- Email: [email protected]
Identifying Talent in Your Selection Decisions
Identifying Talent in Your Selection Decisions Heather Thompson, RN, MSN, CENP, and Lindsay Ahrens, BA
T
his article discusses the need to evalu-
ology and decision-making process to reflect that
ate inherent talent and strengths when
process
in
nurse
selection
decisions.
This
making selection decisions for nurses based on
strength-based approach is intended to select the
organizational culture and individual values. One
best fit based on key characteristics while reduc-
organization has taken the idea of selecting for
ing turnover rates and replacement costs for nurs-
talent and strengths to a new level. This discus-
ing. The nurse leader plays a critical role in this
sion and the data presented will show a method-
process and shift in thinking.
48
Nurse Leader
August 2015
M
ercy has a long history of working with talented, compassionate caregivers, dating back as far as the House of Mercy’s opening in Ireland in 1827. Mercy now serves 7 Midwestern states and is the sixth largest Catholic healthcare system in the United States. Mercy is home to 33 acute care hospitals, nearly 700 clinic and outpatient facilities, and ministries in Laredo, New Orleans, and Vicksburg. With 40,000 coworkers and more than 2000 physicians, Mercy cares for over 3 million people each year. Within the Mercy system is Mercy Hospital St. Louis. Mercy Hospital St. Louis houses 787 acute beds with 135 supporting clinic and outpatient locations; 7725 coworkers and 681 physicians come together to care for the 80,000 emergency room visits, 30,000 inpatient and outpatient surgeries, and more than 8400 births annually. U.S. News & World Report ranked Mercy Hospital St. Louis number 2 in Missouri, and it is the only hospital in the state to earn a Leapfrog Top Hospital award. Mercy Hospital St. Louis is home to the only Level I trauma center in St. Louis County and the largest Level III neonatal intensive care unit in Missouri. Mercy St. Louis offers a range of services including, but not limited to, the Children’s Hospital, Cancer Center, Heart and Vascular Hospital, Burn Center, Surgery Center, Birthing Center, Skilled Nursing, Behavioral Health, and Home Health and Hospice. It is the range of specialties, comprehensive technology, caring service, and continuous improvement that helps Mercy provide optimal care for its patients every year.
WHAT IS CULTURAL FIT? Ultimately, someone is the right culture fit when you find their beliefs, values, personality and attitude align with your organization. Although you may think you can decide from a brief interview whether someone is the right cultural fit for your organization, Mercy’s People Promise Model (Figure 1) is designed to help us understand the best way to achieve our mission. If we hire the right fit and invest in these coworkers through development, competitive pay/benefits, and career acceleration, and add that to our Mercy Signature Service, responding to people’s individualized needs and exceeding their expectations, we will fulfill our mission.
In order to find the right culture fit, we break it down into 3 areas: criteria fit, Mercy fit, and now, talent fit. Criteria fit assesses a candidate’s knowledge, skills, experience, and education. In other words, ensuring candidates possess the minimum qualifications we require in order to perform in the role. These are considered teachable elements. In light of Mercy’s mission, vision, and values, each leader has the privilege and responsibility to select and onboard coworkers. Leaders and physicians seek to identify those with personal values that align closely with Mercy and who bring with them a strong willingness to be part of the Mercy community.To strengthen our commitment in this area, Mercy has utilized a Mercy fit assessment tool for over a decade to ensure we select only the best coworkers to fulfill our mission of continuing the healing ministry of Jesus through compassionate care and exceptional service.The Mercy fit assessment is based on Mercy’s values. These are formative if the person’s desire and core beliefs align.
OUR TALENT JOURNEY Since November 2011, Mercy has implemented talent fit. This is an interview to assess a candidate’s natural talents. “Talent is a person’s natural ability to achieve near-perfect performance without effort. Talent represents a consistent pattern of thoughts, feelings and behaviors. Talent is not a skill that can be taught, but talent can be developed.”1 Talent is not teachable, but can be developed to reach full potential.1 The selection science behind the talent fit interviews provides predictive validity and highlights the specific natural talents of our top candidates. Through our experience, when someone meets all 3 areas of fit, we have a successful hire. Our hospital has partnered with Talent Plus, a Nebraskabased, global management consulting firm. Their scientific approach to talent and selection has assisted many organizations to define their culture and maximize strengths of employees. Consistent with the values of Mercy, this partnership continues to grow and foster Mercy’s values that demonstrate a commitment to people and their right to be treated with respect and dignity.
Figure 1. People Promise Model
www.nurseleader.com
Nurse Leader
49
Talent Plus has developed a Talent Online Assessment, as well as a suite of person-to-person interviews for candidates applying to specific jobs within Mercy, both clinical and nonclinical. One of the first steps to being considered for a position at any Mercy Hospital is the completion of the clinical Talent Online Assessment. This assessment measures the intensity of a candidate’s natural strengths. It helps us understand the whole person, not just what we see in the interview. There are predominate themes assessed as it relates to the role one is applying to for consideration. “The premise is simple. The science is sophisticated. We measure and predict talented individuals so that clients can make wise decisions in the selection and development of their teams. And when we identify talent, we transform lives.”2 Talent Plus interviews candidates for all positions from executives to frontline employees, recognizing that everyone has talent. “Our goal is to help our clients recruit only the best. If you think about it, the only truly sustainable resource is people. When the economy turns, resources dry up, and new technology petrifies the systems you have in place, the people will remain.”2 “If you select the most talented people that fit your needs, and they love what they do, they will produce more consistent value for your company in the long run, even amidst uncertain times.”2 One of the domains for clinical staff nurses is people acumen. This domain assesses relationship building and how one feels about their relationships with people. Nurses have relied on relationship building since the beginning.The themes associated with people acumen are positivity, relationship, and patient centricity. Another strong domain in clinical nurses is drives and values.This captures a person’s motivation for personal development and expectations of themselves.The associated themes are values and achiever. One’s dependability and accomplishments are experienced in this domain.The way a person lives and works is often seen here. Lastly, a strong domain identified when assessing nurses is influence.This defines the manner in which an individual gets others to do something towards a common goal and having the ability to demonstrate command, one’s aptitude to take charge or initiate activity.3
Instead of focusing on areas that don’t naturally come to someone, we want to take their true natural talents to the next level to help them grow and excel every day. Talent Plus defines a “talent as a natural ability, something that is not acquired through effort, education or experience. It results in spontaneous behavior on behalf of the individual. When someone is using their natural talent to its maximum level, they have an intrinsic satisfaction.”5
STRENGTH-BASED PHILOSOPHY
RESULTS
How many times have you heard in an interview “What are your weaknesses?” or had someone point out a skill that you need to improve upon? Our organization is taking a different approach. We want to focus on what you’re already doing well naturally. But why take that approach? People know what they’re strong at but should always be trying to improve. Think about it. If you’re good at something, you want to do it often.4 We want to focus on your natural strengths because if you do something that you are naturally talented in, you will enjoy doing it. And if you enjoy your job, your happiness will show.You’ll enjoy coming to work every day. Patient satisfaction scores have increased year over year since implementing this kind of science in our workplace. Our employees are more engaged because they are doing what they love every day and are helping patients using their natural talents.
The expected results initially include some decrease in turnover. This is experienced as improvement occurring in the selection process. Because candidates are matched with the organization and their individual strengths, the satisfaction of the new employee occurs in return. Involuntary turnover also decreases. However, some organizations will see an increase in turnover at the 18- to 24-month mark of their talent journey; as better selection is occurring, some of the organization’s current co-workers will self-select out. This phenomenon is expected because as more talented people are being brought aboard, others in the organization may feel they no longer fit in.7 Overall, according to Mercy’s senior vice president of human resources and chief analytics officer, Cynthia Mercer, “When we ignore the science and select folks into the organization that were not recommended based
50
Nurse Leader
RECRUITMENT CONSIDERATIONS People always put their best foot forward during the interview process. People can easily Google interview questions to help them prepare for an interview; they can wear the most professional suit and present themselves in the most positive light that when they leave the interview, you know you want to hire that person. However, the talent science has helped us understand that we need to look deeper than the interview. We need to understand that person beneath the surface of what we see and hear. The science has proven to be beneficial in helping us understand what we can’t necessarily decode in an interview.6 Although someone may be extremely positive, is that person going to be able to able to work independently? Is that person going to live out the mission in which our company is based? Does that person have the strong ethics we desire in every coworker? (Figure 2)
RN BENCHMARKING STUDY Talent Plus and Mercy have also partnered to study the internal nursing coworkers to develop a Mercy benchmark. It’s an effort that identifies the common talents in the known top performers in the organization. Through assessments, a methodology was used to identify the top talent and what differentiates them from contrast performers. Several nurses voluntarily participated in the talent online assessment tool. After an analysis of the data and performance of the participants, Talent Plus was able to share with Mercy the results (Figure 2). It was no surprise some of the strongest themes of the top performers were directly aligned and consistent with the organization’s values and mission. The ability to build a relationship, through dignity, was a top value.
August 2015
Figure 2. Top Talents
on talent fit, we’re seeing them turn over 2 to 3 times faster than those who are recommended.” (Figure 3)
WHAT CAN YOU DO TODAY?
An analysis of the Talent Plus clinical Talent Online Assessment revealed 5 talents that statistically differentiate between Mercy’s top and bottom performing registered nurses (RNs).5 Figure 3. Characteristics of Mercy's Ideal Candidate
Whether your organization has invested in a partnership with a company like Talent Plus or you are just beginning your journey of identifying and selecting for talent, there are some basic ideals you can adopt today. When making hiring decisions, focus on the strengths of the individuals you are considering.You can easily adapt interview questions to be behavioral in nature, which allows candidates to respond with their inherent talents. When leading your current employees, focus on what they naturally do best. Coach them in a way that empowers them to do their best work. For example, if you have an employee with a natural talent of positivity, give them opportunity to keep others focused and positive. Praise their ability to “get something done.” Make sure these naturally positive people have the opportunity to join problem-solving events. Lastly, take the time for yourself to understand the emerging literature on strength-based leadership.You’ll find as you hire increasingly more talented people into your organizations, leaders must lead in a different way.8 Very talented people need encouragement and empowerment. Development of these individuals requires a leader to understand the strengths and skills of their employee. NL References 1. Talent as a foundation [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2010. 2. Kimberly Rath profile [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2013. 3. Appendix 2: clinical interview theme descriptions [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2008. 4. Fallon, N. Ask this one question to discover a job candidiate’s strengths. Available at: http://www.businessnewsdaily.com/7000-strengths-basedinterview.html. Accessed March 1, 2015. 5. Research model [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2014. 6. HR Zone. The emerging practice of strengths-based recruitment. Available at: http://www.hrzone.com/engage/customers/the-emerging-practice-ofstrengths-based-recruitment. Accessed March 23, 2015. 7. Harbour, S. Beyond skills: how to hire for cultural fit. 2014. Available at: http://www.businessnewsdaily.com/6866-hiring-for-company-culture.html. Accessed March 1, 2015. 8. Walter, E. Four essentials of strength-based leadership. Available at: http://www.forbes.com/sites/ekaterinawalter/2013/08/27/ four-essentials-of-strength-based-leadership. Accessed March 23, 2015.
Note: The authors thank Kimberly Shirk and Holly Olson of Talent Plus, Inc. Heather Thompson, RN, MSN, CENP, is Executive Director of Nursing for Women's Services at Mercy Hospital in St. Louis, Missouri. She has 20 years of professional nursing experience. Heather can be reached at [email protected]. Lindsay Ahrens, BA, is Manager-Talent Selection at Mercy Health Systems in St. Louis, Missouri. She has 9 years experience in the recruitment industry. 1541-4612/2014/ $ See front matter Copyright 2015 by Elsevier Inc. All rights reserved. http://dx.doi.org/10.1016/j.mnl.2015.05.011
www.nurseleader.com
Nurse Leader
51
T
his article discusses the need to evalu-
ology and decision-making process to reflect that
ate inherent talent and strengths when
process
in
nurse
selection
decisions.
This
making selection decisions for nurses based on
strength-based approach is intended to select the
organizational culture and individual values. One
best fit based on key characteristics while reduc-
organization has taken the idea of selecting for
ing turnover rates and replacement costs for nurs-
talent and strengths to a new level. This discus-
ing. The nurse leader plays a critical role in this
sion and the data presented will show a method-
process and shift in thinking.
48
Nurse Leader
August 2015
M
ercy has a long history of working with talented, compassionate caregivers, dating back as far as the House of Mercy’s opening in Ireland in 1827. Mercy now serves 7 Midwestern states and is the sixth largest Catholic healthcare system in the United States. Mercy is home to 33 acute care hospitals, nearly 700 clinic and outpatient facilities, and ministries in Laredo, New Orleans, and Vicksburg. With 40,000 coworkers and more than 2000 physicians, Mercy cares for over 3 million people each year. Within the Mercy system is Mercy Hospital St. Louis. Mercy Hospital St. Louis houses 787 acute beds with 135 supporting clinic and outpatient locations; 7725 coworkers and 681 physicians come together to care for the 80,000 emergency room visits, 30,000 inpatient and outpatient surgeries, and more than 8400 births annually. U.S. News & World Report ranked Mercy Hospital St. Louis number 2 in Missouri, and it is the only hospital in the state to earn a Leapfrog Top Hospital award. Mercy Hospital St. Louis is home to the only Level I trauma center in St. Louis County and the largest Level III neonatal intensive care unit in Missouri. Mercy St. Louis offers a range of services including, but not limited to, the Children’s Hospital, Cancer Center, Heart and Vascular Hospital, Burn Center, Surgery Center, Birthing Center, Skilled Nursing, Behavioral Health, and Home Health and Hospice. It is the range of specialties, comprehensive technology, caring service, and continuous improvement that helps Mercy provide optimal care for its patients every year.
WHAT IS CULTURAL FIT? Ultimately, someone is the right culture fit when you find their beliefs, values, personality and attitude align with your organization. Although you may think you can decide from a brief interview whether someone is the right cultural fit for your organization, Mercy’s People Promise Model (Figure 1) is designed to help us understand the best way to achieve our mission. If we hire the right fit and invest in these coworkers through development, competitive pay/benefits, and career acceleration, and add that to our Mercy Signature Service, responding to people’s individualized needs and exceeding their expectations, we will fulfill our mission.
In order to find the right culture fit, we break it down into 3 areas: criteria fit, Mercy fit, and now, talent fit. Criteria fit assesses a candidate’s knowledge, skills, experience, and education. In other words, ensuring candidates possess the minimum qualifications we require in order to perform in the role. These are considered teachable elements. In light of Mercy’s mission, vision, and values, each leader has the privilege and responsibility to select and onboard coworkers. Leaders and physicians seek to identify those with personal values that align closely with Mercy and who bring with them a strong willingness to be part of the Mercy community.To strengthen our commitment in this area, Mercy has utilized a Mercy fit assessment tool for over a decade to ensure we select only the best coworkers to fulfill our mission of continuing the healing ministry of Jesus through compassionate care and exceptional service.The Mercy fit assessment is based on Mercy’s values. These are formative if the person’s desire and core beliefs align.
OUR TALENT JOURNEY Since November 2011, Mercy has implemented talent fit. This is an interview to assess a candidate’s natural talents. “Talent is a person’s natural ability to achieve near-perfect performance without effort. Talent represents a consistent pattern of thoughts, feelings and behaviors. Talent is not a skill that can be taught, but talent can be developed.”1 Talent is not teachable, but can be developed to reach full potential.1 The selection science behind the talent fit interviews provides predictive validity and highlights the specific natural talents of our top candidates. Through our experience, when someone meets all 3 areas of fit, we have a successful hire. Our hospital has partnered with Talent Plus, a Nebraskabased, global management consulting firm. Their scientific approach to talent and selection has assisted many organizations to define their culture and maximize strengths of employees. Consistent with the values of Mercy, this partnership continues to grow and foster Mercy’s values that demonstrate a commitment to people and their right to be treated with respect and dignity.
Figure 1. People Promise Model
www.nurseleader.com
Nurse Leader
49
Talent Plus has developed a Talent Online Assessment, as well as a suite of person-to-person interviews for candidates applying to specific jobs within Mercy, both clinical and nonclinical. One of the first steps to being considered for a position at any Mercy Hospital is the completion of the clinical Talent Online Assessment. This assessment measures the intensity of a candidate’s natural strengths. It helps us understand the whole person, not just what we see in the interview. There are predominate themes assessed as it relates to the role one is applying to for consideration. “The premise is simple. The science is sophisticated. We measure and predict talented individuals so that clients can make wise decisions in the selection and development of their teams. And when we identify talent, we transform lives.”2 Talent Plus interviews candidates for all positions from executives to frontline employees, recognizing that everyone has talent. “Our goal is to help our clients recruit only the best. If you think about it, the only truly sustainable resource is people. When the economy turns, resources dry up, and new technology petrifies the systems you have in place, the people will remain.”2 “If you select the most talented people that fit your needs, and they love what they do, they will produce more consistent value for your company in the long run, even amidst uncertain times.”2 One of the domains for clinical staff nurses is people acumen. This domain assesses relationship building and how one feels about their relationships with people. Nurses have relied on relationship building since the beginning.The themes associated with people acumen are positivity, relationship, and patient centricity. Another strong domain in clinical nurses is drives and values.This captures a person’s motivation for personal development and expectations of themselves.The associated themes are values and achiever. One’s dependability and accomplishments are experienced in this domain.The way a person lives and works is often seen here. Lastly, a strong domain identified when assessing nurses is influence.This defines the manner in which an individual gets others to do something towards a common goal and having the ability to demonstrate command, one’s aptitude to take charge or initiate activity.3
Instead of focusing on areas that don’t naturally come to someone, we want to take their true natural talents to the next level to help them grow and excel every day. Talent Plus defines a “talent as a natural ability, something that is not acquired through effort, education or experience. It results in spontaneous behavior on behalf of the individual. When someone is using their natural talent to its maximum level, they have an intrinsic satisfaction.”5
STRENGTH-BASED PHILOSOPHY
RESULTS
How many times have you heard in an interview “What are your weaknesses?” or had someone point out a skill that you need to improve upon? Our organization is taking a different approach. We want to focus on what you’re already doing well naturally. But why take that approach? People know what they’re strong at but should always be trying to improve. Think about it. If you’re good at something, you want to do it often.4 We want to focus on your natural strengths because if you do something that you are naturally talented in, you will enjoy doing it. And if you enjoy your job, your happiness will show.You’ll enjoy coming to work every day. Patient satisfaction scores have increased year over year since implementing this kind of science in our workplace. Our employees are more engaged because they are doing what they love every day and are helping patients using their natural talents.
The expected results initially include some decrease in turnover. This is experienced as improvement occurring in the selection process. Because candidates are matched with the organization and their individual strengths, the satisfaction of the new employee occurs in return. Involuntary turnover also decreases. However, some organizations will see an increase in turnover at the 18- to 24-month mark of their talent journey; as better selection is occurring, some of the organization’s current co-workers will self-select out. This phenomenon is expected because as more talented people are being brought aboard, others in the organization may feel they no longer fit in.7 Overall, according to Mercy’s senior vice president of human resources and chief analytics officer, Cynthia Mercer, “When we ignore the science and select folks into the organization that were not recommended based
50
Nurse Leader
RECRUITMENT CONSIDERATIONS People always put their best foot forward during the interview process. People can easily Google interview questions to help them prepare for an interview; they can wear the most professional suit and present themselves in the most positive light that when they leave the interview, you know you want to hire that person. However, the talent science has helped us understand that we need to look deeper than the interview. We need to understand that person beneath the surface of what we see and hear. The science has proven to be beneficial in helping us understand what we can’t necessarily decode in an interview.6 Although someone may be extremely positive, is that person going to be able to able to work independently? Is that person going to live out the mission in which our company is based? Does that person have the strong ethics we desire in every coworker? (Figure 2)
RN BENCHMARKING STUDY Talent Plus and Mercy have also partnered to study the internal nursing coworkers to develop a Mercy benchmark. It’s an effort that identifies the common talents in the known top performers in the organization. Through assessments, a methodology was used to identify the top talent and what differentiates them from contrast performers. Several nurses voluntarily participated in the talent online assessment tool. After an analysis of the data and performance of the participants, Talent Plus was able to share with Mercy the results (Figure 2). It was no surprise some of the strongest themes of the top performers were directly aligned and consistent with the organization’s values and mission. The ability to build a relationship, through dignity, was a top value.
August 2015
Figure 2. Top Talents
on talent fit, we’re seeing them turn over 2 to 3 times faster than those who are recommended.” (Figure 3)
WHAT CAN YOU DO TODAY?
An analysis of the Talent Plus clinical Talent Online Assessment revealed 5 talents that statistically differentiate between Mercy’s top and bottom performing registered nurses (RNs).5 Figure 3. Characteristics of Mercy's Ideal Candidate
Whether your organization has invested in a partnership with a company like Talent Plus or you are just beginning your journey of identifying and selecting for talent, there are some basic ideals you can adopt today. When making hiring decisions, focus on the strengths of the individuals you are considering.You can easily adapt interview questions to be behavioral in nature, which allows candidates to respond with their inherent talents. When leading your current employees, focus on what they naturally do best. Coach them in a way that empowers them to do their best work. For example, if you have an employee with a natural talent of positivity, give them opportunity to keep others focused and positive. Praise their ability to “get something done.” Make sure these naturally positive people have the opportunity to join problem-solving events. Lastly, take the time for yourself to understand the emerging literature on strength-based leadership.You’ll find as you hire increasingly more talented people into your organizations, leaders must lead in a different way.8 Very talented people need encouragement and empowerment. Development of these individuals requires a leader to understand the strengths and skills of their employee. NL References 1. Talent as a foundation [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2010. 2. Kimberly Rath profile [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2013. 3. Appendix 2: clinical interview theme descriptions [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2008. 4. Fallon, N. Ask this one question to discover a job candidiate’s strengths. Available at: http://www.businessnewsdaily.com/7000-strengths-basedinterview.html. Accessed March 1, 2015. 5. Research model [internal report at Talent Plus]. Lincoln, NE: Talent Plus; 2014. 6. HR Zone. The emerging practice of strengths-based recruitment. Available at: http://www.hrzone.com/engage/customers/the-emerging-practice-ofstrengths-based-recruitment. Accessed March 23, 2015. 7. Harbour, S. Beyond skills: how to hire for cultural fit. 2014. Available at: http://www.businessnewsdaily.com/6866-hiring-for-company-culture.html. Accessed March 1, 2015. 8. Walter, E. Four essentials of strength-based leadership. Available at: http://www.forbes.com/sites/ekaterinawalter/2013/08/27/ four-essentials-of-strength-based-leadership. Accessed March 23, 2015.
Note: The authors thank Kimberly Shirk and Holly Olson of Talent Plus, Inc. Heather Thompson, RN, MSN, CENP, is Executive Director of Nursing for Women's Services at Mercy Hospital in St. Louis, Missouri. She has 20 years of professional nursing experience. Heather can be reached at [email protected]. Lindsay Ahrens, BA, is Manager-Talent Selection at Mercy Health Systems in St. Louis, Missouri. She has 9 years experience in the recruitment industry. 1541-4612/2014/ $ See front matter Copyright 2015 by Elsevier Inc. All rights reserved. http://dx.doi.org/10.1016/j.mnl.2015.05.011
www.nurseleader.com
Nurse Leader
51