Virtual interviews are here to stay. They’re cost-effective and easier to schedule; however, can you gauge if a candidate is a fit virtually? Dive into this week’s Pediatric Insight podcast where the Child Health Advisory Council discusses their experiences and the do’s and don’ts they’ve gleaned from those for both candidates and interviewers. Moderated by Dr. Bruder Stapleton, they discuss:
Best practices for virtual hiring for candidates and interviewers
Common pitfalls to avoid
How to build a strong team from anywhere
Host: Wesley D. Millican, MBA
Moderator: F. Bruder Stapleton, MD
Child Health Advisory members: Valerie Opipari, MD; Craig Hillemeier, MD; Arnold Strauss, MD; Danielle Laraque-Arena, MD; Bruce Rubin, MD; Robert Sawin, MD
During the recruitment process, social events during campus visits are critical in assessing candidate engagement, executive presence and general connectivity with your faculty and leaders. Planned social engagement opportunities allow candidates to better appreciate your culture and to develop the chemistry and sense of belonging that will be key in your efforts to successfully recruit them. In this podcast moderated by Christine Gleason, MD, the Child Health Advisory Council (CHAC) discusses social recruitment strategies that ensure outstanding candidate experiences. They delve into the delicate balance of social issues such as who to invite, having wine at dinner and other appropriate questions that maximize social engagement.
Moderator: Christine Gleason, MD
Child Health Advisory Council members on the panel: Valerie Opipari, MD; Arnold (Arnie) Strauss, MD; F. Bruder Stapleton, MD; Danielle Laraque-Arena, MD; Robert Sawin, MD; Craig Hillemeier, MD
Considering the Global Health Requests of Pediatric Faculty Candidates
Our latest Pediatric Insight is an insightful discussion on global health initiatives with special guest, Amelie von Saint Andre-von Arnim, MD, UW/Seattle Children’s Director, Pediatric Emergency Medicine and Critical Care – Kenya. Dr. von Saint Andre-von Arnim and the Child Health Advisory Council discuss the realities and benefits of supporting candidates’ desires to share knowledge, research and patient care experiences across the globe. Moderated by Dr. Bruce Rubin, who has supported pediatric care delivery in Ukraine during the conflict, the council brings a unique perspective on the ROI of international health exchanges and programs.
Moderator: Bruce Rubin, MEngr, MD, MBA, FRCPC
Guest contributor: Amelie von Saint Andre-von Arnim, MD
Associate Professor, Department of Pediatrics, Division of Pediatric Critical Care, University of Washington/ Seattle Children’s and University of Washington, Director, Pediatric Emergency and Critical Care, Kenya and Seattle, WA, USA
Child Health Advisory Council members on the panel: Valerie Opipari, MD; Arnold (Arnie) Strauss, MD; F. Bruder Stapleton, MD; Danielle Laraque-Arena, MD; Robert Sawin, MD and Craig Hillemeier, MD
What are the key questions academic leaders receive from faculty recruits and how should they respond? In the latest Child Health Advisory Council (CHAC) discussion, members share the top questions they received throughout their careers and how they handled them to ensure the recruit’s concerns were addressed. From career growth opportunities to dedicated research time to personal considerations, they’ve heard it all. Read More
Moderator: Bruder Stapleton, MD
Panel: Danielle Laraque-Arena, MD, Robert Sawin, MD, Arnold Strauss, MD, Christine Gleason, MD, Bruce Rubin, MD, and Craig Hillemeier, MD
Bringing a faculty member or employee into an organization has very important implications for the future success of the organization and the recruit. Making a bad choice in hiring is extraordinarily painful for a department and for a faculty member whose career suffers as a result. Often faculty searches bring candidates who may be known to a member of the search committee and, as a result, references may be deemed unnecessary. In this conversation, members of the Child Health Advisory Council discuss the importance of obtaining references prior to completing all faculty searches.
The fiscal challenges in academic medicine are apparent to us all — particularly in academic pediatric medicine. The many pressures of increasing complexity of clinical care, decreased reimbursement (especially from government payors such as Medicaid), competing priorities for individual faculty members to meet the multiple aims of patient care, teaching the next generation, and scholarship to advance our respective specialty fields to name a few.
New clinical leaders often enter their leadership roles without a solid understanding of the economics of health care. Additionally, they may not inherit established funds flow models that optimize the realization of the goals for patient care, teaching, research, and child health advocacy.
In this conversation, our council discusses what leaders in academic pediatric medicine need to understand about the business of medicine and what principles need to be to considered to maximize fairness and the chances of accomplishing competing priorities and goals.
Clarity in understanding the responsibilities of the Chair of a Search Committee is important to a successful process. The goal of the process is to identify the best candidate for the position that is to be filled. This conversation highlights the importance of the charge given to the committee. Noteworthy is the attention to details borne by the Committee Chair e.g. to have in place the preparatory documents, standardization of the process, appropriate selection of committee members, legal and HR supports to ensure the integrity of the search with adherence to Title VII and IX mandates. Discussed also is the engagement of a broad representation of committee members, individuals who are invested and do not detract from reaching a positive outcome for the Department, School of Medicine and University.
Success in leadership for academic medicine is much more complex and characterized by an accelerating pace of change. For new leaders, a robust support team is essential. To optimize that support, a thorough assessment of the individual leaders’ skills and experience, as well as the institutional environment is imperative at the beginning of their tenure. For that reason, a structured program or institutional review preceding the placement of a new leader can have great value. Once the institutional and leader assessments are completed, an ideal support team can be created to buttress areas where the leaders may face their greatest challenges. Furthermore, when leading a new team, a leader’s thorough understanding of different team members skills, experience, and styles of work and communication can be leveraged to optimize the success of the program, division, or department.
Every leader working with faculty and staff to define the mission and vision for the organization needs to articulate the core values and principles that will ignite and inspire the community. A #1 priority is providing a positive work and learning environment that supports the well-being of the organization. This conversation identifies key attributes of a healthy culture and gives examples of explicit messages that support a healthy culture.
Financial management is often an area that physician leaders have not yet developed experience prior to assuming their leadership role. The complexity of clinical reimbursements, research funding sources and institutional compensations has greatly increased the management demands for physician leaders. Fortunately, department chairs, and most division chiefs, often have an administrator available to share this responsibility. In this conversation of members of CareerPhysician’s Child Health Advisory Council, experienced leaders reflect on the nature of this relationship and how it might be maximized.
