We have a wonderful group of consultants at Select International. Most are highly respected Industrial Organizational Psychologists, but we don’t ask all of them to work in healthcare. Rather, we have a dedicated Healthcare Consulting Group. Why? Because while the basic principles of building a selection system are the same across industries, effective and efficient implementation of these programs in healthcare organizations requires more than just expertise in building tests. Think about it:
Hospitals are highly complex organizations.
The hospital workforce is made up of many different types of highly trained, and highly autonomous professions, along with vast numbers of diverse front line staff, administrators and medical staff.
And within healthcare you have vastly different types of entities – hospitals, long term care facilities, physician networks – all with different workforces and challenges. The tools required, and the implementation strategies, differ for each.
Healthcare organizations are facing unique challenges with regard to quality and cost – being asked to re-work the entire system in a short period of time.
Progressive talent strategies are still new to healthcare and it’s critical to show the organization that talent professionals are bringing real value to the over-arching mission and goals – not just filling requisitions.
Every member of our Healthcare Consulting Group understands the unique nature and mission of our clients and there challenges. We’ve found that successful implementation of a selection system is less about the tools (although we think our assessments and interviewing program are pretty awesome), and more about understanding how to navigate the organization, to gain buy in, and to build a system that fits the culture. That takes healthcare expertise.
In fact, in addition to building selection systems, our consultants are often called upon to coach department chairs and senior leaders on behavioral skills, to help them to define their culture, and to ensure that their approach to talent aligns with their mission. Not every industrial organizational psychologist can take on these roles. It’s the same reason that more of our clients are looking to us to help to select and develop physicians and physician leaders. This can be a tough group – there is so much tradition and so much value on clinical skills and training that there can be some resistance to work on “behavioral” skills - but when they hear our approach (treating them as the valuable, “executive” resources they are), and how much we understand their world, they end up seeing us as a valuable resource.
We are proud of the work we do. Our psychologists are proud of their profession and our Healthcare Consulting Group is particularly proud of the positive impact they have on the important mission of our healthcare clients.
Do your talent strategies support a patient-centered culture?