Got the message…

Primary Care Training - NHS - Genreal Practice - Got the message

Here’s a confession. I don’t know why I’m telling you this. I’m not proud of it… it’s just the way my life has turned out.

Happenstance… one of my favourite words.

So, here we go; the only exam I’ve ever sat was the 11+ and I failed. Since then I have never sat an examination and I have never had a job interview.

I think that makes me uniquely qualified. For what, I dunno. But it must mean I’m good for something. Add to that, most of my life is behind me, thus… it makes me a uniquely qualified has-been.

What it has done is to make me focus on the things I don’t know. It’s given me an appetite for knowledge and experience. It’s made me curious.

It’s also made me acutely aware that to achieve good things, you need good people around you. People better than you.

To get good people doing good things, you have to create the time and space for them to make the journey from good to great. And, you have to trust them.

All of that depends on getting good people in the first place. At this point HR professionals, of a frail disposition, may wish to look away from their screens.

Let’s talk recruitment…

I’ve always worked on the basis that you are who you hang-out with. For our purposes, that translates into; good people know good people.

When I’ve had a vacancy to fill, I’ve always started from, who do you know. Ask the people in the business, doing the job… who do you know?

It’s a good way to connect to talent. I’m not saying you have to circumvent the labyrinthine HR policies. Process is processes, but if you don’t invite the right people, you’ll never get the right people.

It’s also a test of the organisation. If it’s a good place to work, people will recommend it and come up with candidates they want to work with. If they don’t, you have a problem.

The NHS does really badly on talent management. In fact, are far as I can see, it doesn’t do it. Is there a talent strategy?

There’s the Leadership Academy but the NHS still says it doesn’t have enough leaders. Either it’s not looking hard enough or there’s something wrong?

Here’s a neat idea…

It’s simple enough. Find an employee you really value and admire and ask yourself what it is about them that marks them out. Make a list… that’s what your’e looking for.

Forget they may have different technical skills.

Recruit for attitude… the skills can be learned.

I’ve found involving the team in the hiring-process works. It just does.

Assemble the candidate, a boss, a peer, an independent from another part of the organisation. Take them all to the coffee shop, buy the latte’s and leave them to it. Let them get on with it.

Engagement, fit, how they handle a slightly unconventional approach. What’s the team’s up-sum?

Recruit for attitude… the skills can be learned.

Something else… don’t be in a rush. Take your time. Get the person you want.

Sometime happenstance works against you and you might have to get going.

In those circumstances, look inside the organisation. Who is ready for the main chance? Who wants to show you they can step-up?

Even if they aren’t quite ready, it’s worth saying to them;

‘I’m going to give you a go at this. I think you need to do more on your communication skills [or whatever], so think about that… and prove me wrong.

Recruit for attitude… the skills can be learned.

What if you find two candidates, neck and neck? Hire them both. Talent is rare.

When you’re hiring, you’re looking for someone like you; in pursuit of excellence, cares about people, respectful, doesn’t rush to judgement, likes teamwork.

Recruit for attitude… the skills can be learned.

Got the message?

Contact Roy – please use this e-address – roy.lilley
Know something I don’t – email me in confidence.
Leaving the NHS, changing jobs – you don’t have to say goodbye to us! You can update your Email Address from the link you’ll find right at the bottom of the page, and we’ll keep mailing.
We don’t sell or give access to your email address to any third parties.
You can unsubscribe at any time.

Reproduced at by kind permission of Roy Lilley.