Question

Strategic Plans to reopen the outpatient clinics

• Strict screening for symptoms (new CDC guidance)
• Patient will be pre-registered the day prior to their appointment
• Patient screened at entry to facilities (including temperature checks)
• Our staff will be wearing masks, and we ask for all patients to do the same.
• All COVID related care and testing being conducted through drive-thru and/or tents outside.
• Schedule(s) for providers with in-person visits will be staggered, so as to avoid any back log in lobby/waiting areas.

i need 10 interview questions with a psychologist sent to the department during the pandemic and 10 questions with a director of outpatient clinics

Answer 1

1) 10 interview questions with a psychologist sent to the department during the pandemic

1. Tell me about yourself

It's tempting to ramble on about your hobbies, but the best answer focuses on why you are a great fit for this role. Choose a life story that leads directly to this job. If you're interviewing for a job in marketing, create a story arc that ends with you working in marketing.

You might say, "I studied psychology with the idea that I would be a therapist. But an engaging experiment in my marketing psychology class changed that. That experience showed me that I want to do marketing research."

2. What interests you about psychology?

This question gives you the opportunity to demonstrate your enthusiasm for your specific field of study. Tell a story that shows your passion for the subject.

For example, "When I was 13, my older brother was diagnosed with schizophrenia. My mother was overwhelmed, and I had no one to talk to. I look forward to working in social services to help families like mine."

Your story doesn't have to be as dramatic as this one, but try to give a compelling reason for your trajectory.

3. What was your focus of study?

You just spent at least four years studying for this question. If the job you're interviewing for is in the same specialty, you have an entire realm of projects and coursework you can point to.

If it's not as directly related, you should find a way to make your specialty relevant to this specific position. If you focused on forensic psychology, but this is a job in career counseling, explain why you are a fit. Did you learn something in an internship that applies well here? Does your ability to be investigative and focus on the details demonstrate relevant skills for the position? Translate your previous experiences and classwork to this role. You've thought about transferable skills already for your cover letter and other application materials, so remember that anecdote if you're struggling in the moment.

4. What would your strengths be as an employee?

Before an interview, make a long list of your strengths. Then whittle that down to a dozen that apply directly to this job. Next, go through that list and eliminate those that are weak – I'm punctual ― or that everyone can claim ― I'm polite.

For the handful that remain, come up with a solid example that shines a light on why you are perfect for this role.

If you are applying for a job in public relations, you might say, "I'm an excellent writer. I wrote for the school paper and have published a few short stories." Or, "I'm very social. I have a large social circle and stay in touch with a vast number of people through social media."

5. What are your weaknesses?

Most people hate this question. It either causes embarrassment or they feel compelled to humblebrag. With a psychology degree, you have had more opportunity than most to identify your human frailties. The key to answering this question well is to show that you are self-aware enough to be on the path to overcoming whatever flaw you mention. Reflect on situations where you made a mistake but then fixed it and choose the most relevant; that will allow you to tell a strong anecdote in the interview.

6. Describe your communication style.

"One way to answer this is by demonstrating that you realize certain ways of communicating are better in certain situations," says Brie Reynolds, a senior career specialist at FlexJobs. "For instance, explain how for quick, yes-or-no questions, email or IM is your go-to. For in-depth conversations, you prefer phone or in-person meetings."

Before your interview, do some research to find out if the staff works in an office, from the road (as with sales) or at home, as each might affect your answer to these types of questions. A company with a large remote team might be concerned about bringing you up to speed on Slack or another communication tool. If you are familiar with any of those, mention them.

7. Tell about a time you resolved a conflict.

This question can take a lot of forms: "Tell about a time you disagreed with your boss," or, "Tell me about a time you encountered a difference of opinion on a team." These types of questions are another chance to demonstrate that you paid attention in psych class. Tell a story that ended in conflict resolution but show that you understood what you were doing throughout.

For example, if you've worked in hospitality, you might discuss a time when a customer was angry about an upcharge on their check. If a student group you were part of was stuck in an argument over an event they were planning, tell the interviewer how you helped mediate the situation.

8. What are your salary requirements?

Doing your research will make this question much less daunting. Check out websites like PayScale and Glassdoor to find out the pay range in your field for recent graduates. You might want to say you are flexible and avoid naming a number at all this early in the process, to push this question to a second interview or to ― hopefully ― job-offer negotiations.

9. Where do you see yourself in five years?

This question is so common that it's become a joke, but you should take it seriously. Here is where you get to define your ambitions, which is a big deal for anyone who is about to invest a lot of money in you. Do not describe a future that does not include this company, even if you have no plans to stay five years. If you hope to be in graduate school or your own therapy practice by then, give a more general answer, such as, "I hope to have more research experience and be in a position to mentor people."

If your ambitions are within the company, say so. Often the hiring manager is taking mental notes of new hires in the interview and will remember this when advancement opportunities arise.

10. Do you have any questions for me?

Here is your opportunity to demonstrate that you have done your homework. Ask questions specific to the operations of the company and your potential role in it, such as:

• Are you the department head for market research?
• Would I be working for you or someone else?

2)  10 questions with a director of outpatient clinics

• What does the career arc look like in the human factors lab?

. What ambulatory components are best suited to optimizing our market position and financial performance? Consider how the ambulatory options available in your network address the growing trend in consumerism. Do they address the factors that influence how patients choose where to obtain health services and the focus of their selection process, like ease of scheduling, accessible location, convenience (“one-stop shop”), out-of-pocket cost, and consumer ratings?

Consider how digital healthcare and remote monitoring have changed patients’ expectations of how and where they prefer to interact with clinicians. These factors imply that providing a diversified portfolio of ambulatory modes of care is generally an appropriate strategy. However, there is no “best in class” model that defines the right combination of components (see the sidebar). Instead, the optimal array of components is market specific and requires a careful assessment of the value sought by customers (residents, employers and payers) in the target market, the competitive environment, the pace of adoption of innovation, and the stage of evolution of value-based care and reimbursement.

2. Which organizations are our optimal partners in terms of clinical capability, operational expertise, strategic advantage, brand value, and access to capital? Think about whether your organization has the capabilities in each of these areas to successfully implement and operate the portfolio of services you selected in response to question No. 1. If not, it may be worthwhile to seek out partners that are best able to support your objectives. For instance, if you are embarking on a retail strategy, you may wish to partner with a strong retail operator that has utilized its customer information data- mining skills to select optimal locations in the community and boost foot traffic. Other examples of partners include physician specialty organizations (such as those with a recognized brand), companies with experience in managing ambulator surgery centers, and telehealth providers. It’s important to think creatively and strategically about selecting partners that will best meet your organization’s goals, rather than simply looking to your physician base for partnership possibilities. Generally, using a diversified portfolio of strategic partners is an appropriate strategy. Beginning with clear objectives and a set of evaluative criteria are an absolute “must

3. What is the best manner of aligning physicians and other ambulatory care network members in decision making, strategy, and operations? To ensure a high-performing ambulatory care strategy, alignment with physician organizations and independent physicians is crucial. There are at least two levels of consideration here: the legal and organizational forms of alignment (e.g., employment, CIN, ACO) and the practical steps used to collaborate. One critical success factor: bringing together the leaders of physician entities, ambulatory care centers, and the hospital(s) to share in decision-making regarding the ambulatory care strategy and its implementation. Doing so enables leaders to jointly address issues such as:

• Where should the provider network establish a new ambulatory care site so that it capitalizes on market opportunity without cannibalizing business from other members of the network?
• Which physician entity should recruit and have fiscal responsibility for practice support for new specialists?
• How can the hospital(s) reduce the cost structure of the ambulatory imaging services to make it viable for the physicians to utilize that site rather than one operated by a competitor?

Recognizing the value of shared decision-making and strategy is relatively easy once all parties embrace the “burning platform” for doing so. It is more difficult to facilitate open and honest dialogue and building shared accountability for mutual success.

4. What is the optimal “geographic footprint” for our ambulatory network? Addressing consumers’ expectation for convenient access and capitalizing on market “gaps” to achieve competitive advantage are key elements in deciding where to locate services. Thorough research on and insight into both are important initial steps in determining the best footprint. Additionally, it is crucial to understand the timing and implications of evolving trends specific to residential and commercial development, commuting and patient care travel patterns, and payer mix. Performing detective work to anticipate the strategies of traditional competitors as well as new market entrants (e.g., retail operators, physician kiosk companies) will provide “signals” that enable your organization to capitalize on an opportunity before others do and create barriers to competitor entry by providing superior value.

5. What is our compelling value proposition for each customer? When contemplating this issue, healthcare leaders often apply a default approach and define value from their own perspective: “We provide outstanding quality and service.” Given the evolution of the industry, it is increasingly important to define the value of the ambulatory care network components from the perspective of each customer served—patients, employers and payers. In general, patients value convenience (including convenience in location, online access to care or scheduling, and coordinated care delivery), transparency around out-of-pocket costs, rapid access to test results and their medical record, and dialogue with the clinician. Employers value services that help maintain employee productivity, ensure employee satisfaction, and minimize the cost of care. Payers value efficient (low-cost) and effective (strong outcomes) care and limited turnover of enrollees stemming from dissatisfaction. Fine-tuning these generalities to reflect the nuances specific to your market and then applying them to the design of your ambulatory network and your value proposition requires investigative research and careful thought.

6. What is the optimal approach to creating and sustaining competitive differentiation? Understanding the value sought by customers, your value proposition, and your competitors’ vulnerabilities are important inputs in determining an effective approach to differentiating your ambulatory services. An honest assessment of how your own capabilities and performance compare with those of competitors is crucial. Research will reveal the most effective focal point(s), which may include convenience, outcomes, cost, availability of particular services and/or resources, use of digital health tools, and/or other factors. With the evolution of technology, clinical information connectivity (e.g., the ability to upload data from patient wearable monitoring through Apple’s Healthkit), the use of artificial intelligence supported health advisor devices and apps (e.g., Babylon), or a linked EMR or a health information exchange may be the basis for competitive differentiation. When devising an approach to differentiation, it is important to assess its sustainability, monitor its effectiveness, and refresh your approach when necessary.

7. How/where can we redesign our ambulatory care components to achieve efficiency and be a low-cost provider? Since achieving efficiency and reducing costs is an enabler of competitive distinction, it is important that organizations consider how to address this objective relative to each of the functions within an ambulatory care service setting—both administrative (e.g., scheduling, check-in, check-out, billing) and clinical (e.g., diagnostic, therapeutic). One example is the efficiencies providers can gain when they put scheduling and check-in in the hands of patients, whether through app-based and on-line solutions or ambulatory care site-based kiosks. This approach eliminates manual inputting of patient data by front-desk staff, increasing efficiency. Some wearable medical monitoring devices also eliminate the need for clinical staff to record patients’ weight, height, and medical history by transmitting this information directly to patients’ electronic medical record prior to arriving for an office visit. These examples illustrate the importance of considering the role of new technology in supporting efforts to be a low-cost provider.

8. What forms of innovation and disruption provide an advantage and are a good fit? Can we pursue them alone, or would we benefit from/require a partner? Some forms of innovation provide new tools and processes that enhance access to ambulatory care, thereby strengthening an organization’s strategy (see the sidebar). Other forms of innovation introduce new entrants to the ambulatory care playing field and increase competition. The escalating pace at which new forms of innovation are being introduced makes it difficult to discern lasting trends from fads. At the same time, it is challenging to know the extent to which payers and regulatory agencies support new products and services. Given all of this “noise,” it may seem safe to take a wait-and-see approach, yet doing so increases the likelihood that competitors gain a substantial advantage. It is imperative that organizations have both the capabilities and the process in place to evaluate and select from an array of healthcare innovations and/or be at the forefront in developing them.

9. What performance goals/metrics and incentives are needed to drive the results? People generally act to maximize their reward for achieving outcomes by which their performance is measured. This maxim is particularly relevant when introducing a new strategy, service, or model of care or when seeking to change behavior. It is important to set goals that are directly related to the strategy and the operational and financial success of the ambulatory care network (e.g., number of visits, share of the ambulatory care dollar). Build incentives around the types of behavior change needed from the hospital leadership team and medical staff to support the ambulatory strategy. To ensure action, it is critical that both the upside and downside incentives are of sufficient magnitude and that they are realized in a timely manner.

10. What “triggers” would shift us to a contingency plan? On occasion, sudden changes occur in the environment that alter the conditions around which an organization planned an ambulatory care initiative. If the organization is unprepared, this dynamic can lead to a broad array of negative strategic and financial consequences. Alternatively, if the organization is adept at recognizing change at an early stage and making the proactive shift to a prepared contingency plan, there is a greater likelihood of being able to adjust the initiative with successful outcomes. Thus, it is crucial that organizations have specified the types of change that would trigger shifting to the contingency plan and have an established process in place for doing so. Common triggers include significant modification to reimbursement, new initiatives by an existing competitor, entrance of a new type of competitor to the market, and clinical or technological innovation.