There is a
direct path between the talent an organization recruits and their quality of
care and financial performance.
organizations use a mish-mash of internal and external resources without regard
to consistency of the processes used to find the executives and managers who
will make the difference between great care, superior satisfaction scores, and
improved financial performance versus second-place performance. With reduced Medicare and Medicaid
reimbursement second place performance is a prescription for management
terminations and, sooner than later, facility closure.
CFO worries, for example, about the leaks in their revenue cycle process. However, far fewer hospitals focus an equal
amount of attention on the very costly leaks in their talent acquisition,
development, and retention programs.
Yet, talent acquisition and management is the most important pillar for
sustainable success.
performers must improve their performance or leave the organization. CEOs with whom I have talked were shocked
with the negative reaction of their top performers when they allow poor performing
employees to continue in their jobs.
Remarkably, many hospital CEOs lack the depth of knowledge of department
managers and their supervisors. They
depend on their Vice Presidents to know that.
In the end, there is no organized, systematic quarterly review of human
capital performance, and less effort on specific strategies for development,
improvement, or exit.
crisis, which produced our new healthcare economy – the new normal – has produced a new operating paradigm for CEOs. Issues like talent management, — how their
organization recruits, evaluates, and manages human capital — always promoted
as an important leadership priority but not one that consistently receives
equivalent attention, has emerged as a critical imperative.
this shift in early 2008 and adjusted how we deliver our expertise, moving from
solely a top-tier executive search firm to a more comprehensive role — that of
strategic business partner.
extensive market intelligence and expertise that, if not applied for finding
C-suite candidates, was an untapped resource for our clients for talent
management. From helping a Vice
President improve communication and interpersonal relationships within a
marginally performing department to research on how the proposed new site
manager for an outsource management firm will work within the existing culture,
the Firm’s knowledge base and expertise can enhance results. In another scenario, the Firm is providing
recruitment strategies and designing new
internal recruitment processes based on our highly successful PredictiveSelectionTM
candidate screening and selection approach that will improve the
quality of the candidates who are recruited.
Integrated with an onboarding program, the organization anticipates a
sustained payoff through improvements in clinical quality, physician and
patient satisfaction and lower turnover rates.
important industry shift. Recruiters who
want to hold on to the business model of the past – ‘we identify potential
executives’ — are missing an important opportunity
to help clients improve quality of care and performance.
John G. Self is Chairman and
Senior Client Advisor of JohnMarch Partners. He is a Co-Founder of the Firm.
reporter and crime writer with more than 30-years of healthcare leadership
experience in public relations, national marketing, business development and as
Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly
regarded for his keen insight into operations, business culture and for his
ability to consistently select the right leaders.
speaker on inspirational leadership, career brand management and the future of
healthcare in America. .
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