Healthcare Hiring Perspectives

When we talk about dangerous professions, the public will probably think of the fisherman in the TV show Deadliest Catch, or the drivers on Ice Road Truckers.  No doubt, mistakes in either line of work can be fatal.

Collaboration is all the rage in healthcare.  You’d think that for the past few decades a hospital has been like a collection of silos with absolutely no collaboration between disciplines. Well, actually, in many respects they have been.  The push for new coordinated care delivery models (and payment tied to success) has everyone focused on collaboration.

I had the pleasure of attending the Spring Institute of the American College of Physician Executives last week.  It was refreshing to spend several days with over 700 physicians who are dedicated to developing their leadership skills.  ACPE members recognize that healthcare reform will only be successful if the medical profession takes the lead.  A few interesting observations by some of the attendees on healthcare hiring: 

Every hospital has access to the same technology and process advancements.  Not all achieve their goals.  I’ve worked with enough hospitals to know that the most important predictor of performance is the strength of the leadership group.  This is even more so the case today as we face the shifting sands of healthcare reform.  A few variables are making it even more difficult:

Most hospitals are focused on finding nurses who are compassionate and patient-centered.  But how can you be patient-centered when you are pulled in a thousand different directions?  Your selection system probably targets the requisite clinical and technical skills, and the obvious behavioral competencies:  Compassion, Attention to Detail, Quality Focus and Decision-Making.  What about the ability to multitask?

Contrary to popular belief, the fate of healthcare reform will NOT be decided by the U.S. Supreme Court.  The Justices will hear complex and nuanced Constitutional arguments about things like Severability, Standing and the Commerce Clause as they apply to the Patient Protection and Affordable Care Act. (“PPACA”), but don’t confuse the PPACA with “reform”.  Reform has been underway for several years, is desperately needed, and will continue no matter what the Supreme Court tells us.

In football-crazy Pittsburgh, the Steelers’ season never ends but kicks into high gear with the annual NFL draft.  A year’s worth of scouting and data analysis culminates in two days where the team drafts seven or so college players in the hope that a few make the squad and perhaps 1 or 2 have long-term success.  Fortunately for us fans, the Steelers have, over the years, done a pretty solid job picking talent.  (Unlike the Cleveland Browns who we love to make fun of!)

While we talk a lot about applying manufacturing techniques to healthcare, the reality is there is one very large difference between healthcare and manufacturing.  Most industries build the entire production or service model around the end product.  The idea of building care delivery models around the patient – around distinct patient populations, is relatively new.  The concept of managing hospital “service lines” is still really in its infancy.

On top of the challenges of recruiting, selecting and developing talent to perform in an ever changing landscape, healthcare organizations must face the increasing legal risks associated with managing a workforce.  A few interesting cases and developments:

In recent months, many clients are telling us the same thing.  We must change the way we approach physician selection.  Yes, they are using that term.  It wasn’t long ago that a hospital would never think about “selecting” physicians.  They are so hard to find that if you find one who is qualified and willing to come to your town, you rarely say no.