Learn about the four core competencies successful talent teams have in common, and how they use them to attract — and keep – the people who will deliver the highest level of patient care.

1. ThePeople
Manifesto
Why people will determine the
success or failure of every health care
organization today (and what you can do
about it).

2. Inhealthcare,
thewindsof
changeseem
nevertostop
blowing.

3. -Increaseddemandforhealthcare.
-Expandedaccesstoaffordablecare.
-Agrowingneedforspecialtyskills.
-Physicianandnursingshortages.
-Changingmodelsofservicedelivery.
-Hospitalconsolidation.
-Trackingofpatientsatisfaction(HCAHPS).

4. Andwithsomuchchange,it’seasytolosesightof
theonethingthatcandetermineyoursuccessor
failure—andalwayshas: yourpeople.

5. Thepeopleyouattract,motivate,
manage,anddevelopwillbe—byfar—thesingle
biggestdriverofyoursuccess.

6. Getthiswrongandyou’llstruggletorisetoany
ofthechallengesfacinghealthcaretoday.
Getitright–withthebestpeopleintheright
positionsdoingtherightthings–andthere’s
literallynothingyoucan’tachieve.
Thisiswhywedowhatwedo.
AndthisManifestoiswhatwebelieve.

7. Themost
importantteamin
anyorganizationis
theteamdevoted
topeople.

8. SomeorganizationscallitHumanCapitalManagement.
SomeHumanResources.
Whateveryourorganizationcallsit,thesearethepeoplewho
buildyourmoststrategicasset—yourworkforce—andtheywill
determineyourfuture.
They’retheoneswho’llfindtherightpeoplewiththeright
expertisetodeliverpatientcareacrossyourorganization.
Withoutthem,yourorganizationwillfalter,andthehealthof
yourpatientswillbeatstake.
IfyourHRteamandyourrecruiters
arefullofenergy,passion,andideas,
they’llhelpyourorganizationfind—and
keep—thepeopleyouneedtodeliver
betterhealthcare.Thepeoplewhocan
makeadifferenceforpatients,theirfamilies,
andtheircommunities.

9. Talentprofessionals
athigh-performing
healthcare
organizations
haveafewthings
incommon.

10. They’refindingthedoctorswhoarecommittedto
treatingthewholeperson,notjustthedisease.
They’rehiringnurseswhounderstandtheimportanceof
listeningtoapatient’sneedsandinturn,clearly
communicatingvitalinformation.
They’reusingtheirskillstofindthosespecialists—from
neo-natalcaretoend-of-lifecounseling—whose
expertiseisalwaysintheserviceofthepatient.

11. Inshort,they’reworkinghardtofindpeoplewhocandeliver:
-Greateraccountability
-Improvedtransparency
-Superiorqualityofcare
-Andhighdegreesofpatientsatisfaction

12. Andtodothat,they’vemasteredthesefourcore
competencies:
-Anunderstandingthatpastperformanceisthebest
indicatoroffuturesuccess
-Apassionforusingdataandanalyticstomanagetalent
-Adesiretogrowandmanageahigh-qualitytalentpool
-Anabilitytoapplytherightprocessesandtoolstothetask
athand

13. Anunderstanding
thatpastperformance
isthebestpredictor
offuturesuccess.

14. Competency.Compassion.Credentials.Thebestwaytoknow
howjobcandidateswillperformindemandingrolesistocollect
dataandfeedbackfromthepeoplewhoknowthembest:peers,
managers,anddirectreports.
Assemblingthatinformationisatimeconsuming,butcritical,
process.Andtoooften,traditionalreferencecheckingor
credentialingprocessesaretooslow—orworse,lackingthedetail
andtransparencyyouneed.
Youneedabetterwaytocapturehonest,actionablefeedback.

15. Organizationsthat
thrivedosoby
growingtheirown
candidatepools.

16. Greatrecruitersplayanimportantroleinyourtalentstrategy.Butthe
realityis,withtalentshortagespredictedtobeontherise,
competitionforqualitycareprovidersisfiercerthaneverbefore.
Thebesthealthcareorganizationsworkhardtobuildtheirown
databaseofpotentialcandidatesforthemostimportantrolesinthe
company.
They’realwayslookingforgreatpeopleandreachingouttothem.

17. Andyourpeoplearealwaysout
meetingotherpeople.
Thoseotherpeoplearepotential
employees.
Eventhepeopleyouasktoprovide
referencesforyourcandidatesare
themselvespotentialcandidates.
Youshouldtreatthemthatway.

18. Greattalent
management
teamsapplythe
rightprocesses
andtoolstothe
tasksathand.

19. Thetalentacquisitionteamisas
importantasthetalentitworkstoattract.
Don’twastethistalentonmindless
administrativeworkormanualcandidate
processing.
Thebesttalentmanagement
departmentsarealsothemost
streamlined,usingautomationand
softwaretoolswhereverpossibleand
harnessingdataeverystepoftheway.

20. Andstreamliningisn’tjustabouttheHRworkload–it’s
aboutmakingeveryprocessthattouchesyourhiring
managers,medicalstaffservices,jobcandidates,ortheir
referencesandpeers:
–Fast,becausetheworldofhealthcareneverslowsdown
–Simpleandengaging,notbureaucratic
–Personalized—forthepersonandtherole
–Mobile—forpeopleonthego
Asaresult,yourpeoplefocustheireffortsonidentifying
potentialcandidates,cultivatingthoserelationships,
gettingthemon-boardandcontributingandbuildinga
strongpipelinethatwillhelpyourorganizationstayahead
ofthetalentwars.

21. Nothingmatters
more.

22. You’reinthepeoplebusiness.Andyourpeoplearethe
heartofyourhealthcareorganization.
Yourapproachtoattractingandkeepingthemwill
determinehowwellyouwilldelivercareandimprove
patientsatisfaction.
Ifyouleavethattochance,you’reputtinglivesontheline.
Nothingmattersmorethanthis.
That’swhatwebelieve.
Ifyoudotoo,weshouldbetalking.

23. Allowustointroduceourselves.
SkillSurveyhelpshumancapital
managementprofessionalsexcelatcritical
pointsalongthetalentlifecycletodrive
businesssuccess.Weworkwithmorethan
800hospitalsandotherorganizations.Our
cloud-basedsolutionsharnessthepowerof
datatohelprecruit,hireandmanagethe
bestpeopleforeveryroleintheorganization.
Ourcustomersfindbetterpeoplewhostay
longeranddoamazingthings.
Contactustodaytolearnmore
Email:info@skillsurvey.com Phone:877-976-8005
www.skillsurvey.com
EBK-022 - Healthcare - The People Manifesto EBK-022-06-07-17
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