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Archive for the ‘Workforce Planning’ Category

Managing Your Hiring Managers, Part Two

Wednesday, October 6th, 2010

Last week we posted the first part in this series on Managing Your Hiring Managers.  We discussed how to understand what your hiring manager’s want (or just as important – need) through voice of the customer (VOC).

A key to building a consultative partnership with your hiring manager is by getting to know them personally and building credibility with strong functional knowledge of their organization, business unit and staff.  

How do you accomplish this? The following questions will help guide you so that you can become recognized as a true staffing partner with your hiring managers.

Knowing Your Hiring Managers & Building Credibility – Self Assessment!

  • Do you have strong, personal relationships with your hiring managers? Do you know where they are from, their hobbies and interests?  You don’t need to be best friends.  But, you should have some basic knowledge of your customer and who they are. 
  • Do you know their administrative assistants or other support staff well? Often the most important contact you’ll have is the Administrative Assistants and other support professionals aligned to your hiring manager.  They can be your best ally to ensure you’re given access to the hiring manager’s schedule and they always have an ear to the inner workings of the hiring manager’s department.
  • Who are their top performers?  Do you have a relationship with them?  If you’re trying to build a business for your hiring manager, you should always look at their leadership team.  From the successor of the department to the top performers, the traits from these team members are what the hiring manager is seeking to build in his/her department and what you should look for when courting talent.  Also building relationships with these leaders will ensure your opinion is vetted throughout the key influencers in your hiring manager’s world.
  • Do you have a strong functional knowledge of what they do?  What does the hiring manager actually do every day?  You should have a basic understanding of how they spend their time.  They should also know how you spend yours. :)
  • Do you keep up with the industry?   Sure, you should be reading Workforce & HR magazines, but you should also be reading up on the latest trends in your industry. Whatever the industry (i.e. healthcare, banking, home building), you should stay abreast of trends there.
  • Have you visited the department or met their staff?  If you have the ability to make a visit in person do so.  One of my clients within the insurance industry conducts site visits once a month to make sure they have a face tied to the name.  
  • Do you understand the career progression for each department?  How do people move up, or transfer out of their department.  This can be a key selling point if this particular manager has a track record of creating star performers for your organization or system.
  • Do you meet with your managers quarterly to quantify your performance/ROI?  As part of a quarterly touch base (or onsite visit), do you present meaningful data to your hiring manager to show what you or your function has done for them in the past 3 months?

We have added this self-assessment tool to our Good to “Elite” competency/skills self assessment library (see below).

Click here to participate.

If would like a copy of your (or your team’s results) results, please email us.

Join us for our final installment next week when we’ll focus on how to effectively manage the hiring manager relationship.

Have a great week!

Health System Workforce Planning

Friday, June 25th, 2010

A recent article from McKinsey Quarterly discusses how most health systems lack a rigorous approach for matching clinician supply to the demand for various health services.  As a result, patient care and clinician morale suffer—and costs cannot be controlled effectively. Essentially they discuss the need for better workforce planning:

“Few health care systems forecast their workforce demands accurately. Predicting the number of doctors who will be needed in ten years’ time isn’t enough; it’s also necessary to figure out how many general practitioners, specialists, nurses, and allied health professionals will be required. The length of clinical training only compounds the problem.” – McKinsey, Managing The Clinical Workforce

We concur with McKinsey’s recommendations and have added a few of our own from the work we do with our clients.

Our collective suggestions on creating proper workforce planning and staffing optimization structures include:

  • Forecasting:   Begin with accurate forecasting focused on demand of services by job clusters.  What types of jobs does the system need– now, next year, and the year after?  What types of jobs will need to be refilled or created based on market needs and system growth plans?  Work with finance to get accurate budget projections – this should be something you do every year at the beginning of your fiscal cycle and at least once during the fiscal year to track changes.
  • Determine Baseline Demand:  For each job category, determine your baseline demand.  This would be a charting of hiring needs for at least the past year, ideally two years, by job family.  Again this would involve working with finance to map the potential needs over time. You can also look at actual hires made month to month for the last year or two to get a sense of the fluctuations.
  • Forecast Changes in Demand:  Map potential changes in hiring demand based on various factors, including demographic changes, retiring workers, consumer expectations, medical innovations, policy shifts, or productivity improvements.   Career progression and job movement internally are also factors.
  • Scenario Analyses:  Project various areas of impact to your model based on the aforementioned factors.  Here you get to play with the “what if” scenarios – a spike in hiring in Q2, a dramatic slowdown in August, etc.  The Scenario analysis will prepare you for these fluctuations and changes so you can be more proactive.

These are simple outlines of concepts, which of course have much more depth.  In a future post or whitepaper we’ll delve into workforce planning in more detail.

If you’d like to learn more about how we approach workforce planning and staffing optimization, and the benefits they could provide to your system contact me.