Hatching Creativity: Conversations on Success, Innovation, and Growth
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Hatching Creativity: Conversations on Success, Innovation, and Growth
Re-Imagining Recruitment: Mastering Hiring and Retention Strategies
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Ready to unlock secrets behind hiring the right talent and retaining them in your organization? Look no further, as today on Hatching Creativity we have industry experts Jordan Young and Glenn Hadley sharing first-rate tips for not only bringing in top-tier candidates, but also creating a work environment where they thrive and stay. We delve into an array of different strategies, from crafting a hiring process that makes candidates feel valued to providing ample opportunities for advancement and understanding the turnover rate.
Tune in to Hatching Creativity — let's re-imagine recruitment together!
Tips for Hiring and Staff Retention
Speaker 1Welcome to Hatching Creativity . This isn't just another behavioral health podcast . This is the place where thought leaders converge to talk about real-life challenges , breakthroughs and pivotal aha moments . Thanks for tuning in to Hatching Creativity . In today's episode , I'm speaking with Jordan Young , the CEO and founder of Jordan Associates Consulting , and Glenn Hadley , a senior VP of strategy at Dreamscape Marketing . Jordan is going to share with us his three best tips for good hiring and staff retention . And don't forget if you like what you hear , please like , share and tell all your friends about Hatching Creativity .
Speaker 2What would you say is the top three pieces of hiring advice you can offer a provider to make sure that maybe they don't make a bad decision along the hiring process ? Probably the best tips that I have are when your CQA candidate , your CQA health physician , realize that those candidates they're also flying with several others , so realize that and make them full of wanting , make them full of free-shaming , or especially with direct staff . Right now there's such a shortage . There's such a shortage , there's such great demand , so few people are actually in the market looking for who offered you , so you have to make them full of wanting . You map to make them full value and by company .
Speaker 2We did a survey on employee engagement last quarter and it's a tremendous response and 26% of people in the ARA health are unsatisfied in their current visit . The biggest driver and what makes a person satisfied in their position now is their compensation level . But what's going to make someone seek out a new opportunity ? The data share and a 40 to 1200 behavioral health professionals at our survey was advanced hurt opportunities and day-to-day responsibilities . So compensation , which was number one in determining current satisfaction level , ranked fifth Every fifth behind their answer opportunities , day-to-day responsibilities , happening mission and happening culture . So tell me what I'm here and you say and I want to see if I'm interpreting this right is they'll stay even if they're not happy with their compensation . But as soon as those other factors are not being met , that's when they start looking to make a change .
Speaker 2Yeah , yeah , so what's going to make them okay with their current position ? They're pay well , but what someone comes off in a window , you're like , hey , worse responsibilities or you can advance , there's opportunity for advancement . You know , once they're basic needs are met , it's those other things that are going to make them set out like okay , so now I have my safety , my home , my clothing , all those basic necessities are met . However , that now I want to progress and I want to be able to leave people . I want to be able to Do things that I enjoy more day-to-day . Sure , our work or the company who I line up better , from their long-term strategy to how they do things . I Think that's a great point , you know you know we see it a lot work .
Speaker 3You can see you're living . They have an extreme staff for chores there , like one of the the advantage we have in made for healthcare , so we could a lot of times alumni are such a big driver of you new team members right and and they should be I love the back have that in this space mean senior living . They don't , and so it's . It's such a challenge . They they have such high stress environments . They're oftentimes brought in crisis and they're on there . So let a lower bait workers in out here . So they're really struggling in that I . I have a question that I want to ask you up , because I See a lot of times in our space in behavioral health here People go through hiring phases and then stop .
Speaker 2I have my opinion is that we should always be looking to bring on new team members and that what you're seeing is that what you would recommend is is always be hiring and bringing in people here always , yeah , yeah , yeah that always looking for the talent , because you know that People are always gonna leave , no matter , no matter how satisfied they are in decision , no matter how nice you are to , no matter how much you paid him , he's always gonna be the insistent life situation which can make someone would die . I have a swivel and right now break facilities around for 20 plus years doing well , paying well , but the head of the clinical operation is going on maternity leave and At that point , okay . So what am I gonna do ? I'm gonna go back to this 40 to 50 hour a week , or I ain't in eight weeks , or am I gonna stay on and Nurture my baby and the early stages of their life ? Yeah , and so I mean just just things like that . Or people have to leave to go take care of their parents .
Speaker 2Something always happens , right , you know it's . It's really interesting because I talked a lot about data and and Having an understanding of your turnover rate . What are your highest turnover of physicians is so important . What are the best sources that you've found for finding candidates for your organization ? Because what ends up happening is is , if you have an opportunity to hire two people for a high turnover physician . You know that sooner or later , like a BHT for example , super high turnover , super high stress job , hard to find people . So Higher two , higher three , because sooner or later , probably sooner , somebody on the team is going to be gone . Or during the hiring , you know the on-boarding process , there's fallout right . So I always tell people you know , look at the data and understand that data , it'll tell that story . Love , almost time friends , that you should be starting to look S sooner or later you're on to do run into that and now great bye .
Speaker 2Early part of my career , I was a headhunter oh so I for eight years in many different verticals . So that was always like a very big part of of my experience . And one and another thing that I would say you know , kind of to tack on to what you said as far as best practices is , is with your in behavioral health . Yes , it's extremely hard to find candidates . It's also a very , very small industry and if you hire the wrong person for your organization and they don't match your corporate culture or you're seeing red flags along the way during the hiring process , do not just hire somebody to fill a spot . They will . They could potentially really manage your reputation as an organization and it's way better to be short staffed than it is to have somebody out there creating problems or hurting clients or injuring your reputation . That's subtraction by this .
Speaker 3I like that In all transparency . I worked with Jordan before in that capacity and we have team members that Jordan has brought us and so he and I have had some very in-depth conversations about culture and there may have been candidates that came in that were excellent . They scored really well , very qualified . Really we enjoyed the interaction with them . The culture wasn't quite the fit . And then we had other candidates that he brought us that culturally they were perfect for us and we're able to have that conversation and bring in those team members because it is important . You know , I would rather work with somebody who's culturally a bit and maybe needs some some polishing or some education , like we can do that and work on that , as long as culturally they're a bit and they work in the team For sure .
Speaker 2Hey , and one thing , just just going back to your question from before about advice for hiring managers and treatment centers and kind of to your point is have multiple and voices . Yes , you all multiple voices , so the candidate gets different perspectives , not just , not just lines of question .
Speaker 1Yeah , through that just good questions .
Speaker 2You also they hear about the culture from different leaders in the organization and you have people . You know you have people who will be meeting the interviews , but also know that the people that are interviewing the team likewise they're interviewing you . You're not just interviewing right there interviewing you . So I have a couple of clients who have made my job much easier because I've been on interviews . I mean , I see the way that they interact with you . You know , like , like man you're doing excellent , like there are some other my clients are excellent with it , but they have to go and what to work for some of it . Now , if you're the hiring manager , you're going to be reporting directly to me , but I'm kind of injured and you know I'm an art interview . What's what's going to make you as a candidate who has other ?
Speaker 1opportunities available .
Speaker 2What's going to make you want to go work with me ? Yeah , because is it going to be pay ? I know money's not everything . As we , as we established , there's a baseline . Money's important to a degree , but you know you have to put your best foot forward , as well as the hiring manager and the social that , the interview culture , the fit is everything it's . I mean , you could teach anybody a skill , right ?
Speaker 2We always , we have an expression that we say at our company which is about if it's , if it's a skill , it's our , if it's a skill can be learned , if it's a personality , done . Yeah , you know , right away . You know , because you can't teach somebody new personality , right , if their personality is not a cultural fit , it's not and that's all that it is . So you can't really teach somebody that you , they can . You know you can put the lipstick on a thing for a little while until the lipstick comes off , then it's done and then you're right back to where you are and the last thing you want to do is be having a chain of people you want to talk about expensive , right , having a chain of people coming in and out and when that does to your culture , to so , yeah , I want to say that that reactive nature we have we've all as an industry in a field in behavior out there , right , we evolve past .
Speaker 3Or we can be reactive , whether it's in the hiring process , like just to fill us up , right , we all pass that . Or the the market out . There is one of like we have to actually sell our cell to the employee , now , yeah , the other way around , right . And also to like in the lot of work that you do with with clients , like we've evolved as a place , you can react in that , like it needs to be addressed . That's what we're talking about earlier , where you can't be everything to everyone , like there is no one individual that's an expert in compliance , it's an expert in marketing , it's an expert in staffing , and think about all the facets that fall under every single one of those . There's not one person out there that can do all of those things , and we have to bring teams around us and empower them to be experts in their field and what they do .
Speaker 2And when you have an expert on your team , throw a little bit of a step down . Hire them because they're an expert and that is their specialty , and you have to trust that what they're doing is their job . Right , yeah , now they can even give some input . But I hate to see that when somebody oversteps a staff member , you know we'll have somebody who'll call me out from a time to time and say hey , I spoke with the account manager and she said this is that true ? You know , you talk to the person who's going to be able to give you the best answer . Whatever she said , I would say yes , because that's all she does on that . So you know , don't rush your people . Elevate your people .
Speaker 1Thanks for tuning in to Hatching Creativity . We appreciate your support . Please don't forget to like and subscribe and tell all your friends about the show , and remember it's never just about one thing . Thanks for tuning in to Hatching Creativity . In today's episode , I'm speaking with Jordan Young , the CEO and founder of Jordan and Associates Consulting . They're a staffing firm specifically in the behavioral healthcare space . Jordan's going to share with us his three best tips for good hiring and staff retention . If you like what you hear , please like , share and subscribe . And if you like what you hear , please like and subscribe , and don't . If you like what you hear , please like , share , subscribe and tell all your friends about hatching creativity . Thanks for tuning in to Hatching Creativity . In today's episode , I speak with Michael Castanon .
CEO Interview on Mental Health Care
Speaker 1He's the CEO and founder of Mindfully , and Thanks for tuning in to Hatching Creativity .
Speaker 1In today's episode , I get to speak with Michael Castanon . He's the CEO and founder of Mindfully , which is a platform for continued mental health care and support , as well as Thanks for tuning in to Hatching Creativity . In today's episode , I get to speak with Michael Castanon . He's the CEO and founder of Mindfully , which is a digital platform to help continued mental health care and support , as well as Thanks for tuning in to Hatching Creativity . In today's episode , I get the chance to speak with Michael Castanon , who's the CEO and founder of Mindfully , a platform that's designed for continued mental health care and support as well as . What we speak about is what it takes to open a successful treatment center in this competitive landscape .
Speaker 1If you like what you hear , please like , share , subscribe and tell all your friends about the Hatching Creativity podcast . Thanks for tuning in to Hatching Creativity . In this episode , I get the chance to speak with Greg Gushian . He's the CEO of Recovery Beach Treatment Center in Southern California , and we speak about the best pieces of business advice he's received and how he executed it . If you like what you hear , please like , share , subscribe and tell all your friends about the Hatching Creativity podcast .
