How to sell your practice to candidates
In today’s recruiting world, practices face fierce competition to acquire talented individuals. Often, job candidates are exploring multiple opportunities simultaneously and may be at different stages of the interview process with other businesses by the time they get to you, so setting your organization apart is crucial. Presenting the best version of your organization can enhance the likelihood that candidates will choose to join your team. Set yourself up for success through transparent communication to make your practice their No. 1 choice. Let’s explore six tips that will help you sell your practice to candidates.
1. EXPLAIN THE PRACTICE HISTORY AND OPPORTUNITIES FOR CONTINUAL GROWTH
Providing the details of where the practice has come from and where it is now outlines the stability of the practice. Has the practice grown from one provider to seven, with plans to add to its physician team in the coming months or years? Growth like this creates a positive narrative for candidates that the practice is forward-thinking and opportunistic. This information can also guide the conversation regarding candidates’ growth potential. For example, explain how their career can grow along with the practice. Today’s jobseekers are looking for advancement opportunities, and it is beneficial to have these conversations during the interview process. Candidates will see that you can offer them something long term, value their development, and see them as an important part of the practice’s success.
2. USE YOUR CORE VALUES
Core values are traits, qualities and beliefs to which we hold ourselves accountable. Organizational core values align your people with your purpose and set expectations for behaviors. Using core values in an interview can be beneficial in the following ways:
For candidates to evaluate their fit: Describing your core values and how they are used to build a cohesive team and prioritize the patient experience sets clear expectations about the culture candidates will be joining. During the interview, you may ask, “At our practice, one of our core values is accountability. What does accountability mean to you, and how do you show accountability at work?” Clear communication on behaviors that align with the core values helps candidates determine whether they would be a good fit for the organization. Discussing core values early sets the tone for the interview and onboarding process if candidates are moved forward, and it can get them excited about working at your practice.
For the interviewer to evaluate fit: Evaluating against the core values in the interview may help establish whether candidates will be a good cultural fit. For instance, if one of your core values is accountability and candidates speak negatively about or place blame on previous managers or practices, you might question the candidate’s accountability and how coachable they may be. If they mention a past behavior that demonstrates one of your core values, then they may be a good fit, and you can highlight this to candidates so that they can picture themselves assimilating into your practice.
3. PROMOTE YOUR MISSION AND VISION
A purposeful mission statement tells candidates who you are and what is important for your organization. It is also a powerful tool to guide the patient experience. The vision statement looks to the future and provides a sense of direction for where the practice is going. It creates excitement for the employees to work toward a common goal and should align with the mission and the core values. Like core values, introducing the mission and vision statements in an interview helps candidates make connections between your practice and their beliefs, which can drive their enthusiasm for joining your team and set expectations. Having these statements in place also portrays your practice as well organized and purpose driven, which can set you apart from others.
4. DESCRIBE THE TEAM, ORGANIZATION STRUCTURE AND
GROWTH OPPORTUNITIES
Outline the organizational chart and reporting structure. Paint a clear picture of the size of the team, the experience and tenure of the team, the leadership style of the manager, onboarding and training processes, and opportunities for growth in the department and other areas in your practice. Candidates are interested in growth opportunities and realistic timelines for advancement. Showing candidates that your practice provides growth opportunities, like certification programs or continuing education, helps them envision staying with your practice long term.
When a practice is invested in its most important asset, its people, the benefits of that investment carry over to patient care, employee satisfaction and goal achievements — and set the practice apart during the interview process.
5. HIGHLIGHT ANY UNIQUE ASPECTS OF THE PRACTICE
Today’s candidates are asking, “Why should I come to work for you?” Therefore, it is important to make clear the differentiators of your practice. For example, consider a practice owner who sets her practice apart by having a distinct career path built for each of her positions. It’s easy to sell this practice to candidates because the career paths indicate an opportunity, not just a job. Do you offer flexible work schedules, administrative days for managers, continuing education opportunities or attendance at industry meetings? Highlight recognition and reward programs for employees.
Prioritize well-being programs and how you focus on the health of your employees. Do you have a community service day? Do you involve your staff in decision making? Share how the staff’s input impacted a decision for the practice to showcase how candidates’ ideas will be heard and valued. Thinking outside of the box about what makes your practice unique will attract the right candidates.
6. BE HONEST
Honesty is always the best policy. While you want to sell your practice and position, you don’t want to misrepresent reality, which could cause someone to leave soon after being hired. Detail the challenges candidates may face. Share why the position is vacant. Be upfront about the pace of the environment and whether there are “dynamic personalities” to navigate. Insight into their day-to-day will establish clear expectations for candidates and set them up for success. More importantly, let them know who their cheerleader will be and who they can go to in a time of crisis, so they understand that they’ll have support. These details help candidates realistically evaluate whether the role is right for them and demonstrate that you are straightforward and transparent, which can be a differentiator in itself.
THEY MAKE FOR A WIN-WIN
These tips for selling your practice to candidates give them an inside look into your organization. They speak to your commitment and investment in your staff while setting expectations for the candidate’s future. They help candidates to align themselves with your mission, vision and core values, and to envision themselves assimilating into your culture. Having these selling points ready to discuss in an interview shows your preparation and likely your own engagement for working at the organization, which is a selling point of its own. Your passion can ignite a similar excitement in candidates and set you apart as their No. 1 choice for their next career move. OM
