an employee does in their specific job but also how they are as an employee in

general (i.e. Attendance/Reliability).

We chose to use both absolute and comparative approaches because some of the jobs

only have one position available whereas jobs such as Nurse Managers, LPN’s, RN’s, Nurse

Practitioners, and Doctors have many positions available. The absolute approach is where the

employee is only compared to themselves whereas the comparative approach is when they get

compared to other employees in their position.

Our Urgent Care Center is all about caring for our patients and in order to serve them the

best way we can, we need the best employees. After the selection process is completed, it is

the HR department’s responsibility to hold the employees accountable for their performance.

Each performance appraisal is expected to improve from one to the next. If our employees do

not gain knowledge, responsibility and new skills, Sandy Creek Urgent Care Center ultimately

cannot improve or grow.

10



Compensation

Compensation deals with the idea of equity (i.e. the idea of fairness). When we sat down

to determine our compensation system, we wanted to make sure that our employees would feel

as if their outputs were rewarded with the correct amounts of inputs (salary and benefits).

Compensation deals with the employee’s overall job satisfaction. If the employee is not satisfied

with their compensation for the job, most likely they will not be satisfied with the overall job

which leads to the potential of losing a great employee. So we wanted our compensation

system to not only be fair, but to add to the job satisfaction level in a positive way.

The best way we thought to do this was to do the ranking method of job evaluation in

order to create internal equity and internal worth. That is, rank the positions we offer in order of

importance in order to figure out which job is more important, and to compensate for those

rankings fairly. The positions that we offer are as follows: office administrator, administrative

assistant, receptionist, nurse manager, registered nurse, licensed practical nurse, nurse

practitioner, and primary physician. Since we are a smaller organization, we have decided tooutsource our financial services, payroll, janitorial services, and lab work, and because of this

these positions will not be included in the ranking system and/or the compensation system since

they are a fixed rate that we account for monthly.

Number Position Explanation

1Ranking Primary Physician Has the most education requirements,

deals with the most responsibility

(making the correct diagnoses, assigning

the correct medication), involves

medical knowledge, quick thinking, and

reasoning skills.

2 Office Administrator Requires 4 year degree. Our office

administrators are in charge of human

resources responsibilities (hiring, firing,

benefits, compensation, labor laws,

etc.). This position requires a lot of

responsibility and is critical tomaintaining the urgent care center.

3 Nurse Manager Requires years of experience. In charge

of all of the nurses; includes scheduling,

dealing with mistakes, breaks, etc.

Responsibility level is relatively high. Sits

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in on interviews when hiring nurses.

4 Nurse Practitioner 4 year NP degree required; also deals

with the responsibility of making the

correct diagnoses and assigning the

correct medication, involves knowledge

of medical conditions, quicking thinking

and reasoning skills.

5 Registered Nurse Highest education level of the nurses;

requires a good deal of medical

knowledge. Must be organized and deal

with paperwork effectively. Must be

friendly with patients.

6 Licensed Practical Nurse Required certification, takes the height

and weight of incoming patients, asks

what symptoms are. Must be organized

and deal with paperwork effectively.

Must be friendly with patients.

7 Administrative Assistant 2 year degree required. Reports to the

office administrator; maintains

paperwork properly, including auditing.

Helps with updating the database, and

completing small tasks that the office

administrator needs completed.

8 Receptionist Must have completed high school; must

be eloquent and form words properly

when speaking with patients. Answers

phones, signs patients in, gives patients

correct paperwork, update the

paperwork correctly in the system.

Must be very friendly.

As one can see from our ranking method above, we ranked the positions in terms ofeducation level requirements and the responsibility level involved with the position. Now that we

know which positions are more important than the others and vice versa, we know which

positions should be acquiring more compensation levels and benefits.

12



In order to figure out pay rates, we decided to survey similar medical job positions in

New York State in order to figure out what they were paying their employees. The following

table includes information taken from the Bureau of Labor Statistics.

Occupat

ion code

Occup

ation

title

Leve

l

Emplo

yment

Empl

oyme

nt

RSE

Empl

oyme

nt per

1,000

jobs

Loca

tion

quoti

ent

Medi

an

hourl

y

wage

Mea

n

hourl

y

wage

Annu

al

mean

wage

Mean

wage

RSE

Our Position

29-1062 Family

and

General

Practitio

ners

detail 2,520 8.50% 0.292 0.32 $82.9

2

$87.0

9

$181,1

50

4.10% Primary Physician

29-1171 Nurse

Practitio

ners

detail 9,610 4.30% 1.113 1.3 $48.3

5

$48.2

8

$100,4

20

1.00% Nurse Practitioner

29-1141

Registered

Nurses

detail

169,820

2.10%

19.666

0.98

$35.75

$36.29

$75,470

0.90%

Registered Nurse

29-2061 Licensed

Practical

and

Licensed

Vocatio

nal

Nurses

detail 49,050 2.30% 5.68 1.07 $21.3

8

$21.6

5

$45,03

0

0.60% Licensed Practical

Nurse

Nov-21

Human

Resourc

es

Manage

rs

detail

9,070

2.20%

1.05

1.26

$54.6

8

$61.8

5

$128,6

50

2.10%

Office

Administrator

Nov-11 Medical detail 27,530 2.90% 3.188 1.41 $50.5 $56.7 $118,0 1.10% Nurse Manager

13

http://www.bls.gov/oes/current/oes119111.htm


























and

Health

Services

Manage

rs

6 4 20

43-4161 Human

Resourc

es

Assistan

ts,

Except

Payroll

and

Timekee

ping

detail 8,340 3.20% 0.966 0.94 $18.6

8

$19.1

0

$39,72

0

0.60% Administrative

Assistants

43-4171

Recepti

onists

and

Informa

tion

Clerks

detail

85,190

2.20%

9.865

1.34

$13.7

4

$14.2

8

$29,70

0

0.70%

Receptionist

As a company, we have decided to take on a pay leader policy. This means that

compared to other medical organizations in New York State, we pay slightly more than average.

This will help us generate more quality applicants in order to bring more quality care to our

patients. We want to pay salaries above average, so with that in mind, we have come up with abeginning salary for our primary physician, which is about $182,075 a year, or about

$87.54/hour. Office administrator: $129,325/year or $62.18/hour. Nurse manager:

$119,010/year or $57.22/hour. For our nurse practitioners, we have decided the beginning

salary to be about $101,210 a year, or about $48.66/hour. For our registered nurse, we have

decided to start the pay at about $76,200 a year, or about $36.63/hour. Licensed practical

nurse: $46,015/year, or about $22.12/hour. Administrative Assistant: $40,860/year or

$19.64/hour. Receptionist: $29,850/year or $14.35/hour. Notice how the salaries awarded follow

the ranking method from job evaluation above. All of the beginning salaries are slightly above

NYS average in order to keep with our pay leader policy. However, there is still room for raises

in order to encourage an increase in job performance and job satisfaction. The actual beginningsalary awarded will still be based on experience and education levels, and so are going to differ

from employee to employee.

Now that we have figured out the general amount of pay awarded to each position, we

can come up with our job structure. This is where our jobs are factored into pay grades. Pay

grades are sets of similar jobs grouped together to establish rates of pay. In the table below,

position 1 is receptionist, position 2 is administrative assistant, position 3 is LPN, position 4 is

14
























RN, position 5 is NP, position 6 is nurse manager, position 7 is office administrator, and position

8 is primary physician. Because we are a smaller organization, and the positions available are

so different, each job will be in its own category and a pay scale assigned to the particular

position. The “minimum” that we will pay our positions is slightly above the New York State

average salaries (to stay a pay leader), while the “maximum” amount is once raises over years

are factored into the equation. Being a new organization, we are not sure if we will be able toafford going over the maximum salary amount for each position in a few years. Because of this,

the job structure and pay grades may be subject to change with success.

Positions NYS Average Minimum Median Maximum

1 $

29,700.00

$

29,850.00

$

30,000.00

$

32,000.00

2 $ 39,720.00 $ 40,860.00 $ 42,000.00 $ 44,000.00

3 $

45,030.00

$

46,015.00

$

47,000.00

$

49,000.00

4 $ 75,400.00 $ 76,200.00 $ 77,000.00 $ 79,000.00

5 $

100,420.00

$ 101,210.00 $ 102,000.00 $ 104,000.00

6 $ 118,020.00 $ 119,010.00 $ 120,000.00 $ 122,000.00

7 $

128,650.00

$ 129,325.00 $ 130,000.00 $ 132,000.00

8 $ 181,150.00 $ 182,075.00 $ 183,000.00 $ 185,000.00

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In terms of benefits, we have decided to offer all of our full-time positions a health care

(including dental, medical, and vision) plan and a 401(k) plan that our employees can opt in or

out of during open enrollment periods. They can figure out a monthly rate that works well for

them and their lifestyles.

Summary

As you can most likely see, our employees’ satisfaction with their job and elements of

their job is of utmost importance to us. As an organization, we will continue to strive to improve

upon on processes (including recruitment, selection, job analysis, performance appraisals, and

compensation) in order to continually keep employee satisfaction at a high level. This leads to

less turnover and more quality employees.

http://www.whatishumanresource.com/job-analysis-and-hr-activitiesA

Recruiting

Recruiting is the process of generating applicants for a job. It’s necessary in order to fill

job positions as they open up in our Urgent Care center. Recruiting is crucial because it acts as

a buffer between planning for needs in advance and actually selecting candidates to fill

positions as they open up (Noe 143). Recruiting takes some time, so we want to start the process well in advance of the opening of our business.

Since we are a new company, we will have to focus our recruiting efforts externally

rather than internally as we start out. Eventually, once we are established and successful, we

can start introducing internal recruiting. We will have to rely heavily on direct applicants while we

get established, but would like to see referrals from our employees in the future. The sources

we want to incorporate into our recruiting process are Internet recruiting ads and job

advertisements in order to reach a large pool of applicants. We will have to post our job

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http://www.whatishumanresource.com/job-analysis-and-hr-activitiesA



openings on well-known websites such as Monster, Healthcarerecruiting.com, and

CareerBuilder in order to find applicants for the positions since we are small and not yet widely

recognized. These online efforts will especially be helpful in filling the entry-level and

administrative positions, such as the Office Administrators, Administrative Assistant, and the

Receptionists.

We also want to have a website where potential applicants can learn more about SCUCC as a company and can be redirected to in order to apply for an open position. We plan

on having a strong social media presence, using platforms such as LinkedIn, Twitter, and

Facebook, where applicants can also find information about job openings and any news we may

have to share. Social media and Internet job advertisements can be found fairly easily, and we

want to make it easy for interested candidates to find and apply for our open positions. Most of

our recruiting efforts will be online because according to a presentation by Glassdoor, 87% of

healthcare professionals learn about job opportunities online (“How” 10). Our online efforts

would have the biggest reach, and that is what we need to focus on in order to effectively fill our

positions.

In addition to social media and Internet job advertisements, all of the health care professionals will have the chance to talk to a recruiter that we will send to various health care

conferences and graduate colleges. Those positions are more specific and might be a little more

difficult to fill, so the face-to-face contact can entice health care professionals to choose us as

their employer and get the word out about our job openings. Ideally, we want our recruiter to be

transparent and provide a realistic job preview, or background information about a job’s positive

and negative qualities (Noe 155). The recruiter should be proactive and have some knowledge

of healthcare and the industry, as well (“How” 15-22). According to Glassdoor, these qualities

are what healthcare professionals look for in a recruiter. The recruiter would be greatly helpful

during the startup of the company, but if we find that costs are too high for what the recruiter can

provide, we can either make the position temporary or outsource recruiting because we are a small company that may not always need a recruiter.

The message we want to convey during the recruitment process is our mission

statement, which explains what we stand for as a company and the goals we want to always be

working towards. Our mission statement is: “We pledge to provide essential, quality care to our

patients in a timely manner. Our goal is to offer the best services with a reasonable cost in order

to maintain superior patient satisfaction.” We want to also explain that we are looking for

qualified, caring candidates that will provide the best care possible to our patients at all times

and wants to work in a culture where coworkers and colleagues genuinely care about each

other and their success. Creating a basis for what we want to see from Sandy Creek’s culture

can help shape it in the future and could potentially improve retention if our employees are

satisfied with SCUCC’s culture. The recruiting and job advertisement examples we plan to use

convey our message effectively. An example of a recruiting ad can be seen in Appendix B

Figure 1. An example of an online job advertisement for an administrative position can be seen

in Appendix B Figure 2. An example of a job advertisement for a health care position can be

seen in Appendix B Figure 3.

17



Selection

Selection is the process of the organization determining which applicants they will hire

(Noe 165). It begins with candidate found during the recruiting process and narrows down that

large pool to only applicants that are best fit for the job. Once the pool has been narrowed

down, various predictors are used to assess each candidate and assist in selecting and placing

a candidate in each job position (Noe 165). Our selection process will start with an online job

application, an example of which can be found in Appendix C Figure 3. The application will give

us general information about the applicants and will be assessed to see whether or not each

applicant meets the basic job requirements. The application for the administrative positions will

ask for contact information, work experience, education, and a signature. The application for our

health care professionals will ask for the same, but it will also ask for a list of licenses and

certifications. Both types of applications will require a resume, a cover letter, and a minimum of

three references. The resume, cover letter, and references will all serve as predictors for us.

A predictor is used to help organizations decide on the best candidate for the position. The resume will reveal what kind of experience each applicant has. The cover letter will help us

see why they are applying for our job and why they want to work for us. The references will give

us an indication of how well the applicant performed in previous jobs, and will help us predict

how well they might perform with us if they are chosen. These predictors will help us in selection

because they give us a way to screen the applicants before allowing them to move on to the

interview. They will help us see which applicants have the potential to be a good fit for the

position. After the application is submitted to us, we will run a background check and make sure

the identity they provided is theirs and that they can legally work in the United States. If the

candidate meets these basic requirements and passes the background check, they will advance

to our next predictor, the interview.In order to ensure that our interview yields the most valid and reliable results, we want to

use a structured interview. A structured interview establishes a set of questions for the

interviewer to ask (Noe 184). This will help limit biases the interviewer may have and will ensure

that the optimal questions are being asked. Some examples of interview questions that will be

asked during both an administrative position and health care position’s interview can be found in

Appendix C, Figures 1 and 2. The interview is scored out of 45 points, with each answer being

scored between one and five, one being a poor answer and five being a great answer. The

sample answers given below are all examples of five point answers.

Step three, the testing, occurs after the job has been offered and accepted, in

compliance with EEOC regulations. We require a drug test to ensure that all employees heed our no tolerance policy for drugs of any kind. We also require medical examinations such as

physicals and tuberculosis testing to ensure that our employees are healthy and will not transmit

any illnesses to our patients. Before starting the job, we will require all employees to get a flu

shot, and if they already have gotten one, they will need to provide documentation proving this

to be true. In order to select an employee, we will be using the multiple hurdle process. We will

be eliminating candidates at each stage of selection until we have a small pool of the most

18



qualified candidates to choose from, then we will choose a candidate and place them in an open

position within SCUCC (Noe 187).

References

"43-1011.00 - First-Line Supervisors of Office and Administrative Support Workers." 43-1011.00 -

First-Line Supervisors of Office and Administrative Support Workers. Web. 16 Nov. 2014.

<http://www.onetonline.org/link/summary/43-1011.00>.

"43-6011.00 - Executive Secretaries and Executive Administrative Assistants." 43-6011.00 - Executive

Secretaries and Executive Administrative Assistants. Web. 16 Nov. 2014.


"43-4171.00 - Receptionists and Information Clerks." 43-4171.00 - Receptionists and Information

Clerks. Web. 16 Nov. 2014. <http://www.onetonline.org/link/summary/43-4171.00>.

"29-2061.00 - Licensed Practical and Licensed Vocational Nurses." 29-2061.00 - LicensedPractical and

Licensed Vocational Nurses. Web. 16 Nov. 2014.


"29-1141.00 - Registered Nurses." 29-1141.00 - Registered Nurses. Web. 16 Nov. 2014.


19



"29-1141.00 - Registered Nurses." 29-1141.00 - Registered Nurses. Web. 16 Nov. 2014.


"29-1062.00 - Family and General Practitioners." 29-1062.00 - Family and General Practitioners. Web.

16 Nov. 2014. <http://www.onetonline.org/link/summary/29-1062.00>.

"11-9111.00 - Medical and Health Services Managers." 11-9111.00 - Medical and Health Services

Managers. Web. 16 Nov. 2014. <http://www.onetonline.org/link/summary/11-9111.00>.

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Appendix

Appendix A: Compensation

Figure 1

Appendix B: Recruiting

Figure 1: An example of a recruiting ad

21



Figure 2: An example of an online job advertisement for an administrative position.

22



Figure 3: An example of a job advertisement for a health care position.

Appendix C: Selection

Figure 1: An example set of interview questions and answers for the administrative positions;

substituting question nine for question ten when conducting an interview for the entry-level

positions.

23



Interview Question Sample Answer, worth 5 points each

1. What computer programs are you

comfortable with?

All Microsoft Office programs, especially

Microsoft Word, Excel, PowerPoint and

Outlook.

2. How well do you handle stress on the

job?

I handle it well. I can juggle multiple tasks

at a time and can stay calm and focused

throughout the stress in order to complete

the tasks at hand.

3. How do you feel about supervising

multiple employees?

I am very comfortable in leadership

positions. I have experience doing so and

know when to delegate tasks in order to

stay efficient.

4. What are your thoughts towards

teamwork?

I believe that teamwork is essential in

many different work environments,

especially in that of the health care

industry. I think collaboration can be key to

success.

5. Do you have any background knowledge

of the health care environment?

I have some background knowledge of/am

interested in the health care industry and

am looking forward to learning more about

it.

6. Have you ever had to fire someone? If so,

how did you go about it? OR If you had to

fire someone, how would you go about it?

If an employee continues to hinder our

team’s performance; even after I do

everything I can to help him or her. I would

have to let him go in order to ensure that

the project does not suffer. I would call the

employee into my office and tell him or her

directly that we would have to let him go

due to the repeated hindering behavior,

and listened to what he or she has to say. I

would provide the comfort necessary and

explain where he or she needs to go fromthat point.

7.What qualities do you look for in a

manager?

Intelligence, dedication, and genuine

concern for both coworkers and the project

at hand.

8. What is your idea of an ideal Urgent Care A place that’s clean, helps patients quickly

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center? and efficiently, and one in which people

care about each other.

9. Are you comfortable working with

numbers and insurance packages?

Yes, I have experience working with

numbers because I’ve created

compensation and benefits packagesbefore. OR Yes, I am comfortable with

numbers because I learned a lot about

compensation and insurance during my

time in college.

10. Would you consider yourself

organized?

Yes, I am very organized. My previous

work experience or hobbies have improved

upon my organization skills.

(“Best Answers” 1), (“50 HR” 1)

Figure 2: An example set of interview questions and answers for healthcare positions.

Interview Question Sample Answer, worth 5 points each

1. What made you decide to pursue this

career path?

I wanted to do something in my career that

is challenging, interesting, and makes a

difference in people's lives on a daily basis.

2. How well do you handle stress on the

job?

I handle it well. I always make sure to make

the patient my main focus.

3. How would you handle a rude coworker? I would take the coworker aside and calmly

address my concerns and listen to his or

her side of the story. I would work with

them in order to come up with a solution to

ensure there is no tension in our work

environment. OR I would address the

situation with my supervisor to find out

what the issue is in a non-confrontational

manner and how it can be corrected.

4. How would you handle a rude patient? I would assure them that I am giving them

the best possible care and would do my

best to stay calm and not take the rudeness

personally.

5. Do you prefer to work by yourself or as

part of a team?

I am able to work well by myself, but I like

to work with people and prefer to be a part

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of a team, especially in the health care

environment, where I have found in my

experience that teamwork is the most

efficient and effective way to ensure the

patients are getting the best care.

6. How would you handle a family who is

not satisfied with the care you gave to a

patient?

I would listen to what they have to say and

ensure them that my patient is my top

priority and am giving the best care

possible. If a concern they have were

legitimate, however, I would be sure to

address it immediately.

7. What do you find to be the most

challenging aspect of this career path?

I find not being able to always take away all

of a patient’s pain to be the most difficult

aspect of the job. I care about my patients

and I want to get them healthy andcomfortable as quickly and as thoroughly

as possible.

8. What do you find to be the most

rewarding aspect of this career path?

Seeing a patient smile no matter what pain

they’re in because they are satisfied with

my care and have hope that they will get

better in the near future.

9. How does your care affect your patient

beyond bringing him or her back to health?

It gives them confidence that there is

someone there who is willing, able, and

ready to do everything he or she can totake care of the patient. I believe my care

also shows that I care about them as a

person, not just as another patient.

(“18 Top” 1).

Figure 3: An example of an online job application for SCUCC.

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(“Position” 1)

Sandy Creek Urgent Care Center

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