The Presentation includes: how to create the optimal job description, the interview process, defining your brand and why you need to assess your team to see how the right candidate can fit into the culture of your medical practice.

1. B Y L I S A M A R I E W A R K , M B A
J U N E 8 , 2 0 1 6
The Business of Medicine:
Having the Right Team

2. Founder/Owner: Lisa Marie Wark, MBA & Assoc.
Founder/President: Internet Business Consultants
Revage Medical Spa, LLC
Medspas.com
SVP Marketing: Century Wellness Clinic
SVP Marketing: Cancer Screening &Treatment
Center of
Nevada
Affiliated Associations
Public Board Member: Nevada Dental Board of Examiners
Consumer Advocate Board Member: American Board of Dental Examiners
Chairman Public Advocacy Committee: North Eastern Regional Board of Examiners
Lisa Marie Wark, MBA is a medical practice management firm and
media agency that is dedicated to the success of medical practices.

3. The Business of Medicine: Hiring the Right Team
If you want to build the team from Hell, this is
how you would do it. Enjoy…

4. The Interview Process

5. The Business of Medicine: Having the Right Team

6. The Business of Medicine: Having the Right Team
1. Define Your Culture
2. Measure the Job Description within the Culture
3. A Focused Hiring Process

7. The Importance of Defining Your Corporate Culture
“If you can’t decide who
you are as a company,
your patients will shy
away from your double
mindedness.”

8. The Business of Medicine: Having the Right Team
Corporate Culture is the widely shared values
within an organization.
 It is created by the organization’s leaders.
 It should be patient-centric
 The best cultures stress moral and ethical
values.
Defining Your Corporate Culture

10. The Costs of Bad Hiring Decisions
 The average cost of a bad hiring decision can equal 30% of the individual’s
first-year potential earnings. (From the US Department of Labor and
Statistics)
 The successful aren’t immune, and they’ve had to learn from their mistakes.
Zappos CEO, Tony Hsieh once estimated that his own bad hires have cost
the company well over $100 million.
 66% of employers said they experienced negative effects of bad hires in
2012. Of these employers, 37% said the bad hire negatively affected
employee morale. Another 18% said the bad hire negatively impacted client
relationships. And 10% said the bad hire caused a decrease in sales. Tweet
this stat. (A study from the National Business Research Institute)
 43% of respondents from the same NBRI study cited the need to fill the
positions quickly as the main reason that bad hires are made.
 It costs $7,000 to replace a salaried employee, $10,000 to replace a mid-
level employee, and $40,000 to replace a senior executive

11. • As much as 80% of employee turnover is due to bad hiring
decisions. (From Harvard Business Review)
• 36% of 1,400 executives surveyed claimed that the leading factor of a
failed hire, aside from performance problems, is a poor skills match. The
second leading factor at 30% was unclear performance objectives.
(Study done by Robert Half)
• 41% of companies polled by Vitamin T Staffing Firm
estimated that a bad hire cost more than $25,000, and 1 in 4 said that it
cost them over $50,000. SayIt Communications calculated the ROI of a
bad hire at -298%.
• 75% of the demand to hire new employees is simply to replace workers
who have left the company.
Costs of Bad Hiring Decisions

12. The Business of Medicine: Having the Right Team
Job Description
• Evaluate the Job Description and match the skill-set to the
skills in the resume.
• Best questions are those that get job candidates to discuss
previous experiences (“the behavioral interview)
• Define the type of candidate needed to be a good fit for the
corporate culture. (Detailed, Outgoing, Team-Oriented)

13. The Right Candidate Fits the Corporate Culture
 Does the candidate have the practical experience that you
want/need to grow your team and your business? Base this
on current and anticipated needs, not just immediate needs
at hand. (SWOT Analysis – Strength Assessment)
 Does he/she have the specific strengths that you need for
this particular position? Have you assessed the strengths of
your existing employees/team to know where there are
gaps? Having data from inside your organization will help
you better leverage your team’s talents and ensure that you
remain objective throughout the hiring process.
 Create Scorecards for each interview

14. The Importance of a Scorecard
 Streamlines & Keeps the Interview on Focus
 Easier to Score objectively using the same criteria
for each candidate
 Team members can be in charge of asking questions
in regard to the various factors needed.

15. Criteria on which to Measure
Present Initiative Detailed Relation
Builder
Medical
Technolog
y
Surgery
Knowledge
Flexible
INTERVIEW SCORE CARD (1=POOR AND 5=OUTSTANDING)

16. First Impressions Count
 Does the candidate
initially present a
professional image?
 Business professional dress
 Well-groomed
 Serious but pleasant
demeanor
 Body language, Handshake,
smile
 The answers to these
“first impression”
questions will ease or
make more difficult the
candidate’s interview

17. Behavioral Interviews
The premise behind behavioral interviewing is
that the most accurate predictor of future
performance is past performance in similar
situations. Behavioral interviewing, in fact, is
said to be 55 percent predictive of future on-
the-job behavior, while traditional
interviewing is only 10 percent predictive.

18. Possible Questions
 Tell me about a time when you had to be very
detail-oriented to complete a project well. How did
you organize yourself to complete the task? What
were the results?
 What kind of experience do you have working with
month-end closes? What techniques do you use to
make sure the close goes smoothly? What are the
results?

19. How To Conduct The Interview
 Go from the list of
questions – use the same
ones for all candidates
 Use silence to allow time
to think
 Stay on track
 Repeat or rephrase
questions to get
information you need
 Will the candidate fit the
culture of the organization
and play well with others?
Do they share the same
values/goals?

20. Explain this to the candidate
at the beginning of the
interviews
Never add more than 2 from
your staff per one
interviewee - too
overwhelming
Plan who will ask what
questions
Why Team Interviews Work Best
Team Interviews
“But, but...I didn’t expect a sort of
Spanish Inquisition!”

21. Beyond Past Behavior
 What did the applicant learn from a past experience or
experiences?
 How would the applicant handle a similar situation
today or tomorrow?
 Was the approach used to resolve the past issue one of
his/her own creation or was it directed by someone
else? How would the applicant resolve an issue if left to
develop his/her own approach?
We can avoid measuring an applicant's capabilities based
solely on past performance and are able to obtain an insight
into future performance.

22. If during the interview, you know the
person isn’t right…
 Keep asking questions
and do not just stop
the interview because
your gut is telling you
something
 If you discover the
person doesn’t have
the qualifications, let
them know that

23. A graceful exit...
 During the interview process the interviewer will
have asked a least once if the candidate has any
questions. Winding things up, the interviewer
should ask again
 Final statement from the interviewer should advise
the candidate about probable timelines for the
decision process, and when she/he can expect to
hear from the hiring organization
Even if the interviewer is SURE that a particular candidate
is “the one”, make NO commitments at the interview stage