the bottom line
A Culture of Extraordinary
Care: Part 5
By Ed Yoder, MBA, MHA, RT(R), FAHRA, CRA
As low performers self-select out of the
organization, or as you free up their futures to pursue other career interests,
you are now going to venture out on
one of the most important aspects of this
program: selecting new team members.
Remember the overall goal is to attract
and retain customers (patients), as this
is the pathway to financial viability and,
to obtain this, you must deliver care that
is compassionate and world class! Your
most important and expensive asset is
your staff and, as discussed in previous
articles, you cannot be successful on this
journey without a staff that is engaged,
committed, passionate, and sold on
where the journey is going. 1 Therefore,
you may have a current staff that aligns
with the above, but what about new hires?
How are you going to select candidates
that understand the behaviors and traits
you are looking for and that buy into the
same journey your current staff does?
Focus should be on excellence in all
strategic pillars and culture drives all the
other pillars (customer, community, finance, and quality). Customer satisfaction is directly related to that of staff.
Happy, satisfied staff deliver compassionate, superior care. If you can find a
way to satisfy staff, they will strive for
extraordinary levels of performance and
the end result will be achievement of all
pillared goals. Although staff satisfaction
is another important metric in creating a
caring culture, first new candidates that
fit into a caring culture must be selected.
If you can find a way to satisfy staff, they will strive
for extraordinary levels of performance and the end
result will be achievement of all pillared goals.
Recruiting goes in cycles and the other
side of the recruiting coin is retention.
Both are important and both come at a
cost. The organization has to buy into
the fact that financial dollars must be
allocated to recruitment and retention.
Our current cycle is one of over saturation—there are many technologists
looking for very few jobs. People are not
moving or changing jobs as much as they
do when there is a shortage of applicants.
As a result, you will see job applications
from many different types of technologists, some really experienced and some
right out of school. It is important to sort
through these and look at all candidates
that meet the job requirements and perform due diligence in the selection process. Just because an applicant is experienced does not give them an advantage
in the selection process.
Go back to your expected behavioral
doctrine (outlined in “Part 3” in the Jul/
Aug issue) and develop open-ended
questions that will encourage discussion
and allow the applicants to expand on
thought processes and traits in relation
to their behaviors in certain situations.
It is imperative to get the applicants
to discuss how they would react in situations that will be important to your
culture. For example, how have they
handled angry or upset patients? What
have they done when they have encountered an angry, upset, or demanding
physician? Why did they get into healthcare? What lead them to a career choice
in medical imaging? Is imaging a retail
business? How? How do they feel about
customer service? Develop questions by
conducting an Internet search for “
behavioral based interview questions.” You
will find many resources that will allow
you to ask questions that really get into
the core of the applicants’ ethics and behavioral traits.
One of the most important things we
did in my department was include staff in
the interviewing process. This does several things. First, it employs staff in the
selection process and gives them some
participation in decision-making processes. This is employee empowerment
and it is an important tool in obtaining
employee satisfaction. On our recent
employee satisfaction survey, participation in decision-making processes was
one trait employees identified as a job