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higher-quality workforce. Lisa Brock, vice president of human resources at Overlake Hospital Medical Center (Bellevue, Wash.), notes, “We provide our managers with a tool to assess behavioral responses during interviews. As a result, they’re better able to measure a candidate’s work ethic and customer service orientation – and we were able to reduce our employee turnover.” Another benefi t of behavioral assessment software is that it can remove bias from the interviewing process. If organizations do not use a standardized hiring process, managers may discriminate against candidates or ask them illegal questions. This exposes healthcare organiza- tions to potential legal risk. For technology to positively affect the hiring pro- cess, it must be deployed broadly. Often, employees are reluctant to adopt new technologies. This can be overcome by communicating about the need for behavioral assessment software, involving employees in the selection and implementation of tools and pro- cesses, and cultivating infl uential thought leaders and early adopters in the organization who will promote and socialize the use of new technologies among their peers. In addition, employees must be trained to use new hiring technologies. Using a software tool may not come naturally to hiring teams, so training is essential to increase comfort levels.

The key to meeting healthcare challenges is hiring people who are highly skilled and fi t the organizational culture. Using selection science to identify and hire the right kinds of employees enables hospitals and

questions (such as behavior based), and evaluating the answers in a standard way. Adrienne Cozart, vice president of human resources at UMC Health System (Lubbock, Texas), recommends the following practices, “Consider post- ing your interview guide to your intranet along with policies, procedures and sample questions.” This is a great way to make sure everyone on the hiring team is well informed and the documents serve as a refer-

Frederick P. Morgeson, Ph.D. is professor of management and Valade research scholar at The Eli Broad Graduate School of Management of Michigan State University. Dr. Morgeson is also scientifi c advisor to HealthcareSource, provider of talent management software for healthcare organizations. For more on HealthcareSource solutions:

ence point that prevents miscommunication throughout the hiring process.

4. Leverage technologies

Software that supports behavioral assessments, structured interviewing and the ability to archive and share input from multiple interviewers can help build organizational consen- sus and identify more qualifi ed candidates. Experience has shown that hospitals and healthcare facilities that implement these technologies make better hiring decisions and enjoy a

healthcare facilities to attain higher Hospital Consumer As- sessment of Healthcare Providers and Systems (HCAHPS) scores, better customer satisfaction ratings and improved team morale and productivity. Excellence is reflected throughout the organization from all levels, and delivering on the mission of quality healthcare becomes a reality, rather than a struggle.


Bringing peers into the hiring process is a good idea for two reasons. First, it makes employees feel that they have input into the development of the team. Second, new hires are more likely to be supported by their teammates if peers were involved in their selection.

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