The People Element

No organization can do better than the people it has. - Peter Drucker

A few years ago while developing our training courses for physicians, my team developed a model of the required aspects needed to deliver exemplary patient care. We identified four facets must be in place to achieve this goal. We call them the Four P’s of Exemplary Patient Care. They are People, Productivity, Performance, and Profitability. 

All four aspects should be examined and maximized if your organization is to deliver exemplary patient care. This article is the first of a four-part series in which we will discuss how you can provide exemplary patient care. In this article, we will explore a few key points about the People facet.

People Matter a Lot

Of the four aspects of exemplary patient care, people are perhaps the most critical facet of the four for a straightforward reason. Healthcare is a service industry, and it is people that do the work and deliver the care. People possess the knowledge and skills your organization needs to stay in business. Therefore, your people decisions are the ultimate control of an organization and will predict your success in the future. These critical people decisions will determine the capacity and capability of your practice. Ultimately, you cannot perform better than the people you have. 

As a leader, your most important decisions will involve the proper decisions as you hire and place people in your organization. No matter how smart you think are, a word of caution should be heard. If you feel you can “size” people up well, be cautious when making these decisions. 

Any leader who believes they are a good judge of people will ultimately make bad decisions about people. Your instincts will eventually lead you astray. Refrain from hiring people based on your instincts. Instead, use a process to research and test the applicants. Since people are critical to the success of your business, don’t get this decision wrong. Establish and use a system to attract and retain your people.

How to Attract People

If you want to attract people into your industry and organization, the first step is to become crystal clear on your mission and purpose. A majority of people desire to work within an organization that knows what it is purpose is. They want to know the time and energy they give to the company means something; that their investments go to something that matters. Therefore, it’s critical for the organization to know and understand its mission and purpose.

Proudly share your mission and purpose with your people and customers. Get the word out and don’t be shy to brag about yourself. It not only helps attract customers but good people too. 

The second step is to know and understand precisely how each position within your organization supports your mission and purpose. Once you’ve identified the required skills, knowledge set, and duties, then you can go into the marketplace and begin to look for people. 

Keys to Finding Good People

1. Know the Job Required. Take some time and write down every task the job requires. It is difficult to pick someone based on their qualifications if you do not have a clear idea of the job you want them to perform. Knowing the requirements of the job not only helps during the hiring process but will aid you during their onboarding period as well. Everyone they interact with will also know their specific duties. It will also prevent others from dumping their work onto the new hire.
2. Look at a Number of Qualified People. Never pick the first person you see. Always look at a handful of candidates. Ask how each person fits the job, the company, and the culture. Their attitude will be paramount. It will be tempting to hire the person you like the most, the one you feel a “bond” with. However, if you want your organization to excel, pick the person who will perform the best at the job.
3. History Can Help Predict Future Performance. The past doesn’t always predict the future, but it can help. One or two hiccups are to be expected as no one is perfect. Or if they performance has been steadily rising, that’s a good thing. If they are known for putting out fires, ask why they have had so many fires. If they have continually declined in the past, they might continue that trend.
4. Make Certain the Person You Pick Understands the Job. This is important. You and the organization need to be singing off the same sheet of music. Don’t allow them to walk into the new job with any assumptions. Don’t assume you fully know what they understand. Ask questions many ways to reveal their understanding of the position.

Put People Where They Belong

Your hiring decisions will either be the best or worst decisions you might make. Get to know the strengths of each person you hire. There are many tools available to help you ascertain the characteristics of each person you are considering for your organization. Remember, don’t hire someone because you like them or they remind you of someone. Everyone is susceptible to the halo effect. Therefore, always be wary of the halo effect you might feel. Instead, use a checklist as you go through each candidate. An essential first step is identifying what the job is. Ask does this person meet the requirements of the position?

If you haven’t accurately and thoroughly defined the job duties, it will be difficult to find the right person. I recommend the leadership of your organization takes time to write down the various job duties and qualifications needed for each particular job. With this knowledge in hand, you can then go into the marketplace to find the best talent. Also, keep in mind the mission and purpose as you examine your options of candidates.

With the job duties and requirements that support your mission and purpose, match your candidate's strengths with the jobs that need to be done. Keep asking “Does this person believe in and support our mission and purpose? Are they the best fit for this particular job?”

People Are Your Most Important Asset

A dichotomy exists regarding the people of your practice. From a financial point of view, we tend to see them as an expense when in reality they are assets. The reason we view them as an expense is that peopleappear on the income statement as an expense. They do not appear on our balance sheet at all. This reporting skews our perception of our people. Without people, your service company likely would fail. Perhaps reclassifying their wages and salaries as asset protection rather than as an expense, we would begin to see our people in a different light. Beware of how you view your people because it determines how you treat them. Expenses are to be controlled, cut, and contained. Assets are to maintained, nurtured, and cared for. 

How do you view your people? As an asset or an expense? How you view and value your people dictates how you treat them. Your ability to retain people and their performance is likely directly correlated to your perception of them. Work to develop your greatest assets - your people.