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++++++++++++++++++++++++ + +++ U +HUMAN RESOURCES +++ ++++++++++++++++++++++++ THE BEST: HIRING USE YOUR CULTURE AS YOUR GUIDEPOST By Brigitta Glick H O S P ITA L S A N D P R AC TI C E S often face challenges finding dedicated employees with the right skills. Employees not only fulfill the roles they are hired for, but also serve as the face of the practice during interactions with patients and families. This makes it even more critical that you measure an employee's competencies beyond their education and medical skills and examine the soul of their character. Health care groups cannot hire just anyone. It is crucial to establish clear standards of behavior, hold employees to those standards and create a hiring process that only selects the right people. If it takes a bit longer to fill a position, so be it, because at the end of the day, the best processes alone will not provide quality, appropriateness and efficiency of care — the right people and the right team are essential. One of my CEO clients has a plaque on her desk that reads: "Prima donnas need not apply." That sums it all up. This CEO is all about collaboration, and no matter how brilliant you are, if you cannot get along with your peers or provide friendly and empathic dialogue with patients, you are not a fit in her organization. Values and behaviors are as important as skills and knowledge in her book. 12 | San Antonio MD NEWS I MDNEWS.COM In the health care industry, we know we have challenges and changes ahead. You want to fill your organization with people who are able to handle chaos in a professional, respectful and kind manner. Here's where you can start: + Long before the first interview, consider which job requirements are "musthaves" and which are "nice-to-haves." Then, only interview candidates who meet the criteria. This frees you up to focus on the attitude, passion and manners of the candidate. + Structure your interviews like conversations to get to know the candidate — Why are you here? What do you want to know about us? Tell me about a team of which you are a part. Why do you enjoy being part of this team? + Bring in other members of your organization to interview candidates. It allows the candidate to get a picture of the organization beyond you, and it provides valuable insight from trusted members of your team. + For your key hires, consider one of Google's hiring practices. This company conducts a series of interviews in three different places. It's one thing to prepare for an in-office interview, but heading to a coffee shop or happy hour forces the candidate to interact in different environments, just as they would in the actual position. Every hiring decision we make impacts our ability to take care of patients, and to fulfill our mission — from the surgeon to the CEO, and from the nurse to the janitor. You must have a mission if you are going to hire winners. Think of it as your guiding principle. The mission is to have the right person in the right job at the right time doing the right things in the right way. Sounds like success. Brigitta Glick, SPHR, is the President and Founder of Provenir LLC, a human resource consulting company focused on health care and life-sciences industries. She has more than 20 years of health care human resource experience and is a founding member of The Health Cell, a San Antonio organization focused on the needs of San Antonio's health and bioscience industries. Glick is the past president of the San Antonio Chapter of the HBA, SHR M, American Societ y for Healthcare HR Administration, National Association of Physician Recruiters and The Amer ican Staf f ing A ssociation. Glick can be reached at bglick@provenirUSA.comor(210) 479-3444.I