Finding the right executive to lead a large, complex employed physician network is imperative to the group’s future success and sustainability. The skill sets, expertise and experience required to run a multi-site, multi-specialty network is more sophisticated than the traditional “office management” model that was the norm a mere 10 years ago.
Hiring Process Tips
These type of executives are functioning CEOs of multimillion dollar entities. Not taking the time to effectively recruit can lead to decreased financial performance and loss of momentum for growth and physician acquisition. When placing executives for clients, we keep these points in mind:
- Take the time. We recommend conducting a national search of experienced executives. Done correctly, this could take 80-100 days to complete. Treat these searches with the same imperatives you would a hospital executive.
- Spend the money. This is a narrow talent pool. Experienced network leaders often have advanced degrees or certifications. Be willing to offer executive level salaries and benefit plans to attract the best candidates.
- Use the right eyes. People who have run large networks know inherently what to look for in a candidate. An in-house recruiter or traditional HR department may lack the knowledge to peruse candidate resumes for what is needed in your network.
- Recruit for where you want to be tomorrow, not where you are today. If your strategic plan calls for doubling the size of your network from 25 to 50 physicians in the next two years, look for someone who has grown a network, not someone who has operationally maintained a 20-physician network.
- Be a team. When bringing candidates on site, take the time to set up meetings with key physicians leaders in the network and some of the directors or managers. Their insight is different and they may offer different feedback.
- Use predictive indicator tools. Although no process is guaranteed, you can increase the odds of successful hiring decisions by using predictive behavior tools. When conducting searches, we employ the Chally’s predictive assessment, a research-based, EEOC compliant, competency-based analysis of natural strengths, work motivations and work habits.
The Skills To Look For
Experience is the first indicator of a candidate’s suitability. The second is the skillset he or she brings to the table. When recruiting executives for physician networks, Healthcare Strategy Group looks for candidates who score high in skills associated with Entrepreneurs and Profit Center Managers on the Chally’s predictive assessment.
Entrepreneurs and Profit Center Managers are distinguished by their close, hands-on control of all the key functions that contribute to the bottom-line for their business. They avoid layers of management between them and the key actions or decisions that need to be made. Because they make a point of knowing their team members personally and motivating one-on-one, bureaucracy and red tape don’t slow decision-making.
The table below shows the leadership competencies that predict an individual’s potential for success in this type of management role:
