Healthcare Facilities Network
The Healthcare Facilities Network podcast highlights the essential role of facilities
management in delivering high-quality patient care. Hosted by Peter Martin, this show brings you expert insights on the issues, trends, and solutions shaping the future of healthcare spaces. Learn from industry leaders and discover ways to drive positive change in your facility.
Healthcare Facilities Network
A Master’s Class in FM Leadership, Live From FHEA
The Healthcare Facilities Network takes you behind the scenes at the Florida Healthcare Engineers Spring Conference in Orlando for a dynamic conversation with three seasoned leaders in healthcare facilities management.
In this episode, we explore Florida's evolving healthcare landscape and the critical relationships leaders must build within hospitals to drive success. From fostering collaboration between teams to navigating challenges in a rapidly changing environment, this discussion is packed with actionable insights for professionals at every level, from the trades to the VP suite.
Whether you are new to the field or a seasoned leader, this episode offers a masterclass in FM leadership you will not want to miss. Tune in and elevate your approach to healthcare facilities management today.
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The landscape of regulatory. It has changed so much in the 30 years I've been doing this business. I mean, I remember Joint Commission was a plant technology. You say you have ESL, that's right, safety management, and you would put it. You say I'd read the PTSL, I'd make a policy that says it and I'd do it. And they'd come in and you, you get accreditation with commendation. You know those days, that's right, those days are our age. Sorry, my hair fell, it's my age, my friend. So anyhow, I think those things really have impacted health care.
Speaker 3:There's a major crisis facing healthcare facilities management. We have aging employees, aging buildings and aging infrastructure. We've created the Healthcare Facilities Network, a content network designed specifically to help solve, for these three pressing issues in healthcare facilities management. We bring on thought leaders and experts from across healthcare facilities management, all the way from the C-suite to the technician level, because, at the end of the day, we're all invested in solving the aging issue. Thanks for tuning in. Look at our videos. You will find that, as a theme across our content, this is the Healthcare Facilities Network.
Speaker 3:I'm your host, peter Martin. Hello and welcome to the Healthcare Facilities Network. I'm your host, peter Martin, vice President of Physics Development for CRAF. So, as you might notice, we are once again on site, this time with Florida Healthcare Engineers Association. We are in Orlando, florida. It is the annual meeting for the Florida Healthcare Engineers and I have a group of distinguished guests who I thank for joining me at this early hour of the morning. I'll ask each of them to introduce themselves, who they are, where they work and what your role is. So, jennifer, why don't we start with you?
Speaker 4:My name is Jennifer Bello. I am the Market Director for HCA for the Dayton Brower team. Currently I am the Membership Committee Chairperson for Abbott Chain.
Speaker 3:Excellent. Thank you, Jennifer.
Speaker 2:Terrence Wright, vice President of Facilities and Support Services at Moffitt Cancer Center, and my role is pretty much everything associated with facilities and support services.
Speaker 3:Terrence. Thank you. Terrence is a veteran of healthcare facilities network right. Terrence appeared on the podcast version when it was just voices. Now we've gone to in-person. So, Terrence, welcome back.
Speaker 1:Thank you, jax, good to see you. Bobby Beard, uf Health, managed facilities for the network and state treasurer for FHEA. And it won't be long, I'll have a good roll for Terrence. It just went, oh yeah.
Speaker 2:He started recruiting me the day we met oh right, that. So he started recruiting me the day we met Paul O'Brien it's going to be difficult.
Speaker 1:You're going to come around one day. Yes, sir.
Speaker 3:He's very persistent, he is, he is, which I guess, persistent. Let's actually start there. That's very interesting Because I want to talk to Florida or Bobby and and Jennifer event here for 20 plus years working in the healthcare environment. But you know, persistency actually that's a really good word. I imagine persistency is a trait that you need to do well in this field, maybe even more so than in other areas. Can we talk about that just the word persistence, and how that benefits you as a facilities person? You guys have a lot of responsibility, so I'm sure there's a lot of persistency. Anybody wanna take a stab at that one?
Speaker 4:I'll start. I tell my directors all the time I think being persistent and following up is one of the biggest parts of a city's director of talk. It's nice to send that code approved or go and call the vendor, but who's following up? So you have to constantly be organized enough to set yourself reminders to be persistent, to get to close that loop. But the ones that don't, that is their major downfall.
Speaker 3:Yeah once, I don't some week and I it wants that job and I do.
Speaker 2:I agree with that a hundred percent. I think being persistent and committed to doing what we do and the follow-through is the real key and a lot of times people put things in roofer it'll get them started but they won't follow continue to be required and uh the uh our being persistent on what we do. Change doesn't happen in a short period of time, so it takes a lot of reinforcement over and over again, and the more we're persistent in what we do and the follow through, we get this cadence and the cadence leads her really, really their jobs to.
Speaker 1:So I think persistence is a good word well, I thought it was a good word, but I'm I'm not sure now. I think you need to be more persistent. Uh, I would say that for for persistence, I have found that you have to look at each situation differently. So sometimes persistence, it will work to your benefit and you'll take that particular path of being that thorn in someone's side and sometimes it can work to catch you. So I've learned that, like in Terrence's case, I'll be persistent because it's not working against me.
Speaker 1:But occasionally I found that persistence has backfired on me where I push in my CFO for some something and it's like don't ask me again and now you're in a bad place. So sometimes you have to redirect and take it to someone that maybe has more skin in the game than I might have. Maybe I'm trying to. I just made this up. I'm trying to get a med vac come replaced because it's at the end of life and I know that if it fails it it's gonna cause some issues in the organization. Cfo may not have any skin in that game although they would, but you may not. This is a made-up scenario, but I guarantee you the respiratory and the nursing has skin in the game. So I might, you know, elicit some help from my friends at work to help be persistent. So sometimes you've got to be careful how you apply it. So I think it's important to recognize that when you're actually being my field of health.
Speaker 3:So persistence and strategy. At times, let's talk about Florida. We are here. The Florida Healthcare Engineers Association and strategy at times, let's talk about Florida. We are here. The Florida Healthcare Engineers Association, jennifer, she said, is the membership coordinator. Bobby's the treasurer, terakits, has a soon to be announced position, so you don't have to dance for this one if you don't want but Florida. You know, when I was doing recruiting for Gosling Martin Associates, everybody wanted to move soft Every especially post, to move south, especially post-poll. I have to count on one hand, the number of people who said to me I want to go north. There were many. One of them was actually in Florida. But tell me, jennifer, we'll start with you what did you see relative to changes in Florida health care? I think you've been in facilities and air insurance for seven years, but you've been in health care for more than 20. How has this market changed over the last 20 years? I imagine it has to be dramatic.
Speaker 4:So in different ways it's been dramatic. So for the trades, for example, there used to be a lot of trades available, a lot of hospital with hospital experience Before. Now it is.
Speaker 3:Actually it's a great facility. It's before seven. They're mowing the lawn. You never know what's going to happen in your day if you're at home.
Speaker 4:Um. So now I feel like the trades have been the ones that are in the hospital, have been sustained in the hospital. So there's not that many trades that we're finding now, right, that have hospital experience, because of course we're all sick for hospital disparities, so we're trying to bring in, you know, the apprentices and things like that. As for facilities directors, I'm seeing a lot of out-of-state applicants, right. So people do want to come to Florida. They do say, oh, wonderful weather, let's go.
Speaker 4:I get a lot of honesty from applicants, which is wonderful. But when I get to that certain point that we're ready to make the offer, I'm like have you checked the cost of the meet down here Especially depends on where the hospital is. That is an important question that you're to ask straight from the beginning now, because I see that when they're about to move, they're like, oh, wait a minute. You straight from the beginning now, because I see that when they're about to move, they're like, oh, wait a minute, can't avoid it down there. So, depending on the hospital and the area around, I'm finding that to be a big problem.
Speaker 3:It's funny you say that because in recruiting, build relationships with people, you start to know what people you know, when they can move, when they can't move. And there are some folks in facilities who probably are probably one of them, who are attuned to so many different areas, who they know, what the cost of living is they know. And there are some people who bow out right at the very beginning. I was worried about that at the end and to bring that up Because you don't want to lose, you invest a lot of time and money in the viewing only to have them say, oh, I didn't, yeah, never mind.
Speaker 4:Thanks for your time. I learned that quick to ask those questions. I'm like please Go do your homework and if you're interested, we'll continue.
Speaker 3:That's exactly it. So it's good to have choices, but you've got to make sure the choices are realistic. Fadi, what about you?
Speaker 1:I'll look at it a little more globally. I see three things that really have changed the landscape for health care and they impact facilities in some way or form. The first one was elimination of CLF. So that has changed the way hospitals compete with each other, how they bring revenue in, and I don't know if it helped her earth, the patients, I don't know. So that's one that I think has made a big difference in the health care market. The second is we're seeing some of the tariff issues are starting to impact us and it is a little reminiscent of the COVID era. So we had a little playbook for COVID that when you're having a hard time getting something, how do you manage your organization. So I'm starting to see a little bit of that we've. We may get some relief here pretty soon. And I guess the third is just the landscape of regulatory. It has changed so much in the 30 years I've been doing this business.
Speaker 1:I mean, I remember joint commission was a plant technology. You you say yeah, yes, so that's your safety management. And you would put it. You say I'd read the PTSF, I'd make a policy that says it and I do it, and they come in and you get accreditation with commendation. You have those days right, those days are our age. Sorry, those days right, those things are age. Sorry, my hair fells. My age, my friend. So yeah, I think those things really have impacted health care and facilities, the parking as well. So that's my take on it and for me this.
Speaker 2:I've been in this market now for 40 years and I have seen the continued growth and very much echo the whole thing of people that are moving into the market and then also trying to source skilled tradespeople that understand healthcare or have the foundation to want to learn and to build a career in healthcare. So that's been a challenge here in Florida for me and I've seen it get progressively more challenging in the 40-and-a-half years. So it's nice to have the talent pool that's out there, but it's not necessarily the talent pyramid ready to go day one. So we have to invest in in trying to uh to build that talent up, introduce them to health care and help them understand that these are critical jobs very simple yeah, yeah, it's funny.
Speaker 3:You say that, terence. I just reported to show last week with the gentleman who's been in health care for it's like five years now, six years now, but he was a teacher and he was an hvac tech and he just kind of found this career and he loves it. And that's part of what we tried to do here is just publicize that it exists, because we can't fix an issue if people don't even know. You're there. I can't feel anything. And it's that weird thing because everybody goes into a hospital. We're in hospitals throughout our entire life, yet nobody knows you. Three guys, your roles exist, you're still in, you go out. You don't figure. The career of a mature doctor or nurse Probably flip the differences.
Speaker 1:Back to how the landscape has changed. Things have changed in this business and I think you guys will probably agree with me. I don't want to mention manufacturers, but I bought a chiller two years ago and it was supposed to be installed last treatment and it was just installed a month ago. I've got a piece of switch gear gear that would normally be three or four months be made 56 weeks, right, right. So if you don't plan for that, if you are gonna wait till things are really bad to replace something, you're gonna be in a bad way. You're not, or you're gonna buy something that's not what you wanted to buy, because it was just available. It was too big, too small, too whatever, not fit, whatever, and that is really a landscape changer for us. I use landscape too many times already.
Speaker 3:Nobody's coming.
Speaker 1:But it's really made a difference in how we have to prepare our facilities for these renovations or for just timed out equipment, so it has made things more difficult.
Speaker 3:If you like this video, please like and subscribe to the network and, more importantly, share it with your colleagues in the healthcare industry. Together, we can solve the aging crisis that's impacting all of us. So one of the themes that we're trying to get to this year is aging employees, aging buildings, aging infrastructure, because every organization has one or three of them. You were kind of along the lines how do you guys, how have you had to change your management style, managing people above you who may not be as attuned to? Okay, we're waiting 56 weeks for what to get into production. How do you verbalize that and manage that going up in your organization when it's not in front of them what it is for you?
Speaker 2:For me, I think it's just cost and communication. So I continue to bring market analysis back to the institution, coming to groups like this and hearing some of the things that my colleagues are going through. We're all going through some of the same thing. It's the supply chain that's in your spacious, with the talent pool of trend that your group and retain and train and everything else. So grading that information back and communicating that to the organization, people clearly understand what the landscape is out there. It's the things that we're doing right work, but, but. But.
Speaker 2:One of the things that that's critical is to show me I am a big fan of. Let's go for a walk Now. Let me show you the choke. Let me have a discussion with you about the boiler. Let me tell you the implications of if this goes down. This is what happens on the other side. That's why I need to replace this. This is why and with supply chain, I need to order this map to have it in next year. So I think it's that communication, it's the visual and it's really making sure that people are informed and know the things that you're dealing with. I believe in our positions everything is free, it's strategy and it's brisk manner. So we have to have a strategy around the things that we do and we have to understand and communicate to people that there are certain risks that come with every decision or non-decision. So we have to communicate that.
Speaker 4:I agree, communication is the biggest point and having a backup plan right, having a backup plan for things that might not be funded quickly, things that might not be available quickly, or, as for employees, what's going to happen when this person ages out, what's gonna happen. And a lot of times we don't have a back-up plan and that is scary part. So I think, out of all three, I'm almost worried about paging and boys, because I think that is one there in features like that. Everything else, I think can mostly be solved by rental or something like that. You know, quick emergency, you have a back plan, but you don't do it in two years.
Speaker 4:That's what I would always say.
Speaker 3:That's actually a good way to look at it. I mean, I kind of look at this thing like Jennifer is that if you don't have people, like you can have all of this stuff. You can have the lawnmower that just keep going by but without somebody to operate it. And, yeah, granted, people say ai, and yeah, there are, there are uses of it, but they're not people.
Speaker 1:Without that it's, it is scary without question, all three current issue in our industry. I'm fortunate that our organization supports infrastructure. I think the issue that we run into most frequently is understanding, as I mentioned, understanding by the administration. So I've often thought that if I would just take the motor out of their air hammer within the patient air hammer, they'd understand better. But I've made that public fear of everything, so that's probably not what you should do. So silly manager. But I do believe that, terrix, you're dead on, and Jennifer, that communication and the downstream effects do make a difference. That takes the reality of the situation to their face up.
Speaker 3:You know that was one of the topics that I wanted to touch on. We talk about the relationship between the C-suite and folks at your level or at your top facilities chain. What do you think is the most critical? Maybe it's multiple, but is there one relationship that you try to create with the c-suite, that one physician within the c-suite that you think is the most critical to have a healthy relationship with for success?
Speaker 4:does one stand up? Yeah, it's up in COO, coo, yeah, definitely. You and your COO must be in tune high, usually either with the VPO, sometimes it will be VPO assisting. But you guys should be talking daily. You should be knowing what is their plan. I can be example today we were gonna repair, replace an air handler. I had it part of my official friend and we didn't know that they were gonna remodel the lab and they were gonna upgrade the air. Now they're in that path, so I hope for like, not in soon. The facility was nice too, with what was happening this easily, so that constant communication, especially with your CEO, needs to be there for me it's a CNO.
Speaker 2:I love strategic partnerships's the CNO, cno I love strategic partnerships. Yeah, the CNO and his or her team brings a lot of intelligence from the organization. There are patient advocates. I like to partner with them, I like to round with them, I like to see what they're seeing and I utilize them and help leverage them for assistance with projects, the things that I'm doing and those kinds of things.
Speaker 2:It goes back to the communication of painting feature. This is what this infrastructure element means and this is what it means to you or the patients to take care of every single day, and what I do is I create an ally, a partner. So I'm going to end the sympathy of our the sit in the CEO and we hand those discussions. I have an advocate that's in the room with me. That's a, that's an important thing and they're able to verbalize why it's important and sometimes I able to just kind of let them help make my case and just reinforce with some of the other things that are important. But the CNO is very important for me, critical, and the second one would be the CFO. Cfo is the person that I take on those swords and say let's go, take a look.
Speaker 1:Let's see what you are. I think I will say it just like I tell my kids I hate you all equally, and the truth is I don't hate them. Terrence, you really were on point with that. It's not one. It literally depends on what the situation is.
Speaker 1:Typically, the CPO doesn't have a worse in the race. They've already done the strategy, so the CTO is kind of off the table. I mean, if they want something, they're gonna get it right. You have to. You have to look in the situation. If it's renovating a patient floor, it's gonna be the CNO and the CFO. You know there's going to be those cross-pollinations where you have to work different individuals. I don't think there's any one specific. I will say this, though that I found a lot of traction with a quality chief quality officer, because they are, they work across all those clinical areas. So if there's something going on with whether it's regulatory or whether it's clinical or they're like, hey, we got to make sure we keep that. So, again, I wish it was one, but I, again, I hate them all. Equal, equal opportunity. So I want to. You know I have never thought about this word before.
Speaker 3:I wish it was one, but again, I hate them all.
Speaker 1:equal, Equal opportunity.
Speaker 3:So I want to. You know I've never thought about this word before, but listening to your answers, I've never thought about this word for the role of facilities. But in some ways you guys are like chameleons and often we think like a negative can be attributed to chameleons. It's something that's always changing, but you guys have to have that quality in your role. Without it you probably can't succeed.
Speaker 2:I think that's one of the most exciting parts of the job. It's just, it is a dynamic environment. Any given day we live at this level, mostly in strategy, but you also live in tech, yeah, and the things that happen every single day, the chiller that goes down unexpected. Okay, we're going to get a rental in, we're going to do this, do this. So you're absolutely right. I think you have to change based on the situation. You change based on the audience, you change based on some of the plans that you had in place that now you have to shift to that plan B and everything else. So it's it's an exciting and dynamic environment and it brings that variety that I think for me personally, it kind of fuels my career at National Corps for doing this job.
Speaker 1:Scott, change. I don't like the word change. What would you call that? I would think that it is adapting, adaptability, right. So you have to know yourself and I know that for me I'm a cart stays up, just call it like it is person and everyone does it like that. So I've learned to adapt. If I'm talking to I'm going to use titles, because I don't want to say names in that and I'll change the name. So if I'm talking with the CFO, I might have to be more touchy-feely. Talk about I'm talking to CFO it might be just here's the numbers, here's the net present value or ROI, whatever how we're looking at it, for whatever project we're doing. So it's understanding how you work and then understanding how people receive that information and not just saying this is how I am and you just get over it, because then I'm the one that has to get over it, right, because the answer's no type. Or see ya, right, see, ya wouldn't want to be ya. So that's really how I've evolved.
Speaker 1:I remember early in my career I was very, you know, learning and I was a little more palatable. I could kind of be molded, yeah. And as I've learned over these decades, I'm like oh, you don't know what you're talking about. And then I learned well, yeah, you don't know what you're talking about because they don't care what's going on. So it's really learning how to adapt and be, because, at the end of the day, what are we trying to do? We're trying to get the air handler replaced, the four done. It's really not about me and so learning that was a hard lesson for someone that's a card space up kind of person, so you had to really adapt. So I hope that helps.
Speaker 3:No, it does, it does. It's funny. You said that because I am right now developing an education class for a client of ours and he kind of asked for something similar to that. He's like he's got a good problem, he's got a young staff, but he's like they don't a good problem that he's got the honest staff, please. Like they don't know and it's a different generation and we're not talking about generations here, but you know they're a younger generation, but you used to phone and communicating that being is it they? They don't always know how to communicate with people above. They don't feel the room, like I need them to feel the room and some of that comes with experience. Right, we learn that, but I think some of it we look at generational issues. That's definitely one we all drew up. It was different, right, it was streetlights were a communicator for us.
Speaker 1:Right. Yeah, that's true, jennifer's a little younger than us. She didn't remember the road or the road down a phone crop.
Speaker 2:So that's all right, but but, peter, I think to your point. One of the things that I spend a lot of time in is is that zone of kind of coaching and talent development and having that discussion about. Let's talk about that situation and did you approach a different one? Is there something else that you could have done to make that connection and make your point without you know that kind of brute force? Well, here it is. These are the numbers and you have to agree with me as opposed to make the case. Everything is a storyboard. Let's tell the story and let's help people understand and we will lead them to where we need them to go, hopefully, and then we can make appropriate decisions. But there's a lot of that trying to teach that tactic of understand the room, understand the audience and how your community will be.
Speaker 3:So let's actually finish with that, because these folks kindly giving me time this morning but there's breakfast and you guys have work to do with the board. But we've talked about aging employees. You've kind of talked a little bit about succession plan. Jeff, I will start you. How do you find that time? I mean employee development, finding employees, keeping employees. Employees have a path. They're more likely to stay. But how do you implement succession planning? How do you try to get the most out of your interpreters for keeping them engaged at Grauma?
Speaker 4:So HCH is trying to build this kind of model that we only bring in apprentices and just mold them up little by little. I go to different facilities so I make sure I round with the facilities, make sure that they're providing, because these directors get caught up right and sometimes they don't pay attention to what's going on there. So I try to bring that to light. Hey, let's get this person educational courses there's a lot of educational courses that HCA offers and then I really want to make sure that everybody's in FHEA. I promote that a lot to get their education that way.
Speaker 4:Also, my problem is getting those manager or supervisor positions approved so that there is that ladder right. So I think that is my biggest problem. But I'm a big proponent of education and I think that not everybody suffers right, everybody's just. Some people are just like I'm happy, right where I'm at, leave me alone. But you know, every once in a while you find that one person that wants to go for it and then I really get in tune with that person and just hound on them to make sure I focus on their education and then if the opportunities aren't available in that hospital, I want to make sure that they're promoted into another hospital. We're really big on that.
Speaker 3:Yeah, there's two things I just want to elaborate on. We don't have a lot of time so I'll just fly through it. But number one I think, with so many organizations eliminating managers and supervisors, they've completely wiped out that electronic farm system that you've talked about and it's really biting us in the thought path. There's no way to bring that back quickly because they're gone. That was number one and the number two you talked about being number two, I always think back. Talk about streetlights. In 1965, I wasn't allowed to read this, but Isaac Power wrote a piece for Reader's Digest. He was talking about leadership and one of his light bulbs that turned on for him in his career was he was trying to promote somebody and the guy said no, I'm just, I'm happy doing what I'm doing. And I termed it being number two is okay, Right, and that's how he learned it, because not everybody wants to have the problems you have. They're very pathetic.
Speaker 2:Absolutely, yeah, absolutely. We're doing some of the same things. We are not as mature as your process right now, but one of the things that we've also added was you might recall from your recruiting days, the old nine box advice. So what we're doing is a talent development process. So we're doing a 360-degree analysis of our leads, our supervisors and our managers. So I'm working with my directors to take a look at that layer of leadership. So we're trying to identify those opportunities for improvement. And we're also kind of interviewing those team members about what are your benefits.
Speaker 2:Because, like I said number two some people are just complete the con. They don't want to deal with those other issues. But those that self-select and say I'd like to rest in the organization, we try to put together a process around them where they're working with some of their colleagues and they're learning. This is what the job is in the whole day and unfortunately, because that management level has been eliminated, that's like an added burden. But we've got a lot of people that are investing in themselves. The certifications are very important the CHFM and the CHC. Even the technician certifications are variable, so we're trying to push as many people through those as we can. It helps us with the talents of people that were not healthcare previously but are now, so they're learning our business and several of them were standing up and saying I want a career. So those are very positive things, but we've got a lot of work to do. We haven't got the, the apprenticeships approved and things like that.
Speaker 1:So we're still working, takes a lot of time, it does look at our org chart, it's 120 folks and, as I looked out, just see the facilities at Gainesville, and I highlight those that are glidesloping out of the organization they're retiring. I highlight those that maybe aren't management type track and then I highlight those that are management track. And then I look at this. I do this about months, every quarter and I look to see where I need to spend my energy. Right, I'm not going to spend my energy. I mean I'm not going to neglect the wide slope route, I'm not going to neglect those that aren't view managers. But you can put your energy where you get returns, right. And so I take a look at that and I see where my returns are and then I start to engage with those people. I say, hey, you know, look, what do you see yourself doing in a year from now? So I'll start that dialogue and then I get the feedback.
Speaker 1:So you know your point, jennifer, of early on, right when we started, when you said, hey, do you know what the cost of living is here? So I'm like do you know what the cost of living of being a management is? Don't get paid for call. You're paid a salary and you work as long as you have to. But if you've got to go to the doctor, you don't have to take PTO right for that appointment. So you know, we kind of talk about what that cost of living of being a manager is and then we talk about what tools they need to add to their bag to get there. And you know, sometimes they don't want it right, got ready, that's not what it will.
Speaker 1:But I think that transparency builds number one one. Your rapport is built because you're standing in the town of folks that might want to improve their organizational responsibilities. But you connect, yes, and you will see right away if this is a path that you want to continue on or whether you need to choose another path. So I think you know we've said it over and over communication, tarix, you hit it on the head, jennifer. You're talking about, I think, all those things where you get to that person, you figured out where you need to go. That really pays dividends and you know where to spend your confidence. I think that all the things that were said were important, but for me, I'm looking for that. How do I? The little shortcut?
Speaker 4:how do?
Speaker 1:I how to cut some of that loss. You know wasted time. It's not a waste of time with your people, but it's just if there's no desire, right? Thank them for what they're doing, help them do better in what they're doing and get to someone because exactly engage with them in a different manner. That's right.
Speaker 3:Yeah, it's funny. I was talking to Skanda Skanda Val. I interviewed him down at Taffy with my cat and you talk about like short-circuiting interviews. He was saying he was interviewing a person and it was very early on in the interview and the guy's like am I going to have to work weekends and overtime? And Skanda's like yeah, occasionally and I get the first regret it the guy in this interview is like okay, I'm out of here, I don't want the job it's good. So another way to short-circuit an interview, especially if your role is if you don't want to work overtime or you don't want to be on call, you can end the interview so is it okay for the electrician to work remotely from home?
Speaker 3:that's the next topic we'll cover. Like christians, remote work. So jennifer bellow, terence wright, bobby beard thank you so much for your time this morning. I appreciate it.
Speaker 2:Thank you, let's appreciate it.
Speaker 3:So from FIA, the Florida Healthcare Engineers Association, peter Martin for the Healthcare Facilities Network. As always, thanks for tuning in and we'll be back with another episode. Have a great day. If you want to be a guest on a future episode of the Healthcare Facilities Network, go to healthcarefacilitiesnetworkcom and let us know who you are and what you want to talk about, because together we can solve this critical aging issue.