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.

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.


What You Can Do About Recruitment Strategies In The Next 10 Minutes

If you were to audit your recruiting process would it consistently deliver top talent?

Finding top talent is not easy and it’s getting harder.  Just because the recession is lasting longer than originally predicted doesn’t mean your next superstar is waiting for your newspaper recruitment ad.  Recruiting strategies are as important today as they have ever been.  Recruiting right the first time is how to retain employees.   Today no business can afford to lose its top talent.
To find, and keep, top talent, business leaders must have an effective recruiting strategy.  In my recruitment process outsourcing business I find few companies with effective recruiting strategies.  Effective meaning a recruiting process that is tailored to their specific talent needs.  Every organization, large or small, has to adopt a recruiting strategy that will pull the best people into their organization.  This is not the old “post and pray” method of recruiting.
So what can you do about your recruitment strategy in the next ten minutes that will dramatically improve your results? It is not new recruitment software.  It is not the next bestseller about how to retain employees.   Very simple; quit trying to hire people and start attracting them!  A popular recruiting strategy is to cut and paste your job description into an online posting.  This might be effective if you want to generate a lot of resumes, but it has little to do with attracting top talent.   Top talent wants to know how a job will challenge them, what they will learn, who they will work with, and how they can contribute.
Look at your current job postings.  Would they really attract the best?  If not, take the next ten minutes and change your recruitment strategy.

Do the Opposite – Employees Will Love You

When I finished my active duty service with the Navy I took a job as a sales representative.  The company sent me to a training session with a world renowned sales trainer.  During one session he asked us to list the first word that came to mind when we heard the term “salesperson”.  We all listed words like “pushy”, “obnoxious”, and “slick”.  He told us that if those are the words 95% of the pubic used to describe salespeople we should become the exact opposite and we’d be successful.  For me that strategy worked very well.

Employers can apply this lesson after they read the article linked below.  Not only does the article list the most hated jobs, it also provides great insight as to what employees hate most about a job.  It’s not what you might think!

Today it is the company with the best talent that beats the competition and increases profits.  Employers don’t want their top talent hating their jobs.  Read the article then be sure your company is doing the opposite!

10 Most Hated Jobs

Step 4 or 4: High Performance Teams

Give employees a career instead of a job

“That’s just not fair!”

Whether it is true or not, this is not something you want employees to say.  Often is beyond a company’s power to control how employees feel.  However, company’s can avoid creating situations that might cause an employee to think or say this.  Companies DO have a great deal of control in which they hire and promote.

In my executive search business we often hear from executives who feel this way.  Either they have been passed over for a promotion or they have seen others passed over multiple times.  Sometimes their company never considered an insider for an open position. Whatever the reason, these people feel like a commodity instead of a valued contributor.  If this kind of perception starts to permeate the workforce the company is doomed – especially now that top talent is harder to find.

There are many reasons why a company would go outside to hire top talent; they don’t have a qualified person internally, they want fresh perspectives, they want competitor intelligence, etc…  Hiring outside is expensive, time intensive, and dangerous (see steps 1 & 2)! Often it can be avoided if companies have a career development culture instead of an open seat culture.

Hiring from your current employees only works if you diligently practice Step 3.  It also means a huge ROI on your labor expense.  When employees believe they have the opportunity to grow and advance they don’t spend time looking elsewhere.  When they enjoy a company development program they have greater confidence to take on more responsibility.  Employees will take their performance more seriously and pursue self-development agendas.  Giving an employee a career is a long-term investment strategy, one that every company must follow.

This is the final installment of the four steps to building a high performance team.  Putting these steps into practice will have tremendous impact on company profitability and competitive edge.  Don’t wait until your competition has all the top talent, beat them to the best people now!

Step 3 of 4: High Performance Teams

Training

Image via Wikipedia

Align training with business priorities and coming trends.

Why do high performance sports teams film their games and practices?  Why do they scout their opponents at other games?  Why do they watch film of their opponents?   It’s because they want to be prepared for the future.  They want to know what to expect in an upcoming game.  Team practice is not about coaching the fundamentals; it is about adjusting their game plan. Teams use the visual feedback from film to spot weaknesses of their opponents to exploit.  All of the practice and film work is so they can do the right things, make adjustments, and win the game.

Employee training should serve the same purpose.  Building a high performance corporate team requires ongoing improvement because business is a world of ongoing change.  Companies must articulate and value a culture of continuous employee development.  Employees should be encouraged through programs like tuition assistance and in-house training to take charge of their own professional development.

Training, however, just for the sake of training, is wrong!  Employee training must support the core business mission and strategy.  The training companies develop, offer, and support must also prepare employees for the future.  Few corporate leaders believe that today’s talent needs will be the same in the future.  Therefore companies must create a culture and partnership with employees to prepare for what it ahead.  Just as high performance sports team practice and develop to win the next game, corporate teams train and develop to accomplish their mission and beat tomorrow’s competition.

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.

Four Easy Steps to High Performance Teams

Now that football season is underway we will be hearing a lot about high performance teams.  The time, resources, expense, stress, planning, and practice that NFL teams use to build a winning season is frankly amazing.  Millions of dollars are on the line.  Jobs are on the line.  The health of some of the most physically fit athletes in the world is on the line.  Teams go to great effort to build a high performance unit to take them to the “big show”.

Businesses have no less at risk than NFL franchises.  They might not have the same players or the same resources, but they have to build high performance teams.  Fortunately you don’t need the resources of an NFL organization!  Here are four easy steps any company can take to get huge pay-offs from their corporate team.

1) Make recruiting a process that is structure and tracked.

2) Be extremely selective with who you hire.

3) Align training with business priorities and coming trends.

4) Give employees a career instead of a job.

Over the next several weeks I’ll expand on each of these steps.  In the meantime, start examining the way you attract employees and how you can improve that process. That alone might get you to the playoffs!

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]

Creating Powerful Problem Solving Teams

One of the most effective and creative ways is  to create cross-generational teams .  There are two benefits to using this approach.  First, team members develop a greater appreciation for the power and perspective of the other generations.  Second, each generation will approach the problem from different aspects.  Their unique experiences will suggest possible solutions that might not be considered outside of a single generational perspective.

Managers will need to create these teams carefully.  There are certain ideal generational pairings that foster tremendous synergy.  Other parings will take more thought and guidance to be productive.