Selling Yourself and Your Department to Executive Leadership

1. Selling Yourself and Your Department to Executive Leadership Brett Walker Director of Physician Recruitment Indiana University Health Randi S. Nichols Executive Vice President Human Resources and Operations Support Services Reliant Medical Group

2. HOW TO OBTAIN RECRUITMENT BUY-IN FROM THE C-SUITE Valuable Tips from the Director / Recruiter Point of View

3. To Maximize Communication, the Director / Recruiter should: • Find a way to reduce if not eliminate the use of search firms (Case Study) • Document & track everything • Identify several recruitment champions through the organization • Work with key leaders to anticipate/identify and remove barriers

4. Find ways to do more with less Work smarter not harder (There is a huge difference) Stay current- get connected to ASPR; Advisory Board; LinkedIn; social media recruitment Emotional Intelligence as it relates to dealing with the C-suite – remember they have other issues they are dealing with (respect & accept this) Taking care of yourself and your career Ability to temper our expectations for change as recruiters Tips from a Director / Recruiter Perspective:

5. Keys to Growing My Department • Started as physician recruiter 11 years ago • Grown the department to 9 FTE’s (How) • Documented need • Key stakeholder support • Finding internal recruitment champions • National benchmarks • Cost savings/avoidance • ROI – beyond day to day recruitment • Sales pitch – buy in from key executives • Leading by example – modeling the behavior that is expected by the team

6. Document & Track Everything • CFO’s look at the numbers and stats (Learn to remove the emotion) Scott Manning- ASPR President has a famous quote he states often: “It’s not an emotional decision. It is a BUSINESS DECISION”

7. Keys to Winning Over the C-Suite • You must produce and remember we are only as good as our last recruit • Be confident in your role and your abilities • Don’t complain but develop ideas, solutions and suggestions • Learn to toot your own horn and /or department beyond your direct supervisor

8. Keys (con’t.) • Avoid the details -  (Stay big picture /strategy) • (Example: the e-mail that upset you or so and so never responds) • Always sell what your work/department means to both the short and long term success of the organization

9. VALUABLE TIPS FROM THE EXECUTIVE POINT OF VIEW

10. Examine Recruiting from an Executive’s Perspective • Prepare and present short summaries and visuals • Ensure the executive is aware of any barriers or challenges in the recruitment process • Prepare and provide metrics for analyses • Strong accountability for outcomes of the Recruitment function with complete oversight of the process. • Recruiters must maximize communication:

11. Key Components to Successful Outcomes • Candidate quality affects patient satisfaction • No physicians = no revenue generation • Retention starts at recruitment • Degree of “fit” • Physician engagement • Balance between quantity and quality of candidates

12. The Role of the Recruiter • Understand your organizational and strategic role as the recruiter • Know what is expected by asking key questions of customers • Prepare carefully for all phases of the recruitment process • Form cross functional relationships - key to success • Realize your role is evolving • Not just filling positions anymore • Avoid surprises or barriers that are preventable

13. The Role of the Recruiter • Track, report and follow up throughout all phases of the candidate search, recruitment, interviewing and hiring processes • Maintain and establish lines of communication with the physicians and management within the areas being recruited • Provide detailed metrics surrounding the recruitment process • candidates per hire • time to fill • correspondence with candidates • specifics requested by senior management • Comprehensive knowledge of immigration procedures and proactive actions in overseeing process steps • Sensitivity is critical to the needs of candidates and physicians • Customize interpersonal interactions • Act as “concierge” in the process

14. KNOW YOUR AUDIENCEGENERATIONAL MOTIVATORS

15. Generational Groups TRADITIONALISTS Vets • 1925-1942 • Some consider 1925-1946 • 35 million • 8% of workforce GENERATION X • 1965-1981 • Some consider first wave 1960-1964 • Smallest group in population • 16 million Total workforce: 154 million = 65.9% total population BABY BOOMERS • First wave: 1943-1959 • Second wave: 1960-1964 • Biggest segment of workforce • 80 million GENERATION Y • Echo Boomers – Millennials • 1982-1993 • Some consider 1979-1994 • 10% of workforce • 75 million

16. A ValuesQuake TRADITIONALISTS • Dedication • Hard work • Sacrifice • Respect for authority • Duty before pleasure • Obey the rules • Conformity • Law & order • Analog/linear • Traditional roles GEN Y • Optimism • Civic duty • Self-confident • Achievement • Sociable • Moral • Poly diversity • Willing to work & learn • Sensible • Digital • “Good Scouts” BOOMERS • Optimism • Teamwork • Personal gratification • Health & Wellness • Personal growth • Work • Community Involvement • Idealism • Dedication GEN X • Think globally • Diversity • Work/life balance • Fun • Informal • Computer fluent • Self-reliant • Pragmatic • Intolerant of racism • Adaptable

17. Recruiting & RetainingTraditionalists • Many unable, uninterested in retiring • Desire continued employment – full & part-time • Consider motivational ways to keep engaged • Flexibility in scheduling • Clear, exact instructions on what is needed • Offer technology training • Recognize experience & years of service – it matters! • “Your experience is valued here” • “We will reward you for your hard work & service • “We are glad you are working with us” What to Say:

18. Recruiting & RetainingBoomers • Recognition (private, public & written) • They started “feedback” & they love it! • Ask for help, don’t tell or demand • Sabbaticals, job sharing & flexible work arrangements • Time off (for parents, partners, children, adoptions, etc.) • Help in finding child care & elder care • Retirement planning help, flexible retirement • Interested in recreating selves, specialized training & certifications • “You are unique & important to us” • “We need you” • “I’m so glad you are on our team” • “Please” & “Thank you” What to Say:

19. Recruiting & RetainingGen X’ers • Positive, specific & IMMEDIATE feedback with tangible rewards • Accelerate developmental steps needed • Lots of simultaneous tasks • Multi-media training & skills development • Flexible working hours • Success is defined as innovation & change • Promotions based on performance • Informality & immediate access to decision-makers • Healthy work environment – no corporate gamers • Ongoing mentorships • Less meetings! • Why does it matter? • “I am looking for results, not hours in the office” • “We don’t take ourselves seriously & have lots of fun” What to Say:

20. Recruiting & RetainingGen Y’ers • Do assigned tasks with clear directions but don’t micro-manage! • Assign multiple tasks, they are used to multi-tasking! • Don’t act like a parent & don’t expect respect – it must be earned • Gender roles, symbols & titles are irrelevant • Tell them how their work makes a difference • Remember work is not their life • Consider “Take Your Dog to Work Days” & relaxed dress code • Make it fast-paced & FUN • “Join our team – be one of the best” • “You can make a contribution here” • “Work with bright & creative people” • “We want to get you up-to-speed quickly” What to Say:

21. Key Factors • Generational characteristics shared across genders, races & ethnicities • Generational group differences do not hold true for 1st generation Americans or recent immigrants • Avoid the urge to stereotype by generations • Generations are usually 21-year windows

22. Key Workplace Strategies to Apply Across Generations Addressing Attraction, Cultivation & Retention of all Providers Today & in the Future

23. Workplace StrategyBecoming a Sourcing & Recruiting Specialist

24. Workplace StrategyBecoming a Sourcing & Recruiting Specialist

25. Workplace StrategyBecoming a Sourcing & Recruiting Specialist

26. Workplace StrategyLeverage the Power of Work/Life Balance Programs 12 Years of Research Supports Need for Work/Life Balance Programs • 86% say work/life balance & fulfillment are top career priorities, similar to previous years • 94% ranked “an employer who help them meet their family obligations through work/life balance programs” as the second most attractive job characteristic • First most attractive job characteristic: “an employer that offers job security.” 94% 86%

27. Workplace StrategyLeverage the Power of Work/Life Balance Programs • Employees who have work/life balance options are: • More likely to stay with employer for 5+ years (54% vs. 44%) • Nearly twice as likely to say their job satisfaction is excellent/very good/good (96% vs. 54%) • Most employers report that work/life balance flexibility programs have a positive impact in all areas

28. Workplace StrategyConsider Retention, Phased-Retirement for Boomers & Traditionalists • Leverage Wisdom, Management Expertise of Boomer and Traditionalist Providers • Place them in mentoring roles • Allow flex-time, part-time, phased retirement options • Challenge them to delegate and empower younger providers • Safeguard top talent and curb future shortage of knowledge-workers • Encourage Contributions • Acknowledge loyalty, commitment and dedication • Give hand-written or face-to-face appreciation for mentorship • Offer Benefits Most Important to Them • Heavy pre-retirement benefits, financial planning • Robust health and wellness benefits

29. SUMMARY

30. Report to and Educate Management Teach them about the recruiting process What’s involved in recruiting? What’s important/unique about your facility/position? What are the challenges you face?

31. Report to and Educate Managementcont’d Be proactive – Don’t wait to be asked • Look ahead to the future/trends • Keep in touch with peers • Keep an eye on competitors • Send reports on monthly basis • Have a manpower plan