Human nature makes it so we gravitate to people and things who most remind us of ourselves. However, in hiring that practice can result in poor recruiting results. The data shows that more diverse teams produce better results and are better for the bottom line. Despite this information, it can be difficult to overcome our candidate bias when hiring for healthcare. Many professional or practitioner roles in healthcare are experiencing shortages, so the companies who can overcome their bias and hire more diverse teams will do better to beat these challenges. A big misconception when it comes to hiring is that diversity hiring hurts productivity. One of the perpetrators of this line of thinking is the idea of cultural fit. One recent survey found that more than 80 percent of employers worldwide named cultural fit as a top hiring priority. But cultural fit has changed from an effort to create more employee engagement into a way to marginalize those who the manager does not get along with.
“Subliminal tendencies often discard the right candidates and bring in the ones that hiring managers have some type of affinity for. Leaning toward preconceived notions of what the ideal recruit should be spells trouble.” – Thomas Tracy
Here are three common myths about different cohorts among physicians and how you can overcome your candidate bias to hire better:
Myth: Female physicians can’t treat patients as well as their male counterparts.
While paid less, patients treated by female physicians are less likely to die. In 2016, Harvard researchers found that female doctors who care for elderly hospitalized patients get better results. Previous research has shown that female doctors are more likely to follow recommendations about prevention counseling and to order preventive tests like Pap smears and mammograms. The study’s authors estimate “that approximately 32,000 fewer patients would die if male physicians could achieve the same outcomes as female physicians every year.”
Myth: Older physicians are a liability.
The age of a physician does not always negatively impact patient care outcomes. In a study comparing cognitive functioning of surgeons age 60 and older with younger surgeons, 78% of practicing surgeons aged 60-64 performed within the range of younger surgeons on computerized cognitive tasks measuring visual sustained attention, reaction time and visual learning and memory.
Myth: Millennial physicians will not work as hard as previous generations.
The definition of hard work has really evolved, and nothing magnetizes this more than when you compare older generations and millennials’ ways of working. Millennial physicians are actually most different in their approach to collaborative care. A 2016 report, Millennial Mindset: The Collaborative Clinician, released by health agencies GSW, inVentiv Health PR Group, shows that millennial physicians understand pharma ads are out there to educate patients, but rely less than their older counterparts to use pharma marketing to inform their decisions, and they rely mostly on their peers, online resources for advice. To build a truly great patient care team in healthcare, it requires bringing together a diverse group of people who can each bring their own empathy and experiences to the care model.
The next time you are hiring for a healthcare professional or practitioner, think to the future of medicine and the next decade of challenges facing your patients’ ability for a healthy life. Then, you must realize that the best way to provide for that healthy life is to offer a care team that can treat a broader population of patients through their own collective experience and collaboration.
Technology was supposed to free us from the chores of work and give us more time in the day. More time to enjoy the better things in life. We all believed that we would be so much more productive with all of this technology. Why do we sometimes feel like we have less time than ever before?
Maybe technology was not the promise that we expected. The truth is that we have become slaves to this technology that promised almost endless possibilities. You can now write an email, check Twitter, send a snap and all while sitting in the back row during a training session. The most common response given to this madness is “I am multi-tasking.”
THERE IS NO SUCH THING AS ‘MULTI-TASKING’. To do two things at once is to do neither. – Publilus Syrus
Of course, some things can be done together – you can eat and watch TV, or chew gum and walk at the same time. When it comes to high demand, cognitive or intellectual activities; these simply cannot occur simultaneously.
Attention management is as important in the workplace today as time management was in the previous era. Productivity is achieved through managing attention rather than managing time. How many times have you faced a day when a hundred things needed to be completed before heading to the airport? As you settle in to your comfortable and spacious seat on the airplane, are you amazed at how much you were able to get done? This was accomplished through attention management. I would bet that there are days when you effectively completed more tasks in four hours than you completed on a day when you spent ten hours in the office.
When you manage your attention – time becomes inconsequential and results are all that really matter. Understanding and managing attention is now the single most important determinant of success. When you put all your attention towards what is important you will see the reward.
***This was a guest post from one of our recruiting team members. We encourage our staff to share their insights and training with others. Learn more about our culture at http://thmedstaffing.com/thmed-careers/
Did you miss our webinar last week? Our Chief Information Officer, Sepi McDonnell, examined the current and future shifts in the physician workforce. Learn how to expand your candidate pool to increase activity and how to create balance by diminishing stereotypes when hiring.
First, why “breaking stereotypes”? In our experience as a staffing partner for hospitals and medical groups, we see the good, bad and the ugly of hiring manager’s candidate parameters. We conduct profiles of opportunities, and ultimately the question comes up, “what is your ideal candidate?” We all know what they are not supposed to say, but ultimately some bias sneaks into every answer. That’s where stereotypes come in. It may not come in the initial candidate profile, but it comes up when considering applicants and during the interview process. It also can affect the way you market and source for jobs.
We focused on 3 groups of physicians and how to overcome the stereotypes or misconceptions. Here are 3 important facts we shared:
While paid less, patients treated by female physicians are less likely to die: In 2016, Harvard researchers have found that female doctors who care for elderly hospitalized patients get better results. Previous research has shown that female doctors are more likely to follow recommendations about prevention counseling and to order preventive tests like Pap smears and mammograms. The study’s authors estimate “that approximately 32,000 fewer patients would die if male physicians could achieve the same outcomes as female physicians every year.” Learn More
The age of a physician does not always negatively impact patient care outcomes: In a study comparing cognitive functioning of surgeons age 60 and older with younger surgeons, 78% of practicing surgeons aged 60-64 performed within the range of younger surgeons on computerized cognitive tasks measuring visual sustained attention, reaction time and visual learning and memory.
Millennial physicians are most different in their approach to collaborative care: A 2016 report, Millennial Mindset: The Collaborative Clinician, released by health agencies GSW, inVentiv Health PR Group, shows that millennial physicians understand pharma ads are out there to educate patients, but rely less than their older counterparts to use pharma marketing to inform their decisions, and they rely mostly on their peers, online resources for advice.
Want more data on trends in the physician workforce and how to avoid stereotyping when hiring? Watch a recording of the webinar and download our slides by following the link below:
THMED continues to be recognized as one of the fastest growing staffing firms. On September 15th, THMED held an ice cream social for its employees to celebrate the company’s recognition for the first time on the Staffing Industry Analyst Fastest Growing US Staffing Firms and the second year on the Inc. 5000 Fastest Growing Private Companies. THMED has grown 128% in just three years!
The ice cream social in our Dallas, Texas location included ice cream sandwiches from Pokey O’s, photo booth fun and minute-to-win-it games stemming around THMED’s core values. Our core values are communication and transparency, want to win and have fun, customer centric, and continuous improvement. Playing games themed around our core values encourages company-wide support of our strong internal culture at THMED.
In our California office, we celebrated in true West Coast fashion with a BBQ on the beach in Dana Point. We also held a silent auction benefiting our corporate cause, Alex’s Lemonade Stand Foundation, and we raised over $700 for childhood cancer research.
We appreciate our employees and their hard work, always making a priority to celebrate the successes. It is because of them we are able to be recognized on these lists and continue to grow!
THMED held a charity bowling tournament on November 10th and used the opportunity to participate in the #MannequinChallenge. Our bowling tournament benefited Alex’s Lemonade Stand Foundation, which raises money for funding for childhood cancer research. To date, the THMED family of companies have raised over $20,000 for ALSF and continue to find ways to incorporate it into our company events. We had 14 teams consisting of THMED employees from all divisions compete in the event. At the end we gave away prizes for 1st place team, best male and female bowler, and the “toilet bowler” for the lowest score.