In order to build a strong team, you’ll need a number of people who can be top performers.
At the beginning of 2020, before COVID-19 hit, roughly 15% of healthcare IT organizations had positions that they deemed appropriate for remote work.
It’s always been our organization's policy to call candidates and inform them if they’re no longer under consideration after they’ve interviewed for a position.
There’s an evolution to an employee’s mindset when the economy goes into a state of sudden and massive job loss.
Recently, I’ve heard some thought leaders address how the most efficient and effective people on their teams can produce at a rate 10 times that of their average producer.
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.
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.
We frequently hear about “employer branding” — that is, a company’s brand as it’s perceived by the outside world. Is it a fun place to work? Does the organization have a social conscience? Are there sufficient opportunities for professional growth?
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.
Your résumé is typically the first impression an organization will have of you when you apply for a job.
Five years ago, an employer would review your résumé and, if they liked what they saw, they would invite you to an interview. However, for many employers today, liking your résumé is just the first step.