We’ve all heard the talk track before. We’ve probably even delivered the talk before. You transition to a slide, likely early in your deck, and the tried, true, and perhaps even a little tired content appears. The slide trumpets the importance of “People, Process, and Technology” as the cornerstone for successful healthcare IT projects and programs. Invariably, there’s a triangular diagram on the screen with those three words. Bonus points if you’ve ever said, “and the people come first for a reason.”
With good reason, the talk track resonates. It’s a difficult maxim to refute, and one that is nearly universally relatable. People, process, and technology are, in my experience, reasonable pillars for successful healthcare IT initiatives. No argument here. So why is there so little airtime focused on the people—the first pillar for a reason—in industry conferences and publications?
Hear me out. Think of the last few industry conferences you’ve attended. Sessions on LEAN methodology, agile transformation, EHR implementation strategies, upgrade approaches? Check. Sprawling exhibit halls filled with vendors demoing the latest tech? Even the latest smart hospital beds for you to snuggle on? Check. But far rarer are the opportunities to deeply explore the recruitment, retention, and development of the pillar that, in my experience, most commonly explains the variability in healthcare IT project outcomes across our industry—the people.
We rightfully ask whether technology – and the process to install and deploy those technologies – are keeping up with the demands of patients and consumers. However, I argue that we don’t do enough to ensure our workforces are keeping up with these same demands. That is not to say there are irreparable flaws with our employees, or that our team members themselves bear this burden independently. But it is to say we as leaders have a role in attracting the sharpest saws to our teams and in sharpening the saws of those already working with us.
In practice, here are five techniques to ensure your teams can meet the demands of the time:
1. Reevaluate the hiring profiles your HR teams are using to attract and screen talent.
Consider the talent profile you needed to install your first EHR compared to what you need today. The process and technology landscapes have changed dramatically over the past decade, and so too have the skillsets required to support those changing landscapes. Work with your HR team to reexamine screening assessments, candidate profiles, job descriptions, and interview questions. Dust those off and update them to account for risk tolerance, ability to connect with operational colleagues, creative thinking, and more.
2. Assess candidates’ interest and readiness in emerging technologies, such as AI and RPA.
Just when you thought you’d read a blog post that didn’t mention AI, here we are. No matter what role you’re recruiting for – FTE or consultant – it’s clear that AI and other contemporary technologies will somehow be a part of the role’s future. Ensure your candidates are up to speed on these technologies or, at the very least, curious. You can teach skills. You’ll have a far harder time teaching curiosity and innate drive to learn.
3. Don’t assume a vendor or industry “certification” has the value it once did.
With no disrespect to vendors, the almighty “certification” is less powerful than it once was. In my experience, a certification in an application has very little equivalence to “successful analyst.” There are many reasons for this. Understandably, in responding to time, cost, and travel concerns, vendors have loosened the rigor to obtain some certifications. Some curricula are shorter or require less classroom time. Don’t get me wrong: if you’re hiring an analyst, a certification is a must-have. But it’s a way in the door, an invitation to the interview—not a guarantee of someone’s know-how around a complex system. The certification doesn’t speak to the breadth of cross-application knowledge, communicating with operational and clinical stakeholders, or speed in the system.
For non-analyst roles, the same thinking applies to industry certifications in a process or methodology. It’s a great starting point – but don’t stop there. Ensure your job descriptions are equally replete with core skills and competencies as they are with required certifications.
4. For analyst roles, supplement traditional interviews with practical system assessments.
If you were hiring a personal chef, you’d probably want to watch them in the kitchen and sample a few dishes. I encourage IT teams hiring analysts to supplement traditional interviews with in-system assessments. I’ve found these types of assessments to be quite revealing, and one of the chief differentiators among candidates applying for the same role. Many candidates can excel in different ways on behavioral or situational interview questions. To differentiate, pull up a playground or test system, and ask them to build something in front of you, or at least talk you through it. Start with the basics and then graduate to some more complex topics. You may be surprised at the variability in outcomes across seemingly similar candidates.
5. Don’t forget about communication skills, change management, and operational experience.
Build skills are critical. That said, think about the last time a project went off track solely because something was mis-configured in the system. This is rarely the case in my experience. Much more common are missteps or assumptions related to operational buy-in, effecting lasting change, and weaving a technology transformation into current operations. A team member who understands how technology fits into the big picture is much more likely to have a deeper impact than the resource who builds quietly in the corner. Knocking on doors is how health tech happens. Consider supplementing your current department-owned interview process by requiring an interview with operational or clinical stakeholders as well.
Interested in talking more? Let’s chat. We’ll listen. Divurgent specializes in healthcare IT advisory services, staff augmentation, and managed services. Let’s partner to launch a people-first strategy that meets the demands of your technologies. We can share our techniques for candidate assessments, analyze your staffing landscape for strengths and opportunities, and re-tool your IT organization’s structure to meet the challenges of the future.
Let’s partner to launch a people-first strategy that meets the demands of your technologies.
About the Author
Pete Wiley | Principal
Pete Wiley is Principal at Divurgent. He focuses on EMR implementations, optimizations, and leadership in healthcare. He is an expert in digital transformation and healthcare program management. Pete is a Certified Patient Experience Professional (CPXP) and recently worked at a large academic health system. Visit Pete on LinkedIn.
