Manhattan Reproductive Surgery Center Administrator Outlines Organization’s Recruitment Strategy

Gabriel Figureroa is administrator of the Manhattan Reproductive Surgery Center in New York.

Mr. Figueroa will be part of the panel “Best Ideas for Balancing the Needs of Patients, Surgeons and Employees Without Breaking the Budget” at Becker’s ASC Annual Meeting. As part of an ongoing series, Becker speaks with healthcare leaders who plan to speak at the Oct. 27-29 conference in Chicago.

For more information and to register, click here.

Question: What’s the smartest thing you’ve done in the past year to set your organization up for success?

Gabriel Figueroa: Our philosophy drives us to invest in our most important asset: our people. We dedicated ourselves to building a process that would identify and recruit talent that we felt would best fit the culture we had and wanted to continue to grow rather than making quick decisions to strengthen the hand -work to meet case volume demands. Once these candidates have been selected, the initiative then shifts to devoting a significant amount of time and resources to training each of them to form a foundation on which we can hopefully build for years to come. I think we’ve had a successful year doing this, it’s certainly not been without challenges and lessons learned, but we feel really good about where we are now and how we’re positioning ourselves for the future.

Q: What is your strategy for recruiting and retaining great teams?

GF: Our process and our strategy are based on the evaluation of the basic characteristics. Things you can’t teach someone. We were finding candidates who had all the ideal qualifications and training on paper, but who didn’t always seem to perform the best. This pivot in our strategy, to not focus primarily on related experience and/or education, gave us a better chance of identifying if we thought the candidate would align with who we are as a organization. We have built a tiered interview process that requires the candidate to observe the position they will occupy if they become a member of the team. This gives the candidate the opportunity to see firsthand what the job will be like and allows them to interact with the team they will be working with. We actively seek feedback from the team to hear their thoughts on the candidate, this provides us with multiple perspectives of the candidate which adds value to the decision-making process. Following this strategy has produced less turnover than I have experienced in the past 10 years.

Aubrey L. Morgan