HOSA Finalist Rating Sheet

HOSA Finalist Rating Sheet
The HOSA Finalist Rating Sheet has been closed. Please email nabele@lichange.org if you would like to make any edits to your submission.

Directions: Reach each question, then assign a value based on your estimation of the applicant’s answer to the question and indication of their current ability to fulfill the responsibilities of the Executive Director of HOSA-Future Health Professionals. If you believe the applicant's response is strong, you should consider a high rating (i.e., 4 or 5). If you question the applicant’s response and feel it indicates lack of ability to perform appropriately, you should assign a lower rating (i.e., 1 or 2). Select the value that you believe represents your perception of the applicant’s ability to implement the primary duties and responsibilities of the Executive Director.
Applicant Name
Interviewer Name

First NameLast Name
Interviewer Email
example@example.com
1. Describe a specific project or initiative that you led from start to finish. How did you use team members? What were the key milestones, and how did you ensure the project stayed on track and met its objectives?

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5

1 is Low, 5 is High
1. Comments
2. HOSA appears to be facing potential membership declines in some urban and rural regions in the USA. How would you approach this challenge strategically? What data would you gather? What solutions would you consider? How would you measure success?

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5

1 is Low, 5 is High
2. Comments
3. A long-time board member expresses concern about the $8,000 fee for the annual audit. The new board member sitting next to the long-time board member says, “The cost does seem excessive. What do we really learn from the audit that is so important.”

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1 is Low, 5 is High
3. Comments
4. Describe a situation where you had to work with someone with a very different personality or work style than your own. How did you approach the situation, and what were your challenges and successes?

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5

1 is Low, 5 is High
4. Comments
5. Describe a time when you made a significant mistake. How did you handle the situation, and what did you learn from it?

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5

1 is Low, 5 is High
5. Comments
6. Given your years of managerial experience, we would like you to describe a situation in which you had to navigate a conflict within a team. How did you approach the team conflict, and what was the outcome?

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1 is Low, 5 is High
6. Comments
7. You have been invited to speak at a conference and the meeting planner asks you to address what is needed most to ensure the success of HOSA Headquarters’ leadership in the future. What does HOSA need most from its day-to-day headquarters’ staff?

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1 is Low, 5 is High
7. Comments
8. HOSA employs a contractor to provide critical training and coaching to New State Advisors. The turnover rate has remained high since the pandemic. In your opinion, what is the cause of the high turnover and how would you address the attrition rate of New State Advisors under your leadership?

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1 is Low, 5 is High
8. Comments
9. As HOSA looks ahead to the next 50 years, what is your vision to not only advance HOSA’s impact but also future proof the organization for sustainability? What specific long-term initiatives would you introduce to ensure HOSA remains at the forefront of developing future health professionals and is operationally strong?

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1 is Low, 5 is High
9. Comments
10. Who do you consider to be HOSA’s customer? How would you lead and structure your team to ensure the delivery of exceptional service to HOSA’s customers?

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1 is Low, 5 is High
10. Comments
11. A growing percentage of local programs and chapters no longer have a health industry advisory council that the local HOSA advisor can ask for advice or support. The same is true as the state office—state advisors indicate they have minimal connections with the health industry. What advice would you give to local and state advisors with financial needs beyond their current revenue?

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1 is Low, 5 is High
11. Comments
12. What are the four elements that are required for a nonprofit to survive and be successful?

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1 is Low, 5 is High
12. Comments
13. What are the major requirements to operate a 501(c)(3) organization?

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1 is Low, 5 is High
13. Comments
14. It is possible that HOSA Headquarters could be working with an Executive Director who is located remote. What will be important for a remote ED to work successfully?

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1 is Low, 5 is High
14. Comments
15. If you were selected to be the Executive Director, what are your plans to transition from your current employment to HOSA? When would you want to transition?

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1 is Low, 5 is High
15. Comments
16. The executive director position for HOSA is time-consuming; you will be expected to work long hours at times and to travel 49 days per year for conferences and sponsorship meetings in addition to managing the team in Dallas how will you manage your work-life balance and ensure you are a leader to the staff and volunteers from across the globe?

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1 is Low, 5 is High
16. Comments
17. What is your overall recommendation of this candidated?

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1 is Low, 10 is High
Are there any additional comments you would like to express about the candidate?
Should be Empty: