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Providing quality care begins with selecting the best candidates to join the organization’s team. Hiring is more than simply filling open positions. It’s ideally about building a workforce whose competence, reliability, and compassion align with the organization’s values and standards of care.

The right staff directly influences resident experiences, safety, regulatory compliance, and overall facility performance. Skilled and dependable employees offer consistently high-quality services that strengthen relationships with residents and families, reduce rehospitalizations, and support positive outcomes. Therefore, making the correct hiring decisions from the start is essential to maintain stability, protect the organization’s reputation, and ensure high-quality care. This article will help organization leaders hire the right staff for the right position, a crucial first step to improve outcomes for both residents and the facility.

The Hiring Process

During recruitment, the prospective staff member and employer have their first contact, with each forming an initial impression of the other based on image, attitude, communication style, and the exchange of information. It is important to remember that both the applicant and the prospective employer are making decisions about each other that could influence their potential future working relationship.

The next steps after recruitment include job application submission, interview, reference check, and pre-employment health screening. The hiring manager should ensure that this process is completed as quickly and efficiently as possible. Failure to evaluate an applicant swiftly could result in an organization losing a great candidate to another position elsewhere.

Pre-Screening

Some organizations conduct a screening before the formal interview. In this case, the pre-screening should be brief but thorough enough to allow the leader to determine if the candidate will be scheduled for a comprehensive interview that requires a significant amount of time and energy. This pre-screening process may be delegated to another individual or third-party organization as long as specific criteria are established to structure the process. The following describes a potential approach:

• Offer the applicant a written summary first, stating the salary range for the job and the requirements of a criminal background check and Drug-Free Workplace Program. The organization then completes a checklist based on the applicant’s responses. 
• If another employee or a third party conducts the pre-screening, that individual must understand the skills required for the open position, such as the desired education and experience.

The Interview

Once a candidate has been vetted and appears to have the required skills for the job, an in-person interview should follow as soon as possible. The interview is a critical part of the hiring process to determine if the candidate possesses the desired qualities, talents, and skills. It can also help evaluate if the candidate would be a good fit for the organization’s culture. Remember that the interview is also the candidate’s opportunity to assess the organization, so staff should aim to make a positive impression. 

The following offers recommendations for a successful interview:

1. Choose personable staff to greet the candidate and help calm their nerves. Engaging in light conversation and offering a beverage can help create a warm welcome. A candidate who is kept waiting too long or treated dismissively may leave before the interview even begins.
2. Conduct the interview in a quiet environment without interruptions. An office in disarray or with distractions, such as a ringing phone or knocks on the door, gives an impression of disorganization.
3. Smile, be courteous, and pay attention to the interviewee. Keep in mind that the goal is to get acquainted with the candidate and help them feel comfortable, relax, and open up during the interview. If the interviewer begins by bombarding the candidate with questions, the candidate may become tense and guarded. Terse yes/no responses can mask the candidate’s true qualities.
4. Share with the candidate what the job means. Relate the story of the organization in a personal way by sharing its history, mission, goals, and vision for the future. Gauge the candidate’s response. The interviewer should be clear about what the role entails and honest about the job’s requirements, working hours, benefits, and salary. Pay attention to the candidate’s responses and body language that indicate enthusiasm or lack of affect.¹

During the interview process, it is best to use a behavioral-based model. By discovering the candidate’s default behaviors, the interviewer can predict how the candidate will perform in the future and also gain some insights into their character and talents. 

Characteristics of a Strong Candidate

Hiring staff with staying power begins with finding strong candidates whose characteristics mesh well with the organization. This goes beyond competency. For example, the following list describes characteristics to look for in a capable candidate:

• Alignment with organization mission: Once the organization’s mission has been shared, does the candidate’s belief system correspond with it? Are they inspired?
• Experience in the role: Does the candidate need extra training? Be transparent regarding the requirements of the position and ensure that resources and training are provided if needed to ensure the candidate’s success.
• Complementing current team culture: Will the candidate fit in with the existing team, or will they cause tension or controversy?
• Promoting collaboration and dignity: Does the candidate appear compassionate and reliable? Share processes and expectations regarding communication and maintaining each resident’s dignity and well-being.
• Problem-solving: Is the candidate a problem solver? Ask the candidate to tell you about a problem they experienced and how they resolved it. Offer the candidate examples of how the organization helps secure the safety of residents and employees through creative problem-solving. 
• Enhancing resident quality of life: Does the candidate exhibit the characteristics needed, such as empathy, to maintain or improve the residents’ quality of life? Explain the expectations of the position.

Beyond the Conversation

Although the question-answer session is certainly important, the interview is not just about how the candidate can converse. Paying attention to the candidate’s body language can also help assess confidence, ability to work as part of a team, and trustworthiness. Facial expressions can offer insight into how a candidate feels about a question. Genuine natural smiles show an interest in the job. Good eye contact shows a willingness to cooperate and engage with others. 

A candidate’s posture can show their interest in the position. Interested candidates will most likely sit up straight with an open posture facing the interviewer. Although the candidate may be nervous and fidget a little, increased restlessness may reveal low self-confidence or social awareness. When a candidate pauses to consider a question, it shows thoughtfulness. When a candidate is given an opportunity to speak but doesn’t ask any questions about the organization or the job, it may indicate a lack of interest. 

By prioritizing candidates who align with the organization’s values and demonstrate both technical skill and compassion, hiring managers can create a foundation for staff who provide better resident outcomes, ensure stronger compliance, and are less likely to resign. In a field where trust and care unfold inside the facility, the right hire makes all the difference. 

Reference
1. Pavlou, C. (2023). How to reduce new hire turnover. https://resources.workable.com/tutorial/new-hire-turnover-rate.

Denise Winzeler, BSN, RN, LNHA, DNS-MT, QCP-MT,  is director of education and certification strategy for AAPACN.

 The American Association of Post-Acute Care Nursing (AAPACN®) champions innovation and transformation across the post-acute care continuum by enabling providers to deliver unparalleled care. Representing more than 18,000 post-acute care nurses and leaders in over 6,100 facilities nationwide, AAPACN provides industry-leading education, certification, and evidence-based resources that elevate quality of care and drive operational excellence. Learn more at AAPACN.org.