Over the past few decades, there have been significant changes in employee selection in clinical laboratories. The style of employee selection has evolved over the years, taking into cultural, environmental, and governmental trends. Clinical research centers aim to provide proper patient care through competent and cost-effective laboratory operations. As a result of these efforts, it is estimated that 70% of all medical decision-making by primary care facilities now depends on the results from clinical laboratories. However, the need for an adequate number of trained laboratory employees is still a problem. Over the past several decades, many training courses have been closed, resulting in a decline in the number of graduates. This problem has been partially resolved through the efforts of professional organizations and related institutions.
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The US Census Bureau predicts that the number of people aged 65 and over will double in the next few decades. They make up the most significant proportion of the population and will therefore have increased demand for the healthcare system, ultimately requiring more healthcare professionals. Information collection, testing, test result monitoring, analysis, and data dissemination are the main focus for many new graduates. In addition, clinical laboratory supervisors/managers will need the best and brightest to handle the challenges of advanced technologies, such as molecular-based testing. Attracting and retaining these employees will require collective effort between managers and employees so that both can benefit from the relationship.
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A criterion-based job description is a clear and comprehensive format of the expectations the employer sets for potential employees. Criterion-based job descriptions are usually based on educational background, certification requirements, job-related tasks, legal regulations, and work environment needs. In the job description, each duty can be defined as a primary core task, an advanced technical skill, or the responsibilities of a supervisor.Â
Five common sections in most job descriptions are:
Job titles should be accurate and take account of any relevant or official titles that may be used to describe the work in the research institution. Incorrect use of titles may confuse research center employees and hospital staff. To avoid accidental rejection of suitable candidates, minimum qualifications (education, experience, etc.) should be indicated in the job description provided. Other sections can be added to reflect other professional or personal qualities required, e.g., “preferably holding a graduate degree”, “management experience strongly considered,” and “must demonstrate commitment and reliability.”Â
It is essential to document the range of expected responsibilities and include the latter qualities in case of disciplinary issues. Attracting candidates with the right qualifications starts with developing an appropriate model for achieving the clinical laboratory’s objectives. Finding the ‘right’ person in education, apparent professional competence, and experience is essential. Understanding the nature of the teamwork required is equally important. Qualities such as reliability, motivation, morale, dependability, and attitude are abstract. They cannot be effectively assessed or measured in substance. There is no trick to choosing the ideal employee, but some rules can help you make the right decision.
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When conducting a needs assessment, the job description should be carefully reviewed to ensure that the listed job duties are relevant to the clinical laboratory’s policies and criteria. This is an essential step since this document is an informal “contract” between the employee and the management by defining the employer’s expectations for the employees. A balanced detail needs to be included in job descriptions. Those lacking clarity will recruit unqualified candidates. On the other hand, too detailed or restrictive requirements may deter the best competitors from applying. Financial difficulties have forced some research centers to reduce staff, consolidate some areas at headquarters, combine different laboratories and medical clinics into one, and outsource laboratory tests. As a result of these changes, laboratories have added or related some job-related duties and adjusted the corresponding number of employees.
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The search process can be simple or complex, depending on the following levels of the job:
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Organizations should make reasonable efforts to ensure equal opportunities for all qualified candidates. They can be informed about vacancies in the following way:
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Depending on the number of CVs received, checking for the right skills can be tedious and done correctly. While there is no single way to check CVs, they are usually divided into three groups:
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The following must be considered when reviewing CVs:
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Interviews can be done using a variety of questions, usually grouped into five categories.
Before the interview, the CV should be reviewed based on the criterion-based job description, the CV, and a list of structured questions. Then, take the candidate to a quiet, private area. Guide the newcomer through the process by asking a non-work-related question such as the weather, arriving at the venue, or any other simple topic. This will help build rapport and put the candidate at ease. What not to do:
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You need to assess the abilities of the candidate you meet: training, skills, experience, and answers to interview questions. A fixed ranking system can be devised to help all interview panel members assess candidates based on their objectives. The most important thing to do before extending any job offer is to check all candidates’ references. Unless the candidate clarifies this in the meeting, it is prudent to check references that do not come from a manager or someone else in a higher position.
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Garcia, L. S., Bachner P., Baselski, V. S., Lewis, M. R., Linscott, A.J., Schwab, D. A., Steel Jr., J. C. H., Weissfed, A., Wilkinson, D. S., & Wolk, D. M. (Eds.). (2014). Clinical laboratory management (2nd ed.). Washington, DC: ASM Press.
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