How to Navigate Networking, Resumes & the Interview Process

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How to Navigate Networking, Resumes & the Interview Process

Did you know that more than 90% of jobs come from networks?  While many individuals equate networking to socializing, in reality, it’s more about creating and cultivating relationships. It takes persistence, grit and strong interpersonal communication skills to create a quality network of people. In a rapidly evolving healthcare market, it’s important for candidates to remain nimble and to adopt the mentality of becoming life-long learners. For a candidate to realize their full potential, they must first understand and identify which type of candidate they are. Likewise, hiring managers must also be able to identify the different types of candidates they are interviewing.

Types of Candidates

There are three types of candidates, which one are you?

1. Those with their head down

2. Those always looking

3. Natural networkers

The Head-Down Hard Worker

  • Working long hours for extended periods of time
  • Moving from accomplishment to accomplishment
  • Remaining unaware of market changes
  • Not networking

The Opportunity Hopper

  • Kiss up and kick down
  • Stepping over people
  • Never satisfied 
  • Want to be included on every opportunity

The Natural Networker

  • Maintains consistent communication with networks
  • Stays in touch with peers
  • Keeps an ear to the ground
  • Understands the market

People that are not natural networkers may internally struggle with feelings of disloyalty; however, it is not disloyal to look at other opportunities, send a resume or monitor the market. Individuals who choose to engage in these activities should, however, remain discreet.

Candidate Quick Tips

Resume

• Keep it readable

• Think left to right (dates on left)

• Describe the employer

• Describe the job accomplishments

• Use metrics to articulate your value and impact

Interviews

• Be on time

• Greet the staff in a friendly, business-like manner; sell to everyone you meet

• Dress conservatively

• Avoid blunders

• Avoid improper use of the English language (slang; incorrect usage)

• Exercise good manners

• Send a personalized follow-up note

References

• All important and too often ignored

• Choose your references wisely

• Take a 360 approach when selecting references

• Communicate and cultivate

“This rapidly changing economy requires workers who are flexible, adaptable, quick learners, critical thinkers and, above all else, problem-solvers.” —Ted Hershberg, University of Pennsylvania

How Employers Use Topgrading to Vet Candidates

According to Founder and CEO of Topgrading, Inc, Bradford D. Smart, PhD, “Topgrading isn’t just about hiring and promot­ing—it’s also about developing talent. It enables leaders to reward their A Players, coach their Bs to become As, and weed out the Cs who are beyond improvement.” Topgrading includes a comprehensive interview technique that gives a holistic picture of a candidate’s professional background and personality. Employers use this technique to sift through candidates and efficiently identify the most valuable talent, A Players.

High performers, the A Players, contribute more, innovate more, work smarter, earn more trust, display more resourcefulness, take more initiative, develop better business strategies and find ways to get the job done in less time with less cost.

Percentage Breakdown of Players in the Workforce

  • 10% are A Players
  • 25% are B Players
  • 65% are C Players

Only 25% of new hires ultimately turn out to be high performing, A Players. Proactively seeking out and employing the most talented people can have a multiplier effect on the creation of other competitive advantages. Will you be the leader known for hiring A Players and employees with A potential—and with the ability for making the tough calls and redeploying chronic C Players?

Sample Interview Questions 

• If your boss got promoted, who would get his/her job? If not you, why not? If you, why?

• What has been your biggest disappointment regarding your career choice?

• What position do you aspire to and why?

• What are you going to do to get that job?

• How do you like to be managed?

• How would you describe your management style?

• How do you communicate with your supervisor?

• What are the skills of your boss that you most admire or want to emulate?

• What bugs you about your supervisor?

For those conducting the interview, it is important to allow sufficient time to really get to know the candidate during the interviewing process, and vice versa. Interview questions should be prepared in advance and be behaviorally based to ensure fairness and allow for a  thorough evaluation of each candidate.

Hiring Executive Leaders in Today’s Market

There is no doubt that hiring a senior leader in the healthcare industry is time-consuming, but making the wrong decision is always more wasteful and costly. Practically every leader will say that making the right hiring decision is their most important responsibility, but too often other things get in the way. This is where Tyler & Company can help. We pair healthcare leadership expertise and a thorough understanding of your organizational culture and operations to develop a panel of best-fit candidates. We drive a seamless process that ensures the best mission/strategic focused leaders for your healthcare organization.


Read more about our executive search and interim executive leadership services or contact us to learn how you can reach the best talent locally, regionally and nationally.