Four Ways to Ensure You’re Hiring Executives for Tomorrow (Not Just Today)
In today’s world, it’s not uncommon to see an executive take a new position for the precise reason of working under a magnetic CEO, CFO, CIO, etc. However, turnover among healthcare executives is at an all-time high, meaning there’s a good chance that specific dynamic leader won’t be there next year.
So what does this mean for recruiting? According to an article in Becker’s Hospital Review, Human Resources executives and hiring managers need to focus on hiring for the future, not just today. As opposed to hiring people who fill an immediate need, it’s important to find individuals who fit the organizations’ long-term strategic goals and can be the next role models.
Here are some tips on how to spot an executive for the future:
1. THEY PRAISE CURRENT LEADERS IN MODERATION.
It is acceptable for an interviewee to acknowledge and compliment current leaders within the organization if kept within the context of the business, its past achievement, and it’s future. If it goes beyond that, it could be a sign they are only there to be mentored by the current leader and might jump ship if he or she resigns. It is wise to be cautious of individuals who are focused on riding the strengths of the current leadership team. Instead, look for candidates who express a commitment to becoming a driving force for the organization’s future.
2. THE CANDIDATE HAS RESEARCHED THE ORGANIZATION.
It is a great sign when a candidate can articulate the strengths and weakness of the organization and culture they are pursing. Their ability to demonstrate how their skills and values align with the organization’s can display their readiness for the position and help a hiring manager visualize the candidate’s potential impact on the greater organization.
3. THEY FOCUS ON THE BIG PICTURE.
Are they tuned in to industry trends and change? Are they prepared to help the organization not only at present but down the road as well? It is critical that new executives can see the big picture and adapt their skills to a new landscape. The healthcare market is changing, and it’s vital to hire people who can change along with it when needed.
4. THEY ARE A TEAM PLAYER.
A genuine team player can give examples of how they’ve collaborated with diverse colleagues in the past. There is much restructuring taking place in many healthcare organizations today, and leaders must be able to mesh well with a steady stream of new colleagues, realigned departments, committee requests, and more. Leaders must be able to think “we” as well as “me.”
It’s not a bad thing when executives want to work for a particular leader, to learn under their coaching and feed off their energy, but it’s essential to make sure new hires fit with the overall culture and prepare for an uncertain future.
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