The Presentation includes: how to create the optimal job description, the interview process, defining your brand and why you need to assess your team to see how the right candidate can fit into the culture of your medical practice.
Our Seven Step Exit Planning Process™ will help the owners of businesses ranging from $3 million to $50 million in value, to begin thinking about the Exit Planning process when two streams of thought begin to converge. The first stream is a feeling that you want to do something besides go to work everyday: either you would like to be someplace else—doing something else—or you simply no longer get the same kick out of doing what you are doing.
This presentation offers key academic research from the April 2016 issue of Harvard Business Review magazine article, Making Exit Interviews Count. It provides crucial insights from research participants and industry thought leaders, including six overall goals that companies should focus on when shaping their exit interview programs. The research information was compiled and presented by Rudy Trebels, President and CEO of Wedgewood Investment Group.
Measuring Success: Which Customer Focused Initiative is the Right One?
You've gone beyond segmentation and have done some qualitative research to understand what consumers really need and want from your organization. You've used those research insights to envision an improved consumer journey that will alleviate pain points and even deliver delight! The team is on the same page that this vision will result in a fundamentally improved experience. But there are many aspects of the journey. Many changes will need to be made, some large and some small. Which are more important? Which will get you the most results? What should be done first, second, and third? Where should limited investment dollars be spent? This talk will explore key considerations for measuring consumer engagement, deciding which metrics are important to your organization, and how to set up guiding principles as a framework for decision making.
Our Seven Step Exit Planning Process™ will help the owners of businesses ranging from $3 million to $50 million in value, to begin thinking about the Exit Planning process when two streams of thought begin to converge. The first stream is a feeling that you want to do something besides go to work everyday: either you would like to be someplace else—doing something else—or you simply no longer get the same kick out of doing what you are doing.
This presentation offers key academic research from the April 2016 issue of Harvard Business Review magazine article, Making Exit Interviews Count. It provides crucial insights from research participants and industry thought leaders, including six overall goals that companies should focus on when shaping their exit interview programs. The research information was compiled and presented by Rudy Trebels, President and CEO of Wedgewood Investment Group.
Measuring Success: Which Customer Focused Initiative is the Right One?
You've gone beyond segmentation and have done some qualitative research to understand what consumers really need and want from your organization. You've used those research insights to envision an improved consumer journey that will alleviate pain points and even deliver delight! The team is on the same page that this vision will result in a fundamentally improved experience. But there are many aspects of the journey. Many changes will need to be made, some large and some small. Which are more important? Which will get you the most results? What should be done first, second, and third? Where should limited investment dollars be spent? This talk will explore key considerations for measuring consumer engagement, deciding which metrics are important to your organization, and how to set up guiding principles as a framework for decision making.
Are you hiring a HR Manager? Here is a sample of 55 Questions to ask your interviewee.
This set of questions was created by Markus Biegel and behalf of Allied Protection Services, Inc. which is a security company based in Los Angeles providing various protection services throughout several U.S. states.
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
In today's presentation we are going to continue our series on how to hire and manage employees, with a look at Exit Interviews and how important they are. So lets get started!
Check out the helpful links located on our full article on the topic here: http://fitsmallbusiness.com/exit-interviews/
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
Toxic staffs. 70% of businesses were lost because of behavior related, not be...andokodarta
It's one of CEO's challenges in all industries particularly in service industry where people are our most important assets. When your most important assets begin to show their true colors, the only color you will get is red alert
Employers increasingly rely on assessments to acquire, develop and promote the best talent. With this trend has come significant confusion about how to choose assessments and how to best use them to obtain a competitive advantage. This whitepaper will help you make sense of the assessment nonsense.
Exit interviews provide feedback on why employees leave, what they liked about their job, and where the organization needs improvement. They are most effective when data is compiled and tracked over time. The concept has been revisited as a tool to capture knowledge from leavers. Exit interviews can be a win-win situation: the organization retains a portion of the leaver's knowledge and shares it; the departing employee articulates unique contributions and leaves a mark.
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The employee retention experts at Retensa launched the world’s first Exit Interview Research Study to capture modern employee exit interview program best practices, trends, and challenges. The exit interview research study provides a benchmark in modern exit interview practices, answers common exit interview questions, and will broadcast an abstract of results for the first time in this webinar. Join us to learn how to launch your exit interview solution, calculate the impact of exit interviews on performance, and incorporate best practices in conducting exit interviews.
Strategy to prepare for job interview and score a job. This presentation focuses more on Preparation part as it is the based for building confidence in the interview session.
In today’s job market, “Likeonomics” explains the new affinity economy where the most likeable people, ideas and organizations are the ones we believe in, buy from, and get inspired by. The “Likeability Factor” is a subtle but important factor candidates must embrace in order to advance to the next round in the hiring process. This approach holds true for job seekers, career changers, and targeting new clients.
Strong social interaction skills—along with solid expertise and a list of accomplishments—can go far to minimize these barriers to a job offer. This paper demonstrates how to package core competencies and functional expertise that can be articulated with a high Likeability Factor. Getting hired is always about which candidate best responds to the needs of the hiring manager, and not necessarily about the most qualified person.
This is a presentation I gave to the Indiana Association of Equine Practitioners on November 2, 2016 on Human Resources. It covers everything from hiring, training, paying and sometimes firing staff.
Are you hiring a HR Manager? Here is a sample of 55 Questions to ask your interviewee.
This set of questions was created by Markus Biegel and behalf of Allied Protection Services, Inc. which is a security company based in Los Angeles providing various protection services throughout several U.S. states.
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
In today's presentation we are going to continue our series on how to hire and manage employees, with a look at Exit Interviews and how important they are. So lets get started!
Check out the helpful links located on our full article on the topic here: http://fitsmallbusiness.com/exit-interviews/
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
Toxic staffs. 70% of businesses were lost because of behavior related, not be...andokodarta
It's one of CEO's challenges in all industries particularly in service industry where people are our most important assets. When your most important assets begin to show their true colors, the only color you will get is red alert
Employers increasingly rely on assessments to acquire, develop and promote the best talent. With this trend has come significant confusion about how to choose assessments and how to best use them to obtain a competitive advantage. This whitepaper will help you make sense of the assessment nonsense.
Exit interviews provide feedback on why employees leave, what they liked about their job, and where the organization needs improvement. They are most effective when data is compiled and tracked over time. The concept has been revisited as a tool to capture knowledge from leavers. Exit interviews can be a win-win situation: the organization retains a portion of the leaver's knowledge and shares it; the departing employee articulates unique contributions and leaves a mark.
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The employee retention experts at Retensa launched the world’s first Exit Interview Research Study to capture modern employee exit interview program best practices, trends, and challenges. The exit interview research study provides a benchmark in modern exit interview practices, answers common exit interview questions, and will broadcast an abstract of results for the first time in this webinar. Join us to learn how to launch your exit interview solution, calculate the impact of exit interviews on performance, and incorporate best practices in conducting exit interviews.
Strategy to prepare for job interview and score a job. This presentation focuses more on Preparation part as it is the based for building confidence in the interview session.
In today’s job market, “Likeonomics” explains the new affinity economy where the most likeable people, ideas and organizations are the ones we believe in, buy from, and get inspired by. The “Likeability Factor” is a subtle but important factor candidates must embrace in order to advance to the next round in the hiring process. This approach holds true for job seekers, career changers, and targeting new clients.
Strong social interaction skills—along with solid expertise and a list of accomplishments—can go far to minimize these barriers to a job offer. This paper demonstrates how to package core competencies and functional expertise that can be articulated with a high Likeability Factor. Getting hired is always about which candidate best responds to the needs of the hiring manager, and not necessarily about the most qualified person.
This is a presentation I gave to the Indiana Association of Equine Practitioners on November 2, 2016 on Human Resources. It covers everything from hiring, training, paying and sometimes firing staff.
Presented at the OLA Super Conference 2016
How do you stand out in an increasingly digital world? With every person only a Google search away, its important for all professionals to develop an effective online presence in order to demonstrate their skills beyond the traditional resume. For colleagues, potential employers and future collaborators, your online presence provides an opportunity to take a closer look at your experience, view your portfolio and get to know you. Developing an digital identity that is true to who you are and manageable can be a challenge – having a strategy is key. This presentation will provide steps for creating an online identity, including improving your social media presence and developing an online portfolio. This presentation will provide ideas for both developing and refining your personal digital brand. Through exemplars and best practices, attendees will leave with tips and tools for creating your best online self.
Learning Outcomes
Attendees will:
Identify the importance of creating a professional digital identity
Identify tools for creating and managing an online presence
Identify best practices and considerations for developing an online presence.
The presentation includes where social media channels are going in the future like YouTube, the rise of mobile marketing, defining your brand and targeting specific social media channels.
Every business must get the maximum level of performance possible from every employee. Selecting, placing, and then coaching employees helps them be happier and more productive. That inturn helps the business be more successful. This is a real win/win.
How To Get The Most Out Of Recruitment Agencies, Oussama MansourThe HR Observer
There certainly seems to have been a growing sense of informal negativity towards recruitment consultants in the region. A recruitment agency should help speed up the recruitment process and take a significant workload of your plate. The better consultants should be well connected and be able to provide you access to strong candidates that would be otherwise impossible to gain access to. Due to the significant sums of money involved in the recruitment business, this have caused a drastic shift in how some recruitment companies in the middle east approach their clients. Some have abandoned the mature, well informed true consultative approach and instead replaced it with a high volume, sales orientated approach. Others have become CV passers and nothing more. Finding and getting the best out of a recruitment agency, however, requires planning, preparation and determination.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
3 Tips for Conducting Smarter InterviewsGoodHelpings
Choosing the ideal candidate to help your organization grow is a very huge decision. Arguably, the most important decision.
Other tips, tricks, and guides can be found at: http://goodhelpings.blogspot.com/
BDPA Cincinnati brought three (3) experienced IT recruiters to the roundtable. They answered all of the questions you’ve always wanted to ask … but, were afraid to do. It was an outstanding opportunity for anyone, from college interns to entry-level IT professionals to experienced technicians, managers, or executives. The audience received the ‘inside scoop’ on what it takes to successfully land a job, promotion, or have a successful career in the IT industry.
Our panel included:
- Karen Cooper (owner, SmartIT)
- Karen Lipscomb (senior talent acquisition manager, L3-Communications)
- Linda Mullen (assistant VP, Fifth Third Bank)
Corporate America is rebounding from the Great Recession and unemployment continues to lag at levels that are much too high in the Black community and the Greater Cincinnati area. As such, we want to lift the curtain of secrecy about the recruitment process so that BDPA members and supporters have every advantage to advance their careers in the IT industry.
1. B Y L I S A M A R I E W A R K , M B A
J U N E 8 , 2 0 1 6
The Business of Medicine:
Having the Right Team
2. Founder/Owner: Lisa Marie Wark, MBA & Assoc.
Founder/President: Internet Business Consultants
Revage Medical Spa, LLC
Medspas.com
SVP Marketing: Century Wellness Clinic
SVP Marketing: Cancer Screening &Treatment
Center of
Nevada
Affiliated Associations
Public Board Member: Nevada Dental Board of Examiners
Consumer Advocate Board Member: American Board of Dental Examiners
Chairman Public Advocacy Committee: North Eastern Regional Board of Examiners
Lisa Marie Wark, MBA is a medical practice management firm and
media agency that is dedicated to the success of medical practices.
3. The Business of Medicine: Hiring the Right Team
If you want to build the team from Hell, this is
how you would do it. Enjoy…
6. The Business of Medicine: Having the Right Team
1. Define Your Culture
2. Measure the Job Description within the Culture
3. A Focused Hiring Process
7. The Importance of Defining Your Corporate Culture
“If you can’t decide who
you are as a company,
your patients will shy
away from your double
mindedness.”
8. The Business of Medicine: Having the Right Team
Corporate Culture is the widely shared values
within an organization.
It is created by the organization’s leaders.
It should be patient-centric
The best cultures stress moral and ethical
values.
Defining Your Corporate Culture
9.
10. The Costs of Bad Hiring Decisions
The average cost of a bad hiring decision can equal 30% of the individual’s
first-year potential earnings. (From the US Department of Labor and
Statistics)
The successful aren’t immune, and they’ve had to learn from their mistakes.
Zappos CEO, Tony Hsieh once estimated that his own bad hires have cost
the company well over $100 million.
66% of employers said they experienced negative effects of bad hires in
2012. Of these employers, 37% said the bad hire negatively affected
employee morale. Another 18% said the bad hire negatively impacted client
relationships. And 10% said the bad hire caused a decrease in sales. Tweet
this stat. (A study from the National Business Research Institute)
43% of respondents from the same NBRI study cited the need to fill the
positions quickly as the main reason that bad hires are made.
It costs $7,000 to replace a salaried employee, $10,000 to replace a mid-
level employee, and $40,000 to replace a senior executive
11. • As much as 80% of employee turnover is due to bad hiring
decisions. (From Harvard Business Review)
• 36% of 1,400 executives surveyed claimed that the leading factor of a
failed hire, aside from performance problems, is a poor skills match. The
second leading factor at 30% was unclear performance objectives.
(Study done by Robert Half)
• 41% of companies polled by Vitamin T Staffing Firm
estimated that a bad hire cost more than $25,000, and 1 in 4 said that it
cost them over $50,000. SayIt Communications calculated the ROI of a
bad hire at -298%.
• 75% of the demand to hire new employees is simply to replace workers
who have left the company.
Costs of Bad Hiring Decisions
12. The Business of Medicine: Having the Right Team
Job Description
• Evaluate the Job Description and match the skill-set to the
skills in the resume.
• Best questions are those that get job candidates to discuss
previous experiences (“the behavioral interview)
• Define the type of candidate needed to be a good fit for the
corporate culture. (Detailed, Outgoing, Team-Oriented)
13. The Right Candidate Fits the Corporate Culture
Does the candidate have the practical experience that you
want/need to grow your team and your business? Base this
on current and anticipated needs, not just immediate needs
at hand. (SWOT Analysis – Strength Assessment)
Does he/she have the specific strengths that you need for
this particular position? Have you assessed the strengths of
your existing employees/team to know where there are
gaps? Having data from inside your organization will help
you better leverage your team’s talents and ensure that you
remain objective throughout the hiring process.
Create Scorecards for each interview
14. The Importance of a Scorecard
Streamlines & Keeps the Interview on Focus
Easier to Score objectively using the same criteria
for each candidate
Team members can be in charge of asking questions
in regard to the various factors needed.
15. Criteria on which to Measure
Present Initiative Detailed Relation
Builder
Medical
Technolog
y
Surgery
Knowledge
Flexible
INTERVIEW SCORE CARD (1=POOR AND 5=OUTSTANDING)
16. First Impressions Count
Does the candidate
initially present a
professional image?
Business professional dress
Well-groomed
Serious but pleasant
demeanor
Body language, Handshake,
smile
The answers to these
“first impression”
questions will ease or
make more difficult the
candidate’s interview
17. Behavioral Interviews
The premise behind behavioral interviewing is
that the most accurate predictor of future
performance is past performance in similar
situations. Behavioral interviewing, in fact, is
said to be 55 percent predictive of future on-
the-job behavior, while traditional
interviewing is only 10 percent predictive.
18. Possible Questions
Tell me about a time when you had to be very
detail-oriented to complete a project well. How did
you organize yourself to complete the task? What
were the results?
What kind of experience do you have working with
month-end closes? What techniques do you use to
make sure the close goes smoothly? What are the
results?
19. How To Conduct The Interview
Go from the list of
questions – use the same
ones for all candidates
Use silence to allow time
to think
Stay on track
Repeat or rephrase
questions to get
information you need
Will the candidate fit the
culture of the organization
and play well with others?
Do they share the same
values/goals?
20. Explain this to the candidate
at the beginning of the
interviews
Never add more than 2 from
your staff per one
interviewee - too
overwhelming
Plan who will ask what
questions
Why Team Interviews Work Best
Team Interviews
“But, but...I didn’t expect a sort of
Spanish Inquisition!”
21. Beyond Past Behavior
What did the applicant learn from a past experience or
experiences?
How would the applicant handle a similar situation
today or tomorrow?
Was the approach used to resolve the past issue one of
his/her own creation or was it directed by someone
else? How would the applicant resolve an issue if left to
develop his/her own approach?
We can avoid measuring an applicant's capabilities based
solely on past performance and are able to obtain an insight
into future performance.
22. If during the interview, you know the
person isn’t right…
Keep asking questions
and do not just stop
the interview because
your gut is telling you
something
If you discover the
person doesn’t have
the qualifications, let
them know that
23. A graceful exit...
During the interview process the interviewer will
have asked a least once if the candidate has any
questions. Winding things up, the interviewer
should ask again
Final statement from the interviewer should advise
the candidate about probable timelines for the
decision process, and when she/he can expect to
hear from the hiring organization
Even if the interviewer is SURE that a particular candidate
is “the one”, make NO commitments at the interview stage