Side note: normally, externships for 2021 would be filled by now, but it’s not been a normal year. If you are considering an externship for the fall, now is the time to take action and start planning.
One thing we know about today’s candidate market is that it will be more competitive tomorrow. And, as hiring becomes more aggressive, a skills shortage is soon to follow.
Don’t let the record high unemployment rate fool you—the healthcare job market is just as competitive as it was pre-pandemic. That’s why it’s important to understand the factors that impact your business’s approach to finding, attracting, and retaining top talent.
It’s important to provide your candidates consistent support. For example, I call candidates to ensure they are prepared for their upcoming interviews and then I also call candidates after the interview to see how it went. I do this because if I were the candidate, I would appreciate this level of attention and care.
Candidate care should start the second you first open a job requisition and extend all the way through the rest of the hiring process, regardless of whether the candidate is offered the job or not. The entire process is an opportunity for your practice to build a relationship with the candidate. Do everything right and he or she can become a spokesperson for your organization. Do it wrong and it could affect your company’s reputation and interview process moving forward.
Here are five reasons why the candidate experience matters along with helpful tips on how to improve your own:
1. It improves communication and trust
By going out of your way to find opportunities and update candidates, you’ll immediately foster a relationship of trust. Providing feedback, good or bad, will prevent you from burning any bridges. Maintaining regular communication with candidates through the hiring process will also keep you updated on the candidate’s overall job search (for example: if they receive and accept another job offer or decide to stay with their current employer). I make it a point to stay in touch with candidates that I think are impressive because even if they’re not a good fit for one position, they could be for another position down the road. One time, even though I had to pass on a candidate after our initial interview, she was so pleased with the process and my responsiveness that she referred someone else to the role. So, I can tell you from experience that candidate engagement and interest will come naturally if you put forth the effort.
The #1 way people discover a new job is through a referral
2. It influences interview outcomes
It’s important to keep in mind that the interview process can be daunting, especially for candidates who are new to the job market or have worked at the same company for many years. If you can help alleviate some of the stress they’re feeling, they might have a better chance of succeeding. Prepping candidates before they interview with the decision-maker is vital. For example, even though I prep candidates for front office positions before they interview with an office manager, it’s up to that office manager to then prep the remaining candidates before the final interview with the owner. Tell them who they will meet, what to bring, what to wear, and any other tips that might be beneficial. Afterward, provide feedback on any areas where they can improve so they can sharpen their interview skills. Job seekers want and appreciate constructive feedback.
94% of job seekers want to receive interview feedback
3. It creates allies and can strengthen your brand
Many candidates believe how they’re treated during the interview process is indicative of how they would be treated as employees. This is their first insight into what a typical day looks like at the company. In other words, they’re evaluating you just as much as you’re evaluating them. Any inefficiencies in your hiring process or lag in response time could be seen as red flags to potential hires. And if candidates have a negative experience with your practice, there’s no guarantee they’re going to keep it to themselves—they might tell their friends and family, they might post about it on their social media, they might even leave a review on Glassdoor. On the other hand, a positive candidate experience can propel your brand and lead to more referrals.
78% of candidates will tell friends and family about a bad interview experience
4. It increases the quality of hires and decreases the time to hire
By providing a superior candidate experience and making a good first impression, there’s a much greater chance that when you do extend an offer, it will be accepted. Research shows employers have only 10 days before qualified candidates disappear from the job market. An easy, user-friendly career page and application can speed up the process and ensure your perfect employee isn’t taken by the practice down the street. Consult YHN’s experienced recruiters can help streamline your practice’s hiring process by working with you to develop core competency models and job descriptions as well as interview and assessment questions. We’ll even prescreen candidates to evaluate their skills and provide timely feedback on each, allowing you to make the final hiring decision with greater confidence (while also conserving a lot of time and energy).
68% of candidates think the way a company treats them in the hiring process reflects how it treats its employees
5. It increases candidates’ likelihood to stay at the company long-term
Once an offer has been extended and accepted, be sure to check in with your new hires regularly. It shows that you care about how they are doing and that they are happy in their new role. Answer any questions and address any concerns they may have (questions about human resources policies/procedures, suggestions for improvements, etc.). Being there for them as they start their new position ensures that you’re able to work towards a solution, if needed, and that your placements become long-term.
Remember that a candidate’s experience doesn’t end the moment you extend an offer. Providing new employees with the resources to be successful and creating a positive workplace culture will help them become a valuable contributor to your practice’s growth. Every company has room to improve its candidate care. We should always be considering how we can improve our processes to attract an even higher caliber of talent. Doing right by people is always good business.
About the Author
Jason DiOttavio joined ConsultYHN as a Corporate Recruiter in 2011. Previously, he worked as an agency recruiter for a staffing firm specializing in IT/Administrative roles including such large companies as Dietz & Watson. When not working, Jason enjoys spending time with his wife and two young daughters. He’s also obsessed with cooking shows and finding new ice cream and donut shops.
What is an opportunity mindset?
I know what you might be thinking: “Uh oh—must be another one of those Consult buzzwords!” But, at least it’s not another acronym, right?
All jokes aside, opportunity mindset is essentially a way of thinking and doing—an intentional, positive, and action-oriented attitude. And it relates to everyone in the practice, regardless of his/her position. A person can only achieve as much as he or she focuses on. So, if you focus on finding, embracing, and seizing opportunities, eventually, you’ll enjoy more opportunities. Make sense?
What does it mean to have an opportunity mindset?
Great question! I can sum it up in one word: PROACTIVE. It’s all about being proactive in creating as many opportunities as you can, not only to grow your business but to help more people in your community hear well again.
It’s not sitting around and waiting for the phone to ring, but rather picking up the phone yourself and initiating a conversation with your patients. It’s asking patients who are satisfied with your services if there is anyone they know who could also benefit from them. It’s calling Mr. Jones after he failed his hearing aid evaluation and refused to commit to hearing aids to see how he’s doing and whether he has any questions.
Everyone in the practice has the ability to do these things—providers, front office staff, patient recall specialists, even directors, and owners. If you have one person on your team adopt this mentality, it’s a plus. But if you can get your entire team on the opportunity mindset bandwagon, your practice’s entire energy will shift, and growth will happen naturally as a result.
How does one adopt an opportunity mindset?
So, how does one adopt an opportunity mindset? First and foremost, it’s a decision to commit. Once you decide this is what you want for your practice and its future, YOU become the trailblazer. Leaders need to set the bar, dedicate themselves to the concept, and demonstrate what exactly an “opportunity mindset” looks like.
To do this, your team needs to see YOU proactively:
- ask for patient referrals
- make Care After “No” calls
- create a waiting list
- pull patients forward on the schedule
- and call Out of Warranty patients, to name a few.
The entire team needs to engage in this behavior for the culture to shift. Yes, you read that correctly: EVERYONE. No one is exempt. If you are not focusing on it and would like to make it a priority or would like support for the processes you currently have in place, your Account Manager and Consult YHN’s experienced trainers would be more than happy to help. However, the buck cannot be passed. The only way for a practice to adopt an opportunity mindset is for its leaders to set an example, make opportunity creation a priority, hold their staff accountable, and follow up. Once you accomplish those items, the magic will start to happen!
Why should my practice adopt an opportunity mindset?
Now more than ever it’s essential for practice owners to adopt this mentality, especially because many are trying to make up for lost time and revenue as a result of the pandemic. It’s one of the core fundamentals of growing a business. Best of all, it doesn’t cost anything and is risk-free—you have far more to gain than lose by making a simple adjustment to your way of thinking.
Every Consult Account Manager is an expert in creating an opportunity mindset, whether it’s in a practice, Ear, Nose, and Throat clinic, hospital, or university. It’s what we do every day—just ask any of our thousands of engaged Associates. It’s also only one of many different areas where we can help practice owners grow their top-line revenue and bottom-line profit.
About the Author
Kate Thomas is an Assistant Account Manager and has been with Consult YHN since 2009. Before moving into her current role in 2016, she worked in the company’s Recruiting Department. Kate supports the East division and their accounts through front office and physician marketing trainings, community outreach support, and anything else needed to help practice owners achieve their professional goals. When not working, Kate enjoys gardening, yoga, meditation, running, hiking, cooking, and anything else that allows her to use her creative mind. Whatever she’s doing, it almost always involves her husband and three beautiful children.
There is more to recruiting than combing through a stack of resumes. Anyone can look good on paper. There are countless websites and resources devoted to helping job seekers paint their best selves on paper. It’s also easy to embellish or, even, lie on a resume.
Consult YHN’s recruiting team prides itself on being expeditious yet thorough when filling vacant positions in our practices. Our screening process begins with reviewing a candidate’s resume to consider his/her education, skills, and professional background.
However, it’s all about looking beyond the resume to discover the person behind it. This is the only way to gauge if a candidate will be a long-term asset to your business. Too many hiring managers overlook exceptional candidates simply because they don’t check off every box on their “must-have” list or fit their idea of “the perfect candidate.” One thing I’ve learned over the past 15 years of recruiting for Consult is that the best person for the job is not always the person you’d expect.
Below are six tactics we recommend to our Associates to help them identify the “right fit” for their practices.
1. Keep an open mind, especially when hiring for non-clinical roles.
You’re casting a very narrow net and potentially missing out on great candidates if you’re only willing to consider people with experience working in an audiology practice or the medical field. Over the years, I’ve placed numerous candidates in our practices with no prior industry experience who have developed into rock-star employees. For front office positions, I’ve had great success with candidates with sales and/or retail experience (more on that later).
2. Hire for personality over competency.
If you’re a busy practice looking to fill a position quickly, it’s understandable that you’d want a candidate who can hit the ground running. But there are drawbacks to only interviewing based on skillset. Skills can be developed— however, traits, attributes, and attitudes that often make a candidate successful cannot be taught—they either have them or they don’t. Studies show that most new hires fail NOT because of technical competence (skills) but because of other factors relating to emotional intelligence (EQ).In the long run, practices are better off taking the time to properly onboard and train employees. Consult YHN’s weekly teletrainings and Employee Development Program (EDP) can ensure every member of your team has the skills needed to be effective in their roles.
3. Ask behavioral questions in your interviews.
This is the best way to get a feel for a candidate’s EQ. During interviews, ask candidates a question relating to conflict resolution. For example, “Tell me about a time that you had a disagreement with a co-worker (or customer) and how you resolved it?”
When interviewing candidates with a sales/retail background, my ears perk up if they mention going out on the floor and approaching customers to help them with their purchases and/or upsell them on products (thus producing more sales for the store). I also make a note if they mention staying late, working weekends and holidays, or coming in when coworkers call out. What this says to me is that this person has a strong work ethic, is driven to succeed, knows how to be a team player, and can be flexible.
4. Ask more than just questions.Incorporating role-playing exercises in your interview process will give you a better idea of how a candidate will perform in the role. If you’re hiring someone to answer phones, have him/her answer a mock phone call during the interview. Or, pretend to be a difficult patient in a common scenario and pay close attention to how well the candidate fares under the pressure.
5. Try to remain objective and elicit feedback from others.
There are dozens of unconscious biases that affect our judgment every day. We’re genetically programmed to like people who are like us and fear those who are different or unfamiliar. If a candidate reminds you of an employee you’ve had a positive or negative experience with previously, there’s a good chance it’s going to color your opinion of that person.
One of the benefits of working with Consult Recruiting is that we provide feedback for every candidate we screen. We also work with practices to develop core competency models and interview and assessment questions, all of which can help ensure your hiring process is fair and that every candidate is held to the same standards.
6. Pay attention to the details and focus on the facts.
Many job seekers are going to say whatever they think employers want to hear in interviews. Employers also tend to favor the most charismatic and well-spoken candidates. That’s why it’s important to try to read between the lines and look for concrete evidence wherever you can.
Your employees are your most valuable asset. Behind every successful practice is a high-performing team of engaged and motivated individuals. That’s why it’s critical to make the right hiring decisions. Sometimes that means thinking outside the box and choosing a candidate who has the attitude and personality to positively influence your company’s culture over the most skilled and experienced candidate.
There are a lot of diamonds in the rough—you just need the right lens and a little bit of polish to find them.
Find the right candidate for your practice!
About the Author
Managing an effective team requires several competencies and begins with the core values of the leader. These values set the tone for what’s needed to perform at a high level. Leaders must establish expectations from the beginning with their team. It’s key for you to outline what’s expected of your team and how you plan to hold them accountable.As you begin to build your team, finding out what motivates them and which levers to pull will be key to driving higher performance. As a leader, you need to provide your team clear direction, a roadmap, and support and ensure they understand their growth potential. As a leader, there are four building blocks to consider in building and managing a high-performing team:
Culture is something that you can’t always see, but you can feel it. It’s often in the intangibles, the little things. Building a culture starts with building a TEAM, itself. It’s important to create an environment where everyone can thrive and be collaborative. Establish opportunities for your team to work together and understand each other’s roles right off the bat. These projects will help galvanize the group. Part of a performance culture is setting up a winning mentality. Confidence breeds success, and the more wins your team can attain, the faster you create a culture of winning. This also allows employees to gain ownership over their success. No matter the field of work, everyone wants to be part of a winning team and have ownership in it. So, establish some easy wins for your team!
Accountability, like culture, must be instituted from the outset. Accountability is being consistent—consistent in your actions and your words. Lead by example – do what you say you’re going to do, and your team will, too. Setting clear and attainable goals is equally important to maintain and cultivate the buy-in culture you are trying to establish. Furthermore, when you set expectations, it is imperative to assess what you expect and provide timely feedback. This should be done through regular one-on-one meetings as well as throughout the day. Be sure to provide positive feedback on the activities your team is doing well. This will lend more weight when you must focus on areas of improvement – which is often more difficult to deliver, but important in terms of development and growth.
Finding out what makes each of your team members tick is critical to creating a high-performing environment. As a leader, you will be part cheerleader, part coach, and even sometimes part psychologist. Finding out what motivates each individual is how you will unlock a higher level of performance from your group. Utilize one-on-one meetings to engage and learn more about your colleagues. Motivation can come in many forms, whether it is professional advancement, monetary gain, or the love of competition. As a sales manager, I create excitement and healthy competition amongst the group. You must give your team a reason to come to work, beyond the paycheck, if you want to see their performance increase.
Developing your employee’s skillsets so they can perform the best in their current role and challenging them with stretch assignments is a major piece of team building. As a leader or coach, it’s important to look at each day as an improvement opportunity for yourself and your team. Identifying potential leaders within a team is key to an organization sustaining a competitive edge. You cultivate these individuals by delegating tasks, creating open forums for ideas, and communicating your vision of a collaborative structure. Challenge your employees, provide them an opportunity to step up and take on leadership responsibilities. Not only does this reinforce your confidence in them, but it also gives them a sense of what a leadership role entails. The open forum provides a space where each of your employees have a voice and can be heard. It also allows them to take ownership in the team’s endeavors and/or demonstrate leadership amongst their peers.
Everyone will have different ways to lead a team, but these four core tenets transcend across industries. Ultimately, communicating a clear vision is paramount to gaining buy-in. You need everyone pulling the rope in the same direction to achieve an exceptional level of performance.
About the Author
The Front Office Professional (FOP) is essential to an effective and efficient hearing healthcare office. Both in-person and over the phone, FOPs are key in establishing rapport with patients, creating a positive first impression, and helping to drive opportunities.
Many practice owners overlook that their front office staff can and should do more than answer phones and schedule appointments—they should help drive revenue every day.
Below are three questions to determine if you’re empowering your Front Office Professionals with the skills and knowledge they need to be a major player in the success of your business:
QUESTION #1: Does your FOP believe in the power of the Third Party and is she/he strongly encouraging patients to bring a loved one to appointments?
You’re most likely aware of the benefits connected to having a trusted family member or friend accompany patients to their appointments, including having a familiar voice during their evaluation and the added case history acquired.
As a Consult YHN member, you also know that increasing your practice’s Third Party rate results in greater patient satisfaction, a reduction in Tested Not Sold patients, and lower return rates. In some practices, it may also increase the closure rate by as much as 10-20 percent.
But is your FOP aware of these benefits? Can your FOP confidently convey to patients the value of having a significant other present for evaluations? To make this point more relatable, ask your FOP how long he/she spent with the doctor the last time he/she was sick? No one has ever answered an hour or more (the typical length of a hearing aid evaluation appointment)!
Source: The Hearing Review
It’s important to demonstrate that the companion is there for support and not because the patient can’t make their own decision. Studies show that 40-80 percent of what patients hear in a doctor’s office is forgotten, regardless of age. So, having two sets of ears is better than one, especially since one of those sets may be struggling to hear.
Lastly, let’s not overlook the potential referral opportunities: many active couples have combined friends and their own individual social networks. Your practice can potentially test the Third Party, or even seek recommendations from both parties, and grow your database – but only if your FOP is consistently emphasizing the need for a companion!
QUESTION #2: Does your Front Office believe that Calling is Caring?
What separates your practice from the competition is the world-class service you provide. The businesses that are most successful in retaining current patients and attracting new ones use a staff member (Patient Communication Specialist) or a service (Your Patient Contact Center) dedicated to making outbound calls to current patients and prospects. This function protects the practice’s most valuable patient resource—its database—and helps fill the schedule with opportunities. We know that 43 percent of patients buy their next set of aids from someone else. That’s why consistently contacting existing patients is vital to keeping your relationships warm and your practice top-of-mind.
However, this is the aspect of the job that more traditional front office employees (receptionists, schedulers) are not prepared for when they enter the hearing healthcare industry. Not only do a successful FOPs need to have computer, filing, customer service, and organization skills, but they also need to own the schedule, manage the provider’s time proactively, and take responsibility to create and enhance the patient experience. We advise FOPs to develop relationships with callers before they come to the office and continue to foster that connection once they become a patient. This way, a call from your practice isn’t an intrusion, but rather a chance to ensure continued patient satisfaction.
Source: Audiology Online
The recommended schedule and mix of patient contact methods may push some FOPs outside their comfort zone. To help reduce anxieties and increase skills and efficiencies, Consult conducts weekly tele-trainings with FOPs from practices across the country. During these trainings participants will learn about why these calls are so important and best practices for scripting to get the greatest results. They will also be encouraged to share their challenges and success stories, allowing them to reap the rewards of being part of a network of likeminded businesses.
QUESTION #3: Does your FOP know the value of each call generated by your marketing initiatives?Based on the data that we have collected from our Associates, on average, each scheduled opportunity appointment is worth approximately $1,200 in profit for your practice. But how can FOPs understand the significance of each incoming phone call if practice owners don’t share this kind of information with them? Once they understand the value of each incoming call, they should be more motivated to improve their call conversion ratio. A great way to do so is to have them listen to recordings of how they have handled incoming calls. No one enjoys the sound of their own voice, but recording and replaying phone calls are one the best ways to improve the caller experience. A trained ear can easily identify if an FOP is unclear about information or unable to answer the caller’s questions. If you don’t have call tracking/recording in place, Consult’s training team will perform secret shopper calls. We can determine what training and guidance is needed, for example, properly scheduling appointment types, discussing the importance of the Third Party, or overusing technical terms and abbreviations (jargon) that the patient doesn’t understand.
Source: Harvard Business ReviewConsult’s virtual Employee Development Program (EDP) workshops should be an essential component in your staff’s development plan. These online training events focus on building and developing your team’s skillset so they can actively contribute to driving opportunities and enhancing the patient experience.
Start empowering your front office staff today! Talk to your Account Manager to learn more about our EDP workshops and weekly tele-trainings!
About the Author
Miki Follin has been an Assistant Account Manager with the West Team at Consult YHN since October 2016. Miki brings retail store management, training, and customer service experience from her years with CVS/Pharmacy and Enterprise Rent-A-Car. When not helping Front Office staff learn and develop, you can find her cheering on Arizona’s sports teams, enjoying the sunshine!