Editor’s Note: This article was originally posted on Select International’s website.
I came to Select International seven years ago with a background in hospital operations/strategy consulting, and before that, I was an employment and healthcare law attorney. After joining Select, I learned a great deal about the human capital management industry. I’d worked with plenty of employers, including healthcare employers, but as an attorney you deal with issues that arise, not human capital “strategy.”
All of this brought me to Select International, a leader in human capital strategies and tools. Once I saw what firms like Select were doing for decades in other industries, I realized there was a substantial gap between a healthcare system’s needs and their talent strategies. This gap was far greater in healthcare than in almost any other industry. Concepts that seemed revolutionary in healthcare were standard in manufacturing, for instance.
A Look at the Past
Just seven years ago, I met with one of the largest health systems in the country about improving their approach to hiring talent. Looking back, it should have been stunning that a system this large and sophisticated did NOT have a separate, dedicated talent acquisition team. When we started talking about behavioral competencies to target during the hiring process and to improve during development (competencies like dependability, adaptability, emotional intelligence, etc.), they were confused. The only competencies they ever talked about were clinical/technical Joint Commission competencies. They interviewed candidates but there was no standard interviewing program, per se. They’d been fined by the OFCCP for inconsistent, unfair hiring practices – mostly because they had no defined process and terrible documentation. Then I found out that they were not alone. Click to continue>>
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