How the Latest Health Care Innovations Will Change Who You Hire

 Your Next Superstar May Not Be From Health Care

While reading the article about the Health 2.0 showcase in Europe I was reminded of a conversation I had earlier in the day with a health information technology sales executive. She told me that the health information management solutions on the market today will be completely different in two years.  That will require new blood, new thinking, and a different kind of health technology sales executive.

The old saying “You can’t keep doing things the same way and expect a different result” comes to mind.  Just recycling the same sales people from competitors will only move a sales team further behind the curve.

“That will require new blood, new thinking, and a different kind of health technology sales executive.” (Click to Tweet this)

I am already seeing this in other areas of health care, especially in care management.  Movement away from traditional care models is creating a need for non-traditional skill sets.

Sales competency is and will continue to be important. Also important will be the ability to transcend traditional ways of thinking and selling.  Organizations will need to look outside of the health care for their next sales stars.

Health 2.0 Showcase Article

Click here to get more ideas about finding your next superstar.

No gazebo building for me…

gazeboI was amazed as my neighbor built a backyard gazebo from the ground up.  He did the foundation, stone, and carpentry work.  The finished product is beautiful. We enjoy sitting under it as the temp cools after a hot Nashville day. The gazebo has me thinking… I would never attempt to build a gazebo. This is no surprise to those that know me well. My wife jokes that I couldn’t nail two boards together at a right angle, and she is right. I have never had any training nor experience building anything so this is one D.I.Y. project that is not for me. On the other hand my neighbor has gotten the right guidance, has learned the right methods and is able to successfully complete the project that we all enjoy.

I believe the same is true for companies that are working to define the right person to hire. Some employers with a little guidance will do a great D.I.Y. job while others will hire a pro to take on the job. In the end all that matters is the final product. So for all the D.I.Y. folks out there here are three steps to building and using job analysis in your hiring process.

1 – Step One: Throw out the job description.  Job descriptions only tell you what a person needs to have. (What they DID) Job analysis works to determine what a person needs to DO.  Big difference.  Who really cares if a person has all the required work experience, education pedigrees, etc, if they can’t get the results you need? 

2 – Step two: Interview all the successful people currently in the same job.  Find out what they have done and what they DO to be successful. Also spend time with any under-performers that you have on the team. When you take the time to understand what types of actions and behaviors are driving successful outcomes you will have the clarity needed to determine who you should be hiring.  

3– Step Three: Write a new job profile.   Not a description, but a profile.  Keep the focus on daily, monthly, yearly activity that your new hire will need to DO.   You can then structure the interview to validate against your position profile.  Try this. Before going into an interview don’t look at the resume, focus instead on asking questions that find out if the candidate can DO, or has DONE, what you need your new hire to accomplish.  Focusing on the DO rather than the DID will help you quickly identify the candidate that will get a fast start.

That’s it, DO vs DID for the D.I.Y. crowd.


Richard Yadon is CEO of Managed Medicaid Services.

The Most Overlooked Fact About Employee Turnover Rates Revealed

Graph 2

What is employee turnover?  Conventional thought would tell you that the employee turnover ratio is hires compared to terminations over a period of time.  Certainly there are complex methods that tell you how to calculate turnover.  Companies spend a lot of money to find and understand staff retention rates.  A high attrition rate is expensive.  Staff retention has to be a priority for every organization.

I would suggest that the traditional methods that teach you how to calculate turnover are wrong!  Yes, they can tell you a mathematical ratio and, yes, that number is true.  But corporate leaders could be asking the wrong questions about their true retention rate.  Instead of asking “what are our employee turnover rates?” a better question is “What is employee retention?”  An employee doesn’t have to leave your company to stop working.  Recent surveys state that more than 50% of employees today have mentally or emotionally left their jobs.  To really understand your attrition rate you must factor this into how you calculate turnover.  A disengaged employee could cost a company more than a vacant seat.  To truly understand staff retention, employee engagement must be part of the equation.   Otherwise companies are fooling themselves into believing their employee turnover rates are simply a mathematical ratio.

The most overlooked fact about employee turnover is this; employee disengagement has to be part of employee turnover rates.  Find out who is in the wrong job (see my other posts about job analysis).  Add that number to your actual terminations.  Then you’ll truly understand your employee turnover ratio.


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Is Your Job Analysis Process on Auto-Pilot?

A funny thing happened on the way to school last week.  My son, a high school senior, was getting ready for an awards event.  Before leaving he asked me to tie his tie for him.  Putting a tie on is something I’ve done almost every morning for more than twenty years.  You think I could do it in my sleep by now.  But I couldn’t!   First I tried to do tie it standing in front of him while it was around his neck.  That was strange; I’d never done it before from that perspective.  Then I tried to tie one around my neck, over my own tie, while standing in front of his mirror.  For some reason that was even stranger.  It took me almost fifteen minutes before I could get it tied.  For years I put on my tie in the same room, at the same time, in the same mirror, the same way for so long.  Now I was out of my element, in a new environment, and I couldn’t do it.  The entire process was on auto-pilot and when something new came along the process broke down.

The same thing can happen if your job analysis process is on auto-pilot.  When a job evaluation has been done the same way for so long it becomes ineffective.  Companies that want to attract top talent must transcend the tradition of writing job descriptions.  Today’s talent will not come to your company when the human resources process for job evaluation is a cut and paste operation.  The HR job description from four years ago is not the same as a true performance based job analysis.

The process of job analysis consists of several steps (see my related post The Pros  & Cons of Job Analysis).   If you think your job analysis process is on auto-pilot, take a fresh approach.   Start with your HR job description.   This will have all of elements of what a person needs to have to do the job.  But the job analysis process goes well beyond writing job descriptions.   The next step is to understand what a person must do to be successful.  This can be different from the HR job description.  Would you rather have a person who has done the job successfully in the past or someone who has all the job description requirements?  Most Strategic Employers would take the former, even if person didn’t have all the requirements in the HR job description.

Take your job analysis process off of auto-pilot.  Begin the process of job analysis with what someone does to be successful, not what they need to have.

Step 2 of 4: High Performance Teams

Be extremely selective with who you hire.

Have you ever interviewed someone for a job who said they weren’t a hard worker, had tremendous integrity, or wasn’t honest? Of course not. Did you validate their resume during the interview? Did you ask your favorite interview questions? You know, the questions you like to ask because your gut instincts can pick a winner every time? Amazingly this is the kind of “selection process” many organizations use to make $100,000+ decisions!

To become a high performance company or to build a high performance team, ‘selection’ is where you invest your time and money. Hiring the wrong person today is too costly in dollars, time, profitability, and competitive edge. Identifying the right person is the key — and that might not be evident from their resume or their interviewing skills. High performance organizations, Strategic Employers, know that selecting the right personis a structured and rigorous process. Using a structured selection process takes a bit longer, but it pays for itself in the long-term.

A simple, structured selection process might look like this:

  1. Create a Performance Profile of the job
  2. Develop a interview guide for everyone on the interview team
  3. Determine if outside selection tools are appropriate
  4. Structure an interview process
  5. Partner with a niche search firm
  6. Interview candidates using the interview guides
  7. Interview team meets to discuss candidates
  8. Top 3 candidates are ranked in order of priority
  9. Offer is made to highest ranked candidate

There is more detail involved with each step, but you get the picture. The key is to know what you are selecting for in advance — and it is not the job description “requirements”!

Implement a simple, but disciplined, selection process today and you’ll see a ROI through retention and increase productivity.

Video – Avoid the Stress of the Open Seat!

In this short (2 min) video I talk about a recent search project we became involved with.   There is an easy way you can avoid circumstances like this.

[ustream vid=16259041 hid=0 w=480 h=296]