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

HOW TO OBTAIN RECRUITMENT BUY-IN FROM

THE C-SUITE  Valuable Tips from the

Director / RecruiterPoint of View

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

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

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

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”

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

Keys (con’t.) Avoid the details -  (Stay big picture

/strategy) (Example: the e-mail 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

VALUABLE TIPS FROM THE EXECUTIVE

POINT OF VIEW

Examine Recruiting from an Executive’s Perspective

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

Strong accountability for outcomes of the Recruitment function with complete oversight of the process.

Recruiters must maximize communication:

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

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

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

KNOW YOUR AUDIENCEGENERATIONAL

MOTIVATORS

Generational GroupsTRADITIONALISTS

Vets 1925-1942 Some consider 1925-

1946 35 million 8% of workforce

GENERATION X 1965-1981 Some consider first

wave 1960-1964 Smallest group in

population 16 million

Total workforce: 154 million = 65.9% total population

BABY BOOMERS First wave: 1943-1959 Second wave: 1960-

1964 Biggest segment of

workforce 80 million

GENERATION Y Echo Boomers –

Millennials 1982-1993 Some consider 1979-

1994 10% of workforce 75 million

A ValuesQuake

TRADITIONALISTS Dedication Hard work Sacrifice Respect for

authority Duty before

pleasure Obey the

rules Conformity Law & order Analog/linear Traditional

roles

GEN Y Optimism Civic duty Self-confident Achievement Sociable Moral Poly diversity Willing to

work & learn Sensible Digital “Good

Scouts”

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

Recruiting & RetainingTraditionalists

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! “Your experience is valued here” “We will reward you for your hard work

& service “We are glad you are working with us”

What to Say:

Recruiting & RetainingBoomers

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:

Recruiting & RetainingGen 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:

Recruiting & RetainingGen 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:

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

Key Workplace Strategies to Apply Across Generations

Addressing Attraction, Cultivation & Retentionof all Providers Today & in the Future

Workplace StrategyBecoming 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

Workplace StrategyBecoming 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

Workplace StrategyBecoming 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

Workplace StrategyLeverage the Power of Work/Life Balance

Programs12 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.”

86%94%

Workplace StrategyLeverage 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

Workplace StrategyConsider 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

SUMMARY

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?

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