Healthcare IT Solutions. Global Project Professionals.

Finding, interviewing, selecting and training new tech talent in a healthcare setting is an enormous responsibility — one that few healthcare organizations feel they have enough time to dedicate to doing right. Healthcare IT requires competencies that ride the line between “general” technical skills and the soft skills and industry knowledge needed for work within a healthcare setting.

While some of this knowledge can and should be a part of an organization’s onboarding strategy, there are plenty of inherent characteristics of top technical talent that simply can’t be learned.

So how can recruiters and HR professionals identify the candidates with the right soft skills and industry expertise? Are they doomed to sit through interview after interview with the wrong people, all the while wondering if the right candidate slipped through the cracks during preliminary screening? How can they be sure they’ve found the “perfect” candidate based only on a resume and an interview?

For HR professionals at a recruitment crossroads, this is where specialized candidate assessments come in. Candidate assessments fill a critical gap in the recruitment process and help to not just speed things up but also boost retention rates and employee satisfaction in the process. After all, finding the right person for the right role goes far beyond a candidate’s experience, education and interview skills — it requires a deeper understanding of what motivates candidates in order to truly grasp what they bring to the table.

In the face of record growth in demand for technical skill sets in the near and far future, HR professionals must level-up their recruitment efforts in order to stay ahead of the curve. Consider these four ways specialized candidate assessments can enhance your current recruitment strategy.

Skill- and logic-based assessments separate the truly qualified from the “good salespeople”.

Virtually every HR professional with more than a few months’ experience knows how misleading an interview can be. While it’s important to get a feel for someone’s personality face-to-face, there’s no way to guarantee that a candidate is giving you a completely accurate assessment of their abilities. Resume review isn’t much additional help, either, since it only includes a candidates’ own judgment of their experience and achievements.

In fact, a recent study1 conducted by the Yale School of Management demonstrated just how inaccurate these types of “assessments” can be. In their study, people were instructed to interview one another and then use those insights to determine what they believed the students GPA would be, and how they would perform academically in the future. Simply put, their guesses were just that — guesses informed not by hard facts, but internal biases or assumptions.

By adding in a skill-based assessment between initial interviews and final job offers, recruiters can verify a candidate’s resume accurately represents their abilities. By employing both skills and general logic, recruiters can even understand a candidate’s problem-solving ability and approach — which, in the quickly moving world of healthcare IT, is a critical element in finding the right talent.

Plus, these types of assessments can even shed light on particular aptitudes and abilities candidates might not even know they have — and give recruiters a window into how well someone will enhance your organization’s IT talent. So while interviews should remain an important step in the recruitment process, skills-based assessments specifically designed to analyze a candidate’s technical abilities could spell the difference between an “okay” candidate and the perfect one.

 

Specialized assessments help recruiters create a more robust and useful talent pool.

HR professionals in a healthcare setting face unique challenges when compared to those working within other industries. Unlike the emerging tech, eCommerce and SaaS industries, healthcare IT professionals deal with an extra layer of complexity in their day-to-day jobs — namely, HIPAA regulations and patient data security concerns.

Whether they know it or not, healthcare IT professionals (and the recruiters that hire them) are indirectly involved in saving lives by equipping their hospitals and care teams with what they need to treat patients quickly and effectively. General technical talent pools don’t take this level of complexity and importance of HIT roles into account, and simply don’t screen out those that have the inherent qualities HIT teams need.

Specialized assessments designed specifically for HIT — just like those we employ here at HealthTek Global — help create extremely targeted talent pools that have already met the highly-specific requirements of a HIT role. Even if a candidate is not perfectly suited for a vacancy at a particular time, their aptitude and expertise are already logged and analyzed — so when other vacancies inevitably come up, recruiters can go straight to the candidates they already know are qualified.

 

Specialized assessments provide a more holistic picture of a candidate — without bias.

We already know that human beings are not particularly good at assessing candidates with traditional methods like resumes and interviews — but that doesn’t change the fact that recruiters need some way to parse out the right people from a large group of applicants. Their assessments of candidates will inevitably be influenced by their own experiences, beliefs, and values — some of which might create bias without a recruiter ever knowing it.

Many specialized recruitment firms control for human bias by leveraging technology early on in the recruitment process. At HealthTek Global, we use a recruitment platform that analyzes Aptitude, Behaviors, Competency, and Desires (what we call the A, B, C, Ds) of candidates — and uses an advanced algorithm to do so without allowing personal experience and bias into the equation.

These indicators can shed light on how well a candidate would not only tackle tasks and projects but how much they would enjoy it — and ultimately determine if a prospective employee would stick around long enough to make them the right hire. Better yet, recruiters can proactively determine which characteristics are essential for a particular role — and only screen candidates whose assessment results match those characteristics.

Specialized assessment strategies managed by recruitment firms can reduce uncertainty and save money in the long-run.

For recruiters and healthcare leadership alike, getting out ahead of a problem is the only way to stay ahead in a quickly evolving industry landscape. Handling problems as they come up — and leaning on internal resources to juggle long-term strategy with shorter-term goals — are often the only way to continue moving an organization forward.

What many organizations and their leadership miss is how outsourcing elements of a recruitment strategy — particularly those that require technology, time and resources that a hospital might not have — can save money and frustration for months and even years down the line. That’s because many specialized recruiting firms have built their entire strategy around specialized assessments, and therefore can move more quickly and effectively since the technology and resources are already in place.

At HealthTek Global, we offer extraordinary value by proactively creating highly-qualified talent pools, building out advanced assessment practices and continuously improving our processes so our clients’ organizations don’t have to. In many ways, we are the technical recruitment strike force that many hospitals need in the face of staffing shortages in a job seeker’s market.

In today’s quickly transforming technical recruitment landscape, healthcare organizations can’t afford to stand idly by as top technical talent slip through their fingers. Strong teams positioned for success begins and ends with having the right people to move an organization forward — and HR professionals are at the front lines of the fight for relevance in the digital age.

Sources:

1. http://journal.sjdm.org/12/121130a/jdm121130a.pdf