0. Prioritizing Positions When You Can’t Hire Them All
March 17, 2017
Speaker: Caitlin Feeney
Building Leaders – Transforming Hospitals – Improving Care

1. About HealthTechS3
HealthTechS3 is a 45 year old, award-winning healthcare consulting and strategic hospital services firm based in Brentwood, Tennessee with clients across the United States. We are dedicated to the goal of improving performance, achieving compliance, reducing costs and ultimately improving patient care. Leveraging consultants with deep healthcare industry experience, HealthTechS3 provides actionable insights and guidance that supports informed decision making and drives efficiency in operational performance.
Our consultants are former hospital leaders and executives. HealthTechS3 has the right mix of experienced professionals that services hospital clients across the nation. HealthTechS3 offers flexible and affordable services, consulting and technology as we focus on delivering solutions that can be implemented and provide a positive, measurable impact.

2. Caitlin Feeney-Executive Recruiter
Speaker: Caitlin Feeney 2
Caitlin Feeney-Executive Recruiter
Experience with:
CAH
Physician Office Practices
Sales
Management roles
Previously worked at Baylor Scott & White Health recruiting for:
Licensed Vocational Nurses
Medical Assistants
Physician Office Representatives
Registered Nurses
Certified Medical Record Coders.  
How To Foster And Sustain Improved Financial Performance

3. Agenda Learn the A, B, C method of prioritizing jobs
Understand the importance of communication with client
Know the importance of maintaining a database
Learn the value of following up with candidates and hiring managers

4. Recruiting
“I am convinced that although training and development are important, recruitment and selection are much more important.”
Stephen R. Covey, author of Seven Habits of Highly Effective People
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” Lawrence Bossidy, former COO of GE

5. Different Styles of Prioritization
“Show me the money,” where job prioritization is solely based on revenue and/or margin!
“Work my jobs or…” where it simply comes down to who can scream the loudest!
“Chaos,” where there is no structure and everything is game!

6. A, B, C Method ‘A’ searches have the following components:
Cooperation Urgency Marketability

7. A, B, C Method ‘A’ searches require:
Original research, sourcing, and name generation
2) A full database search

8. A, B, C Method
‘B’ level searches are missing one of the three components of an ‘A’ level search
1. Cooperation Urgency Marketability

9. A, B, C Method ‘B’ level searches require: 1) Data base search

10. A, B, C Method
‘C’ level searches are missing two or more of the three components of an ‘A’ level search
1. Cooperation Urgency Marketability

11. A, B, C Method
‘C’ level searches don’t require a database search or any original research

12. Benefits of A, B, C Method Saves resources Builds your image
Impacts profits
Essential for performance culture

13. Risks Of Not Prioritizing Searches
Lower productivity
Impacts profits
Jeopardize reputation as a recruiter

14. Other Factors to Consider When Prioritizing Jobs
Tackle Easy-to-Fill Jobs Quickly
Don’t Let Hard to Fill Jobs Take Up All Your Time
Utilize Your Calendar Reminders

15. Hospital Clientele
Key step is to make clients (whomever your direct point of contact at hospital is) aware of your process
“You don’t need to literally describe your board, but communicate with your clients at the start of the process what you need from them to provide your best level of service.”

16. Maintaining a Database
Continuous engagement is key
Need to do more than simply collect resumes
Can use social media as a way to stay connected
Referrals are a great source of candidates

17. Following Up With Candidates
“Treat all candidates like valued customers.”

18. Following Up With Candidates
Communication
Provide unsuccessful candidates with feedback
Strengths
Propose Alternatives
Acknowledge

19. Following Up With Candidates
2. Emphasize Relationships
Designate one person to communicate with candidate from start to finish
Pass off to multiple people candidate feels “they are just another cog in the machine.”

20. Following Up With Candidates
2. Emphasize Relationships Continued
“By forming relationships with candidates now, you can make it easier to source talent for other positions in the future. Rejected candidates who have a good rapport with your hiring managers are more likely to do business with you or recommend friends and associates to work for you.”

21. Following Up With Hiring Managers
Often recruiters feel they are “the jam in the sandwich stuck between the HR managers and the line managers with very little room to move.” 
Set expectations up front
Ensure two way communication
Have a standardized communication process
Understand that it is not an open buffet
Agree on a proactive approach
Agree who will measure what
Talk to the bread

22. Following Up With Hiring Managers
Remember to see through the hiring manager’s lens
Set them up for hiring success

23. Thank You! 2745 North Dallas Parkway # 100 972-265-4583
Plano, Texas 75093