Teaching Leadership How to Interview and Hire Candidates

 

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In my conversations and coaching as a thought leader with other leaders and, even in my experience as a job candidate over the years, I have noticed that many of us as leaders don’t really know how to effectively screen and interview candidates. This is a key skill, as not hiring the right individuals to build out your teams, taking too long to fill a position or failing to conduct a proper interview and turning down good candidates because you failed to interview them correctly are hugely costly mistakes. As a result, I thought that I would go through some of what I see as areas that many of us as leaders can improve on to make sure that we are filling our roles as efficiently and effectively as possible.

·         Not really understanding what you are looking for or need

o   I was made aware of a Midwest healthcare organization that has been looking for a Chief Information Officer for at least two years!

§  This is not a pipeline problem as my source that relayed this story to me stated that they had plenty of highly qualified candidates who have gone on to be very successful in CIO positions elsewhere after they were turned down by this organization.

§  Without being on the inside and knowing exactly what is going on, this seems to be a situation where the organization doesn’t really even know what they need or the hiring team can’t agree on what characteristics are a priority and, therefore, can’t come to agreement on a candidate. This is where the CEO as the leader needs to step up and be a leader and make a decision in the absence of complete agreement of their hiring team. This situation reflects poorly on the organization as a whole as it makes them really look incompetent.

·       Hiring managers/executives making interviews too much about themselves and not enough about the candidate

o   Interviews, by definition, are to find out about and get to know the candidate to assess their fit in the position and organization. Yes, there is an aspect of the interview where the candidate gets background information on the organization and the position, the interview should resist talking too much about themselves unless the candidate asks specific questions.

§  I actually heard of one leader who made the statement during an interview that he had forgotten more information about his industry than most people had ever known.

·       This can come off as arrogant and sets a very awkward tone and may cause you to lose a valuable candidate because they are put off by this.

·        Remember, the candidate is interviewing you as well

o   Be sure that you are listening to the candidate and what they are actually saying. If they are being too verbose or you would prefer the question to be answered in a certain way, be sure to let the candidate know that. Remember, the candidate has never met you before and doesn’t know exactly how you expect them to interact with them. This becomes even more complicated for the candidate if this is a phone or virtual interview as body language that would normally serve as cues is nonexistent.

§  Everyone is different, this includes interviewers, so set your expectations during the interview for how you expect the interview to go. Some leaders are more casual and want the interview to be more conversational. That is okay, just let the candidate know that upfront.              

§  Be open-minded. You never know when you are going to be pleasantly surprised!

·      Stay away from questions asking how the candidate would implement something or to assess issues with your organization.

o   The candidate only has the information about your organization that is publicly available. They don’t know what the needs or pain points of your organization are. Furthermore, it is unfair to expect them to solve those in the course of an interview even if you tell them what they are!

o   Instead, ask how they would come into your organization and assess needs. What is the process they would use to learn about deficiencies or opportunities, how they would go about prioritizing them, how would they confirm these with stakeholders, etc. The process and thinking behind that will tell you much more about the candidate than you could ever get from them solving a problem for you.

·        Be okay with “I don’t know” as an answer

o   Rarely is any candidate going to check all of the boxes. A candidate who is willing to be upfront and tell you that they know don’t something should be a positive sign rather than one who will try to bluff their way through the answer.

·       Make sure that your job description is updated for the current needs of the business and not just what the incumbent did. It is very likely that your business has changed since you hired the previous person in that role. This is the opportunity to incorporate those changes into the job description. Avoid falling into the trap of just trying to find the same person that you previously had.

Leveraging Business Intelligence for a Data-Driven Healthcare Future

 

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Coming up through the ranks in information technology (IT) as a database administrator and with a previous background in auditing and financial analysis, I found a special passion for business intelligence (BI). BI has an important ability to provide a competitive advantage by taking raw data (potentially from multiple, disparate sources) and putting context around it by organizing and aggregating data around descriptive attributes that can be used to filter and provide granular context around the data. This provides a competitive advantage in that the data is fresh (not necessarily real-time) and not at least 30 days old like financial statements and provides a decision maker with data that allows them to zoom in and make business-critical decisions quickly without having to search through myriad reports that may or may not give them the detail or context they need to make a decision. This can provide a business with the opportunity to identify trends and pivot before their competitors.

Specifically looking at today’s rapidly evolving healthcare landscape, organizations must harness the power of data to remain competitive, improve patient outcomes, and streamline operations. BI has emerged as a critical tool in transforming raw data into actionable insights that drive strategic decision-making. For healthcare organization, the ability to extract meaningful intelligence from vast amounts of data can lead to improved efficiency, enhanced patient experiences, and a more resilient business model.

The Growing Importance of BI in Healthcare

The healthcare industry generates an immense amount of data daily—from patient records and claims processing to provider performance metrics and financial transactions. Without a robust BI strategy, this wealth of information remains underutilized, limiting an organization's ability to optimize processes and enhance service delivery.

BI tools consolidate disparate data sources, enabling leaders to gain a holistic view of operations. By leveraging data visualization, predictive analytics, and AI-driven insights, healthcare organizations can make data-informed decisions that lead to greater efficiency and improved care quality.

Key Benefits of BI for Healthcare Organizations

1. Enhanced Decision-Making
   BI enables healthcare leaders to analyze trends, forecast demand, and allocate resources more effectively. By identifying patterns in claims processing, patient behavior, and operational workflows, organizations can refine their strategies to improve outcomes. Additionally, this data can be used to look at the feasibility of offering additional (new) services or product lines.
2. Improving Patient Experience
   By analyzing patient interactions, feedback, and service utilization, BI tools help organizations personalize patient engagement. Tailored communication and proactive care recommendations improve patient satisfaction and loyalty.
3. Fraud Detection and Risk Mitigation
   Advanced analytics can help detect anomalies in claims and billing processes, identifying fraudulent activities before they escalate. This proactive approach reduces financial risks and ensures regulatory compliance.
4. Optimizing Operational Efficiency
   BI streamlines workflows by providing real-time insights into system performance, staffing needs, and service bottlenecks. Automated reporting eliminates manual processes, allowing staff to focus on more strategic initiatives.
5. Driving AI and Predictive Analytics
   The integration of AI with BI platforms enhances predictive modeling capabilities. This allows organizations to anticipate patient needs, optimize provider networks, and improve population health management.

Implementing a BI Strategy: Best Practices

1. Define Key Performance Indicators (KPIs)
   Establish clear metrics aligned with organizational goals, such as claims processing speed, provider network performance, and patient satisfaction scores.
2. Leverage AI-Driven Insights
   Integrate AI to enhance data analysis, enabling automated trend detection and decision support for leadership teams.
3. Ensure Data Accuracy and Security
   Implement robust data governance frameworks to maintain data integrity and comply with industry regulations such as HIPAA.
4. Foster a Data-Driven Culture
   Encourage cross-functional teams to use BI tools for decision-making, ensuring that data insights are leveraged across the organization.

Conclusion

As the healthcare industry continues to evolve, organizations must embrace Business Intelligence to stay ahead. By leveraging BI tools effectively, healthcare organizations can drive innovation, improve patient experiences, and ensure operational excellence. Investing in BI is not just about collecting data, it’s about transforming data into strategic advantage for a healthier, more efficient future.

 

The Ever-Evolving Role of the CIO in Healthcare

 

It seems that few roles have evolved over the years as much as the role of the Chief Information Officer (CIO) in healthcare. Gone are the days when the CIO was just the person who was responsible for the computer systems and nothing else. . I remember back in the early 2000s when I worked at University Medical Center in Tucson, AZ that the IT team, including the CIO, were stashed in a 40+ year old portable building behind the hospital next to what we called the clinical equipment graveyard where old hospital beds and miscellaneous furniture went to die. In those days, IT was out of sight and out of mind. Flash forward to today and the healthcare CIO is now a trusted advisor, business consultant and valued member of the organization’s executive team. A lot has changed in the last 20+ years!

So, what is the role of the modern healthcare CIO? Let’s break this down a little bit:

Business Process Expert

A healthcare CIO should have a good understanding of how to develop, document and analyze business processes. You can’t add technology to a business process that doesn’t exist, isn’t standardized or even well understood. Well, actually you can, I guess, but what you get is a bigger, more complicated mess.

The CIO needs to be able to facilitate sessions to understand and map current business processes and help the functional area determine what is working and what isn’t and then formulate problem statements for the areas that aren’t working so that requirements for a solution can then start to be collected. The thing to keep in mind here is that the solution may not always be one that involves technology even though the CIO or their delegate is leading the process to identify and help implement a solution. Many times, without going through this process, you don’t know what the right solution is. Organizations that don’t take this approach can throw money and technology at a problem hoping to solve it, but if you haven’t accurately defined the problem and what it would take to functionally solve it, you are really just shooting in the dark.

This function of the CIO relies on the CIO’s business skills and acumen which in today’s healthcare environment are just as important for the CIO to have as knowledge of technology and technical trends.

Security Expert

Healthcare is one of the most highly regulated industries and also one of the most targeted industries by threat actors. Because of this, today’s healthcare CIO needs to be well-versed in threat landscape and how to mitigate potential threats to protect the privacy and safety of patient data and the organization’s systems. The threat landscape is ever evolving and shifting, requiring the CIO to always be researching and understanding these changes in a way that can be easily communicated back to the rest of the executive team and the board. The CIO needs to be able to accurately assess and communicate the risks to the organization and provide a strategy that is tailored to the organization and makes sense. This is a very time-consuming aspect of the CIO’s job and one that shouldn’t be taken lightly by the organization’s leadership.

Change Agent

There are probably few areas that introduce as much change through the organization as the IT department. While these changes are rarely true IT initiatives, most are led by IT on behalf of a functional area, IT is the one who generally leads and manages these changes. As a result, it typically falls on the CIO to come up with a change management strategy to help the organization’s workforce adapt to these changes with as little disruption and displeasure as possible. This role calls on the CIO to be an excellent planner, leader and psychologist. That last attribute is not one that you will find in any CIO job description, but an understanding of the psychology of change and how change is viewed and ultimately accepted is critical to ensure the success of any large project. This requires the CIO to have a strong understanding of the organization’s culture and be highly visible during the change process, actively listening and evolving the change strategy to help the workforce successfully adapt to the change.

Governance

A successful CIO needs to be able to organize and lead the governance process as it relates to technology. This process can take several forms and while not all organizations have all forms of governance, it should be the direction that the CIO is pushing for. The types of governance, as I would recommend them, are outlined below:

IT Governance

It is important that there is some sort of governance structure that loops together leaders of the organization and the board to vet long-term IT strategy and prioritize IT initiatives. Part of the chart of this governance structure should be to always make sure that the work and projects that IT takes on always align with the broader goals and objectives of the organization. This is usually chaired (or facilitated) by the CIO and includes leaders from the key areas of the organization to help provide visibility and context into the needs of the organization.

Project Governance

This could be done through a Project Management Office (PMO) and/or a Project Steering Committee. The purpose of this governance structure is to oversee the intake process for prospective projects, lead the analysis and vetting of those projects and formulate recommendations on projects that should be undertaken. Once projects are approved, the reporting and management of those projects and the organization’s overall project portfolio should go through this governance structure. This usually falls under the supervision of the CIO.

Data Governance

While most electronic data is managed by the IT department, it is important to remember that the IT department doesn’t really own this data or even completely understands how data is used in its entirety across the organization. This is where data governance comes into play. Data governance entails identifying all the various types of data as it is used throughout the organization as well as identifying data stewards for each type of data. Data stewards are individuals who are subject matter experts with regard to the data under their stewardship and can be looked to for decisions regarding who needs access to the data, retention requirements for the data and would be part of any integration discussions where the data may be transferred or exchanged. This function is important as it takes decisions around data out of the hands of the IT department and assigns ownership of it to those who actually use and understand it, with the advice and consultation of the CIO and the IT department.

EHR or Health IT Systems Governance

This governance model usually involves the leadership of the Chief Medical Information Officer (CMIO) along with the CIO to take changes and optimizations requested by the users of the various health IT systems and evaluates them for need, scope, difficulty or feasibility, and impact. This usually involves a committee structure made up of representatives of the systems’ stakeholders who, under the leadership of the CMIO with the support of the CIO, meet and discuss system change requests and then either approve or deny them and subsequently prioritize them for scheduling. This committee also receives reports back on the status and progress of requested changes.

Finance Manager

The assets, capital and operating budgets under the management of the CIO are typically some of the largest in the organization. This requires the CIO to be a keen financial manager who can project and budget for the organization’s needs and then effectively manage within that budget. To do this, the CIO must be a strong negotiator, both with internal stakeholders and vendors, and must be adept at vendor management to ensure that the organization always receives the highest value for the dollars spent. In some organizations, this also means vetting vendors to make sure that their values align with the organization's.

This role may require the creation or input into the creation of RFPs and evaluating responses as well as the subsequent negotiation of a contract for services.

Communicator

Last, but not least, is the role of communicator. The CIO needs to be constantly communicating to a large number of constituents. They are expected to communicate recommendations, risk assessments and progress reports to the executive team and the board; they communicate upcoming changes, either in person, by email or virtually, to the workforce and are available to take questions and concerns; they should be constantly communicating with the entire organization about potential security risks, educating them on how to avoid them and protect themselves and the organization; they communicate with external partners, establishing and maintaining relationships that benefit their organization; they may be responsible for communication with auditor or regulatory bodies regarding compliance with regulations and internal controls. Additionally, a good CIO is always in touch with the staff, understanding what they see and hear, their concerns and needs and is available to advocate for them to enable them to do their jobs to the best of their ability.

Conclusion

As you can see, today’s healthcare CIO has evolved way beyond the traditional technology role and is a key player in the operations and decisions across the entire organization. The role of the CIO today is a respected member and advisor to the executive team and C-suite and is required to wear many hats and have expertise far beyond that of the technology stack.

Bridging the Gap: Strengthening Cybersecurity for Nonprofit and Rural Healthcare Providers

 

In my previous article (that article can be read here, I introduced the issue facing many nonprofit and/or rural healthcare organizations as it pertains to keeping up with cybersecurity needs both from a regulatory perspective and from an active threat perspective. The biggest challenge facing these organizations is funding. Healthcare is very expensive to deliver especially when you depend largely on grants and donations. Unfortunately, cybersecurity is also very expensive and most nonprofit healthcare organizations just don’t have the funding to keep up with increased threats and increased security regulation.

At the end of that article, I committed to following up with a set of recommendations that I feel could assist with this challenge faced by these healthcare organizations. So, as promised, here is my laundry list of recommendations.

Addressing the challenges of cybersecurity for nonprofit and rural healthcare organizations requires a combination of targeted funding, policy changes, public-private partnerships, and tailored resources. Below are specific recommendations to tackle these issues effectively:

 

1. Increase Federal and State Funding for Cybersecurity

• Establish Dedicated Grants: Create cybersecurity-specific grants for nonprofit and rural healthcare providers, similar to the Health Center Program administered by HRSA, to fund technology upgrades, training, and security measures.
• Provide Matching Funds: Encourage states to provide matching funds for federal grants to incentivize investment in cybersecurity infrastructure.
• Subsidize Cyber Insurance: Offer subsidies or tax incentives to help small healthcare organizations afford cyber insurance, which can mitigate financial risks from breaches.

2. Develop Tiered Compliance Requirements

• Adjust Regulations for Smaller Organizations: Mandate cybersecurity standards that are scaled based on the size, resources, and risk profile of healthcare organizations. This prevents overwhelming smaller entities with costly compliance requirements.
• Offer Grace Periods: Provide extended timelines and guidance for rural and nonprofit healthcare providers to meet new cybersecurity mandates.

3. Leverage Public-Private Partnerships

• Expand Industry Support Programs: Encourage technology companies to broaden their cybersecurity initiatives to include all vulnerable healthcare providers, not just rural hospitals.
• Create Shared Cybersecurity Centers: Partner with private sector firms to establish regional cybersecurity resource hubs where small providers can access tools, training, and support.
• Collaborate on Affordable Solutions: Work with cybersecurity vendors to develop affordable solutions tailored to the needs of nonprofit and rural healthcare organizations.

4. Build Cybersecurity Workforce Capacity

• Launch Training Programs: Fund cybersecurity training specifically for healthcare IT professionals, focusing on nonprofit and rural settings.
• Promote Loan Forgiveness for Cybersecurity Professionals: Introduce loan forgiveness programs for cybersecurity experts who work in underserved healthcare organizations for a specified period.
• Leverage Virtual Support Networks: Create remote cybersecurity support networks, allowing experts to assist multiple small healthcare organizations simultaneously.

5. Enhance Technology Access

• Subsidize Cloud-Based Security Solutions: Provide financial incentives for nonprofit and rural healthcare providers to adopt cloud-based solutions with built-in security features.
• Encourage Open-Source Tools: Invest in the development of open-source cybersecurity tools that can be used by resource-constrained healthcare providers.
• Enable Group Purchasing Power: Form cooperative purchasing programs to allow smaller healthcare providers to collectively negotiate for lower prices on cybersecurity tools and services.

6. Foster Information Sharing

• Create Regional Cybersecurity Alliances: Establish local or regional alliances where healthcare providers can share threat intelligence and best practices.
• Improve Government Alerts: Ensure that federal agencies provide timely and actionable cybersecurity alerts specifically tailored to the healthcare sector.
• Facilitate Incident Response Teams: Develop rapid-response teams that nonprofit and rural providers can call on during a cybersecurity breach.

7. Advocate for Policy Adjustments

• Integrate Cybersecurity into Rural Health Initiatives: Advocate for existing rural health programs to include cybersecurity as a core component.
• Require Vendor Accountability: Implement policies that hold software and hardware vendors accountable for providing secure, easily updatable solutions to healthcare organizations.
• Support Anti-Trust Exemptions for Collaboration: Allow small healthcare providers to collaborate without fear of antitrust violations when sharing resources or negotiating with vendors.

8. Focus on Education and Awareness

• Launch Awareness Campaigns: Educate healthcare leaders on the critical importance of cybersecurity and how to integrate it into operational priorities.
• Develop Simple Training Modules: Create low-cost or free cybersecurity training modules tailored for healthcare staff with limited technical expertise.

9. Provide Emergency Relief for Breach Recovery

• Establish a Cybersecurity Emergency Fund: Offer financial support for nonprofit and rural healthcare providers affected by significant cyberattacks, helping them recover operations without sacrificing patient care.
• Simplify Federal Aid Access: Streamline the process for healthcare organizations to access emergency funds post-breach.

10. Pilot Programs and Case Studies

• Launch Pilot Projects: Fund pilot programs in rural areas to test innovative cybersecurity approaches, documenting their effectiveness and scalability.
• Document Success Stories: Share case studies of organizations that have successfully implemented affordable cybersecurity measures to inspire and guide others.

Conclusion

Addressing these cybersecurity challenges requires a multi-faceted approach that prioritizes equity and sustainability. By leveraging funding, partnerships, and tailored resources, policymakers and industry leaders can help nonprofit and rural healthcare organizations enhance their cybersecurity defenses without compromising patient care. These solutions must be actionable, scalable, and sensitive to the unique constraints these organizations face. 

Obviously, there is no panacea that will immediately solve the cybersecurity issues facing our nonprofit and rural healthcare organizations, however, putting together a thoughtful, coordinated action plan such as the one above involving both public and private resources will greatly help our underfunded nonprofit and rural healthcare organizations who are providing care on a daily basis for the most underserved populations in our society. These are a public health resource that we just cannot afford to lose.

Cybersecurity Requirements May Break the Back of Nonprofit Health Care in the United States

 

Cybersecurity is a huge concern for health care entities as one of the most targeted industries by cyber criminals according to an article by the EC-Council University (https://www.eccu.edu/blog/cybersecurity/top-industries-most-vulnerable-to-cyber-attacks). The health care industry is so targeted in fact, that Congress is now considering a bill, with the backing of HHS, to mandate that health care organizations strengthen their cybersecurity defenses (https://www.finance.senate.gov/imo/media/doc/health_infrastructure_security_and_accountability_act_leg_text.pdf). This is all well and good for those for-profit entities such as United Healthcare, Humana, or CHI who have fairly deep pockets. The big question is where does this leave nonprofit entities struggling to provide safety net services on sliding fee schedules depending on decreasing reimbursements and grant funding to survive?

Microsoft and Google, working with the White House, have come up with a so-called plan to help, consisting of free and discounted cybersecurity resources to assist in enhancing health care cybersecurity. I call this a so-called solution because it only addresses one discrete area of need, rural hospitals. What this completely misses are the over 1,400 Federally Qualified Health Care (FQHC) centers operating at more 15,000 sites serving more than 26.6 million patients per year or the over 5,200 rural health clinics (RHC) serving more than 37.7 million patients per year, both providing integrated outpatient care to those who otherwise would not have access to health care or couldn’t afford it. These organizations survive on shoestring budgets where the goal is to dedicate every penny possible to patient service. With cybersecurity threats increasing in complexity and number almost daily, it is nearly impossible for these organizations to keep up. Yet instead of providing help where it is actually needed, our technology industry and government make superficial efforts to look like they are helping with the problem while Congress seeks to pass more stringent regulations without any assistance in meeting those regulations.

If you have been watching the news lately, you have seen a number of rural and nonprofit health care organizations closing facilities at a breakneck pace because the margins are so low that they cannot survive. When we layer in the hundreds of thousands of dollars or more that each health care organization is going to have spend to keep up with cybersecurity threats, that means we can expect to see even more health care facilities closing in the areas where they are needed most. We aren’t talking about metro areas like Los Angeles or Chicago, we are talking rural, less densely populated areas such as rural areas of Nevada, Utah, Colorado, Arizona, California, and much of the southern United States. On average, these residents tend to be older and potentially require more medical attention than the average person. In an article published in the Journal of the Missouri State Medical Association (https://pmc.ncbi.nlm.nih.gov/articles/PMC6140198/), it was stated that while 20% of Americans live in rural areas, only one-tenth of physicians practice there.

My call to action is this: While we all agree that increased cybersecurity in health care is necessary and we are all tired of reading about the breaches, we need to come up with some real solutions to assist this industry, especially the safety net and rural providers who are hit hardest by the extra costs that these initiatives bring. We need to stop complaining and put together real action plans because our health care industry is already straining and struggling and the added burden of increased costs around cybersecurity is enough to break it where it is needed most. 

In my next post, I will attempt to provide some suggestions as to how we might be able to attempt to solve this problem.

Think Globally, Act Locally

 Anyone who grew up in the 1970s through the 1990s probably recognizes the slogan “Think globally, act locally” from bumper stickers, t-shirts, and activist advertisements of the era, but I think this slogan actually has a lot of value for us to consider as leaders. In this context, I use “globally” to mean the entire organization and “locally” to mean your department, team, or unit that you manage. As leaders, we should always be thinking about the overall organization and how what we do impacts it, either positively or negatively. We should strive to align our actions with the common goals and objectives of the business, always pressing to further those as much as possible. This thinking recognizes the limitations of our reach as individual leaders, and brings to mind the sphere of influence concept:

There are things that we can control which are our own actions, the actions of subordinates, and the actions that the units we lead take. Then there are those things that we can influence (but not control) which are our peers and possibly our leaders through discussion and debate in meetings, emails, etc. Then there are those things that are completely outside of our control such as organization strategy, board and executive leader decisions, market pressures, and regulations. Basically, what this whole model shows us is that while we strive to help the organization move the needle on its objectives, we should put most of our concentration on those actions that we can directly control and the rest on what we think we can influence and align those actions with the goals of the greater organization, which is mostly outside of our influence.

At the end of the day, our responsibility as leaders is to do what we can to contribute to the success of the organizations for which we work. In order to do that effectively, we have to think about our organization (thinking globally) and align the actions of the units or departments that we lead with the goals of our organization (acting locally). If we always act and make decisions with the goals and objectives of the overall organization in mind and not just what is good for our teams and departments, we will find ourselves contributing and influencing more and more how our organization performs against those goals. You see our actions have influence beyond just the outcome of those actions. How we get to those actions can influence how others outside of our control think about and decide their actions and can have the effect of creating more unity around organizational goals.

Are Are Today’s IT Worker’s Missing Out on Understanding the Demands of the Job?

 

When I first started my career, back in the days of the dinosaurs 😊, positions in IT required a university degree. Coming from that background myself, having earned both an undergraduate and a master's degree, I initially supported this approach. As I moved into leadership and evaluated the fast-changing landscape of IT, I started questioning whether traditional degrees were necessary for success in the rapidly changing IT field. My experience with university education, both from a personal perspective and those that I have worked with over the years, is that most university educations taught outdated and obsolete technology and don’t really prepare employees for the technical aspects of their jobs. This led me to re-evaluate hiring practices, and I began prioritizing specific skill sets and certifications over formal education. It seemed like a win-win: employees gained valuable, job-ready skills quickly, and organizations benefited from their immediate contributions.

However, after several years of hiring employees without degrees, I began to notice a concerning pattern. Many of these employees, often younger and without formal university training, did not seem to understand the full demands of a salaried IT job. Unlike their counterparts with degrees, they appeared to expect a strict 40-hour workweek and consistently sought comp time or flex time for any hours worked beyond that.

When I reflect on my own experience, I realize that my time in university wasn’t just about learning technical skills. It also prepared me for the realities of a professional career. In college, it was regularly emphasized that certain fields, like accounting and IT, required flexibility. There were times when more than 40 hours a week would be expected, whether due to month-end closings or critical system maintenance. These discussions helped me understand that salaried positions often come with an expectation of extra time and effort, and the compensation reflected this.

In contrast, employees without university backgrounds often don’t seem to arrive with this understanding. While they are more technically proficient, they might not anticipate the broader responsibilities that come with a salaried role. This has emerged not just at one company, but across different employers and cities.

To be clear, my observations are anecdotal and may not fully capture the root cause of this issue. It’s possible that what I’m seeing is more of a generational shift, with younger workers in general expecting a stricter work-life balance. Or, perhaps, the trend reflects a difference in how skills-based training programs prepare individuals for the professional world compared to a traditional university experience.

As IT leaders, it’s worth considering whether this is an issue of education or simply evolving workplace expectations. While I don’t have a clear solution yet, I believe this is a topic that deserves attention. How can we better set expectations for new hires who come through non-traditional education pathways? Should we do more to explain the demands of salaried IT roles during onboarding? Or is this part of a larger shift toward rethinking work-life balance in tech?

I’m curious if others have noticed similar patterns. And if so, what steps have you taken to address this challenge?