Posts Tagged ‘healthcare’

  • November 23rd, 2015 Posted by N. Robert Johnson APR, Practice Leader, Workforce Communications

    Of Cupcakes and the Candidate Experience of Healthcare Workers

    Imagine that you are the owner of a cupcake shop. In addition to having a store with counter help, you also have a website where people can place their cupcake orders. Now imagine that you find out that a third of your customers are having a negative experience, either in-store or online. Further imagine that 88 percent of those with a negative experience will not recommend your cupcakes. As the shop’s owner, you might be a little alarmed.

    What does this have to do with the pressures of attracting and hiring healthcare talent? CareerBuilder recently published a report citing that 33 percent of healthcare employees had a negative experience when applying or interviewing for their jobs. We’ve seen other studies that placed that number a lot higher. The CareerBuilder study on healthcare workforce trends further reports that:

    • 88 percent of those with bad experiences are less likely to recommend that organization as a place to work;
    • 60 percent of job seekers quit an online application mid-process because it’s too long and/or too complex; and yet
    • 53 percent of employers think that long applications are good because they weed out unserious and untalented applicants.

    The Pressured Healthcare Hiring Environment

    Healthcare organizations might be able to “back-burner” candidate experience issues if they are still finding enough candidates in normal order. But, for many organizations the current pressure to find and hire healthcare talent is too high to allow for the potential of writing off a high percentage of candidates. From severe talent shortages to the need to staff new facilities, healthcare recruiters are working in pressured hiring environments that we haven’t seen for a long time. And, we’ve been doing this for a long time!

    Our recent project work has included working with healthcare systems needing to find and hire hundreds of workers within the time crunch of just a couple of months. Talent acquisition directors and recruiters are scrambling to set recruitment project goals, strategies and budgets; gather together multidisciplinary teams; and hit the talent market running in a cohesive and coordinated way. All, we might add, within the organizational constraint of tight recruitment budgets and no expansion of resources.

    Within this pressured recruiting environment, it is critical to worry about each and every candidate that enters your recruiting funnel. You’re working too hard to let a third or more of your candidates leave with a bad experience. By not addressing a poor candidate experience, you are putting additional pressure on an already pressured process.

    Just as every cupcake customer is valued by the cupcake shop owner, every candidate should be valued by those of us focused on attracting and hiring healthcare talent.

    What to Do About It

    There’s a lot that can be done to improve your candidate experience. We’ve published a few best practices that you can access here. Here are a couple of things you can do today to improve your candidate experience.

    1. Take the time to experience your candidate experience yourself. Look at your career site – site navigation, appealing and not-so-appealing elements of the site, and areas of distinction – as a candidate would. Apply for a job and see how easy or hard it is to start and complete the application. If you have a talent community, think about whether or not a current or future candidate would find value in being a part of that community. Finally, don’t forget to review your candidate experience through your mobile device.
    2. If you’re not already doing it, institute a candidate experience survey or interview process in your onboarding program. This will get you closer to “real time” feedback which will complement your personal investigation.
    3. Review your employer brand attributes and employment selling points with every member of your multidisciplinary recruiting team, including hiring managers. This will help you present a consistent and reinforced employment story to candidates.
  • October 27th, 2015 Posted by N. Robert Johnson APR, Practice Leader, Workforce Communications

    Our View: A Great Example of Connecting Brand, Strategy and Metrics to Improve Recruitment Performance

    Recruitment and retention often are treated as separate and distinct disciplines in HR. This common misperception tends to undermine an organization’s best recruiting efforts, shifting the emphasis to filling immediate vacancies – often without considering how to keep the person you just spent months recruiting, hiring and training.  This misperception is exacerbated in healthcare, a fast-growing industry that the U.S. Bureau of Labor Statistics predicts will generate nearly 16 million new jobs by 2022.

    To cope with this anticipated hiring surge, health systems are turning to interdisciplinary recruiting teams to improve their candidate sourcing. Each member of a recruitment team focuses on a different function within the process, such as: sketching out job descriptions, marketing the employer brand, screening resumes, conducting interviews, and helping new hires get acclimated (thus closing the loop between recruitment and retention).

    One notable example is the University of Virginia (UVA) Health System, which encompasses a 565-bed medical-surgical facility, nationally ranked schools of medicine and nursing, and employs more than 180 physicians honored by Best Doctors Inc. Those accolades are built into UVA’s marketing and branding efforts aimed at landing top talent.

    One problem UVA needed to solve was an over-reliance on traveling nurses, coupled with a high number of staff vacancies. The Charlottesville, VA institution hired RPO provider Cielo to fine-tune its candidate experience, including the development of talent communities designed to boost awareness of UVA’s employer brand.

    The health system also is embracing long-term forecasting models to estimate the types and number of jobs it will need during the next several years. John Boswell, UVA Health Systems’ chief HR officer, told Healthcare Finance magazine:

    “We have to get good at forecasting what we need now, two years from now, five years from now. We need to be able to find the right people, at the proper time, in the right place.”

    UVA Health System tied its in-house branding to metrics-driven recruitment and a better recruitment experience for hiring managers. The payoff? During the first year of its recruiting partnership, UVA Health reportedly filled more than 350 positions, with an average time-to-fill of 64 days. The health system cut costs for traveling nursing contracts by nearly 75 percent, while boosting 90-day retention – widely considered the most vulnerable time period for new hires – by 94 percent.

    The UVA example illustrates something we see with our clients every day: employer branding takes a commitment to setting goals and following through. As we can see, connecting your branding, interdisciplinary recruiting team and metrics delivers new candidates while solving a critical retention issue.