1. Selling Yourself and Your Department to Executive Leadership
Brett Walker
Director of Physician Recruitment
Indiana University Health
Randi S. Nichols
Executive Vice President
Human Resources and Operations Support Services
Reliant Medical Group

2. HOW TO OBTAIN RECRUITMENT BUY-IN FROM THE C-SUITE
  Valuable Tips from the
Director / Recruiter
Point of View

3. To Maximize Communication, the Director / Recruiter should:
Find a way to reduce if not eliminate the use of search firms (Case Study)
Document & track everything
Identify several recruitment champions through the organization
Work with key leaders to
anticipate/identify and
remove barriers

4. Tips from a Director / Recruiter Perspective:
Find ways to do more with less
Work smarter not harder (There is a huge difference)
Stay current- get connected to ASPR; Advisory Board; LinkedIn; social media recruitment
Emotional Intelligence as it relates
to dealing with the C-suite – remember
they have other issues they are dealing
with (respect & accept this)
Taking care of yourself and
your career
Ability to temper our expectations
for change as recruiters

5. Keys to Growing My Department
Started as physician recruiter
11 years ago
Grown the department to
9 FTE’s (How)
Documented need
Key stakeholder support
Finding internal recruitment champions
National benchmarks
Cost savings/avoidance
ROI – beyond day to day recruitment
Sales pitch – buy in from key executives
Leading by example – modeling the behavior that is expected by the team

6. Document & Track Everything
CFO’s look at the numbers and stats (Learn to remove the emotion)
Scott Manning- ASPR President has a famous quote he states often:
“It’s not an emotional decision.
It is a BUSINESS DECISION”

7. Keys to Winning Over the C-Suite
You must produce and remember we are only as good as our last recruit
Be confident in your role
and your abilities
Don’t complain but develop
ideas, solutions and suggestions
Learn to toot your own horn
and /or department beyond
your direct supervisor

8. Keys (con’t.) Avoid the details - (Stay big picture /strategy)
(Example: the that upset you or so and so never responds)
Always sell what your work/department means to both the short and long term success of the organization

9. VALUABLE TIPS FROM THE EXECUTIVE POINT OF VIEW

10. Examine Recruiting from an Executive’s Perspective
Strong accountability for outcomes of the Recruitment function with complete oversight of the process.
Recruiters must maximize communication:
Prepare and present short summaries and visuals
Ensure the executive is aware of any barriers or challenges in the recruitment process
Prepare and provide metrics for analyses

11. Key Components to Successful Outcomes
Candidate quality affects patient satisfaction
No physicians = no revenue generation
Retention starts at recruitment
Degree of “fit”
Physician engagement
Balance between quantity
and quality of candidates

12. The Role of the Recruiter
Understand your organizational and strategic role as the recruiter
Know what is expected by asking key questions of customers
Prepare carefully for all phases of the recruitment process
Form cross functional relationships - key to success
Realize your role is evolving
Not just filling positions anymore
Avoid surprises or barriers that are preventable

13. The Role of the Recruiter
Track, report and follow up throughout all phases of the candidate search, recruitment, interviewing and hiring processes
Maintain and establish lines of communication with the physicians and management within the areas being recruited
Provide detailed metrics surrounding the recruitment process
candidates per hire
time to fill
correspondence with candidates
specifics requested by senior management
Comprehensive knowledge of immigration procedures and proactive actions in overseeing process steps
Sensitivity is critical to the needs of candidates and physicians
Customize interpersonal interactions
Act as “concierge” in the process

14. KNOW YOUR AUDIENCE GENERATIONAL MOTIVATORS

15. Total workforce: 154 million = 65.9% total population
Generational Groups
TRADITIONALISTS
Vets
Some consider
35 million
8% of workforce
GENERATION X
Some consider first wave
Smallest group in population
16 million
BABY BOOMERS
First wave:
Second wave:
Biggest segment of workforce
80 million
GENERATION Y
Echo Boomers – Millennials
Some consider
10% of workforce
75 million
Total workforce: 154 million = 65.9% total population

16. A ValuesQuake Dedication Hard work Sacrifice Respect for authority
TRADITIONALISTS
Dedication
Hard work
Sacrifice
Respect for authority
Duty before pleasure
Obey the rules
Conformity
Law & order
Analog/linear
Traditional roles
BOOMERS
Optimism
Teamwork
Personal gratification
Health & Wellness
Personal growth
Work
Community Involvement
Idealism
Dedication
GEN X
Think globally
Diversity
Work/life balance
Fun
Informal
Computer fluent
Self-reliant
Pragmatic
Intolerant of racism
Adaptable
GEN Y
Optimism
Civic duty
Self-confident
Achievement
Sociable
Moral
Poly diversity
Willing to work & learn
Sensible
Digital
“Good Scouts”

17. Recruiting & Retaining Traditionalists
Many unable, uninterested in retiring
Desire continued employment – full & part-time
Consider motivational ways to keep engaged
Flexibility in scheduling
Clear, exact instructions on what is needed
Offer technology training
Recognize experience & years of service – it matters!
What to Say:
“Your experience is valued here”
“We will reward you for your hard work & service
“We are glad you are working with us”

18. Recruiting & Retaining Boomers
Recognition (private, public & written)
They started “feedback” & they love it!
Ask for help, don’t tell or demand
Sabbaticals, job sharing & flexible work arrangements
Time off (for parents, partners, children, adoptions, etc.)
Help in finding child care & elder care
Retirement planning help, flexible retirement
Interested in recreating selves, specialized training & certifications
“You are unique & important to us”
“We need you”
“I’m so glad you are on our team”
“Please” & “Thank you”
What to Say:

19. Recruiting & Retaining Gen X’ers
Positive, specific & IMMEDIATE feedback with tangible rewards
Accelerate developmental steps needed
Lots of simultaneous tasks
Multi-media training & skills development
Flexible working hours
Success is defined as innovation & change
Promotions based on performance
Informality & immediate access to decision-makers
Healthy work environment – no corporate gamers
Ongoing mentorships
Less meetings!
Why does it matter?
“I am looking for results, not hours in the office”
“We don’t take ourselves seriously & have lots of fun”
What to Say:

20. Recruiting & Retaining Gen Y’ers
Do assigned tasks with clear directions but don’t micro-manage!
Assign multiple tasks, they are used to multi-tasking!
Don’t act like a parent & don’t expect respect – it must be earned
Gender roles, symbols & titles are irrelevant
Tell them how their work makes a difference
Remember work is not their life
Consider “Take Your Dog to Work Days” & relaxed dress code
Make it fast-paced & FUN
“Join our team – be one of the best”
“You can make a contribution here”
“Work with bright & creative people”
“We want to get you up-to-speed quickly”
What to Say:

21. Key Factors
Generational characteristics shared across genders, races & ethnicities
Generational group differences do not hold true for 1st generation Americans or recent immigrants
Avoid the urge to stereotype by generations
Generations are usually 21-year windows

22. Key Workplace Strategies to Apply Across Generations
Addressing Attraction, Cultivation & Retention
of all Providers Today & in the Future

23. Workplace Strategy Becoming a Sourcing & Recruiting Specialist
Traditionalists, Boomers
What they are seeking:
Where to find them:
How to reach them:
Benefits and management climate
Benefits more important than salary
74% say “saving for retirement” is top financial priority
Retirement planning seminars, financial planning events
Physician recruitment agencies and professional organizations
Most believe they will continue to work part-time after they retire
Referrals
Professional associations & networking

24. Workplace Strategy Becoming a Sourcing & Recruiting Specialist
Generation X Workers
What they are seeking:
Where to find them:
How to reach them:
Growth & earnings potential, work/life balance
Growth & earnings ranked higher in importance than benefits
Nearly all Gen X workers would take advantage of flex-time
Family-oriented events or organizations
Most likely to say they will be looking for a new job in the next 12 months
Most important priority is to ensure work fulfillment and balance
Referrals
Internet/job boards
professional associations & networking
Physician recruitment firms

25. Workplace Strategy Becoming a Sourcing & Recruiting Specialist
Generation Y Workers
What they are seeking:
Where to find them:
How to reach them:
Higher pay, opportunity to develop social connections, time off to pursue philanthropic passions
Salary is top priority for these workers
Most likely group by far to take advantage of sabbaticals
Social networking/meet them socially
Philanthropic events/organizations
Most likely group to say “social interaction” is primary reason for working, and only group to say the top financial reason for working is “to support my lifestyle”
Top three ways Gen Y workers find jobs:
Referrals
Internet/job boards
Provider recruitment firms

26. Workplace Strategy Leverage the Power of Work/Life Balance Programs
12 Years of Research Supports Need for Work/Life Balance Programs
86% say work/life balance & fulfillment are top career priorities, similar to previous years
94% ranked “an employer who help them meet their family obligations through work/life balance programs” as the second most attractive job characteristic
First most attractive job characteristic: “an employer that offers job security.”
94%
86%

27. Workplace Strategy Leverage the Power of Work/Life Balance Programs
Employees who have work/life balance options are:
More likely to stay with employer for 5+ years (54% vs. 44%)
Nearly twice as likely to say their job satisfaction is excellent/very good/good (96% vs. 54%)
Most employers report that work/life balance flexibility programs have a positive impact in all areas

28. Workplace Strategy Consider Retention, Phased-Retirement for Boomers & Traditionalists
Leverage Wisdom, Management Expertise of Boomer and Traditionalist Providers
Place them in mentoring roles
Allow flex-time, part-time, phased retirement options
Challenge them to delegate and empower younger providers
Safeguard top talent and curb future shortage of knowledge-workers
Encourage Contributions
Acknowledge loyalty, commitment and dedication
Give hand-written or face-to-face appreciation for mentorship
Offer Benefits Most Important to Them
Heavy pre-retirement benefits, financial planning
Robust health and wellness benefits

29. SUMMARY

30. Report to and Educate Management
Teach them about the recruiting process
What’s involved in recruiting?
What’s important/unique about your facility/position?
What are the challenges you face?

31. Report to and Educate Management cont’d
Be proactive – Don’t wait to be asked
Look ahead to the future/trends
Keep in touch with peers
Keep an eye on competitors
Send reports on monthly basis
Have a manpower plan