The recruitment and hiring process is long and complicated. The higher up the ladder you are trying to recruit, the more complex the process and the shallower the gene pool you have to work with. When the talent is that narrow, competition is pretty stiff, and it’s simply not enough to be able to offer a position with a salary and sundry benefits attached to it–you’ve got to stand out from your competition or you’ll risk being passed up for greener pastures.

With a largely millennial workforce starting to hit its stride, you almost have to start thinking like one of them to see if you’re stacking up. Knowing how these thought processes work can help–not saying you need to give them free daycare, a fancy massage chair or offer them free haircuts and gourmet catering–but have you ever posed this question to yourself:

Are we a good company to work for? And what do we have to offer that is head and shoulders above the rest?

Money Isn’t Everything

Say what you will about millennials, they are slowly taking over the workforce. By 2020, half of the world’s workforce will be millennial and that’s a mere two years from now.

Millennials think differently than their parents or grandparents did. They care less about money than they do about their ideals and this is no different in healthcare than it is in the corporate world. Many would choose a position where they were confident they would be making a difference to the people they serve over a lofty title and a high salary.

Sure, the salary is important, but it’s no longer enough. They want to be involved. They want to feel like their work is meaningful, that their ideas are valued, and that they are a part of something bigger than themselves. Above all, they don’t want to feel like they’re pushing water uphill.

In fact, most would take a fairly large pay cut in return for having a few key needs met. Some of these might include:

Better Work-Life Balance

This could be as simple as allowing for a more flexible schedule. If it’s possible for you to offer this, there are several key advantages for you as well:

• They will be happier and will likely stay in the position longer
• They will be more motivated to bring organizational solutions to the table
• They will inspire those around them simply because they are happy

Corporate Social Responsibility

Millennials have been shaping global attitudes towards corporate responsibility for some time now and with $2.4 trillion in current spending power, it’s a trend that is only going to grow. If such a candidate had the choice between an organization that was known for its commitment to helping drug-addicted mothers get into recovery so they can keep their children, for example, or a program to stop elder abuse–philanthropy for any reason, in fact–they then become a part of that good. Authenticity is key. What is your company doing to give back to the community? Whatever it is, it could represent an opportunity you may have never thought of before.

Diversity

In a marked shift from previous generations, millennials consider themselves to be religiously ambiguous, politically moderate, and culturally curious. Companies that are known for their inclusion programs or diversity in any form are often more attractive as a result. In many clinical settings, this is not much of an issue, but it’s the resulting culture and how it works together that really sets the tone. How does your leadership interact with its diverse workforce? Is there strength in its diversity, or is it divisive?

Company Culture

Your culture says a lot about your company. It’s the lifeblood and the personality of your organization and is a mirror into the deepest machinations of what you do. In a healthcare setting, it’s also a basis for positive clinical outcomes and can be reflected in internal communications, operations, and ultimately, client satisfaction. Past generations cared far less about company culture than the current one does. If the culture doesn’t suit them, or if it is so poisoned by poor leadership that it is counter-intuitive to a well-aligned working process, they will move on, maybe sooner, maybe later. On the other hand, if it lines up with their idea of mission, purpose, work-life balance, and is a good fit for their higher sense of altruism, you likely won’t have to worry about them leaving for greener pastures.

A Sense of Purpose, a Sense of Place

Millennials prefer positions where they are fully engaged and feel that they can make a difference. No doubt, when you are looking to hire for executive or high-level medical positions, this is what you want, too. Nobody wants to walk into somebody else’s nightmare.

Organizational alignment is paramount to maintaining your edge as an employer to be reckoned with. How do you stack up? If you are interested in speaking to one of our medical headhunters about your recruiting needs, call Pact and Partners today.

Finding C-Suite executives for medical and life sciences is a complex task–finding being the operative term, here, because this level of leadership is not simply out there looking for a position. Most, in fact, exist under-the-radar from a medical headhunter’s standpoint, making it even more difficult to identify and recruit top executive talent.

Placing the right leadership in these key roles is critical to the long-term success of the organization. Good organizational and cultural fit is directly linked to outcomes and retention, so this is the ideal. The very nature of the type of work and their inherent expectations mean these positions can’t be filled quickly.

Working with a medical headhunter who has a proven track record in the executive realm will shorten your time to hire and ensure that your onboarding process is as pain-free as possible.

The Challenges Medical Headhunters Face in Finding C-Suite Executives

In the medical C-Suite, technical expertise matters less than strong leadership skills and a firm grasp of operational fundamentals. Although functional and technical knowledge is important, they are not as important as the ability to lead, to visualize, inspire, and further the vision and mission of the facility.

Regardless of their underlying medical specialty, these leaders have more in common with other executives than they do with the people they oversee. It’s a delicate balance and an elusive one as well, as less experienced medical headhunters may mistake a high level of medical and management expertise with an ability to lead, and that’s not always the case.

Adding to the complexity of the situation, many medical facilities, including teaching institutions, have an extremely high recruitment load at any given time. This makes for a very competitive area in which very few candidates are well-qualified. As a result, there are many medical executives who may have the background and experience, but may lack a few key traits that would mitigate their attrition – meaning, people are getting hired that tick some of the boxes, but not all, and most will end up back in the candidacy pool sooner or later.

As medical headhunters, we are tasked with knowing who the players are and what their track record is. Along with fully vetting and benchmarking each of our candidates, we go deep into their background to identify red flags as well as any indications that they might be the next C-Suite superstar.

Our clients depend on us for this insider knowledge. It’s what sets us apart from other executive headhunters who might not have this specific focus. It’s about knowing where to find this top leadership talent, no matter where it is located, and being connected with successful leaders in the industry who can advise us on up-and-comers as well as any significant comings and goings. This allows us to deliver value back to our clients in ways that it’s difficult to put a price on. While there are never any absolute guarantees that our placements will last a lifetime, it has given us a solid track record that translates to success.

The ultimate goal of leadership placement in the medical field is to advance the mission and vision of the organization or institution. Whether the focus is on clinical outcomes, teaching excellence or innovation, strong outcomes require strong leadership. In such a highly regulated field, it is important to take into account a holistic view of the facility in order to determine a clear pathway to reaching these goals.

Just about every variable needs to be taken into account, from cultural fit to leadership style. In the end, we need to identify the best possible candidate for the position based on how we think they will be able to advance the core mission and reach our client’s goals.

Internal Promotion and Leadership Succession

Many medical headhunters tend to think that promoting from within is the fastest route to reaching these goals, but this is not often the case. Though we consider the available in-house talent first, we would be remiss in our task if we did not put them through the same vetting process as we would an outside candidate. While having foundational knowledge of the internal culture and operational mandates is a definite asset, we must assess the type of leader they would be and whether that is the leadership style that is most appropriate for the needs of the organization.

Leaders do emerge from within the ranks and every medical headhunter should be aware of a client’s leadership mentoring activities. However, many medical facilities play no role in executive search and recruitment, choosing instead to focus on placing core medical talent. While this methodology supports better clinical outcomes, true leadership will advance these goals in ways that advance the mission, vision, clinical outcomes, and overall customer satisfaction within the regulatory compliance framework.

If you are interested in speaking to one of our medical headhunters about your leadership recruiting needs, call Pact and Partners today.