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© 2007 Physician Executive’s Coach, Inc. SM 1

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ELAM April 2007

The Search Advisory Committee/Candidate Preparation for Search

David J. Bachrach, FACMPE/FACHE

Boulder, CO


Part One:

The Search Advisory Committee


What Will You Remember Monday Morning?The Search Advisory Committee:

The three essential roles of the Dean/ChairRecruiting is not a ‘sometimes’ activityOur job is to identify qualified, ‘recruitable’

candidates, not to select the candidateMembers of the committee represent the

entity, not their constituencyI understand the meaning of confidentiality


The Three Essential Responsibilities of the …

1. Determination, articulation and advancement of the Vision …

1. Stewardship of resources (money/space/people): procurement, allocation (re-allocation), application to their highest-and-best use…

1. Nurturing Chairs/Faculty: recruitment, mentoring, evaluation, promotion … discipline, termination …


Recruiting is not a Part-time/Some-time ActivityDeans and Chairs should always be

looking for talentThey need to develop a strategy for

doing so:The ‘visiting professor’ strategyThe, ‘While I am in town’ strategyThe, ‘Whatever happened to …’

strategy


What Does the Search Advisory Committee Need to Get Started?1 A CLEAR Charge from the appointing authority

What the search committee is to deliverWhat does the appointing authority expect

the unit to look like 5/10 years henceWhat the word ‘confidentiality’ means

An explicit/realistic timeframe for the searchAn effective Committee Chair …continued


What Does the Search Advisory Committee Need to Get Started?2 Knowledgeable and experienced staff

support…with sufficient time to commitA sufficient budget for the search processA ‘Resource Book’ that describes:

The InstitutionThe Unit

The Vision for the future

…continued


What’s in the Resource Book?Book #1

Mission/Vision/Principles of the institutionMission of the unitCurrent demographics of the unit

Faculty and staffSpace resources (including condition study)Fiscal resources

Description of collateral relationships and interdependencies


What’s in the Resource Book?Book #2

Vision of the unit 5/10 years henceMore details about faculty and staffMore details about space and fiscal

resourcesGeneral description of incremental

resource package and intent of their application… what each element is for and when it will become available


What Does the Search Advisory Committee Need to Get Started?3 The unit’s members need to have a

clear understanding of what the Vision for the future is….delivered by the appointing authority (and supported by the person above them, if the future vision is controversial)


QuestionsWhy do we call it a ‘Search Advisory

Committee’ and not a ‘Search Committee’?

Should the involved unit have a member (several) on the search committee?

When does the candidate meet the department’s faculty?


Why do searches often fail?Start before they are readyTake too long Identify un-recruitable candidates Identify the wrong candidate Lose good candidatesNegotiate with the candidate beyond their

scope of authorityFail to properly ‘Recruit the Spouse/Family’


Cardinal Sin in Search

We will find a ‘good’ person and they will define what the department should look like in 5/10 years and what resources are required to take the department there


Part Two:

The Candidate’s Preparation for Search


What Will You Remember Monday Morning?

Prepare yourself for search … complete an asset/deficit inventory

Know the ‘go-to’ people in your field … and be sure they know you

Prepare for the interview … practice the ‘hourglass answer’


Candidate Preparation for SearchDig Your Well Before You’re ThirstyWho are the ‘Go To’ people in your field?

Make a list …Become ‘Front of Mind’ with them

Do a ‘Capability/Experience Audit’What knowledge/skills are required … where do I

have assets/deficits? Implement a plan to correct …

Have a career plan … A ‘Drive-to’ Strategy … where do you want to ‘end’ your career and what are the desirable interim positions to get there?


Acing The Interview: The Hourglass Is A Clue To The Five Parts To A Well Framed Answer

- SELAM Newsletter Spring 2006

http://froogle.google.com/froogle_url?q=http://salemclock.com/hourglass/sad14591.htm&fr=AGr6bqxtEUsx0GfLenmc2W8nK15qa1SmWwAAAAAAAAAA&hl=en


Hourglass…1.Restate the question in light of what is happening

across the field.2.Reframe the question to narrow it to your own

institution3.Narrow it … give an example of something you have

personally done … or speak about what was done at your own institution … connect yourself to the process or the outcome.

4.Broaden it … what is/may be needed at the institution at which you are interviewing.

5.Broaden further by speaking to its global importance … close by looking for (and even asking for) affirmation that your answer was responsive to the question.


Factors Contributing to the Success of Leaders in Academic Medicine (SELAM Newsletter Summer 2005)

Integrity Exceptional people skills Clear expectations of others Clear Vision … Consistently communicated Respectful of others (including predecessors) Predictable and consistent Effective communication skills … consequences Seek and receive feedback … and act on same … Continued


Factors Contributing to the Success of Leaders in Academic Medicine …continued

Meaningful peer relationships … collegiality Learn, understand and embrace the culture of the

organization Appropriately respond to problems Demonstrate transparency when dealing with

others Negotiate in a collegial and forthright fashion Demonstrate ‘fit’ and ;alignment’ with the culture

of the organization Maintain a suitable Work:Life balance … and

encourage others to do the same

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