Why Externships Are a Win-Win for Students and Practices

Fourth-year externships are an integral part of any Doctor of Audiology (Au.D.) program at an accredited university. But that doesn’t mean that externship programs only favor students. In this post, I’ll explain how the externship system is a win-win for both fourth-year externs and the clinics that employ them.

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.

Benefits for Students

Most doctoral candidates in audiology are required by their institutions to complete a certain number of hours of supervised clinical practicum at an off-campus clinical site during a 12-month externship. This real-world, hands-on experience is crucial for audiology students to gain the necessary skills and knowledge to work with a variety of populations and disorders in different settings. It also helps them develop their ability to evaluate and integrate scientific research into clinical practice. In a nationwide survey, fourth-year audiology students ranked “scope of practice at the facility” as the most important factor in determining a desirable externship placement, followed by “type of facility” and “ability to work with other professionals.” I recently spoke to three four-year externs—two of whom work at VA hospitals and one at the prestigious Cleveland Clinic. Each student shared with me that their experiences helped them decide what they want to specialize in. Some of those decisions include treating adults versus pediatric patients, working in a more clinical (hospital, ENT) setting versus a dispensing environment (private practice), and determining what technologies/hearing aid manufacturers they’re most comfortable using. Students with an entrepreneurial spirit or interest in sales and marketing can choose to extern at private practice to learn firsthand what it takes to run a hearing healthcare business. This experience will either encourage their desire to open their own practice after graduation (and put them in a better position to succeed when they do) or confirm they’d be happier working for a hospital, university, or ENT. So, how does hiring an extern stand to benefit a practice owner or director of ENT clinic or hospital audiology department?

Benefits for Clinics

According to the U.S. Bureau of Labor Statistics (BLS), the national employment rate of audiologists is expected to grow much faster than average through the year 2028.
In fact, the BLS predicts that an additional 2,200 audiologists will be needed to fill the demand between now and 2028. That’s a 16% increase in job openings.
With this large disparity between supply and demand for audiologists, practice owners should do everything in their power to build a pipeline of potential providers. Employing a fourth-year extern allows a clinic to “test drive” a potential full-time permanent employee. That student can also bring in a fresh perspective from their schooling, especially when it comes to advances in technology. There’s a good chance that if the extern has a good experience, they will strongly consider staying at that clinic once he/she graduates. It’s important to note that each of the 70+ accredited Doctorate of Audiology programs in the country has its own established guidelines for clinics interested in becoming an externship site. This includes everything from the required number of hours of clinical experience students need to complete to the specific type of clinical work students need to be exposed to. Some universities require that supervising audiologists be ASHA certified (i.e. have a Certificate of Clinical Competence in Audiology from the American Speech-Language-Hearing Association). Externship sites are not required to provide monetary compensation, however, most do and offer it in the form of a stipend or a regular paycheck.

Conclusion

The fourth-year externship has always been and will continue to be, a crucial pathway in the field of audiology. Students gain valuable practical experience after three years of vigorous study while clinics can closely evaluate someone who could be a key contributor to their future growth and success. It’s the ultimate win-win in a field that has a very bright and expanding future.
Still not sure if hiring a fourth-year extern is the right decision for your practice? Need help recruiting Au.D. students in your area? Consult YHN’s experienced recruiters can help! Talk to your Account Manager or contact our Recruiting Department today at recruiting@consultyhn.com.

About the Author

Ira Disman joined Consult YHN in 2011 as the recruiter for home office and field sales positions. He started his career as an agency recruiter in the insurance industry and then worked as a Corporate Recruiter for the PWC Consulting practice and the software company Synygy/Optymyze. Ira holds a bachelor’s degree from Babson College and an MBA (Human Resources) from Drexel University. When not working, he enjoys getting his money’s worth on the golf course by hitting many, many shots during a round.

Candidate Care: Why It Matters and Five Tips to Improve It

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.

Take the stress out of staffing. Leave it to Consult Recruiting!

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.

Beyond the Resume: Finding the Right Candidate for Your Practice

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).

There are five main questions you should answer before extending an offer—this is what matters the most:

  • Can the candidate do the job?
  • Is the candidate motivated to do the job?
  • Is the candidate interested in learning new skills?
  • Is the candidate coachable?
  • Is the candidate a good culture fit?

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).

EQ is that hard-to-describe, special something in a person that affects how they make decisions and navigate complex situations. When vetting a candidate, be sure to look at the following traits which are predictors for high levels of EQ:
  • Ability to learn and adapt to change
  • Response to stressful situations and constructive criticism
  • Teamwork and social skills
  • Integrity, honesty, and empathy
  • Determination and drive for success
  • Accountability/ownership of responsibilities
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?”

Then, consider the following:

  • Did they know what they did wrong?
  • Did they control their emotions/anger?
  • Did they really understand the other side?
  • Why did they seek to resolve the conflict? Did they engage for the right reasons?
  • How did they solve the issue? Were they mindful of the outcome or social cost?

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.

The easiest way to prevent biases from clouding your hiring decisions is to: A) be mindful of them, B) seek out other people’s opinions, and C) follow a uniform process in how you assess and interview candidates.

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.

A few examples:

  • Take note of how long they worked for their past employers. Do they have a pattern of bouncing from job to job quickly or committing to jobs for a long time? Also, is there any overlap? Did they ever juggle two jobs or an internship/externship and a part-time job?
  • Ask for examples of specific achievements. How exactly did they engineer those achievements? Do they have any numbers to back up their claims?
  • Pay attention to the questions they ask. Are they insightful? Do they suggest the candidate is enthusiastic about the role? Did the candidate clearly research the industry and/or practice?
  • Read their body language. You can learn a lot about a candidate’s personality and level of interest in the opportunity from their gestures, posture, facial expressions, and eye contact.

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

Dawn Bauer is a Senior Recruiter who has been with Consult YHN since 2003. Previously, she spent 15 years working in banking and accounting, including 2 years in Consult YHN’s billing department. When she’s not at work, you can find Dawn either on the beach, in a shoe store, or at a concert.

Four Fundamentals for Building a High-Performing Team

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:

1.Culture

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!

2. Accountability

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.

3. Motivation

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.

4. Development

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. 

For help building and developing a high-performing team, trust Consult YHN’s industry-leading HR & Recruiting Solutions. Talk to your Account Manager or contact Recruiting@ConsultYHN.com today!

About the Author

Robert Strother has been the Inside Sales Director at Consult YHN since 2016 and has over 10 years of sales leadership experience. In that time, he has led high performing sales teams across an array of industries and developed multiple future sales leaders.

Four Steps to Create a Dream Team

The most important asset that you have as a business owner/manager is the people that work for you. The lesson I’ve learned from any underdog sports movie (i.e. The Mighty Ducks, Dodgeball, Cool Runnings, Step Up 2, should I keep going?) is that you can take a ragtag group of misfits and turn them into winners as long as they have the right attitude, an intense training montage, plus a leader and/or purpose that motivates them. But it doesn’t just happen in the movies—I’ve seen it done in clinics all over the country.
Here’s what it takes to build your own dream team right in your own practice (no sports equipment or rigorous physical activity required):

Step #1: Hire for capability and train for competency

This is the “attitude” element of our underdog team analogy. Soft skills like emotional intelligence and the ability to make good decisions are paramount to professional success. Regulating emotions and correctly interpreting the verbal and nonverbal behaviors of others is a key strength in building rapport and trust with patients. According to LinkedIn’s 2019 Workplace Learning Report, 57 percent of senior leaders say soft skills are more important than hard skills. An employee with a growth mindset has the capability for lifelong learning, which is at the core of agility, flexibility, and innovation. Training for competency comes in at Step 3.

Step #2: Communicate, communicate, communicate!

Vision – Share the company’s purpose. Make sure every employee understands the company’s mission, values, and vision. Working from a shared philosophy for a common cause gets people excited about their jobs. When should you do this? I’d recommend annually or semi-annually during a company meeting.

Expectations – The behaviors and outcomes that you want from your staff must be spelled out, in writing. There are two reasons for this. First, they can’t read your mind. Second, they probably aren’t going to remember a passing conversation that took place between seeing patients and/or answering phone calls. Let’s face it, most of us can’t remember what we ate for dinner two days ago or even how old we are (admit it—you have to pause and think about it for a second). Expectation conversations can be kicked-off during a company meeting and then should be reinforced during one-on-one meetings between your staff and their direct supervisor. If your practice doesn’t have designated direct supervisors, it needs to be defined – even if it’s that two employees officially report to the business owner.

Feedback – Feedback must be behavior-based and timely. Provide it the moment that it’s applicable (if appropriate) or shortly thereafter. Changing behaviors in your staff is kind of like raising kids. We must be patient, we must be consistent, and most importantly, we must look in the mirror to consider which of their behaviors might be reflections of our own (eek!). My four-year-old is notoriously bossy. At any hour of the day, I may hear her walk into the kitchen and demand: “I’m thirsty. I need milk!” My routine feedback (after a deep breath) is always, “Don’t you mean; ‘May I please have some milk?’” It didn’t take a sit-down feedback session, but she knows that I believe there is a better way to handle the request. So, if you observe an opportunity to make suggestions for improved behaviors, do so while the situation is fresh in both of your minds (but not in front of others—embarrassing someone is bad for morale). These verbal feedback opportunities can be reinforced with written reminders or formal performance reviews as well.

Accountability – The best tool for accountability is a Daily Huddle when everyone on the team comes together to discuss how they will pull their weight in accomplishing the businesses’ overall mission/goals that day. Those underdog teams who end up victorious don’t adopt an ‘every man for himself’ attitude—they rally together before every play/inning/period to talk about each person’s role and how they’ll work together. Your business’ day should be no different.

Step #3: Invest in employee development

Developing your people doesn’t have to be a significant monetary investment. It could mean setting aside the time to allow them to take advantage of Consult’s Telelearning and Employee Development Programs (EDPs). When they take part in training courses, ask them to come back and report on at least one takeaway from the session. If you’re expecting them to change behaviors post-training, encouraging continuous long-term improvements is a better strategy than expecting radical overnight success. If you hire the right people with a growth mindset, you can train them to do the job the way that you want them to do it.

Step #4: Recognize accomplishments (big and small)

When your staff does something right, don’t let it go unrecognized. Remember my daughter’s demanding ways and the immediate feedback that I’ve been giving her? Well, there’s hope for her yet. Now when she walks into the kitchen, four out of five times she’ll say, “Mommy, may I please have some milk?” To which I respond: “Thank you for asking so nicely, yes you may!” With that one sentence, I’ve given feedback, recognized her accomplishment, and made her feel good about herself, therefore increasing the likelihood of her continuing to behave in this manner. How do you apply that to your staff? Perhaps you might buy the office lunch if they meet the prior month’s sales goal. Or it could be as simple as saying, “I heard how you handled that phone call. You do a great job representing us over the phone. Thank you, keep it up!”

You might be thinking ‘four steps – easier said than done.’ The good news is that you don’t have to do it alone. The details within all of these steps are what the Consult YHN Account Managers help practices with every day. So, if I could add one final step it would be:

Step #5:  Ask for help! That is why we’re here, after all.

About the Author

Ridgely Samuel joined Consult YHN in 2005. She has held several positions within the sales and operations teams but has found her passion for developing others in her current role as a Training Manager. Ridgely has experience working as a financial analyst for a former Fortune 500 company, holds a degree in Business Administration from Wake Forest University, and is a certified Six Sigma Green Belt. When she’s not working or acting as a chauffeur for her two daughters, Ridgely can be found relaxing in a hammock with a novel, tossing tennis balls for her dog, or paddleboarding on the lake.