Georgia Hospital Association GSHHRA - Breakout Session – Selecting Talent: Best Practices Clay D. Linkous, MBA, CSSBB, FACHE Studer Group Coach, National Speaker & Lean Expert www.studergroup.com

My “Team”

Culture: Our Expertise CHANGE CULTURE Comprehensive organizational transformation through expert coaching to hardwire evidence-based practices across the board TRANSFORMATION GET RESULTS Fast improvement on a key organizational metric, e.g. patient experience, employee & physician engagement, ED turnaround IMPROVEMENT BUILD SKILLS Educational Conferences Speakers Books Videos Online learning TRAINING

Organizations Coached by Studer Group Consistently Outperform Average of 24 points better performance Performance Across HCAHPS Composites National Percentile Ranking Organizations coached by Studer Group National Average 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. www.studergroup.com

Selecting Talent - Impact on Operational Outcomes Quality People Finance $ Service Growth Community 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 Increased employee engagement Reduced turnover Reduced vacancies Reduced agency costs Reduced overtime Reduced physicals and cost to orient Maximized reimbursement Improved operating income Decreased cost per adjusted discharge Improved collections Reduced accounts receivable days Reduced advertising costs Decreased legal fees 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 Increased philanthropy

Why Behavior Based Interviewing Meeting Title Here (on Notes Master) Why Behavior Based Interviewing I am a … Team player 2. Hard worker 3. People person Have participants complete the exercise in pairs of two on page 25. Facilitate a discussion following the exercise. The following are the top five responses given to the fill in the blank: I am ________________________ Ask participants to raise their hands if they responded with any of these questions. Key points: Many candidates will give non specific answers to questions -- such as the ones on the slide These responses tell us nothing. What a ‘hardworker’ is to me, may be very different than what a ‘hardworker’ means to you. For example, you may believe a hardworker is someone who comes in every day and does their job with a great attitude and helps out their team mates when needed. To me, a hard worker may be all those things, but to really be a hard worker you have to come in ½ hour earlier and stay a ½ hour later everyday! In order for these responses to have any value, you have to ask for specifics -- When someone responds “I’m a hard worker” you will need a follow up such as “What does a hard worker mean to you?” and “Can you provide me with a specific example of a time when you were a hard worker?” 4. Self-starter 5. Dependable www.studergroup.com © 2008 Studer Group

The High Performer is a 3 in 1 Performer Competencies Coworkers Customers Trust them in your office when you are not there You are comfortable being away from the office when you know they are in charge Would put them at the top of the list if you had to pick a team to start a new department or unit www.studergroup.com © 2011 Studer Group

Selecting Talent Description Meeting Title Here (on Notes Master) Selecting Talent Description Selection Process (Human Resources) Behavioral Interviewing (Hiring Manager) Peer Interviewing (Peer Interview Team) The First 90 Days (Manager) 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 Use bullets Key points -- 4 part process of Selecting Talent had direct impact on all pillars of the organization (will see in later slide) www.studergroup.com © 2007 Studer Group

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? OR Tell 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?

Phases of Skill and Change – Individual Even with positive change, there is resistance Unconsciously skilled Consciously skilled Consciously unskilled Unconsciously unskilled Source: Abraham Maslow; 1940; “Four Stages for Learning Any New Skill””; Gordon Training International by Noel Burch; 1970

Why Selecting Talent Matters