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.
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
While today’s unemployment rate, due to the ongoing pandemic, is significantly higher than it was three months ago, it is sure to fall as the economy comes back and small businesses work to restore payroll and headcount in order to conform to Paycheck Protection Program (PPP) loan forgiveness parameters. Rest assured there will, once again, be more job openings than available candidates. And the cost of hiring will continue to rise as the candidate talent pool shrinks.
If you received a PPP loan then you may need to hire staff quickly in order to restore payroll and headcount by December 31, 2020. Resist the temptation bring in additional staff to, merely, fill empty seats. If your PPP loan is not entirely forgiven then you are left with, at worst, a low interest loan that you have plenty of time to pay back. Careless hiring decisions in the service of getting 100 percent loan forgiveness should be avoided. As hard as it may be in these uncertain times, you should do your best to adhere to sound business strategies. Especially when it comes to hiring.
A good place to start when building a plan for hiring is with your culture. It’s “who you are.” It’s how your community, your customers, your employees, and your competitors perceive you. And it does not happen by accident. It’s best reflected by the team that you’ve assembled; for better or for worse. Think about your culture and whether it’s the one that you want? Now, think about what you have and think about controlling it.
The first step in creating the right culture is hiring the right people.
Many of us first consider an applicant’s skills when hiring. That makes perfect sense…or does it? There are biases at play when we make decisions. Confirmation bias and the “Halo Effect” can impact how we value skills and traits. And when we overvalue strong skills and undervalue troublesome traits, we could be setting ourselves up for failure (a bad hire).
A recent study on “Hiring for Attitude” suggests that most new hires fail NOT because of technical competence (skills), but because of other factors related to emotional intelligence, work ethic, coachability, self-motivation, and temperament. Remember that skills are relatively easy to develop while traits, attitudes, and attributes are not. And traits, attitudes, and attributes are what contribute to your culture—for better or worse.
When vetting a candidate for hire, make sure you’re looking at the following traits which are predictors for high levels of Emotional Intelligence (EQ):
During interviews, ask candidates a question relating to conflict resolution (for example: Can you tell me about a time that you had a disagreement with a co-worker and how you resolved it?) and then consider the following:
- Did they know what they did wrong (self-awareness)?
- Did they control their emotions/anger (self-regulation)?
- Did they really understand the other side (empathy)?
- Why did they seek to resolve the conflict? Did they engage for the right reasons?
- Did they exhibit a certain social grace in solving the issue? Were they mindful of the outcome or social cost?
This exercise will give you a strong indication of the candidate’s EQ, covering many of the most important traits that contribute to a great culture. As you build your team around these traits, you’ll be rewarded with the culture that you deserve. The result: you become an “employer of choice” and have “brand champions” who will help curate your culture because:
- They enjoy their job and don’t merely do it for the money
- They look for opportunities to mentor
- They demonstrate the behaviors of leaders
A key thing to keep in mind as you evaluate or create your ideal culture is that the ideal work environment is one built on respectfulness, transparency, and fairness. And always remember: while people may ultimately come to work for you because of money, they will stay—or leave—because of your culture.
Consult YHN’s experienced recruiters can help you attract, vet, and develop a team that will define the company culture you’ve always strived for. Talk to your Account Manager today or contact our Recruiting Department at email@example.com.
About the Author
Ernie Paolini is responsible for Human Resources and Recruiting Services at Consult YHN. He has more than 20 years of experience in building and managing technology-driven HR and recruitment organizations. His areas of expertise include behavioral interviewing, employee relations, compliance, and onboarding.
I recently sat down over a two-day period with the Owners and Directors of Operations of 15 large hearing care practices. This group collectively represents some of the more efficient organizations in our industry, each one easily within the top five percent in terms of direct impact delivered and overall revenue.
Over the course of the meetings, we discussed industry dynamics, marketing tactics, and P&L (Profit & Lost) performance: all subjects that influence almost every business in our profession, big and small.
However, none of the above topics drove the most curiosity and ire from these highly proficient business leaders or was the topic we spent the most time discussing.
Do you want to know what topic we discussed the most?
Answer: team development and recruiting!
Even with all the success these business leaders have had, they still struggle to earn buy-in from their teams in order to drive performance and cement a commitment to excellence. And, like so many other employers, they also still struggle to find and retain the most skilled individuals to help service their patients.
Some were caught in a constant state of hiring, training, and replacing team members so frequently that in one case, sadly, they admitted not knowing the full name of every employee on their payroll.
“We’ve seen the enemy,” one owner said. “And it’s us.”
Overstated perhaps, but even those most confident in their circumstances admitted a desire to see greater drive in their employees and greater results from their teams.
The truth is, the single greatest strength for a company is its people and the single most volatile variable for business success is leadership. In fact, unless you’re a true one-person practice, your best hope for growth and sustainability is to scale your expertise and patient focus beyond your direct influence through your staff.
Even the highest performing practices are beginning to rethink the way that they do business in order to drive real results.
Maybe you should, too.
The best advice we can offer is to…
- Fall in love with your patients again—not your products and services—and teach your team to do the same.
- Thread your WHY through every narrative, from marketing to attracting, hiring, and developing your dream team.
- Understand that it’s a buyers’ market for employees and take the time to understand what motivates each (current or prospective) team member then learn how to tie it to performance.
- Let Consult YHN help you find experienced candidates who will positively influence and integrate into your practice then continuously develop their skills.
In other words, take advantage of the national, industry-leading support system that Consult YHN provides. This includes our full lifecycle Recruiting Services and the Consult Employee Development Program (EDP) which offers regional classes throughout the year for every member of your staff to ensure they’re working together harmoniously, efficiently, and with an “opportunity mindset.”