CXO Recruiting

Personality Assessments can be a great tool for the candidate and client when utilized properly. I took the Myers-Briggs in 1997 and compared the results to an assessment I recently took and many of the areas that needed "refining" got just that. Other areas that are more innate and baked in have either helped me in many areas that I have pursued or hindered me in areas that I have not stayed away from . . . Draw your own conclusion but it's a concise way to take stock of your attributes and channel energy with greater precision. https://lnkd.in/dhUQVh88

Do you want a 3-month tailwind or a 3-month headwind on hiring? Googling "Business Strategy" doesn't even bring up the word "Recruiting or Hiring" until the very bottom of a very long page - and it's buried under the generic word "tactical" being merchandised by online Harvard Business School. If you're selling a service v. product - aren't people/human capital the #1 component of a service (for the time being)? We sit with clients in Q1 to discuss the CY recruiting process and how that impacts revenue, EBITDA, growth trajectories, QA, quality of care, morale . . . etc. Creating a Recruiting/Hiring strategy (with definable triggers) allows an organization to build a bench from the C-suite down proactively, carefully and curated versus a generic "call to arms" when the need arises from an internal hiring group that is tasked with dozens of equally important, business-critical responsibilities. Engaging passive candidates who are not devouring the job-boards takes time and patience. A recruiting/hiring strategy allows an organization to do this in the background as they focus on increasing shareholder value in the most direct ways possible.

in 2004, one of my greatest clients once told me that "Recruiting is like being pregnant: you either are or you're not!." She (a mom of 4!) was inferring that internal hiring is not a gas/brake scenario where you react to needs but rather strategize & plan around likely scenarios: normal turnover %s, the bottom 10% of post-review FTE's being encouraged to look elsewhere, retirements, death (sadly), maternity/paternity (happily), pursuing a new academic degree elsewhere, spouse/partner relocation . . . etc. The list is literally endless. The 3 times a year that a FTE is most likely to consider a new position are: 1.) The weeks following Jan 1 2.) Their birthday 3.) Their job anniversary Understanding that this is objective data - why don't more companies build a prospective candidate bench around an expectation that turnover can be a good thing for everyone? It's an ongoing conversation . . .

We are already seeing how Generation Alpha impacts recruiting. How does it affect your search/hiring? . . . interesting perspective here: https://lnkd.in/g8qzEWpc

Bleeding edge observations on potential, new tech for Healthcare. I remember when (I'm not that old!) recruiting tech led this list not too long ago . . . TTF (Time To Fill) has gotten better for clients engaged in the process but a disciplined/accountable recruiter still makes a material difference in sourcing, qualifying and articulating pros/cons for candidates. https://lnkd.in/gbbm-K_v

This article highlights how the Hippocratic Oath & Shareholder responsibility collide. It's worth a 4 minute read. https://lnkd.in/gHd8FNTE