beyond clinical excellence: attracting talent for a value based care model
TRANSCRIPT
Presenters
Jill Schwieters
President, Pinstripe Healthcare
@PinstripeHC
Amy Goble
Vice President, AHACareerCenter.org
@AHACareerCenter
Agenda
• Compelling Issues Today
• Attracting & Sourcing Top Talent
• Assessing Top Talent
• Skills for Tomorrow’s Success
• Addressing the Gap
• Making Talent Strategies a Priority
• Q&A
Canadian Foundation for Health Improvement, Myth
Busted! 1/11/12
Compelling Pressures Influencing the Field
How Readily Available is Talent?
Steady Supply to Match Demand
Low Supply, High Demand
High Supply, High Demand
High Supply, Low Demand
Low Supply, Low Demand
Source: AHA and Pinstripe Healthcare Proprietary Research (2013)
The workforce that got you to good,
won’t get you to great.
Attracting & Sourcing Top Talent
Common Current Practice
• Employee Referrals
• Print Media Placements
• University Recruiting
• Digital Job Boards
• Job/Career Fairs
• Professional Networks
• Diversity Outreach
• Sourcing
Attracting & Sourcing Top Talent
Common Current Practice
• Employee Referrals
• Print Media Placements
• University Recruiting
• Digital Job Boards
• Job/Career Fairs
• Professional Networks
• Diversity Outreach
• Sourcing
Necessary Next Practice
All of those, and:
• Employment Branding
• Recruitment Marketing Planning
• Social Media Engagement
• Big Data Sourcing Techniques
• Talent & Alumni Virtual Communities
• Email and SMS Campaigning
What resources do you currently leverage to find talent?
Source: AHA and Pinstripe Healthcare Proprietary Research (2013)
Assessing Top Talent
Common Current Practice
• Performance History
• Educational Background
• Knowledge Areas
• Tactical Abilities
• Certifications/Licensure
• Likeability
• Job Search Motivation
Assessing Top Talent
Common Current Practice
• Performance History
• Educational Background
• Knowledge Areas
• Tactical Abilities
• Certifications/Licensure
• Likeability
• Job Search Motivation
Necessary Next Practice
All of those, and:
• Cultural Fit
• Customer Service
• Workplace Motivators
• Adaptability to Change
• Coach-ability
• Openness to Innovation
• Traits
New Requirements of Health Care Talent
Patient Centered
Critical Thinking
Passionate & Engaged
Team Player Mentality
Leadership Skills
Sense of Urgency
Technology Savvy
New Requirements of Health Care Talent
Critical Thinking
Team Player Mentality
Leadership Skills
Technology Savvy
New Requirements of Health Care Talent
Patient Centered
DevonTexas.com, Dialysis and
Patient Centered Care, 6/9/2013
New Requirements of Health Care Talent
Critical Thinking
New Requirements of Health Care Talent
Passionate & Engaged
New Requirements of Health Care Talent
Team Player Mentality
www.Brainstruck.com
New Requirements of Health Care Talent
Leadership Skills
New Requirements of Health Care Talent
Sense of Urgency
New Requirements of Health Care Talent
Technology-Savvy & Analytical
Source: XKCD
New Requirements of Health Care Talent
Patient Centered
Critical Thinking
Passionate & Engaged
Team Player Mentality
Leadership Skills
Sense of Urgency
Technology Savvy
Are you taking any steps to address the gap?
Internal training and development programs are
addressing the gaps.
Yes
No
Source: AHA and Pinstripe Healthcare Proprietary Research (2013)
Investment in your current staff is good…
…but what about new hires?
Addressing Gaps Quick Win
Behavioral-based, open-ended interview questions
• Requires the candidate give specific examples.
• Targets the candidate’s work ethic, personality on the
job, work-style attitudes and workplace values.
• Not a natural style for untrained interviewers!
• Must plan questions and desired responses.
• Must train interviewers to ask and listen.
Make Talent a C-suite Priority – Show Me the Data!
How is your Talent Acquisition function performing?
Common Current Practice
• The “gut check”
• Time to Fill metric
• Cost of Hire metric
• Recruiter Likeability
• Quantity of Applicants
Make Talent a C-suite Priority – Show Me the Data!
How is your Talent Acquisition function performing?
Common Current Practice
• The “gut check”
• Time to Fill metric
• Cost of Hire metric
• Recruiter Likeability
• Quantity of Applicants
Necessary Next Practice
All of those, and:
• Retention
• Aging of Requisitions
• Data-based Decisions
• Workforce Planning
• Cost of Vacancy Metrics
• Recruiter Effectiveness
• Quality of Candidates
• Candidate Satisfaction
• Hiring Manager Satisfaction
With great people and great care
organizations achieve:
• More engaged employees
• Deep-rooted cultures
• Lasting patient relationships
• Quality outcomes
Have you settled at good
or do you strive to be great?
We Invite Your Questions!
To submit a question, please type your question on
the left-hand side of your presentation screen.
Contact Information
Jill Schwieters
President
Pinstripe Healthcare
262.754.5061
www.PinstripeHealthcare.com
For more information on AHA Solutions please visit:
www.aha-solutions.org
Amy Goble
Vice President,
AHACareerCenter.org
AHA Solutions, Inc.
312.895.2528
www.AHACareerCenter.org
Thank You!
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