An ASC is only as strong as the people who staff it. The healthcare worker talent pool is not without limit; it takes time and strategy to find, build and keep a team of A-players at a surgery center.
The first step in identifying the right candidates for a surgery center, for clinical or administrative positions, is establishing the skills necessary for the position. Second, identify qualities that will ensure a candidate is a good fit for the culture of a specific center. Tom Jacobs, CEO and co-founder of MedHQ, offers three key tips for hiring and retaining effective ASC staff members.
1. Involve existing staff members. The staff at a surgery center has multiple roles. The person in charge of hiring, whether the administrator or a board member, may not be familiar with the specifics of each of these roles. "If you haven't done the job yourself, it is hard to look for the right attributes," says Mr. Jacobs. When filling a position, involve your existing staff members. Conduct peer-to-peer interviews. Consider involving direct reports for that new position. This creates buy-in from staff member and serves to strengthen a tight-knit team mentality. Additionally, staff members will readily be able to determine if a potential hire will be a cultural fit.
2. Identify desirable skills. "In order to ensure as much consistency as possible, we formalize the process," says Mr. Jacobs. "We have a recruiting and interview guide." Each specific position should have a unique guide and set of criteria for potential candidates. For example, strong ASC administrator candidates tend to have business acumen, a strong understanding of healthcare, partnership mentality and leadership skills. On the other hand, the skill sets sought for a nurse or front-desk staff member will be different.
3. Support front-line supervisors. The traditional tactics for retaining strong employees – pay structure, benefits and schedule flexibility – go a long way, but it is equally important to manage personality conflicts. "The number one reason people leave a job is because of a difficult relationship with a direct supervisor," says Mr. Jacobs. Supervisors are generally qualified for their positions; difficulties often stem from lack of support. Surgery center boards should always lend support to their frontline supervisors and aim to resolve any friction that may arise between supervisors and staff members.