August 21, 2023 • 12 mins
Ready to unlock secrets behind hiring the right talent and retaining them in your organization? Look no further, as today on Hatching Creativity we have industry experts Jordan Young and Glenn Hadley sharing first-rate tips for not only bringing in top-tier candidates, but also creating a work environment where they thrive and stay. We delve into an array of different strategies, from crafting a hiring process that makes candidates feel valued to providing ample opportunities for advancement and understanding the turnover rate.
Tune in to Hatching Creativity — let's re-imagine recruitment together!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to Hatching Creativity.
This isn't just anotherbehavioral health podcast.
This is the place where thoughtleaders converge to talk about
real-life challenges,breakthroughs and pivotal aha
moments.
Thanks for tuning in toHatching Creativity.
In today's episode, I'mspeaking with Jordan Young, the
CEO and founder of JordanAssociates Consulting, and Glenn
(00:23):
Hadley, a senior VP of strategyat Dreamscape Marketing.
Jordan is going to share withus his three best tips for good
hiring and staff retention.
And don't forget if you likewhat you hear, please like,
share and tell all your friendsabout Hatching Creativity.
Speaker 2 (00:39):
What would you say is the top three pieces of hiring
advice you can offer a providerto make sure that maybe they
don't make a bad decision alongthe hiring process?
Probably the best tips that Ihave are when your CQA candidate
, your CQA health physician,realize that those candidates
(01:03):
they're also flying with severalothers, so realize that and
make them full of wanting, makethem full of free-shaming, or
especially with direct staff.
Right now there's such ashortage.
There's such a shortage,there's such great demand, so
few people are actually in themarket looking for who offered
you, so you have to make themfull of wanting.
(01:24):
You map to make them full valueand by company.
We did a survey on employeeengagement last quarter and it's
a tremendous response and 26%of people in the ARA health are
unsatisfied in their currentvisit.
The biggest driver and whatmakes a person satisfied in
(01:45):
their position now is theircompensation level.
But what's going to makesomeone seek out a new
opportunity?
The data share and a 40 to 1200behavioral health professionals
at our survey was advanced hurtopportunities and day-to-day
responsibilities.
So compensation, which wasnumber one in determining
(02:05):
current satisfaction level,ranked fifth Every fifth behind
their answer opportunities,day-to-day responsibilities,
happening mission and happeningculture.
So tell me what I'm here andyou say and I want to see if I'm
interpreting this right isthey'll stay even if they're not
happy with their compensation.
(02:26):
But as soon as those otherfactors are not being met,
that's when they start lookingto make a change.
Yeah, yeah, so what's going tomake them okay with their
current position?
They're pay well, but whatsomeone comes off in a window,
you're like, hey, worseresponsibilities or you can
(02:46):
advance, there's opportunity foradvancement.
You know, once they're basicneeds are met, it's those other
things that are going to makethem set out like okay, so now I
have my safety, my home, myclothing, all those basic
necessities are met.
However, that now I want toprogress and I want to be able
(03:07):
to leave people.
I want to be able to Do thingsthat I enjoy more day-to-day.
Sure, our work or the companywho I line up better, from their
long-term strategy to how theydo things.
I Think that's a great point,you know you know we see it a
lot work.
Speaker 3 (03:24):
You can see you're living.
They have an extreme staff forchores there, like one of the
the advantage we have in madefor healthcare, so we could a
lot of times alumni are such abig driver of you new team
members right and and theyshould be I love the back have
that in this space mean seniorliving.
They don't, and so it's.
It's such a challenge.
(03:45):
They they have such high stressenvironments.
They're oftentimes brought incrisis and they're on there.
So let a lower bait workers inout here.
So they're really struggling inthat I.
I have a question that I wantto ask you up, because I See a
lot of times in our space inbehavioral health here People go
through hiring phases and thenstop.
Speaker 2 (04:06):
I have my opinion is that we should always be looking
to bring on new team membersand that what you're seeing is
that what you would recommend isis always be hiring and
bringing in people here always,yeah, yeah, yeah that always
looking for the talent, becauseyou know that People are always
gonna leave, no matter, nomatter how satisfied they are in
(04:28):
decision, no matter how niceyou are to, no matter how much
you paid him, he's always gonnabe the insistent life situation
which can make someone would die.
I have a swivel and right nowbreak facilities around for 20
plus years doing well, payingwell, but the head of the
clinical operation is going onmaternity leave and At that
(04:53):
point, okay.
So what am I gonna do?
I'm gonna go back to this 40 to50 hour a week, or I ain't in
eight weeks, or am I gonna stayon and Nurture my baby and the
early stages of their life?
Yeah, and so I mean just justthings like that.
Or people have to leave to gotake care of their parents.
Something always happens, right,you know it's.
(05:15):
It's really interesting becauseI talked a lot about data and
and Having an understanding ofyour turnover rate.
What are your highest turnoverof physicians is so important.
What are the best sources thatyou've found for finding
candidates for your organization?
Because what ends up happeningis is, if you have an
(05:38):
opportunity to hire two peoplefor a high turnover physician.
You know that sooner or later,like a BHT for example, super
high turnover, super high stressjob, hard to find people.
So Higher two, higher three,because sooner or later,
probably sooner, somebody on theteam is going to be gone.
(05:59):
Or during the hiring, you knowthe on-boarding process, there's
fallout right.
So I always tell people youknow, look at the data and
understand that data, it'll tellthat story.
Love, almost time friends, thatyou should be starting to look
S sooner or later you're on todo run into that and now great
(06:20):
bye.
Early part of my career, I was aheadhunter oh so I for eight
years in many differentverticals.
So that was always like a verybig part of of my experience.
And one and another thing thatI would say you know, kind of to
tack on to what you said as faras best practices is, is with
your in behavioral health.
(06:40):
Yes, it's extremely hard tofind candidates.
It's also a very, very smallindustry and if you hire the
wrong person for yourorganization and they don't
match your corporate culture oryou're seeing red flags along
the way during the hiringprocess, do not just hire
somebody to fill a spot.
(07:01):
They will.
They could potentially reallymanage your reputation as an
organization and it's way betterto be short staffed than it is
to have somebody out therecreating problems or hurting
clients or injuring yourreputation.
That's subtraction by this.
Speaker 3 (07:23):
I like that In all transparency.
I worked with Jordan before inthat capacity and we have team
members that Jordan has broughtus and so he and I have had some
very in-depth conversationsabout culture and there may have
been candidates that came inthat were excellent.
They scored really well, veryqualified.
Really we enjoyed theinteraction with them.
(07:44):
The culture wasn't quite thefit.
And then we had othercandidates that he brought us
that culturally they wereperfect for us and we're able to
have that conversation andbring in those team members
because it is important.
You know, I would rather workwith somebody who's culturally a
bit and maybe needs some somepolishing or some education,
(08:04):
like we can do that and work onthat, as long as culturally
they're a bit and they work inthe team For sure.
Speaker 2 (08:11):
Hey, and one thing, just just going back to your
question from before aboutadvice for hiring managers and
treatment centers and kind of toyour point is have multiple and
voices.
Yes, you all multiple voices,so the candidate gets different
perspectives, not just, not justlines of question.
Speaker 1 (08:33):
Yeah, through that just good questions.
Speaker 2 (08:36):
You also they hear about the culture from different
leaders in the organization andyou have people.
You know you have people whowill be meeting the interviews,
but also know that the peoplethat are interviewing the team
likewise they're interviewingyou.
You're not just interviewingright there interviewing you.
(08:57):
So I have a couple of clientswho have made my job much easier
because I've been on interviews.
I mean, I see the way that theyinteract with you.
You know, like, like man you'redoing excellent, like there are
some other my clients areexcellent with it, but they have
to go and what to work for someof it.
Now, if you're the hiringmanager, you're going to be
(09:18):
reporting directly to me, butI'm kind of injured and you know
I'm an art interview.
What's what's going to make youas a candidate who has other?
Speaker 1 (09:28):
opportunities available.
Speaker 2 (09:29):
What's going to make you want to go work with me?
Yeah, because is it going to bepay?
I know money's not everything.
As we, as we established,there's a baseline.
Money's important to a degree,but you know you have to put
your best foot forward, as wellas the hiring manager and the
(09:50):
social that, the interviewculture, the fit is everything
it's.
I mean, you could teach anybodya skill, right?
We always, we have an expressionthat we say at our company
which is about if it's, if it'sa skill, it's our, if it's a
skill can be learned, if it's apersonality, done.
Yeah, you know, right away.
(10:11):
You know, because you can'tteach somebody new personality,
right, if their personality isnot a cultural fit, it's not and
that's all that it is.
So you can't really teachsomebody that you, they can.
You know you can put thelipstick on a thing for a little
while until the lipstick comesoff, then it's done and then
(10:32):
you're right back to where youare and the last thing you want
to do is be having a chain ofpeople you want to talk about
expensive, right, having a chainof people coming in and out and
when that does to your culture,to so, yeah, I want to say that
that reactive nature we havewe've all as an industry in a
field in behavior out there,right, we evolve past.
Speaker 3 (10:54):
Or we can be reactive , whether it's in the hiring
process, like just to fill us up, right, we all pass that.
Or the the market out.
There is one of like we have toactually sell our cell to the
employee, now, yeah, the otherway around, right.
And also to like in the lot ofwork that you do with with
clients, like we've evolved as aplace, you can react in that,
(11:18):
like it needs to be addressed.
That's what we're talking aboutearlier, where you can't be
everything to everyone, likethere is no one individual
that's an expert in compliance,it's an expert in marketing,
it's an expert in staffing, andthink about all the facets that
fall under every single one ofthose.
There's not one person outthere that can do all of those
(11:39):
things, and we have to bringteams around us and empower them
to be experts in their fieldand what they do.
Speaker 2 (11:46):
And when you have an expert on your team, throw a
little bit of a step down.
Hire them because they're anexpert and that is their
specialty, and you have to trustthat what they're doing is
their job.
Right, yeah, now they can evengive some input.
But I hate to see that whensomebody oversteps a staff
(12:08):
member, you know we'll havesomebody who'll call me out from
a time to time and say hey, Ispoke with the account manager
and she said this is that true?
You know, you talk to theperson who's going to be able to
give you the best answer.
Whatever she said, I would sayyes, because that's all she does
on that.
So you know, don't rush yourpeople.
(12:32):
Elevate your people.
Speaker 1 (12:34):
Thanks for tuning in to Hatching Creativity.
We appreciate your support.
Please don't forget to like andsubscribe and tell all your
friends about the show, andremember it's never just about
one thing.
Thanks for tuning in toHatching Creativity.
(14:56):
In today's episode, I'mspeaking with Jordan Young, the
CEO and founder of Jordan andAssociates Consulting.
They're a staffing firmspecifically in the behavioral
healthcare space.
Jordan's going to share with ushis three best tips for good
hiring and staff retention.
If you like what you hear,please like, share and subscribe
(15:17):
.
And if you like what you hear,please like and subscribe, and
don't.
If you like what you hear,please like, share, subscribe
and tell all your friends abouthatching creativity.
Thanks for tuning in toHatching Creativity.
(15:43):
In today's episode, I speakwith Michael Castanon.
He's the CEO and founder ofMindfully, and Thanks for tuning
(16:13):
in to Hatching Creativity.
In today's episode, I get tospeak with Michael Castanon.
He's the CEO and founder ofMindfully, which is a platform
for continued mental health careand support, as well as Thanks
for tuning in to HatchingCreativity.
(16:35):
In today's episode, I get tospeak with Michael Castanon.
He's the CEO and founder ofMindfully, which is a digital
platform to help continuedmental health care and support,
as well as Thanks for tuning into Hatching Creativity.
In today's episode, I get thechance to speak with Michael
(16:56):
Castanon, who's the CEO andfounder of Mindfully, a platform
that's designed for continuedmental health care and support
as well as.
What we speak about is what ittakes to open a successful
treatment center in thiscompetitive landscape.
If you like what you hear,please like, share, subscribe
(17:17):
and tell all your friends aboutthe Hatching Creativity podcast.
Thanks for tuning in toHatching Creativity.
In this episode, I get thechance to speak with Greg
Gushian.
He's the CEO of Recovery BeachTreatment Center in Southern
California, and we speak aboutthe best pieces of business
(17:39):
advice he's received and how heexecuted it.
If you like what you hear,please like, share, subscribe
and tell all your friends aboutthe Hatching Creativity podcast.
Welcome to Hatching Creativity.
This isn't just anotherbehavioral health podcast.
This is the place where thoughtleaders converge to talk about
real-life challenges,breakthroughs and pivotal aha
moments.
Thanks for tuning in toHatching Creativity.
In today's episode, I'mspeaking with Jordan Young, the
CEO and founder of JordanAssociates Consulting, and Glenn
(00:23):
Hadley, a senior VP of strategyat Dreamscape Marketing.
Jordan is going to share withus his three best tips for good
hiring and staff retention.
And don't forget if you likewhat you hear, please like,
share and tell all your friendsabout Hatching Creativity.
Speaker 2 (00:39):
What would you say is the top three pieces of hiring
advice you can offer a providerto make sure that maybe they
don't make a bad decision alongthe hiring process?
Probably the best tips that Ihave are when your CQA candidate
, your CQA health physician,realize that those candidates
(01:03):
they're also flying with severalothers, so realize that and
make them full of wanting, makethem full of free-shaming, or
especially with direct staff.
Right now there's such ashortage.
There's such a shortage,there's such great demand, so
few people are actually in themarket looking for who offered
you, so you have to make themfull of wanting.
(01:24):
You map to make them full valueand by company.
We did a survey on employeeengagement last quarter and it's
a tremendous response and 26%of people in the ARA health are
unsatisfied in their currentvisit.
The biggest driver and whatmakes a person satisfied in
(01:45):
their position now is theircompensation level.
But what's going to makesomeone seek out a new
opportunity?
The data share and a 40 to 1200behavioral health professionals
at our survey was advanced hurtopportunities and day-to-day
responsibilities.
So compensation, which wasnumber one in determining
(02:05):
current satisfaction level,ranked fifth Every fifth behind
their answer opportunities,day-to-day responsibilities,
happening mission and happeningculture.
So tell me what I'm here andyou say and I want to see if I'm
interpreting this right isthey'll stay even if they're not
happy with their compensation.
(02:26):
But as soon as those otherfactors are not being met,
that's when they start lookingto make a change.
Yeah, yeah, so what's going tomake them okay with their
current position?
They're pay well, but whatsomeone comes off in a window,
you're like, hey, worseresponsibilities or you can
(02:46):
advance, there's opportunity foradvancement.
You know, once they're basicneeds are met, it's those other
things that are going to makethem set out like okay, so now I
have my safety, my home, myclothing, all those basic
necessities are met.
However, that now I want toprogress and I want to be able
(03:07):
to leave people.
I want to be able to Do thingsthat I enjoy more day-to-day.
Sure, our work or the companywho I line up better, from their
long-term strategy to how theydo things.
I Think that's a great point,you know you know we see it a
lot work.
Speaker 3 (03:24):
You can see you're living.
They have an extreme staff forchores there, like one of the
the advantage we have in madefor healthcare, so we could a
lot of times alumni are such abig driver of you new team
members right and and theyshould be I love the back have
that in this space mean seniorliving.
They don't, and so it's.
It's such a challenge.
(03:45):
They they have such high stressenvironments.
They're oftentimes brought incrisis and they're on there.
So let a lower bait workers inout here.
So they're really struggling inthat I.
I have a question that I wantto ask you up, because I See a
lot of times in our space inbehavioral health here People go
through hiring phases and thenstop.
Speaker 2 (04:06):
I have my opinion is that we should always be looking
to bring on new team membersand that what you're seeing is
that what you would recommend isis always be hiring and
bringing in people here always,yeah, yeah, yeah that always
looking for the talent, becauseyou know that People are always
gonna leave, no matter, nomatter how satisfied they are in
(04:28):
decision, no matter how niceyou are to, no matter how much
you paid him, he's always gonnabe the insistent life situation
which can make someone would die.
I have a swivel and right nowbreak facilities around for 20
plus years doing well, payingwell, but the head of the
clinical operation is going onmaternity leave and At that
(04:53):
point, okay.
So what am I gonna do?
I'm gonna go back to this 40 to50 hour a week, or I ain't in
eight weeks, or am I gonna stayon and Nurture my baby and the
early stages of their life?
Yeah, and so I mean just justthings like that.
Or people have to leave to gotake care of their parents.
Something always happens, right,you know it's.
(05:15):
It's really interesting becauseI talked a lot about data and
and Having an understanding ofyour turnover rate.
What are your highest turnoverof physicians is so important.
What are the best sources thatyou've found for finding
candidates for your organization?
Because what ends up happeningis is, if you have an
(05:38):
opportunity to hire two peoplefor a high turnover physician.
You know that sooner or later,like a BHT for example, super
high turnover, super high stressjob, hard to find people.
So Higher two, higher three,because sooner or later,
probably sooner, somebody on theteam is going to be gone.
(05:59):
Or during the hiring, you knowthe on-boarding process, there's
fallout right.
So I always tell people youknow, look at the data and
understand that data, it'll tellthat story.
Love, almost time friends, thatyou should be starting to look
S sooner or later you're on todo run into that and now great
(06:20):
bye.
Early part of my career, I was aheadhunter oh so I for eight
years in many differentverticals.
So that was always like a verybig part of of my experience.
And one and another thing thatI would say you know, kind of to
tack on to what you said as faras best practices is, is with
your in behavioral health.
(06:40):
Yes, it's extremely hard tofind candidates.
It's also a very, very smallindustry and if you hire the
wrong person for yourorganization and they don't
match your corporate culture oryou're seeing red flags along
the way during the hiringprocess, do not just hire
somebody to fill a spot.
(07:01):
They will.
They could potentially reallymanage your reputation as an
organization and it's way betterto be short staffed than it is
to have somebody out therecreating problems or hurting
clients or injuring yourreputation.
That's subtraction by this.
Speaker 3 (07:23):
I like that In all transparency.
I worked with Jordan before inthat capacity and we have team
members that Jordan has broughtus and so he and I have had some
very in-depth conversationsabout culture and there may have
been candidates that came inthat were excellent.
They scored really well, veryqualified.
Really we enjoyed theinteraction with them.
(07:44):
The culture wasn't quite thefit.
And then we had othercandidates that he brought us
that culturally they wereperfect for us and we're able to
have that conversation andbring in those team members
because it is important.
You know, I would rather workwith somebody who's culturally a
bit and maybe needs some somepolishing or some education,
(08:04):
like we can do that and work onthat, as long as culturally
they're a bit and they work inthe team For sure.
Speaker 2 (08:11):
Hey, and one thing, just just going back to your
question from before aboutadvice for hiring managers and
treatment centers and kind of toyour point is have multiple and
voices.
Yes, you all multiple voices,so the candidate gets different
perspectives, not just, not justlines of question.
Speaker 1 (08:33):
Yeah, through that just good questions.
Speaker 2 (08:36):
You also they hear about the culture from different
leaders in the organization andyou have people.
You know you have people whowill be meeting the interviews,
but also know that the peoplethat are interviewing the team
likewise they're interviewingyou.
You're not just interviewingright there interviewing you.
(08:57):
So I have a couple of clientswho have made my job much easier
because I've been on interviews.
I mean, I see the way that theyinteract with you.
You know, like, like man you'redoing excellent, like there are
some other my clients areexcellent with it, but they have
to go and what to work for someof it.
Now, if you're the hiringmanager, you're going to be
(09:18):
reporting directly to me, butI'm kind of injured and you know
I'm an art interview.
What's what's going to make youas a candidate who has other?
Speaker 1 (09:28):
opportunities available.
Speaker 2 (09:29):
What's going to make you want to go work with me?
Yeah, because is it going to bepay?
I know money's not everything.
As we, as we established,there's a baseline.
Money's important to a degree,but you know you have to put
your best foot forward, as wellas the hiring manager and the
(09:50):
social that, the interviewculture, the fit is everything
it's.
I mean, you could teach anybodya skill, right?
We always, we have an expressionthat we say at our company
which is about if it's, if it'sa skill, it's our, if it's a
skill can be learned, if it's apersonality, done.
Yeah, you know, right away.
(10:11):
You know, because you can'tteach somebody new personality,
right, if their personality isnot a cultural fit, it's not and
that's all that it is.
So you can't really teachsomebody that you, they can.
You know you can put thelipstick on a thing for a little
while until the lipstick comesoff, then it's done and then
(10:32):
you're right back to where youare and the last thing you want
to do is be having a chain ofpeople you want to talk about
expensive, right, having a chainof people coming in and out and
when that does to your culture,to so, yeah, I want to say that
that reactive nature we havewe've all as an industry in a
field in behavior out there,right, we evolve past.
Speaker 3 (10:54):
Or we can be reactive , whether it's in the hiring
process, like just to fill us up, right, we all pass that.
Or the the market out.
There is one of like we have toactually sell our cell to the
employee, now, yeah, the otherway around, right.
And also to like in the lot ofwork that you do with with
clients, like we've evolved as aplace, you can react in that,
(11:18):
like it needs to be addressed.
That's what we're talking aboutearlier, where you can't be
everything to everyone, likethere is no one individual
that's an expert in compliance,it's an expert in marketing,
it's an expert in staffing, andthink about all the facets that
fall under every single one ofthose.
There's not one person outthere that can do all of those
(11:39):
things, and we have to bringteams around us and empower them
to be experts in their fieldand what they do.
Speaker 2 (11:46):
And when you have an expert on your team, throw a
little bit of a step down.
Hire them because they're anexpert and that is their
specialty, and you have to trustthat what they're doing is
their job.
Right, yeah, now they can evengive some input.
But I hate to see that whensomebody oversteps a staff
(12:08):
member, you know we'll havesomebody who'll call me out from
a time to time and say hey, Ispoke with the account manager
and she said this is that true?
You know, you talk to theperson who's going to be able to
give you the best answer.
Whatever she said, I would sayyes, because that's all she does
on that.
So you know, don't rush yourpeople.
(12:32):
Elevate your people.
Speaker 1 (12:34):
Thanks for tuning in to Hatching Creativity.
We appreciate your support.
Please don't forget to like andsubscribe and tell all your
friends about the show, andremember it's never just about
one thing.
Thanks for tuning in toHatching Creativity.
(14:56):
In today's episode, I'mspeaking with Jordan Young, the
CEO and founder of Jordan andAssociates Consulting.
They're a staffing firmspecifically in the behavioral
healthcare space.
Jordan's going to share with ushis three best tips for good
hiring and staff retention.
If you like what you hear,please like, share and subscribe
(15:17):
.
And if you like what you hear,please like and subscribe, and
don't.
If you like what you hear,please like, share, subscribe
and tell all your friends abouthatching creativity.
Thanks for tuning in toHatching Creativity.
(15:43):
In today's episode, I speakwith Michael Castanon.
He's the CEO and founder ofMindfully, and Thanks for tuning
(16:13):
in to Hatching Creativity.
In today's episode, I get tospeak with Michael Castanon.
He's the CEO and founder ofMindfully, which is a platform
for continued mental health careand support, as well as Thanks
for tuning in to HatchingCreativity.
(16:35):
In today's episode, I get tospeak with Michael Castanon.
He's the CEO and founder ofMindfully, which is a digital
platform to help continuedmental health care and support,
as well as Thanks for tuning into Hatching Creativity.
In today's episode, I get thechance to speak with Michael
(16:56):
Castanon, who's the CEO andfounder of Mindfully, a platform
that's designed for continuedmental health care and support
as well as.
What we speak about is what ittakes to open a successful
treatment center in thiscompetitive landscape.
If you like what you hear,please like, share, subscribe
(17:17):
and tell all your friends aboutthe Hatching Creativity podcast.
Thanks for tuning in toHatching Creativity.
In this episode, I get thechance to speak with Greg
Gushian.
He's the CEO of Recovery BeachTreatment Center in Southern
California, and we speak aboutthe best pieces of business
(17:39):
advice he's received and how heexecuted it.
If you like what you hear,please like, share, subscribe
and tell all your friends aboutthe Hatching Creativity podcast.
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Dateline NBC
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