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Selling Yourself and Your Department to Executive Leadership

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Presentation on theme: "Selling Yourself and Your Department to Executive Leadership"— Presentation transcript:

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

  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


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


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


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


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