Playing Matchmaker - InterviewingDebbie Gleason, FASPR, RMSR-FMSD

Roadmap

• Case for Behavior-Based Interviewing

• The Essence of the Questions

• Eliciting a Meaningful Response

• Formulating Questions Relevant to your Culture

• Compensation – How it ties to the interview and negotiations

• Negotiating Tips

Before the Interview

• Is everyone on board? (Administration, Med Staff and Community physicians?)

• Working with Medical Staff Opposition?

• Recruitment as a joint venture (hospital and practice)?

• Prepare contract, compensation model/plan, guarantee, marketing and building a practice

Multiple approaches for interviewing• Behavior-based interview questions – high

value but not always providing a full ‘picture’ of whether the candidate fits your need

• Data gathering/fact finding – does the candidate meet your minimum requirements, do you meet candidate’s minimum requirements, etc.

• Open-ended questions – opportunity for candidate to share in a less ‘directed’ fashion

Case for Behavior-Based Interviewing

• Premise---Past behavior is the best predictor of future behavior

• Not a new concept but becoming more and more prevalent in use

• Minimize the ‘halo’ effect and subjectivity

• Collect meaningful information about possible cultural ‘fit’ for your organization.

The Essence of the Questions

• More than just an ‘open-end’ question

• There are no ‘magic’ questions

• Frequently used question ‘starters’…

– “Tell me about a time…”

– “Describe for me…”

– “Give me an example of …”

• Bottom line—ask for a specific example of a situation, task, event, etc.

Eliciting a Meaningful Response

• Looking for your candidate to relay to you a ‘true story’ and an appropriate response to your question that includes specific information (without revealing sensitive or confidential data)

Eliciting a Meaningful Response

• Like a story includes 3 parts (beginning, middle, end) look for your response to include 3 parts:

– S – Situation

– B –Behavior

– O – Outcome

Eliciting a Meaningful Response

Other acronyms have been used such as:

• PAR – Problem-Action-Result

• STAR – Situation or Task-Action-Result

• Be creative – Create your own to make it easy to remember!

Eliciting a Meaningful Response

• Candidates may have difficulty understanding your question– Explain, “Giving me some very specific examples will assist

me to better understand your practice style”

– You may have to repeat the question (sometimes multiple times) in a variety of ways

– You may need to be very explicit about what you’re seeking---”I’d like to hear a very specific story including the situation, your actions and the outcomes that describe a time when…”

Eliciting a Meaningful Response

• Like Paul Harvey, look for “The Rest of the Story” – For more clarity and insight, probe further by asking follow-up questions about the ‘story’:

– What would you do differently in a similar situation in the future?

– Why do you think this approach ‘paid off’ for you?

– Did your colleagues give you any feedback afterwards?

Eliciting a Meaningful Response

• Sometimes your most effective ‘tool’ is SILENCE

– It’s okay to allow the candidate a moment to formulate a response – it’s not uncommon for candidates to be unfamiliar with these type of questions

– It’s okay to tell the candidate you’ll give them a moment to think—giving the candidate ‘permission’ to give their response some thought

Eliciting a Meaningful Response

• What you are NOT looking for is important to know….

– NOT looking for ‘philosophizing’

– NOT looking for opinion or ‘textbook’ answers

– NOT looking for what they ‘would do’ or ‘normally do’

Eliciting a Meaningful Response

Recall the Premise

of

Behavior-based Interviewing…..

Formulating Questions Relevant to your Culture

• What are the overtly expressed values, ‘pillars of excellence’ or goals of your organization and what characteristics do they embody?

• What are some of the attributes of successful physicians in your organization that you’d like to perpetuate?

Formulating QuestionsRelevant to your Culture

• Examples:

– Teamwork / Collaboration

• Patient-centered Medical Home – Coordination of Care

• Committee work on protocols, quality initiatives, standardization of care, outcomes, etc.

• Working with advanced practice providers, patient educators, nursing staff, administration

Formulating QuestionsRelevant to your Culture

– Quality Focus

• HCAHPS scores

• Participation in quality committees or task forces

• Function as a ‘Physician Champion’ for quality initiatives

• Utilization of EMR data and metrics

• What have they done relative to quality in the past?

• Benchmarking/Best in Class/Top Shelf…

Formulating QuestionsRelevant to your Culture

– Patient Satisfaction Focus

• Patient satisfaction scores

• Changes in physician behavior to enhance patient perception

• What has the candidate done or learned recently to improve -- even if scores were already good (continuous improvement)

Formulating QuestionsRelevant to your Culture

– Transparent Communication

• Communication with hospitalists, consulting or referring physicians, ER, CDU, Intensivists

• Constructive feedback to administration

• To facilitate safe and effective patient ‘handoffs’

Formulating QuestionsRelevant to your Culture

– Adaptation to Change

• Standardization of Care

• Care protocols

• Evidenced-based medicine

• Care groups for treating patient populations

• EMR and Updates in EMR

• Implementation of ICD-10

Formulating QuestionsRelevant to your Culture

– Respectful Attitude

• Team approach to decision-making

• Physician to staff interactions

• Multi-disciplinary teams

• ‘We’ versus ‘they’ mentality

• Interactions with administration

Formulating QuestionsRelevant to your Culture

• Examples (continued…)

– Patient-centered Care Focus

• Evidence-based medicine & the ‘art’ of medicine

• Patient advocacy

• Documenting exceptions to protocols

• Wellness

• Collaboration with ‘care team’

Formulating QuestionsRelevant to your Culture

– Collaborative Leadership Style

• Physician Driven Organizations

• Physician Led Changes

• Physician Leaders (leadership training)

• Multi-disciplinary teams

• Working with Administration to find solutions

Formulating QuestionsRelevant to your Culture

– Leadership Skills

• Developing and Implementing Strategy

• Decision making

• Articulating decisions and the case for change

• Negotiating and building unity or consensus

• Keeping your eye on quality patient care

• Difficult conversations

Compensation – How it ties to the interview and negotiations

• Consult with your healthcare/corporate attorney prior to initiating your search to understand Fair Market Value for your organization

Compensation – How it ties to the interview and negotiations

• Determine your compensation methodology (FMV, region, survey data to be used)

• Attorney will advise you on OIG recommendations to consider (such as whether to use an average multiple surveys or one survey)

Compensation – How it ties to the interview and negotiations

• What can your organization financially sustain

• What does it take to stay competitive

• How soon do you want to discuss comp?

Compensation Surveys available:

– MGMA

– Korn Ferry/Hay Group (formerly Hay Group)

– AMGA

– Sullivan Cotter

– Towers Watson

– HHCS (www.hhcsinc.com)

– State hospital associations

– Physicin Specialty Academies (self submitted)

– Others…

Negotiating Advice given to Residents/Fellows –Applies to you as well…

• Obtain legal counsel to review your contract

– Healthcare Attorney

• Don’t be afraid to ask questions

• Make sure your requests are reasonable and doable for the practice/organization

• Understand what is negotiable (ask)

Negotiating Advice given to Residents/Fellows –Applies to you as well…

• Remember negotiation is a give and take –Know your bottom line/minimum requirements

• Use your relationship with your recruiter/key contact person

• Don’t be pressured to make a decision before you are ready.

Negotiating Advice given to Residents/Fellows –Applies to you as well…

• Wait until you receive a written offer before negotiating (unless the org/practice begins the conversation prior.

• Don’t start negotiating until you’re ready to accept an offer.

• Give them your ‘wish list’ in its entirety

Negotiating Advice given to Residents/Fellows –Applies to you as well…

• Don’t keep going back with additional requests

• Be aware of offer deadlines (and that you can request extensions)

• It’s not ‘official’ until the contract is executed (signed by both parties)

Negotiating Advice given to Residents/Fellows –Applies to you as well…

• Acceptance of an offer – verbally but follow-up in writing

• DO NOT accept an offer with a voice mail…ask for a returned phone call

• Questions

Playing MatchmakerThe Site VisitCarrie Galbraith, FASPR, ICAHN

What Motivates a Candidate:

• Professional Motives: Income, facilities, personal, colleagues, commute*, workload, call*

• Personal Motives: location, lifestyle, call*, commute*, recreation, urban/suburban/rural, family, friends, culture/religion, community

Top three factors in practice choice:

1. Location

2. Lifestyle

3. Call Coverage/Personal TimeMerritt Hawkins 2015 Final Year Resident Survey https://www.merritthawkins.com/uploadedfiles/merritthawkings/surveys/2014_merritthawkins_fymr_survey.pdf

All Personal Motives!

Two Goals of the site visit:

• Interviewers to assess the candidate- Typically standard items on your site visit

• Candidate and family opportunity to assess the practice and community- Typically more personalized

Common components of a site visit:

Professional/ typically more standard:

• Hospital tour/facilities tours

• CEO meeting

• Practice Manager meeting

• Lunch with physicians

• Human Resources/Benefits

• Contract negotiator

• Medical Director

Common components of a site visit:

Typically Personalized:

• Community tour

• Community members

• Realtor tour

• Bank/financial advisors

• School tours

• Lunch with a group with similar interests

• Dinner with physicians, spouses, & hospital staff

• Other special interests

How do you find out what to include to Personalize:

You have to ask!

Ask the spouse and ask the physician what they need to see to make a decision.

• Would you like to see our locals schools and daycares?

• Do you feel you’d want to buy a house if you were to come to our community?

• Recreation or hobbies enjoyed by the family?

• Cultural or religious interests or needs?

• Work needs?

Key areas to you might include in a site visit to personalize:• Public or private schools

• Childcare facilities

• Fitness facilities

• Restaurants, cafes and bakeries

• Coffee shops

• Grocery stores and farmers’ markets

• Retail stores

• Sports, training and recreation facilities

• Arts guilds, theater groups or dance academies

• Churches

• Area parks and outdoor opportunities

Things to consider before you schedule:

• Who is invited to your site visits (Spouse, kids, grandparents, etc.)

• What will you reimburse for and how it that reimbursed (examples: airfare, baggage fees, hotel room, tax, valet parking, meals, mileage, airport parking, baby sitting, dog boarding, yes, indeed, dog boarding).

• Who will make the travel arrangements

• Be sure to ask about dietary restrictions

Be sure to use a

Always prep your interview team/participants!

• Give them a resume

• Interests

• Spouse interests

• Children's interests

• Hobbies

• Culture

• Religion

These conversations will draw out any concerns

Team/Participants need to be:

• Prepared well in advance of interviews

• Be properly matched to the family you are recruiting

• Be enthusiastic about the health system/community (But be honest)

• Needs to report back to the recruiter after contact with the candidate/spouse

• Needs to understand the end goal

Let your own residents tell the story:

During dinner/lunch be sure to prompt/train your dinner participants to address concerns. They may say:

“Has anyone told you where to go on Friday night, we drive about 30 minutes over to the minor league baseball field and have a great night.”

“Has anyone mentioned the outlet mall about, 45 minutes away? It is a great day of shopping. We have a ladies day shopping on the second Friday of the month.”

The Site Visit:

Preferred: 2 Full Day site visit

Example on page 104-106 of The 3RNet R & R Manual!

• Two full days give you the most time to provide a look glimpse into daily work and social life

• Provider the best chance at making a contract offer that is accepted after the visit

Welcome to Ruralville!Dr. Neil Shulman and Zoe Shulman

Thursday, December 8, 2016

4:50 pm Arrive in Lambert St. Louis International Airport via Ozark AirlinesHertz Rental Car confirmation number 8675309Proceed to Ruralville, Illinois

Hotel: Ruralville Bed and Breakfast1313 Mockingbird Lane Ruralville, IL 67676Breakfast provided

Friday, December 9, 2016

7:40 am Dr. Shulman meet Carrie Galbraith, Recruiter at Ruralville Bed and Breakfast8:00 am Meet with Tony Stark, CEO and Dr. Bombay, Chief of Staff

9:00 am Hospital Tour with Carrie Galbraith, Recruiter10:00 am Tour the Rural Health Clinic

-Meet clinic staff

11:00 am Meet with Clinic Director12:00 pm Lunch with RHC physicians:

Dr. Canfield and Dr. David Howser 1:00 pm Meet with Human Resources-Benefits2:00 pm Q & A with Tony Stark, CEO3:00 pm Community Tour with Carrie Galbraith, Recruiter4:40 pm Return to Bed and Breakfast6:30 pm Dinner Fratelli's Restaurant

Carrie will pick you up at 6:30 pmAttending: Lex Luther, Chairman of the Board and Letitia Luther)

Dr. Ben Stone, Family Medicine and Lou Stone Dr. Michaela Quinn, Family Medicine and Byron Sully Dr. David Howser and Katherine Howser

Saturday, December 10, 2016

9:00 am Breakfast with Tony Stark, CEO, Dr. David Howser, and Dr. CanfieldRuralville Bed and Breakfast

11:00 am Check out of Ruralville Bed and Breakfast and depart for airport

1:45 pm Depart Lambert International Airport via Frontier Airlines, Flight number AA23

Or pick up

Opportunities to personalize

Zoe ShulmanItinerary

Friday, December 9, 2016

10:30 am Meet Carrie Galbraith, Recruiter, at Ruralville Bed and Breakfast

10:45 am School tour with Mr. Strickland, Principal, Ruralville Public School

12:00 pm Lunch at Vintage Café Nervosa Attending: Mrs. Jessica Howser

Pepper Stark

1:30 pm Tour the Ruralville Public Library

3:00 pm Community Tour

4:40 pm Back to Ruralville Bed and Breakfast

6:30 pm Dinner Fratelli's RestaurantCarrie will pick you up at 6:30 pmAttending: Lex Luther, Chairman of the Board and Letitia Luther (Superman)

Dr. Ben Stone, Family Medicine and Lou StoneDr. Michaela Quinn, Family Medicine and Byron SullyDr. Ben Howser and Katherine Howser

Very personalized

If you get a 3rd day…

Other ideas: • experience a unique event in your area• realtor tour of homes that they could see themselves living in• sporting event with a group• Festivals, fairs etc.

Be Prepared to…

MAKE AN OFFER!

Playing MatchmakerKey PointsMichelle Varcho

Key Points

• Matchmaking is key to identifying your ideal fit.

• Recruitment Team Roles in Matchmaking

• Tailor your interviews and on site visit to highlight your USP (Unique Selling Points)

• Mindful Matchmaking leads to better Retention outcomes.

• Sending thank you communication.

Recruitment Team Roles• Most of the recruitment team you have identified will be a part of

the matchmaking at this time either through interview or the onsite visit.

• Community Recruitment Team-Real Estate agent, School representative, Banker, Local area expert, Chamber of Commerce, Local Charities, Board Members

• Practice Recruitment Team- Leadership Team, Board Members, Medical Peers, Support staff, Financial advisor

• Spousal/Partner Recruitment – Spousal/Partner satisfaction is a key factor in acceptance of an offer. Find someone in your practice that will have common interest and be able to answer questions about the community and the work life the provider will have.

Using your USP during the interview and onsite visit

• USP means Unique Selling Points

• Identify your unique selling points through review of the Factors outlined in one of our three eBooks, presented by Dr. Dave Schmitz

• These points can be used in tailoring your interview questions and onsite visit

• For example, if your facility has invested in lot of new technology, you can asked questions that encourage an candidate that is tech savvy and include those investments on the facility tour.

Mindful Matchmaking• Prep your recruitment team so that your

interviews and onsite visit are customized to fit your ideal candidate with your ideal opportunity

• Pay attention to details, for example, staff knows when the candidate will be showing up for tour

• Make a good first impression and ensure they understand they will be part of a team.

Thank you follow up

• Send a thank you communication within 1 to 2 days after onsite visit to Candidate and Spouse/Partner

• Include any videos taken during the visit, pictures or articles about any events they experienced during the visit

• Let them know when the next communication from you will be.