The crucial factors to be considered when selecting a new interim healthcare executive depend upon the deliverables facing a hospital. Take a look at what the current challenges are, and assess what qualifications the candidate will need to bring to the table to help alleviate those pressing concerns. Cultural fit is also a key consideration. The candidate's personality and "way of doing things" have to mesh with the culture in which he/she will be placed.
It's important to match aptitude with attitude. It goes without saying that the interim chosen must be capable of solving the hospital's problem(s). But the candidate also has to "click" with the client and feel comfortable rubbing shoulders with prospective colleagues in a stressful 10 to 12 hour-day work environment. If both elements aren't present, there might not be a good fit.
Resignation and termination are the primary causes of gaping holes in a hospital's leadership. Recent healthcare reforms have caused an upheaval that has left many existing executives out of the system. Vacancies can also be age-specific; for example, more baby boomers are approaching retirement.
An interim is chosen based on a very efficient and time sensitive interview process with the client. It takes skill to confirm a good match in a short time span. There's also the process of making sure the candidate will feel at home in the new assignment - from hospital "fit", to housing, travel, and getting settled in. This can include making arrangements for pets, accommodating family members who will visit or relocate with interims, etc. It's important to examine the potential match from as many angles as possible, while still keeping the selection process moving forward as quickly as possible.
The entire interim placement process described above can happen in as little as 2-7 days; from the first phone call, to the client/candidate interview, to the person sitting in the seat. The average permanent placement usually entails an average of 4-6 months, or even longer but can be tailored for each client and subsequent needs.
It's important for a hospital to set realistic expectations for proper acclimation of new interim hires. The hospital should do its best to soften the initial landing, but the candidates themselves are the ones ultimately responsible for making the connections they will need to have a productive assignment. Usually within 2 to 3 weeks the interim should have buy-in and acceptance among direct reports.
In general, interims remain in an assignment for six months. Their role is that of being a hub, and the job at hand is to get the spokes properly aligned so that the wheel can become functional again. The interim obviously hopes to get buy-in from colleagues, but ultimately must accomplish the deliverables, sell action plan items to the staff, and make recommendations to their bosses.
Interims like to continually apply their extensive experience to difficult scenarios in order to create effective, quality change and to identify problems the hospital might be overlooking. Others enjoy travel, adventure, and challenge. Candidates often like the freedom of taking time off between assignments and enjoy the flexibility that an interim lifestyle allows, and this in turn provides a much needed solution for the client and assists in the shared goal of providing exceptional patient care.
