July 14, 2017 – Executive search firms are challenged with identifying the most qualified candidates for their clients’ organizations.
Within the healthcare sector, recent and rapid transformations have made it imperative that leaders assuming a role within an organization in this field have the proper social, cultural and professional “fit.”
It is also critical that healthcare groups provide a well-conceived onboarding experience to avoid the high costs of failure and to ensure the success of the executive.
Phillips, DiPisa & Associates, an executive search firm serving the healthcare sector, has entered into a partnership with O.E. Strategies to provide candidate executive assessments. The alliance was formed to ensure a seamless cultural fit between candidate and client, as well as a smooth onboarding process.
The complementary services that Phillips DiPisa and O.E. Strategies offer will address the fit and onboarding challenges, as well as other aspects of the search process. Employing its staff and consultant network of industrial/ organizational psychologists, O.E. Strategies will use scientifically-based leadership and evaluation protocols to help the recruiters assess their broad base of clients across the U.S. O.E. Strategies will also offer clients onboarding coaching services.
“Phillips, DiPisa has experience and a proven record of success with the ever evolving retained search process,” said Daniel Phillips, the firm’s president. “Our partnership with O.E. Strategies lets us add a very refined, specialized layer to that process, allowing us to thoroughly evaluate a candidates’ appropriateness for placement and then to ensure that they can thrive in their new positions.”
Why Onboarding Is Key to a Successful Recruiting Strategy
Effective onboarding can make or break an executive’s success in a new role, yet less than a third of organizations actively support their executives to adapt to the cultural and political climate – which rank as the top reasons new leaders fail.
“Phillips DiPisa is known nationally for the breadth of their executive-level contacts and the multi-step process they use from search to hiring to post-hiring assessment,” said Dr. Suzanne Miklos, president and founder of O.E. Strategies. “O.E. Strategies can complement their established efforts by assessing a candidate’s leadership effectiveness, including strategic thinking ability, business acumen, work habits, interpersonal influence, character, motivation and potential for growth.”
Michael Corey, a partner with Phillips DiPisa, said that by enhancing the onboarding process, clients and candidates have a greater chance of mutual success. “We’re finding that the entities that are searching for a new direction in their executive leadership are themselves rapidly changing direction in the healthcare marketplace,” he said. “The assessment process O.E. Strategies employs allows us to dig deeper and to find the nimble and creative executives the healthcare system requires.”
The Onboarding Process
According to a recent CareerBuilder survey, over a third of employers (36 percent) lack a structured onboarding process, and a significant number are reporting costly consequences. Forty-one percent of these employers said the lack of a structured onboarding process has had a negative impact on their company, including lower productivity (16 percent), greater inefficiencies (14 percent), higher employee turnover (12 percent), lower employee morale (11 percent), lower level of employee engagement (10 percent), lower confidence among employees (10 percent), lack of trust within the organization (seven percent) and missed revenue targets (six percent).
“While onboarding is a critical component in setting new employees up for success from Day One, this study shows some companies are neglecting fundamentals in the onboarding process – and running into serious consequences that can impact the bottom line,” said Rosemary Haefner, chief human resources officer at CareerBuilder.
In a recent Mullin International online poll, off-boarded employees have been shown to have increasing influence over prospective employees’ decisions to either approach or avoid a company. In fact, more than four out of five respondents said they were increasingly concerned about exiting employees’ impressions. Effective outplacement can minimize the negative effects of downsizing on company reputations.
The benefits of using a deliberate, thought-out process are substantial. Employers using a structured onboarding program reported that employees are more engaged (49 percent) and have more confidence. The CareerBuilder report also found that successful onboarding leads to employees having greater trust in the organization (45 percent), giving workers great efficiencies (44 percent), higher productivity (42 percent), higher morale (38 percent) as well as lower turnover.
“Too many businesses believe they are successfully bringing newly hired executives into the fold, when in reality they are simply covering administrative basics,” said Egon Zehnder partner Mark Byford. “That level of onboarding is outdated and largely ignores the most challenging obstacles for new leaders – unfamiliar cultural norms and expectations.”
The consequences of improper onboarding, he added, include financial repercussions and talent retention issues. “Organizations must focus on getting integration right upfront to ensure new leaders succeed in today’s high-stakes environment,” said Mr. Byford.
Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Managing Editor; Stephen Sawicki, Managing Editor; and Will Schatz, Managing Editor – Hunt Scanlon Media