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  • UNRTP Transplant Professional Recruitment Assistance for Pharmaceutical Firms
    is no posting fee This is a service provided by the UNRTP as a courtesy to the transplant community The UNRTP Web site has over 1 000 visitors every day and over 38 000 visitors each month 2016 TransplantProfessionals com LLC All rights reserved Web design and development by Bearing the Light LLC Terms of Use Privacy Policy Images LOGIN Who We Are About Dr Roger W Evans Our Approach

    Original URL path: http://transplantprofessionals.com/who-we-assist/page.php?pageID=27 (2016-04-29)
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  • UNRTP Transplant Professional Recruitment Assistance for Device Manufacturers
    is no posting fee This is a service provided by the UNRTP as a courtesy to the transplant community The UNRTP Web site has over 1 000 visitors every day and over 38 000 visitors each month 2016 TransplantProfessionals com LLC All rights reserved Web design and development by Bearing the Light LLC Terms of Use Privacy Policy Images LOGIN Who We Are About Dr Roger W Evans Our Approach

    Original URL path: http://transplantprofessionals.com/who-we-assist/page.php?pageID=28 (2016-04-29)
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  • Transplantation Professionals Recruitment Search Types
    the client in an exclusive relationship Both parties are committed to a process that is intended to achieve the best possible result Mutual trust is essential Quality is the primary consideration The search itself is labor intensive and often time consuming The client pays the search firm a portion of their fee up front and continues to do so as the search process unfolds All UNRTP searches are retained In a contingency search the search firm assumes all the risk with little if any commitment on behalf of the client The search firm presents the client with either curriculum vitae or resumes for candidates they can identify in hopes the client will eventually hire one of the candidates they have identified Quality is a secondary consideration Filling the position is the sole objective The client pays the search firm only if they hire one of the candidates the firm presented For obvious reasons the UNRTP does not conduct contingency searches 2016 TransplantProfessionals com LLC All rights reserved Web design and development by Bearing the Light LLC Terms of Use Privacy Policy Images LOGIN Who We Are About Dr Roger W Evans Our Approach Our Expertise Why Us Distinction Exclusivity and

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=35 (2016-04-29)
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  • Transplantation Professional Recruitment Anomalies
    receive telephones calls or e mail correspondence from people who have been contacted by either commercial recruiters or internal recruiters concerning job opportunities They want to know what we think about the position they re being asked to consider For example we recently received inquiries from virtually every candidate a search firm had identified for a transplant pulmonologist position with a major academic health center Based on the questions the candidates conveyed it was clear we were being asked to function as a de facto recruiter for a very inept search firm Obviously we have no interest in responding to such inquiries Instead we wonder why do highly esteemed institutions set the bar so low when it comes to recruitment Second we are frequently contacted by unscrupulous recruiters who are seeking information through deception Many are hesitant or unwilling to identify themselves or the organization for which they work We consider such inquiries to be unethical and clearly disreputable The bottom line be wary of commercial recruiters regardless of reputation 2016 TransplantProfessionals com LLC All rights reserved Web design and development by Bearing the Light LLC Terms of Use Privacy Policy Images LOGIN Who We Are About Dr Roger W

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=34 (2016-04-29)
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  • Common Transplant Professional Recruitment Pitfalls
    is nonsense In fact on line application procedures are typically indicative of a sham recruitment effort Always identify a contact person even if it means reaching out to a member of the transplant team at the relevant institution If people are uncooperative or seem distant don t bother You re wasting your time Give them the middle finger Moribund positions should be avoided If a recruitment effort has gone on for months and there is no substantially visible activity you can assume one of two things 1 the position is one no one wants or 2 the institution has no idea what they re looking for I know of positions that have been continuously posted for over three years In virtually every case I would advise people to steer clear These programs and the people associated with them are inept and should be blacklisted The recruitment process can be legitimately protracted People sometimes turn down offers at the last minute Currently it is taking between 8 to 12 months to fill a credible position Often five or more candidates may be subjected to multiple interviews Some candidates are interviewing to leverage their present position In other words they re intent on using a competing offer to negotiate a promotion or a salary increase at their current institution These people selfishly prolong the agony of a search They should be acknowledged for what they are disingenuous Too many candidates can be worse than too few The best searches are those that yield no more than three excellent candidates The worst searches are those that identify ten or more average or marginal candidates Inevitably when search committees are faced with too many questionable candidates they procrastinate in hopes that the ideal candidate will eventually turn up This rarely happens unless the search is both continuously and aggressively pursued The focus should be on quality not quantity Churning is always a concern This occurs when an institution has frequent turnover Thus it is important to get a good sense of how many people associated with a given program have left over the past 5 10 years In particular you want to know why people have left Churning is the strongest indicator of a dysfunctional program Believe me one bad character with excessive power can not only destroy a program they can forever tarnish the reputation of an institution Through an independent programmatic review bad apples should be identified labeled discarded and banned from the profession No one wants the liability these fools represent Increasingly institutions rely on internal recruiters many of which are exceptional provided they recognize their limitations Internal recruiters represent the institution for which they work I routinely work with internal recruiters serving as an intermediary between them and the candidates we jointly identify What a candidate needs as well as the recruiting institution is a balanced perspective In this regard a knowledgeable recruitment intermediary providing unbiased assistance can best meet the needs of both parties in hopes of achieving the

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=29 (2016-04-29)
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  • Filling a Transplantation Position vs. Building a Strong Program
    risk homogeneous proposition and the stability it entails which is to say they re happy treading sludge as opposed to swimming in fresh water Frankly no one of any consequence wants to emulate a dubious program Such programs are doomed by the failure they ve embraced Mediocrity is their distinction Then there are the people who say it s time to shake things up acknowledging that they have an opportunity to do things differently and welcoming the risk accordingly This often produces acid in quantities that figuratively speaking a proton pump inhibitor can t neutralize Yet at the same time looking beyond security excessive risk taking can also generate the requisite enthusiasm it takes to make things better With progress comes discomfort and uncertainty In conclusion whenever a position is vacated it should be looked upon as an opportunity to build a program By all means avoid the temptation to merely fill a position and move on as quickly as possible Internal Candidates versus External Candidates Personnel changes whether deletions or additions alter the interpersonal dynamics as well as the power structure within any organizational entity In some cases people are simply reassigned given new titles and organizational life goes on a conservative approach to say the least In other instances where the goal is fundamental change yet fairness is the norm current employees typically compete with external candidates to fill a vacant position For example if the medical director of a heart transplant program leaves the question often becomes this do we promote from within or do we recruit from outside In almost every instance there will be at least one reasonably qualified internal candidate someone who feels they ve put in their time and thus deserves a promotion Yet there are usually misgivings associated with merely handing someone a position to which they feel entitled If the decision is to open the competition thereby offering external candidates an opportunity to compete the external candidates are necessarily at a disadvantage from start to finish And if they successfully become the incumbent they re further handicapped in the long term This is rarely acknowledged The dynamics of the situation can be characterized as follows First the internal candidate s has an established power base They re a known entity they ve made an organizational investment and they fully understand how things work around here Second in a relatively short period of time the external candidate s must convince the voters that they deserve to win the selection In doing so they have little more than their intelligence qualifications experience and reputation on which to base their claims Otherwise they re powerless lacking an inside track Third throughout the entire selection process there is little that prevents the internal candidate s from functioning as a saboteur They may work hard to undermine the external candidate s by posing threatening vignettes Secondhand stories will be conjured with potentially crippling consequences Character assassination may be a last resort Finally the external candidate s

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=30 (2016-04-29)
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  • Transplant Recruitment Search Committee Follies
    At each search committee meeting the credentials of some of the more compatible candidates is reviewed with curriculum vitae neatly placed in two piles hopefuls and rejects At this stage rejects are rarely informed of their demise They usually know their circumstances anyway Why bother Their application was a long shot and they knew it Why did they even apply in the first place Meanwhile the hopefuls are judged based on the threat they are likely to pose to the committee chair who immediately goes from conductor to director In the pile of hopefuls is the person the chair intends to hire All other potential shortlist candidates are exterminated much like undesirable weeds in a vegetable garden Roundup and Weed B Gon are worthy metaphors in describing the process the chair directs Ultimately the position is offered to the person the committee chair handpicked months or even years ago In this regard don t be surprised if the favored person has had a previous association with the committee chair They may have been a trainee or they may have been a colleague in some previous association They could even be someone who was found under a familiar academic ancestral tree or compatible school of thought with which the dogmatic chair is comfortable However despite the circumstances let s be clear about one thing professional incest like biological incest should not be tolerated Where does all this nonsense lead First if you ve been subjected to the process I ve described it s obvious you shouldn t feel let down when you fail to land the job to which you aspired Instead although disillusioned you should feel elated because the job on offer wasn t the one you envisioned Did you really want to be a lackey who is expected to defer to a bunch of like minded bobbleheads I m sure you will agree relief is preferable to dismay Second when considering whether or not to apply for an open position always make an attempt to identify the search committee chair This person may be listed as the individual to be contacted regarding the position In my opinion the name of the committee chair should be public information Ideally all members of the search committee should be identified and their curriculum vitae should be readily accessible Candidates have every right to know who will be considering their credentials Recruitment is a two way street and the process must be open or as fashion has it today transparent It s likely there will be at least one search committee member whom you consider suspect For example in the past you may have had a disagreement or a run in of some sort with a search committee member More bluntly there may be someone on the committee whom you simply dislike Remember always respect truisms one bad apple spoils the whole bunch If there is so much as one committee member with whom you have had a difference don t even consider

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=32 (2016-04-29)
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  • Hiring Inferior Transplantation Candidates as a Strategy
    there is little security associated with a bunch of misfits but I m uncertain Insulting people carries a significant risk a risk I may do well to avoid Now at this point it seems we have a potential solution but no assurance of success However before we embark on an organizational journey that may result in institutional transformation we need to proceed in a stepwise and deliberate manner One can liken this to walking on eggshells I start with the results of the crude personnel inventory mentioned above I then meet individually with all relevant members of the proverbial team Within minutes the problems that have been historically denied or more likely ignored become obvious While the process can be gut wrenching and prone to outbursts and accusations I find people usually enjoy a little bloodletting provided everyone contributes a little in the process Consequently over time people become increasingly comfortable talking about the opportunity to raise the bar and they start thinking in terms of program building while recognizing the merits of bringing in one or more persons with whom they ve previously been uncomfortable in principle or in reality Although it s a struggle their thinking might be as follows maybe just maybe it s not so bad being better than we ve been By now everyone pretty much agrees progressive decay doesn t bode well for long term job satisfaction or for that matter security At this point we re only part way home There are actual candidates to be considered and it s imperative that they fully understand the circumstances surrounding their incumbency At this juncture some people might start talking about transparency and hanging out the dirty laundry However I prefer to think in terms of informed consent We must let all candidates know what we ve determined the program they re being asked to join is mediocre there are problem people interpersonal differences and a morass of unresolved matters Frankly a well informed candidate one who has taken the time to do their homework is usually aware of the issues and is undoubtedly skeptical In effect when conveying our thoughts to them we are merely confirming what they already know Eureka Today in the Internet age it s hard to hide what you don t want other people to know We ve now set forth what could be called the terms of engagement but we haven t set transformation in motion In other words we have the makings of a crucible wherein action will take place but we ve got to get with the program in trying to convince the wary candidate that our intentions are good and our goals can be achieved by enlisting s he as a change agent Let s face it transplant programs are of uneven quality We all know this and we use many adjectives to describe the general state of our colleagues efforts around the world There is an underlying continuum of which we re all aware Some

    Original URL path: http://transplantprofessionals.com/issues/page.php?pageID=31 (2016-04-29)
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