Mr. Zoch defined impact players as the top 20 percent of employees responsible for 80 percent of an ASC’s business. He noted that these candidates are not applicants or desperate for positions and must be treated differently than the typical job applicant. “ASCs are actually ‘applying’ for top talent because impact players have plenty of options even in this environment,” he said.
Behavior traits of impact players include intelligence, persistence, organization, passion, decision making, high energy, competitive, goal-oriented and empathetic.
In order to successfully draw in impact players, Mr. Zoch suggested that ASCs move toward behavior-based interviewing. He noted that past behaviors and performance are accurate indicators of future behaviors and performance, and behavior-based interviews are 45 percent predictive of future job success than the 10 percent seen using “traditional” interviewing techniques.
Questions asked during behavior-based interviews include “Tell me about a time when…” or “Describe to me a project when…” Mr. Zoch said it is important to learn how the interviewee reacted at a certain time, what they did and what the outcome was.
Mr. Zoch next discussed the four social styles commonly seen in impact players and advised ASCs to understand their own style. The four social styles include:
- Thinkers — These are systematic people that enjoy problem-solving. They are typically task-oriented that require details and data. Mr. Zoch suggested that ASCs be patient with Thinkers as they require data and information before they can make decisions.
- Directors — These are individuals who are always in control and are driven to succeed. They tend to be task-oriented, fast paced and can be annoyed with delays. Mr. Zoch suggested that ASC approach Directors in a timely quick manner and appeal to their sense of accomplishment.
- Socializers — These people are talkative, charming and persuasive. Mr. Zoch identified them as idea people and who like to be where the action is. They like to build alliances and are excited when bringing others on board with their ideas. Mr. Zoch suggested that ASCs support the ideas and goals of Socializers and approach them with liveliness.
- Relaters — These are team players that are aversive to risk. They are supported, respectful and dependable. Relaters thrive on stability and balance and are good with follow through. Mr. Zoch suggested ASCs earn the trust of these individuals and to build relationships based on feeling as opposed to facts.
Mr. Zoch noted that all social styles can be good administrators; each style just requires different ways in which to accomplish tasks. He suggested that ASCs work to establish what social style a candidate is and then to adapt the interview style to best related to the style identified in the candidate. He said, “Your communication is only as good as your understanding of the person you’re communicating with.”
Finally, Mr. Zoch discussed the importance in understanding a candidate’s motivation for exploring a career change. He identified the following primary motivators:
- Challenge
- Location
- Advancement
- Money
- People
- Security
He suggested that ASCs should ask good questions to understand the motivation behind each candidate’s reasons for interviewing with the center. He advised ASCs to consider obstacles to the move including timing, significant others that may require employment in the case of relocations or other job offers.
Mr. Zoch also suggested that ASCs should check references, but should not rely on them solely. If a candidate seems like a poor fit but has good references, the ASC should consider more than just someone else’s recommendation.
Compensation should not be discussed too early in the process, and ASCs should get an understanding of who the candidate is before worrying about compensation. “Money doesn’t matter if the fit is not right,” Mr. Zoch said.
When approaching the subject of compensation, Mr. Zoch suggested that ASCs use salary surveys as a starting point for fair compensation, but to acknowledge that surveys are simply averages of salaries and to expect to pay above average salaries for above average talent.
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