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.

The Number One Way to Fail at Motivating Employees

Are you still Fishing for employee motivation?   This was a popular employee motivation strategy several years ago.  There are lots of books on that will teach you about how to motivate employees.  Every business wants good employee relations and a happy, productive workforce.  Strong and positive employee morale is necessary for optimum productivity.  I can’t think of any client who has told me they didn’t want high employee satisfactory.  All companies work hard to motivate employees.

Corporate leaders and business owners have a lot of reasons to know how to motivate employees.  High levels of employee engagement make their jobs easier.  They want less stress in their employee relations.  They have profits to increase.   They want to sharpen their competitive edge.  They want to keep costs low and productivity high.  They want to generate more revenue.  They want, they want, they want…   Are you reading this?  They want to motivate employees for all their corporate reasons and this is why most companies fail in how to motivate employees.

Employee motivation, employee satisfaction, employee engagement, and employee relations will never improve if it is all about what the company wants.  No one is going to work to make the company better or to reach company goals.   Organizations will fail if they believe a slick, new “program” is the way to motivate employees.  Employees will only be motivated when they know what’s in it for them.   They will increase productivity only when their needs are met.   Incentives to motivate employees must be tied to what they value and desire.  Strategic employers know this.  They work hard to understand what makes their employees tick.  Only when employee values are linked to motivating incentives will companies succeed.

Employee Retention Hot Topic for Business Leaders

Entrepreneurs and business leaders report employee retention is still on of their top 3 challenges.

A 2011 AFLAC Workforce Report found that 18 percent of business owners see the benefits package as a direct influence on an employee’s decision to leave.  The report lists voluntary benefits as a way to reduce costs and still offer quality benefits.

What is important to note, however, is that even in a recession and high unemployment, good people are willing to leave their jobs.  This makes solid employee retention strategies an essential part of every business opeation.  As the report states “it takes time and money to recruit, interview, train and hire a new employee.”  Buisnesses who don’t drive employee retention strategies from the top down are going to lose their competitive edge.

If your business doesn’t have a written and implemented plan to minimize employee turnover, today is the best day to start!

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


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.