Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group...

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization

Georgia Hospital Association

Clay D. Linkous, MBA, CSSBB, FACHE

Studer Group Coach, National Speaker & Lean Expert

GSHHRA - Breakout Session – Selecting Talent: Best Practices

My “Team”


Culture: Our Expertise

BUILD SKILLS

• Educational Conferences

• Speakers• Books• Videos• Online learning

TRAINING

GET RESULTS

Fast improvement on a key

organizational metric, e.g. patient

experience, employee & physician

engagement, ED turnaround

IMPROVEMENT

CHANGECULTURE

Comprehensive organizational transformation through expert

coaching to hardwire

evidence-based practices across

the board

TRANSFORMATION

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization4

Source: The graph above shows a comparison of the average percentile rank for Studer Group partner organizations that have received at least one year of EBL coaching and the national average for each composite; updated 1_15 using 1Q13-4Q13 CMS data.

Average of 24 points better performance

Performance Across HCAHPS Composites National Percentile

Ranking

Organizations coachedby Studer Group

National Average

Organizations Coached by Studer Group Consistently Outperform


• Maximized reimbursement

• Improved operating income

• Decreased cost per adjusted discharge

• Improved collections

• Reduced accounts receivable days

• Reduced advertising costs

• Decreased legal fees

• Increased employee engagement

• Reduced turnover

• Reduced vacancies

• Reduced agency costs

• Reduced overtime

• Reduced physicals and cost to orient

• VBP: improved HCAHPS

• VBP: improved overall core measures

• Decreased preventable readmissions

• Increased surgical care improvement

• Decreased healthcare-associated infections

• Reduced LOS

• Improved mortality index

• Decreased med errors

Quality Finance

• Improved patient perception of care

• Reduced claims

• Reduced malpractice expense

• Increased physician engagement

• Increased volume

• Increased revenue

• Decreased left without treatment

• Reduced no-shows

• Increased physician engagement

Growth

• Increased philanthropy

People Service Community

Selecting Talent - Impact on Operational Outcomes

$


Why Behavior Based Interviewing

I am a …

1. Team player

2. Hard worker

3. People person

4. Self-starter

5. Dependable


The High Performer is a 3 in 1 Performer

Competencies

Coworkers

Customers


Selecting Talent Description

– 4 part process for the selection and retention of talent

– Engage staff in the process of identifying and hiring top talent

– Build employee ownership in the hiring process

Selection Process

(Human Resources)

Behavioral

Interviewing

(Hiring Manager)

Peer Interviewing(Peer Interview Team)

The First 90 Days

(Manager)


HR Screening Process

• Standards of Behavior Must Be Reviewed and Signed Before Job Application Provided

• HR Screens primarily for Minimum Qualifications but also screens for Competency & Cultural Fit

• Only forward candidates to Hiring Manager that have signed off on Standards of Behavior AND meet Minimum Qualifications

• Support Hiring Manager & Peer Interviewing Teams by:

– Providing Behavior Based Question Database

– Providing Interview Guides for them to fill out

– Providing Decision Matrix tools

– Ensuring all Hiring Managers & Peer Team Interviewers are trained


Hiring Manager Process• Conducts Behavior Based Interview with Qualified Applicants forwarded

from HR

• Hiring Manager Interviews both for competencies and cultural fit

• Selects Behavior Based Questions in Advance of Interviews

• Fills out Interview Guide in Advance

• Asks all candidates the SAME questions

• Listens for EAR Model During Interview

– Event

– Action

– Result

• Updates Decision Matrix AFTER each Interview

• Forwards Top Candidates to Peer Interview Team

• Supports the Decision of the Peer Interview Team!


Comparison – Non Behavior Based Question Vs. Behavior Based Question

Do you have experience with Service Recovery?

ORTell me about a time you worked with an upset patient and what was the outcome.


Peer Interview Process• Only Trained Individuals Allowed to Conduct Peer Interviews

• Conducts Behavior Based Interview with Top Applicants forwarded from Hiring Manager

• Peer Interview Team Focused ONLY on Cultural Fit

• Selects Behavior Based Questions in Advance of Interviews

• Fills out Interview Guide in Advance

• Asks all candidates the SAME questions

• Listens for EAR Model During Interview

– Event

– Action

– Result

• Updates Decision Matrix AFTER each Interview

• Collaborates to make a final recommendation to Hiring Manager


30- and 90-Day Conversations

• Now that you’ve been here for a month (or three months), how do we compare to what we said?

• What are we doing well?

• At your previous hospital, what are some things that were in place that you feel can make us better?

• Is there anything here that you are uncomfortable with? Anything that might cause you to leave?

At 90 Days

• Do you know of other candidates that might be a good employees here?


Even with positive change, there is resistance

Unconsciously skilled

Consciously skilled

Unconsciously unskilled

Consciously unskilled

Source: Abraham Maslow; 1940; “Four Stages for Learning Any New Skill””; Gordon Training International by Noel Burch; 1970

Phases of Skill and Change – Individual

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group...

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