HealthCare Voice

HealthCare Voice Relocates to JohnGSelf.Com

IMPORTANT NOTE:  HealthCare Voice, John Self's  healthcare blog on career management, has moved to the web site, JohnGSelf.Com.

Mr. Self's personal blog, which has seen a sharp increase in readership since it was unveiled, can be found at JOHN G SELF.http://healthcarevoice.typepad.com/jg_self/

Recruiting by Videoconference Saves Money, But at What Cost?

Editor's Note:  As of Friday, HealthCare Voice will end publication with Typepad and move exclusively to JohnGSelf.Com.  To continue to subscribe, you must go to the web site, click the BLOG link in the navigation bar and resubmit your email or RSS subscription. My speaker's blog, JohnGSelf, will remain a featured blog with Typepad.

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As anyone who has lost data in a hard drive crash can attest, technology can be our friend as well as our enemy. Healthcare has been accused of playing catch-up to the technology bandwagon, and losing out on a lot of efficiencies as a result. But for some processes, the old-fashioned way is still the best way. Hiring is one of those processes.

I’m not saying that technology in recruiting is all bad. My smartphone is my constant companion, and the ability to research organizations, locate potential candidates, build networks, and receive a resume or reference list in an instant makes the process infinitely faster than  in the past. That’s a win for everyone involved. But when we start to rely on technologies such as videoconferencing to replace face-to-face interaction, we as recruiters have gone astray.

At first glance, recruiters’ clients may like the idea of videoconferencing because it’s much cheaper than flying in a recruiter to meet with candidates or clients. But what’s gained in money is lost in quality.

For example, while it may be acceptable to use videoconferencing for some business meetings, the technology just isn’t good enough for those “getting to know you” meetings in which recruiters meet with boards of directors and the executive team to find out what they need in a new leader. The clients can run through their list of operational and financial targets on camera, but the recruiter won’t experience the interpersonal interaction in the halls or the tension around the coffeemaker in the break room. These are the things that make up an organization’s culture, and a new hire’s cultural fit is just as important as his or her ability to improve patient care or boost the bottom line.

A good recruiter’s position prospectus runs 25 pages or more for C-level positions. To ensure that the right person lands the job, that document should reveal both the face the client shows the public and the not-so-positive things going on behind the scenes. It’s impossible for a recruiter to draw out an honest assessment of a job’s potential negatives with a group of strangers through a wi-fi connection.

For the same reasons, videoconferencing is a weak way to interview candidates. Those who conduct interviews this way are missing out on the subtle cues that human beings naturally rely on to evaluate another person. They don’t connect with the candidate in a real way. It’s like trying to view someone through a layer of gauze: You get a general impression, but it’s frustratingly difficult to get the complete picture of who they really are.

Some executive search firms never actually meet their candidates in person until they present them to the client, and by then, it’s too late. Some firms’ early screening interviews consist of a videotape of a candidate reading his or her answers to a list of questions. That’s the epitome of lazy recruiting, and it’s unfair to both the client and the candidates, who aren’t given an opportunity to put their best face forward.

The typical videoconference delay of just seconds is enough to create awkwardness that can cast an otherwise confident candidate in a bad light, and the short length of a typical videoconferencing session doesn’t allow for the in-depth conversations needed to make a good judgment call about a person. There is just no substitute for shaking hands and sitting down to really talk with someone to learn about their passions, emotions and values, and to see how they respond under pressure.

Sure, videoconferencing can save the client some money. But is it really worth the price of misunderstanding the job, the candidate or both, and hiring the wrong person? When you compare the cost of a few plane tickets to that of replacing a senior-level executive with a six-figure salary, it seems pretty simple. In the end, cutting this particular corner is just not worth it.

© 2012 John Gregory Self

Know Your Rights In A Job Search

Executive Recruiter  John G. Self addresses your rights as a candidate in the executive search process.  His blog can be found at JohnGSelf.com

Retained Vs. Contingency Recruiting

 

Editor's Note:  HealthCare Voice, John Self's healthcare blog, is now available on our new website www.JohnGSelf.Com. The blog will run on the web and here  for a couple of weeks and then the content will be exclusively on www.JohnGSelf.Com.  

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It’s a big world out there, so finding the right person for a healthcare job can be tough. Recruiters can help locate potential candidates for jobs ranging from supervisory roles up to chief executive officers. But proceed with caution: All recruiters are not created equal. Understanding the difference between contingency recruiters and retained recruiters can have a big impact on the success of the person who takes the job.

The fundamental difference between the two types of recruiters is their incentives: Contingency recruiters only get paid if they are the first to offer up a candidate who is subsequently hired, while retained recruiters are hired by the healthcare organization to locate, pre-screen, and suggest several candidates.

In most cases, contingency recruiters do not have an exclusive contract with a healthcare organization so when a job becomes available, there may be several contingency recruiters racing to be the first to present candidates.  On the other side retained recruiters do have an exclusive contract and typically are the only ones privy to the job opportunity and the only ones working to fill the position.

Contingency Recruiters

Contingency recruiters typically help fill non-executive jobs such as supervisor, management or director-level positions. Some specialize in clinical jobs, such as clinical specialists, O.R. nurses or CT scan technicians. Some do administrator searches, primarily for investor-owned hospitals. Other contingency recruiters specialize in placing physicians and may split their fees with an exclusive recruiter who is listing the job, much like real estate agents share their fees with other agents.

The competitive nature of contingency work leaves less time for learning about the organization’s culture and structure, as well as for in-depth screening and referencing of candidates. If another recruiter beats them in with the same or another candidate, or if the organization finds the right person on its own, the recruiter loses the chance to make a fee. It is about having a credible candidate – not necessarily the “right” candidate – and getting him or her to the client before any competitors.

The contingency recruiter may tell a client that a candidate is “perfect” or “a very nice candidate,” but provide little information to back up their recommendation.  In-depth interviews and background checks simply take up too much time, often resulting in a mis-hire - the candidate who takes a job, only to leave or be let go because he or she is just not the right fit for the job.

Statistics show that half of the candidates placed with contingency recruiters are gone within two years, and replacing them is expensive. In the end, most healthcare organizations would actually save money by retaining their own qualified recruiters and getting the right candidate the first time. 

Retained Recruiters

Retained recruiters are typically paid more, and expected to deliver more, than contingency recruiters.  They are most often hired to identify candidates for executive and senior-level positions,  A good retained recruiter becomes a trusted partner with a deep understanding of an organization, its people, and the challenges they face.

How do these recruiters build that high level of trust? By being accountable for their work. Most retained recruiters offer a one-year tenure guarantee for the candidates they place. Personally, I offer a 36-month guarantee, because I know that my in-depth screening techniques and the time I put into understanding an open job are very likely to result in a good match.

While a contingency recruiter might provide a brief summary of their short candidate interviews, I offer my clients comprehensive candidate dossiers that include 15-minute video summaries of my three- to four-hour interviews. No candidate dossier makes it to my client’s desk unless I can personally verify that the individual is a perfect match for the job, the organization and its culture, and that there are no skeletons in the closet that may cause problems down the line.

Unlike high-speed contingency recruiting, digging this deep takes a lot of time and effort. But in the end, it’s the client’s satisfaction that matters. If for any reason my client is dissatisfied, I will discount my fees accordingly. Sharing the financial risk with a client is the test of a true partnership, and healthcare organizations would be hard-pressed to find a contingency recruiter who is willing to put his own money on the line.

Of course, not all retained recruiters dig as deeply or work as hard as I do. But the best recruiters are those who develop a true understanding of the client’s culture and decision-making process, and accept accountability for their work and the candidates they recommend.  

While contingency recruiters are typically paid less for their services than retained recruiters, clients get what they pay for. A quality executive search by a retained recruiter may take up to three months, but when a candidate becomes a valued, long-lasting member of a healthcare organization’s executive team, it’s well worth the investment.

© 2012 John Gregory Self

Your Online Persona: Make It Work for You

IMPORTANT NOTE:  HealthCare Voice, John Self's  healthcare blog, HAS MOVED to the web site, JohnGSelf.Com. The blog will run on the web and here  for a couple of weeks and then the content will be exclusively on www.johngself.com/HealthCare Voice. 

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In healthcare administration as in any modern business, the constant siren song of the smartphone, texts, e-mails and social media leave executives with more demands on their time than ever before.

Sure, accessibility and open communication foster an executive’s “open-door policy,” but spending your day plugged in online leaves little time for productivity. On the other hand, refusing to jump on the technology bandwagon can quickly make you a dinosaur, and unless you’re ready to retire, that’s not good for your career.

Take, for example, social media, such as You Tube, Twitter, LinkedIn and Facebook. The up-and-coming generation is deeply involved in the online world, and they may one day be your bosses. To connect with them, it’s important to understand these technologies and be part of that world.

But, proceed with caution when cultivating an online persona, as it’s easy to cause lasting damage to your career. Here are a few tips:

• Have a vision for what you want from your online network. Do you want to maintain contacts in your industry for future career opportunities? Do you want to use your network for sharing what you’ve learned with others? Do you want a group of peers you can bounce ideas off of from time to time?
• Keep your online network manageable. The effectiveness of your network is not based on size, it’s about how you actively use it. If you have more people in your online network than you have time to interact with, your group is probably too large. It doesn’t do you any good to have 5,000 people in your LinkedIn network if 4,500 of those people can’t help you in your career. Cull your list to those who share your interests and who you wish to know well. If there are people in your network who aren’t responding to you, delete them.
• If you want to have a network that can help you, offer to help others. Doing so nurtures your network, so that the people in it will be there for you when you need them.
• Use social media to promote yourself and your career. For example, if your Facebook posts have value to up-and-coming executives, you position yourself as a subject matter expert and thought leader.
• What you put out on the Internet may come back to haunt you. Never post anything, anywhere that you wouldn’t want a potential employer to see.
• Never forget who is watching. For example, if you want to change jobs and suddenly get active on LinkedIn, you’re broadcasting to everyone in your network – including your boss who “friended” you months ago – that you’re ready for a career move.

One of the benefits of having an active online professional life is that recruiters and executive search firms will be able to easily locate you when opportunities arise. But not every “recruiter” uses social media responsibly. Some contingency recruiters – and unsavory characters posing as recruiters – figure that if they blanket the Internet with enough messages, eventually they’ll get a response from someone. These are the ones who flood message boards or spam your inbox with details of potential job opportunities. More than likely, responding to them is a waste of your time.

Healthcare organizations don’t want their executive jobs posted anywhere and everywhere – they expect their executive search firms to treat their jobs confidentially and to do the footwork in person. So, the Internet may be a good place for legitimate recruiters to learn about you and establish initial contact, but if a recruiter is really interested in reaching you, he or she will try to contact you offline.

If you’re not sure exactly what your Internet persona is saying about you, find out. Google yourself, and be sure that the information you find represents you accurately and professionally.

© 2012 John Gregory Self