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Recruiting for Compassion
Interview Using Type
Best Practice Interviews
The Talent of Nurses!
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Identifying Compassion During Talent Acquisition
Lisa Boesen
Lisa Boesen, Principal, Talent Innovations Group Inc.
Creating, supporting and nurturing a culture free of disruptive behavior and bullying which may potentially impact your satisfaction scores begins during talent acquisition. During the recruitment and selection process, organizations screen for direct healthcare providers who are not only (read more)
Type Preferences and Interviewing

As a career coach, I encourage job seekers to solidly prep for an actual interview. We role-play and practice all aspects of the interview process - the greeting,  body language, connecting, mirroring, (read more)
Laurie Winslow
Laurie Winslow, CareerShaman
There is only one goal in any job search - to get offered the job. The choice to accept is up to you - but only if you get an offer. What can you do to make sure that you will get the offer, and get to choose whether or not to take the job? The answer is in how well you know yourself, and how well you have prepared to share "you" in the interview process.  (read more)
Healthcare Newsletter
Renato Maclan, RN, MSN, MBA Renato Maclan, Jr., RN, MSN, MBA

     Renato is currently a Supply Chain Consultant with VHA, deployed as the on-site implementation P2P Program Manager at Memorial Hermann Healthcare System.  He became a nurse for one reason - it's in his DNA.  His mom was a nurse, and she convinced not only Renato, but also his brother, that nursing was an excellent career path.  (And both brothers even married nurses!)    

     Before he became a nurse, his mom had shown Renato that with nursing as a career base he would have virtually unlimited opportunities for career growth within the ever-expanding healthcare industry.  But Renato truly fell in love with nursing during nursing school, when he came to understand the idea of nurses standing guard, of being the caregivers and stewards of their patients in their weakest state, and of the very special place that nursing has in our healthcare system.

     Renato began his career as an RN in 1996, after graduating from Houston Baptist University.  Having performed all of his clinical training at Texas Medical Center facilities, it was an easy choice for Renato to select St. Luke's Episcopal Hospital's transplant ICU to begin working as a graduate nurse.  He strongly connected with their approach to nursing:  Maximize the patient's potential by helping them to help themselves.  And, he was proud to be a part of one of the best heart programs in the country.   After meeting his wife (also a nurse) while working at St. Luke's, Renato wanted to advance into management, and decided to return to school for his MSN in 2001.

Q:  At what point in your career did you decide to get your MBA?

R:  Once I became a manager, I felt that HMO's were pursuing a cookie-cutter approach to healthcare.  I wanted to learn the "bean counters game" to help the hospital.  During this time I had a brief stint in for-profit healthcare, and learned how they look at healthcare from a business standpoint - specifically the areas of nurse staffing and cost accounting.  This experience taught me how to look at healthcare and balance quality and costs.

Q:  As a nurse manager, how did you ensure the quality of your nursing team?

R:   I learned a lot as Nurse Manager with Drs. Garth and Davis (of the TV show "Big Medicine") in developing the new Bariatric Medicine department at The Methodist Hospital.  That is when I adopted the STAR interview method, which I still use today.  When I interview candidates, I present them with a real-time scenario, and ask them how they would handle the situation and make decisions/prioritize.  I look for candidates who will stand up for their patients, think of the patient first, balance competing needs and still have the best possible outcomes for their patients.  These nurses always make the best hires and the best team members.  When it comes to new graduate nurses, I look more for drive than book knowledge, i.e., what are they willing to do to push themselves to obtain the skills they need and to move into a leadership role as soon as possible?  Nursing units are teams based on shift, and it is my role to fit the candidate with the right shift culture; I have to choose who is best to make the team perform their best.

Q:  What have you found to be effective in determining the "authentic candidate" in the interview process?

R:  In an interview everyone stresses their strengths.  I create scenarios that incorporate their strengths, but also challenges them with multiple stresses that cause them to think on the fly, all together at the same time.  An example of a question I might as is:  It is late at night, no doctor is present, you finally get one on the phone.  You know what the patient needs, but the physician is on the fence about the treatment.  How do you present your case to get the physician to do what's right for the patient?  Those who hedge the truth, i.e., overstate the patient's situation to get the physician to agree to their recommended treatment, are a red flag.  "The ends justify the means" will always be a problem.  How do they navigate the moral hazards of their role? I am looking for their integrity.  As long as they stand by the principals of their nursing license and maintain the standards of the Nursing Practice, then that is all right with me.  It's always hard to find a question that demonstrates compassion or caring - other than, Why did you choose to be a nurse?  And, asking about their role and response to end of life care.  

     Mainly, I look for:  Good eye contact.  Do they give a warm feeling in the interview.  Open body language.  Honest answers.  Being thoughtful with their answers.  I have found that a good demeanor in an interview tends to translate to good demeanor at the bedside.  And, of course, they have to answer the questions I ask and give specific details to back up their answers.

Q:  What made you transition to supply chain management from nursing? 

R:  Curiosity.  Knowing the business side of running a hospital - management of human capital, supply costs, revenue management - these three levers control the success of a hospital's operation.  My MBA is in revenue management and I see supply chain management as being key to controlling revenue and margins.  Good cost management in supply costs makes the human component a lot more secure and easier to control.  And for nursing, supplies on the unit leads to efficiency or inefficiencies on the unit.

Q:  What is your next career goal?

R:  My long-term goal is to be the COO of a smaller hospital (120-beds).  I am really enjoying consulting right now and learning how other hospitals work, so I will be doing this for a long time.  I really like working in the Texas Medical Center because it is so unique, with so many hospitals occupying so little space, and all fighting for the same patients.  I love the complexity, and learning how each of those hospitals handle competition, and what they each focus on to remain in that space and maintain their market share.

Q: What advice would you offer to someone considering nursing as a career, or to a new graduate nurse?

R:  I applaud them for their decision to go into nursing.  It is such a diverse field. We will lean upon them as leaders.  If nursing doesn't do well, a hospital will not do well.  A hospital is judged by their nursing services.  

      I will always be a nurse.  It is a great code of conduct to live by. Thankfully I have never been in a situation where I have had to back off of my integrity due to moral hazard.  Looking back, I wish that my Mom had stressed how much I would affect peoples' lives.  Everyday, nursing makes me more human - richer - to intersect people at the most difficult stages of their lives.

We have been privileged to know and work with many outstanding nurses and healthcare professionals over the years.  Please join us in honoring the Nurses and Hospitals being recognized during this week.
Thank You,
Laurie Winslow & Lisa Boesen
Talent Innovations Group, Inc.

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