This may surprise some in healthcare, but dozens upon dozens of health system and hospital CEOs and other senior executives have admitted to me in my more than 20+ years in executive search that they are not that good at conducting interviews.
I have heard a version of this story many times: the candidate comes in, pleasantries are exchanged. A few typical questions are asked — why do you want to work for us? is the most frequent– and then the 30 to 45 minutes is over and they are off to meet other members of the team. These busy executives say that their schedule keeps them from spending too much time with candidates and, when they are particularly honest about this shortcoming, they admit that they have done little homework to prepare for the meeting, save briefly scanning the resume.
One CEO I know – unless he is out of town or in a board meeting – tries to interview every candidate for employment. For lower level hires, it may be a brief 10 to 15 minutes. “I want the best people in the market working for our organization and I spend my time asking a couple of questions about themselves and then emphasizing our values. I tell them that if they cannot live with those values, they cannot work here.” His is a 275-bed hospital. For most CEOs, that approach is not possible.
Given that employees are an organization’s most important asset, CEOs and other executives must do a better job interviewing. Here are five points to consider:
© 2019 John Gregory Self