Not long ago, healthcare human resources professionals were relegated to the hospital basement where they processed requisitions. Their job was to find candidates who met the qualifications on paper and then send them to hiring managers. That was it. Only recently has HR gained a seat at the table to discuss how progressive talent strategies could support the organization’s mission and initiatives by finding, keeping and developing the right people.
Patient safety, patient experience, and innovation demands mean that talent is more important than ever. Building a more efficient and effective approach to selecting the right candidates is one way for HR to make a direct contribution to the organization’s broader goals and bottom line.
How do you solve the selection challenge in a way that brings real value? More importantly, how do you communicate that value to leadership, gaining organizational buy-in to the impact of talent acquisition strategies on you metrics important to your organization’s success? We are going to explore these topics with Timothy D. Hess, PHR, CCP and SVP of Human Resources and Training at McLeod Health, in webinar on May 27, 2015.
A few of the specific issues that we’ll address during the webinar:
Healthcare is unique. You can’t apply strategies and tools directly from other industries. Healthcare organizations are incredibly complex, filled with various professions that value professional autonomy. Successful implementation of any project requires the ability to navigate the organization’s complexity and tie everything to the overall mission.
Measuring ROI can get complex. Healthcare is just starting to figure out how to measure success, so tying talent metrics to organizational performance metrics requires expertise. It’s easy in a sales organization to measure sales performance at the individual or group level, or productivity in a manufacturing setting. But how do talent strategies directly impact hospital care, margin, and market share metrics?
The key to success for a talent management program is alignment. A comprehensive behavioral competency model should serve as the foundation from which any talent management initiative is built.
One size does not fit all when it comes to hiring. What sort of selection and development tools work best when it comes to behavioral competencies in a healthcare setting? How do you target “collaboration”, “empathy” or “patient-focus” when selecting and developing staff? What methods of measurement are more readily adopted and integrated into organizational processes?
Click the link below to register:
Talent Strategies that Support a Patient-Centered Culture – Creating Value and Gaining Buy-In, on May 27! I’ll be speaking with Tim Hess and our Healthcare Practice Manager, Bryan Warren.
Also, check out this related whitepaper: