Running Head: EXPERIENTIAL PAPER 1

Experiential Paper
Miranda Pomiecko
COMM 46092
Kent State University
August 8, 2014
EXPERIENTIAL PAPER 2

Experiential Paper
Communication is one of the most important aspects of organizational life.
Organizational communication is a process that involves creating, exchanging, interpreting, and
storing messages within a system of daily interactions and relationships (Modaff, Butler, and
DeWine, 2012). It is important to note that organizational communication goes beyond
physically exchanging messages, and anything can go wrong in the communication process
(Modaff, et. al., 2012). Furthermore, the skills of communicating, organizing, and knowing are
fundamental to effective membership of any organization (Modaff, et. al., 2012). My Practicum
experience with Direct Consulting Associates (DCA) has demonstrated first-hand the importance
of effective communication within the workplace. In this paper, I will describe my Practicum
experience with DCA and relate my experiences to organizational theory.
My first week at DCA consisted of becoming familiar with what the company does and
how I will fit into the organization. DCA is a Healthcare IT recruiting firm that works with a
variety of candidates and healthcare facilities across the U.S. Staff members spend one-hundred
percent of their day in the Healthcare IT field, placing temp-to-perm and full-time employee
positions. DCA began three years ago when Frank Myeroff, President, decided to branch off of
its sister company, Direct Recruiters Inc. Both organizations are located in the same building,
and employees interact with one another on a daily basis.
The organizational environment demonstrates aspects of General Systems Theory
(Ludwig Von Bertalanffy, 1968), which theorizes that laws governing living organisms can be
applied to many other systems, including an organization (Modaff, Butler, and DeWine, 2012).
The parts that make up the system (e.g. recruiting, sales, marketing, and IT) are all interrelated,
and in order for the system to work they must function well together. The system should also be
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open, where materials are imported and exported in and out of the environment (Modaff et. al,
2012). For example, DCAs Vice President of Sales, Tony Caponi, spends most of his work day
communicating with individuals outside of the organization. He is mainly responsible for
maintaining relationships with our clients, or healthcare facilities, and building relationships with
new clients. His role reveals the importance of an open system that includes materials from
inside and outside of the organization.
Although Tony is the only staff member who obtains the word sales in his title, almost
everyone in the organization is a salesperson in some way. Recruiting firms are also considered
marketing and sales companies due to the nature of the work involved. DCA and DRIs
recruiters must be able to influence candidates to take open positions they are qualified for, even
if it requires the candidate to move or travel often. Although candidates are typically excited to
talk about working at a new and exciting job, the ability to effectively sell a position requires
experience, skill, and determination. For example, the average salesperson makes eight dials per
hour and prospects for six point two five hours to set one appointment (Atwood, 2014). This
demonstrates the mount of diligence and determination it takes to be a successful recruiter and
sales professional. Observing the recruiters has helped me understand the recruiting process, and
what it takes to find qualified candidates.
Aside from learning DCAs mission and goals, I have focused much of my time on
learning how to use the organizations technology. Our IT Specialist, Jordan, met with me to
explain how our database, PCRecruiter, is used within the organization. This knowledge is
fundamental for success because it is used every day. My ability to listen to and quickly learn
PCRs functions will likely help me become familiarized with new technology at other
organizations in the future.
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I also focused on learning what my role consists of during my Practicum experience. I am
considered as a Sourcing Specialists, which means I search for qualified candidates online and
parse their information into PCR so our recruiters can learn more about each candidate. My
contributions have helped our recruiters out in a tremendous way since they typically have to
study the job description, source for qualified candidates, parse their information into PCR, and
contact them in a relatively short deadline. I typically create a string of keywords to utilize when
sourcing for candidates. For example, when sourcing for an EPIC Hospital Billing Analyst I will
use the keywords, EPIC and Hospital Billing and analyst and certified within the Monster.com
search bar to find candidates who are able to build the EPIC Hospital Billing database into
healthcare facilities. I have been encouraged to ask questions about the job descriptions and the
Healthcare IT field in general. I am eager to learn all of the ways I can be an effective sourcing
specialist, and I look forward to learning from our recruiters.
Although it is interesting to hear the conversations between our recruiters and candidates
I have been advised to listen and look for embellishment of experience. DCA's success not only
relies on the internal portions of the organism, but also on the candidates. It is important to ask
the right questions when a position needs to be filled. It is also important to figure out when
candidates are lying. Hiring a candidate who embellished their resume or lied during a
conversation will likely inflict short and long-term harm to the client.
Organizational communication theories describe some of the reasons why candidates, as
well as hiring companies, lie during the interview process. For example, candidates often believe
they have to stretch the truth in order to work for a successful company. If a candidate lies about
their skill and experiences, they may not be able to perform the skills and tasks necessary to the
job (Modaff et. al, 2012). If DCA were to intentionally misrepresent the reality of the job or
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organization to attract qualified employees, the new employees may experience unmet
expectations, leading to turnover; which is negative for both DCA and the client. Overall, it is
important for both the candidate and recruiter to be as honest as possible, while still painting a
great picture of the position in order to sell it effectively and efficiently.
After practicing the art of sourcing for qualified candidates, my supervisor, John
Yurkschatt, asked me to start calling candidates in order to learn part of the recruiting process
and improve my communication skills. Although I am still an intern, I have been able to connect
with candidates and learn more about their experiences in Healthcare IT. I have also gained an
understanding for creating a conversation that flows. Most of my calls cover what type of project
the candidate is currently working on, what they are looking for next, and what is most important
to them in a position. Although I cover the same information during each call, I have been
encouraged to speak on a slightly personal level with the candidates; this usually helps lighten
the tone of the conversation. After I receive information about their skill set and experiences, I
share the open position with them and if they are qualified, I will ask if they are interested in the
role. If they are interested, I set up an appointment with them via email to speak with one of our
recruiters in hopes of placing them. I am eager to use my newly acquired verbal and written
communication skills in any organizational environment I work with after graduation.
A fundamental reason why I have found success at DCA is due to others in the
organization influencing and moving me forward in my work. Organizational communication
demonstrates that leadership is an essential part of a successful organization (Modaff et. al,
2012). John has been the most influential leader because he has the most experience and wisdom
when it comes to Healthcare IT recruiting. Also, John is not afraid to voice his ideas and attempt
to influence the attitudes of others in order to reach a common goal to benefit the group.
EXPERIENTIAL PAPER 6

Although the role of leader switches depending on the situation, DCAs other influencers are
Frank and Tony. Frank used to work as a healthcare IT consultant, so he is able to motivate his
staff by explaining how things work from his past experiences. Tony has extensive sales
experience, and maintains constant contact with our clients, so he is able to lead from the
perspective of our clients, who are some of the most valuable assets to our organization. Our
recruiters, Charles, Lauren, and Ankit are also leaders; they are charismatic about their work and
desire to influence others in a positive way.
Also, it seems all of my colleagues have formed personal relationships, and I am
beginning to interrelate into them. I have built peer relationships in the workplace by eating in
the lunchroom, talking about subjects outside of work, and attending a few office parties.
Organizational Communication Studies explains that the two main types of relationships in the
workplace are organizational and personal. An organizational relationship is based on the
organizational structure, and a personal relationship is a friendship that develops because two
people choose to spend time together in order to address mutual emotional needs (Modaff et. al,
2012). Many organizational friendships begin as a required association and develop into
something more complex and interrelated to others in the organization (Modaff et. al, 2012). I
look forward to maintaining personal and organizational friendships with my colleagues.
Throughout my experience with DCA I have acquired a number of new skills, ranging
from Healthcare IT knowledge, effective communication, recruiting, and sales. I now realize the
importance of maintaining and open and honest communication strategy with both candidates
and co-workers.Furthermore, I have become a member of DCA by communicating, organizing
and knowing how the organization works. I hope to use my newly acquired recruiting skills in
future communication careers.
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References
Modaff, D. Butler, J. and DeWine, S. (2012). Organizational communication: Foundation,
challenges & misunderstandings. (3
rd
ed.) Boston, MA: Pearson Publishing Co.
Atwood, J. (2013). 5 Cold Calling Statistics That Will Change How You Prospect. Retrieved
from http://www.buzzbuilderpro.com/blog/item/30-5-cold-calling-
statistics#sthash.Mng4RmTN.dpuf