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3 Steps to Consistently Match Talent to a High-Performance Culture

December 17, 2015


Healthcare must make wholesale changes tobusiness process hire talent (at every level) that will thrive in a continuous improvement environment. Practical implementation of these changes, however, presents a unique challenge. Many organizations have a complicated tangle of un-validated tests, competency profiles, recruiting methods, interviewing approaches, tracking systems and undocumented hiring processes. Complicating matters is healthcare’s obsession with job titles. Many healthcare organizations have hundreds, if not thousands, of job titles and HR is left to figure out how to organize them and provide consistent staffing.

Consequently, over many years, as hiring needs arise, ‘stuff’ is added until selection consists of an unwieldy array of individual hiring approaches, some good, some bad, and others - a compliance nightmare. In the end, hiring managers feel frustrated and HR struggles with key metrics like turnover, time to hire, cost per hire and applicant quality. Sound familiar?

There are 3 steps that need to take place in any healthcare organization to consistently match talent to culture:

Step 1: Classification & Competencies – Hundreds, and in some cases, thousands of job titles must be classified into 6 to 10 healthcare levels. Each level has a set of competencies that will define performance and culture. As these competencies are used for selection, promotion and performance management, the healthcare organization’s talent takes on a transforming quality and the speed of change is greatly increased.

Step 2: Process & Selection Tools – Each hiring level must have a defined process that includes recruiting, hiring steps, hiring manager involvement, HR involvement, decision criteria, documentation requirements and expected turnarounds. Each hiring process is populated with validated evaluation content which may include web-based applications, resume screening, prescreening testing, in-depth assessments, interviewing and background evaluations

Step 3: Communication & Tracking – The enterprise hiring system must be web-based and integrate seamlessly into an existing Applicant Tracking System, HRIS or used as a stand alone. While today’s ATS’s are strong tracking systems, they are at best, mediocre at controlling the hiring process, managing competencies and applying predictive selection tools.

The solution begins by realizing that we must stop trying to address individual hiring needs but rather address hiring as an enterprise-wide application across the entire organization. From housekeeping through senior administration, the goal must be to define performance and then replace the existing patchwork system of hiring with clear processes, norms, validated evaluations and tracking. Then we can begin to transform our workforce to meet the demands of a rapidly changing healthcare system.

For more information, download the eBook, "Healthcare Hiring Essentials." You'll learn how to identify issues within your organization and be able to select the best option to solve those key problems.

 Healthcare Hiring Essentials

Bryan Warren Bryan Warren is the President of J3 Personica, a consulting, assessment, training, and coaching firm, and a guest blogger for PSI. Bryan is an expert in progressive talent strategies, with a particular focus on leader and physician selection and development.