Healthcare IS Blog

There’s an evolution to an employee’s mindset when the economy goes into a state of sudden and massive job loss.

The healthcare data analytics market has been evolving for some time. But we’ve hit a tipping point: The amount of hiring in these spaces is growing at a faster pace than at any other time in the past decade. And projections are for continued growth.

When making business decisions, specifically those that require a significant financial investment, it’s customary for an organization to determine their return on investment (ROI). Without an idea of the ROI, it’s almost impossible to conclude whether the investment would be a good or bad decision.

New Year’s is a time when we put goals and resolutions in place. But resolutions tend to fade away and, ultimately, fail. Instead, it’s important to sit down and focus on just a few areas that you’re absolutely committed to improving.

Regardless of who’s available in the job market, your world-class talent-access process should remain consistent. Unfortunately, too many organizations change their methods based on how many candidates are available at a particular moment in time. Having said that, here’s an example of how changing your process greatly impacts the candidate experience.

Where Will Health IT Be 1 Year From Now? CIO Make Their Predictions.

During a typical hiring process, organizations tend to see things through their own eyes.

You see it all the time: Talent Acquisition Teams. But what does the title actually mean? Are they looking for talent? Or are they looking for years of experience? Talent is defined as a natural aptitude or skill.  But as we know, there are candidates who don’t get the job or even an interview because they don’t have a desired minimum years of experience. Does talent come to fruition only after a certain number of years?

Building a team requires more than just identifying and hiring the right people. Leaders have to integrate those people into their teams, provide ongoing training, and create and maintain an environment that people want to be a part of.

When we talk about “alignment,” we’re talking about building a long-term, high-performance team, as opposed to filling jobs. In order to effectively build those teams, hiring managers would do well to follow Healthcare IS’ model designed to produce the highest likelihood of employer-candidate fit.

Within Healthcare IS’ Hire Value methodology, we discuss the importance of completing a market analysis prior to filling a position. 

Identify The Right Talent Before You Need It

This will be a short post, because its point doesn’t require a lot of elaboration. So, let me quickly tell you this story and get to the point.

Most of the companies we work with have a “salary range” for the position they’re trying to fill. The question is, where do these numbers come from?

Depending upon a company's size, the role of an HR person or department in the hiring process can vary from simply posting an ad and sending resumes to the hiring manager to completing everything through the first interview. The challenge with the latter is making sure that you're not delegating steps throughout the hiring process to a person to whom you've not given the proper tools to complete those steps. 

Every time I see an article on what not to do during an interview, it’s directed toward the candidate. Well, in the recruiting world I’ve seen an equal number of interviews go badly due to something the hiring manager did or didn’t do as because of something the candidate did or didn’t do. A few of the major don’ts come to mind. 

Let me start by clarifying what I mean by "referral fee."

I'm not referring to a placement fee paid to a recruiting firm determined by contract terms. I'm referring to a "bonus" paid to either an internal employee and/or a professional not associated with a recruiting firm upon the hiring of a candidate who was referred by that individual. 

In my experience, hiring managers frequently review résumés for a minute or less and come to conclusions that are based on false assumptions. It’s from these false assumptions, in turn, that they base their decisions regarding whom to interview.

In December 2010, I was at the ASHP’s (American Society for Health Systems Pharmacists) midyear meeting in Anaheim, CA. Over the years, their track relating to Pharmacy IT and Informatics has really expanded.

Between sessions, I was engaged in a conversation with a Director of Pharmacy and a Manager of Pharmacy Informatics. Both were talking about the technology initiatives their organizations had in place related to pharmacy and the medication management process. Once the discussion evolved into specific project plans and go-live dates, it turned toward having the right people in place — both full-time employees and consultants. Of course, it doesn’t seem like you can have a conversation about hiring Healthcare IT employees without someone saying how hard it is to find the right people. So, when they started telling me how hard it’s been for them to find the right people, they were both a little shocked by my response: “Good people are easy to find.” I paused for effect and when they both stared at me like I was crazy, I added, “Good people are easy to find — they’re just very hard to get hired.”

Nothing can be more disruptive to an organization’s plans than the loss of key personnel. As a result, many times partnering organizations, vendor/clients, client/client, and even competing organizations will put in place formal and informal “agreements” to not hire each other’s employees. These types of agreements have existed for many years within various industries, Healthcare IT certainly being one of them. In fact, over the past couple of years, some Healthcare IT vendors and consulting firms have been very aggressive in establishing policies as it relates to hiring practices.

In this post, I want to discuss how to gain credibility with a hiring manager at the conclusion of an interview. 

From a recruiter’s standpoint, a delay in the hiring process is the most common factor preventing a successful hire. A delay can range from too much time between interviews, to a postponement in making an offer, to putting a position “on hold.” Below are a few things to avoid during the hiring process.

Before each interview, a good recruiter will prepare their candidates with relevant information regarding the interview that's about to take place. The candidate is told who they're speaking/meeting with, how long they should expect the interview to last, what types of questions they will be asked, and, ideally, some information regarding the personality/interview style of the hiring manager(s). 

Having been in the executive recruiting business for 30-plus years, I can’t help but notice certain commonalities among top performers. These fundamental traits, which never seem to change, are integrated with a value/belief system that gets results. Let’s look at what makes the great ones get to the top and stay there.

While a start date is the last agenda item of the hiring process, it's among the first things that should be considered.

If you ask tenured recruiters what's the myth they've most frequently encountered in the business, most would tell you it's the feedback they receive when debriefing candidates following interviews. So often, according to those candidates, they "nailed it" or they "hit a home run" or they’re certain to get a job offer. The reality: More than 75% of the time the employer has no interest in them. In fact, they had a very forgettable interview. Why the disconnect? What happened?

One of the main differences between contract placement and permanent placement is the speed of which the contract world moves. 

All of us in the staffing business have often heard, "We're in a candidate-driven market right now," or the opposite: "We're in a client-driven market right now." How about, "We are in neither?" The reality of the demand for "A" talent is that hiring the best requires a philosophical approach and process that consistently advocates a sense of urgency for all parties involved.

Some companies prefer filling positions on a contract-to-hire basis. These are full-time positions within an organization, but rather than hiring someone straight into the role, the company opts to hire the candidate on a contract basis first. Then, if things go well, the company converts the person to FTE (full-time employee) status.  

A few months ago, I read a New York Times article by Thomas Friedman titled "Need a Job? Invent It." In this article, Friedman refers to the book Creating Innovators: The Making of Young People Who Will Change the World by Tony Wagner, a Harvard education specialist. In the book, Wagner makes reference to a few key points:

Although we are primarily a contract staffing firm, our clients often have needs for a full time employee to fill a permanent position. And although this is not a focus of our firm, we can certainly fill these positions as well. But first we ask, "have you considered bringing on a consultant while you look to find the permanent employee?"

"Emotional equity" is a term I use to explain something that I realize exists, but that most hiring managers do not. The problem is that most hiring managers I deal with are not only unaware of the term, but they’re also unaware of the concepts.

I Need Them Yesterday, But I Don't Have Time to Interview Them Tomorrow

By the time a hiring need arrives at a recruiting firm, it’s usually an urgent need. The company has already tried to fill the position on its own and maybe spent too much time doing so. When they decide to pay a fee to fill this position, they’re feeling the pain of not having someone in the role to complete the work. 

If you have been a hiring manager long enough, inevitably you have hired the “wrong” person.  When you hire someone and realize within the first 90 days it not going to work out, most people would classify this as a bad hire…or a hiring mistake.  Most people are easily able to figure our how costly this mistake can be.

A "telephone screen" can be conducted by anyone within an organization, from Human Resources up to the CEO. Does it really matter who actually conducts that first telephone interview? In my experience, yes, it absolutely does.

In a decision-making position, it’s often your job to save the company money wherever possible. Whether you accomplish this through effective vendor management, staff reduction, or offering lower salaries, you, as a manager, are usually looking for ways to save a few extra bucks and, as a result, make yourself look good. 

When a candidate withdraws from the interview process or declines a job offer, it's often because he or she didn't see anything in the new company that's better than his or her current company. Whether it's the career opportunity, the people, the salary, or just the fact that the organization itself appeared unattractive, something was missing.

I really liked him, but I'd like to talk to a few more people before I make my decision . . .

Such is the feedback commonly heard in the recruiting world after the first interview takes place. There's something about human nature that makes us want to "shop around" and compare our options. The problem with this, when dealing with people, is that the more time that passes between each contact with a candidate (time we’re spending shopping around), the more doubts will tend to arise within that candidate’s mind.

Once Health IT employees gain a certain level of experience working at a hospital, they have the option to consider working as consultants. As Health IT consultants, they would have the ability to increase their income by 25-70%, depending on their specific skills and the type employment or contracting relationship they put in place. Now, I understand that money isn’t everything, but it’s a motivator for many people who get into consulting. However, what keeps most people from getting into consulting is the amount of travel required.

I’ve always been a sports fan. In fact, I played various organized sports from the time I was six all the way through college, where I played baseball. In my opinion, so much of what happens in the sports world has direct correlations to everyday life. I also believe there are many lessons there that can be applied to hiring and team building.

In past posts, I've made reference to some of the many articles publicizing shortages that currently exist, and will persist, in finding and hiring specialized skills within the Healthcare IT/Informatics market.

It simply amazes me (and I’m not amazed too often) how bad some people are at hiring or building a team. It's almost as if - and I'm not trying to be sarcastic here - some people are trying to mess things up. Otherwise, I can't imagine how someone in a management role could stop, think, and then still do the things they do.

In my last post, I talked about the concept of a candidate being “deliverable.” From a hiring manager’s perspective, a candidate being deliverable translates to the likelihood of a prospective candidate accepting your offer. A candidate may have a low level of deliverability for one position but a very high level for another.

Lately, everyone I talk with expresses how significantly demand has picked up in the Healthcare IT job market. Most employers have multiple positions open and most candidates I speak with say the volume of calls they receive for positions has certainly picked up compared to a year ago.

Optimal performance during this process reflects very positively on the organization, as this is where first and lasting impressions are made among all parties involved. Thus, structure, formality, and the positive alignment of all decision-makers are highly important factors for on-boarding the very best candidates. If this alignment is not present during the process, then clearly the candidate will sense this and might have hesitancy or doubts as to whether this is the “dream” career that he or she is seeking.

As parts of the overall job market are starting to improve (Healthcare IT being one of them, of course), I’m beginning to see a lot of the same headlines I saw when the economy was coming out of the 2001 recession. Articles about employment branding (which should never stop, even in bad times), the war for talent, etc. are popping up quite a bit. Estimates are showing that the Healthcare IT industry could be up to 50,000 new positions.

The concept of blogging is nothing new but as the application process turns digital and fewer and fewer paper resumes are passed around.. One thing is for sure, taking advantage of the electronic era can only further your candidacy for the job you want.

In the past, our firm has taken on projects for multiple hires with health systems with which we’ve never worked (it’s always exciting when taking on new clients). One particular client, like many healthcare organizations across the country, continually embarks on very ambitious projects. This client has a track record of fantastic accomplishments.