By Jason Bisesi
Nearly every professional in every industry can likely relate to covering for a colleague who has been out sick or on leave for a long period of time, or gaining additional responsibilities for someone who’s left the organization completely. For large organizations as a whole, this scenario may not seem like a problem, but for the smaller teams within them, this can be a significant stressor. Now, consider the implications of a sub-specialty inside the confines of a hospital, with the vacant position being the leader of that team…
Corazon has oftentimes found that Manager, Director, or Administrator-level positions in healthcare facilities can become vacant unexpectedly, but are nearly never filled quickly enough to avoid lasting, damaging effects on day-to-day operations, team morale, patient satisfaction, and supply/inventory management. Oversight for all of these singular responsibilities is very important for a quality leader, and to be most effective, should reside with one person. To assign these responsibilities to multiple team members will no doubt result in inconsistencies, which can be very costly – clinically, operationally, and financially – for any size hospital.
In the event that a team leader, especially one in a high-volume area, is no longer present at the facility and there is no clear replacement readily available, hospital executives typically turn to their in-house recruitment teams to secure a new hire. Sometimes a search such as this one can last anywhere from three months to up to a full year due to the difficulty of finding, vetting, and then hiring a qualified candidate, which are in short supply in nearly every area of the country. The negative programmatic impact of such a lengthy search can affect all aspects of service line operations.