Welcome to the Lean, Just-In-Time Blog and Resources Page

Our published "Best Practice" recruitment tools, tips and thoughts are stored here. Each blog is keyword searchable (use the search function in the top right hand corner of the page). You can utilize these resources to immediately impact and improve recruitment performance! Our clients use these materials to guide continuous improvement learning sessions and to assist with the "behavior modification" process.



Candidates – Please Don’t Apply!

July 26th, 2016

Over the last 7 years, we have been benchmarking recruitment performance (link to benchmark program) for leading organizations throughout the country.  Regardless of industry, you could classify positions into two types:

  1. Business as Usual (BAU) – those positions that will likely fill with a candidate that applies.  No outbound sourcing is required to find quality talent.
  2. Critical/Difficult/Visible (CDV) – those positions that will need to aggressively deploy outbound sourcing strategies to find the right candidate. Then get them to apply.

With BAU positions, one of your biggest issues is managing the volume of non-qualified applicant flow.  In 24-48 hours you can literally get 100-300 applicants applying!
 
While there are various tactics to control this volume (posting policies, knockout questions, etc.), a great best practice is crafting a compelling job posting that encourages individuals to NOT APPLY if they don’t think they would be interested and successful in the role.
 
There was a great post written about this a few weeks ago: Why Adding ‘Please Don’t Apply’ to your Job Ad could be a good idea.
 
There truly is an Art & Science to crafting a compelling job posting that encourages quality candidates TO apply and deters unqualified candidate to NOT apply.
 
Unfortunately, many recruiters (recruitment organizations) don’t invest enough time in this front end process to drive qualify applicant flow thru a lean, customer-centric process. 
 
If you are interested in learning more about this topic, please join our next Recruiter Academy Sessions starting in September!

I hope you are having a Perfect Week!

David Szary

LinkedIn Surveyed 33,000 Members – What Recruiters Need to Know

July 13th, 2016

At the end of June, LinkedIn released their 2016 Global Talent Trends Report; Data on How Candidates Want to be Recruited. LinkedIn asked 33,000 members, how they look for jobs and what it takes to make the jump from one company to another. Here are the insights worth noting:

  • Passive candidates are becoming active:
    • 90% of professionals are interested in hearing about new opportunities.
    • The number of active candidates has increased from 25% in 2014 to 36% in 2016.

Insight: How effective is your team’s proactive sourcing strategy and execution? Do they have the skills and competencies needed to be an elite sourcer? 90% of people are JOB SEEKERS. Are we connecting with them?

  • Candidates want to know what’s expected of them AND what they can expect early in the recruitment process:
    • Be honest – what’s a ‘day in the life’ like at your organization? Candidates are getting smarter at seeing through the ‘made in heaven’ job description. Candidates also expect honest and upfront expectations of workload.
    • Be real – candidates want feedback from real professionals, not the CEO or the Marketing department.
    • Be forward thinking – how will this impact the candidate’s career and how fast can they grow?

Insight: Integrate employee testimonials to promote the organization and position. Traditional marketing ploys seem to fall on deaf ears in today’s job market. Is your brand positioning supported by every day workers?

  • Current employees are more than just a direct referral source:
    • 21% of candidates knew someone at the company when they first heard about the job.
    • 26% of candidates talk to current employees about the job opportunity INSTEAD of applying first.
    • 89% of candidates network with other professionals while CURRENTLY employed.

Insight: Educate employees, at all levels, why it’s great to work at your company. We often get stuck in formal employee referral programs (ERPs). Everyone is an ambassador of your recruitment efforts. Make sure they know it.

Make it a Perfect Week and Perfect Day,

Brian Brazda

What it Takes To Perform In The Top Quartile Of Elite Recruiters

July 6th, 2016

The Top Three Strategies Elite Recruiters Use

I am currently working with one of our Lean Human Capital community members and conducting in-depth individual recruiter coaching sessions for their team. I have also dissected recruiter skills at this granular level with several community members in the past and have found there are core fundamentals elite recruiters embrace that I would like to address.

To truly perform at an elite level as a recruiter, you must incorporate fundamental best practice methodologies into your daily and weekly routines. These include a rigorous time management system coupled with consistent implementation of key communication tools used with hiring managers that help align both of you on the recruitment process. After all, without our hiring managers performing their steps with a sense of urgency, you will not be successful. It is a shared responsibility to hire the best talent into your organization and we can’t do it without them!

Here are the fundamental practices and tools elite recruiters execute consistently in order to perform at an elite level:

  • Have a solid time management and organizational system in place. Create a dashboard that arranges your week into key buckets of work which include:
    • “Eat that Frog” (for those of you familiar with Brian Tracy’s analogy) items we put off or procrastinate.
    • Each recruitment process step or what we call “move the needle activities”.
    • Calls Interruptions and emails (you have to imbed times into your day to tackle these).
    • Hiring Managers (each hiring manager has their own bucket or section).
    • Use this dashboard to plan your day, every day, every hour, before it begins. This is perhaps the most important golden rule. Recruiters that struggle fail to prioritize and plan their day. The busier you are, the more important it is to plan every hour of your day. The most successful people in the world have every single hour planned with a prioritized action.
  • Establish a weekly communication rhythm with each manager you recruit for:
    • Most managers are very satisfied when they receive or have communication with their recruiter every 7 days.
    • For this communication, incorporate data or use a report that provides a status of where candidates are in each step.
    • Include a call to action in the communication, either yours or what you need them to do next.
  • Conduct quality intake sessions with managers including a service level agreement discussion that identifies time targets for each key step, including what the Hiring Manager is responsible for. Remember, we can’t do it without their partnership and the recruiter and manager need to agree upon what target time frames are for their part as well as the recruiter’s.

I invite you to visit our website to view upcoming webinars that explore this topic as well as others that provide insight into practices of elite recruiters and recruitment teams.

Deb Vargovick

Tactics To Manage High Volume Applicant Flow From The Start

June 29th, 2016

You have a limited amount of resources within your recruitment organization to review the thousands of applicants coming in, respond in a timely and engaging manner, and match those best qualified candidates to the right position. Each applicant and their family/friends are potential future applicants and patients so the candidate experience is critical to manage and measure.

I want to share several tactics that impact applicant flow for high talent availability roles (think food services, housekeeping, clerical, support services) and help you manage the volume, as well as that initial experience the applicant has with your organization.

  • Requisition Management – Manage how long positions are posted. Set the requisition to automatically un-post after 3 or 5 days, and then review the applicant pool for qualified applicants. Only repost later if a sufficient pool doesn’t exist. Not only does leaving the requisition posted for longer periods of time allow more unqualified applicants to apply, when an applicant does apply, they believe they will be given full consideration and that might not be the case. You may not have the opportunity to screen their application given the incoming volume, or the hiring manager may decide to move forward on an applicant you’ve already presented to them. So pull down that posting as soon as possible.
  • Compelling and accurate job postings – This starts with a quality intake with the hiring manager to truly understand the role. Craft a compelling job posting that is also a realistic preview of the role. List all minimum requirements AND preferences in the posting. When you create screening questions on the requisition (next bullet below), the questions shouldn’t be a surprise when the candidate reads them. This can be very frustrating to the applicant. Be sure the ATS screening questions asked of the applicant are clearly outlined in the job posting, and specified as a requirement or preference.
  • Consistent use of effective ATS screening questions – Using screening questions on the posting for minimum and preferred qualifications are a MUST to effectively manage volume applicant pools. Always add minimum qualification questions to the requisition to disqualify those who do not meet the true minimum qualifications, and immediate notification should be sent to the applicant (your ATS should be set to send auto-emails). Review the templated language in the auto-email to ensure the message has a tone of kindness and consideration, inviting them to reconsider your organization in the future.
  • If you have a unique need (night shift, on-call, rotating weekends, bilingual required, etc.), create a screening question to catch applicants who apply hastily without fully reading the posting (e.g “This is a part time, 3rd shift position. Are you able to work this required schedule?”). Just as important, be sure to also add ATS screening questions for preferred qualifications using yes/no and multiple choice questions that can have weighted responses. This should help you to rank your qualified applicant pool and start reviewing those that are best qualified.

Have a great rest of the week!
Carla Kennedy

Your Application Experience: STOP Losing Candidates Because Of It!

June 22nd, 2016

Sourcing candidates is difficult work. You develop and write the job posting, pay to have it posted, or source passive candidates, etc. All that work to lose them because of your application process! Hence, the candidate experience initiative is born!

A popular trend today is improving candidate experience, yet we rarely see specific tactics to fix the problem. Here are a few things you can do to improve the candidate experience of your application process, driving up completed applications and improving the ROI of your job posting spend.

Appcast.io is a job distribution platform that charges cost-per-applicant, not cost-per-click. Appcast.io tracked almost 400,000 job seekers looking at online job advertisements across a variety of job platforms. 30,051 applications were generated from those views … here are the interesting insights from their analysis.

Fix Your Time to Complete the Application:

If the time it takes a job seeker to complete an application process is over 15 minutes, they are 365% less likely to complete the application. If you are on a Pay-Per-Click model your organization is paying for a huge amount of job seekers that click on your job posting but then never complete the application.

Appcast.io found application completion rates across all industries to be:

  • 12.47% for application processes of 1-5 minutes
  • 6.9% for application processes of 6-15 minutes
  • 3.61% for application processes greater than 15 minutes

Evaluate your job application process to:

  • Remove questions that don’t impact your decision to interview the candidate or not
  • Remove questions that are redundant information gathered from the resume
  • Reduce the number of times a candidate must create a login (for the ATS and the Talent Community)

Mobile Application vs. Desktop Application:

Today, over 50% of job seekers search for jobs on a mobile device. The same number attempt to apply from their mobile device. Yet, according to Appcast.io, only 1.5% of mobile applicants complete the job application. If you’re application process is not mobile friendly, make plans to get there. More and more ATS providers are offering mobile friendly application processes. If your ATS provider has not yet implemented mobile friendly application processes, there are third party organizations you can connect into your process.

Evaluating your application process is critical to maximizing your recruitment marketing ROI and improving the candidate quality. Take a minute today to evaluate your application process or reach out to us for assistance.

Make it a Perfect Week!

Karen Antrim

Why Are There No College Degrees In Recruiting?

June 15th, 2016

Good Wednesday!
 
So I have been asking the question, “Why are there no college degrees in recruiting?” for over 20+ years. It really makes no sense when you consider the impact the recruitment profession and recruitment jobs have on any type organization. 
 
I recently wrote an article on this topic that was published on June 7 on ERE.
 
I would love to know your thoughts after you have read it.
 
I hope you are having a great week.

David Szary

Not Investing In Recruitment Is Costing Organizations Millions!

June 8th, 2016

Understanding Cost Of Vacancy And Turnover Can Help

I recently read a terrific publication by Glassdoor called “The Resourceful Recruiter’s Guide to Recruiting in Healthcare.” Within it they share several insightful statistics regarding the habits of job seekers, as well as many solid tactics on how to build rapport with and close healthcare candidates.

One metric in particular stood out. Bersin and Associates state that the average Cost Per Hire in 2012 was $2127 per hire, across the entire healthcare industry. At Lean Human Capital, we have been tracking average cost per hire within acute hospital settings across the country since 2013. We now have over 700 hospital systems who have joined our Benchmark Study and in our 2016 Annual Benchmark Study, the average cost per hire for acute care systems is $842 per hire.

Why is there such a significant difference in figures? What this variance demonstrates is how underinvested acute care hospital systems are in the recruitment function! When you consider the risks of not investing enough resources in recruitment, the impact both financially and to the organization’s brand can be staggering.

Our study shows that when a recruitment team’s average requisition load falls significantly above 55 openings per recruiter, coupled with staff productivity (annual positions filled per recruitment staff FTE) higher than 200 hires per staff FTE, there is a direct and negative cost impact on these metrics:

  • 90 Day and First Year Cost of Turnover
  • Annual Agency and Overtime spend
  • High Average Candidates Routed to Hiring Managers (wasting hiring managers’ time)
  • Low Offer Acceptance Rate (losing candidates to the competition)

Not to mention the sacrifice in customer service provided to hiring managers and candidates alike! With requisition loads at an all – time high and getting higher, recruiter’s only recourse is to quickly scan candidates for minimum qualifications, then expediting to hiring managers who often times rush the selection process and anxiously fill an empty seat. Neither party has the band width to slow down and source, assess and appropriately interview for long term, best fit.

At Lean Human Capital, we have had great success in building business cases for recruitment organizations across the country to add additional recruitment resources in order to significantly reduce costs associated with turnover, agency and overtime spend.

There are three analyses critical to building an argument for additional recruitment resources:

  1. Cost of Vacancy – please review our Cost of Vacancy White Paper for details
  2. Annual Direct Cost of Turnover
  3. Staffing Optimization Analysis

For additional information on these tools and how we can help your organization obtain additional resources in recruitment, please contact us at info@leanhumancapital.com.

Deb Vargovick

SEO And Your Job Posting

June 1st, 2016

Make Sure Your Jobs Are Found With Basic SEO Principles

As a recruiter, you work hard to find the right candidate. You work with hiring managers to discuss the ideal candidate, you write job descriptions, try to determine where candidates will see your job posting, pay good money to post the job online, and pray you’re flooded with applications of high quality talent. And yet, far too often, the result is unsuccessful.

Most likely, it’s poor SEO. SEO (Search Engine Optimization) is defined as affecting the visibility (ranking) of a webpage in an organic (non-paid) search result. In other words, trying to get your job posting to be at the top of the list.

Search Engine Watch states the top organic search results in Google will get 36.4% of the clicks. This logic carries through to other search sites such as Indeed.com, Careerbuilder.com, etc.

So, if your job postings are not getting enough traffic, evaluate the SEO of the posting.

Google, for example, takes in to account more than 200 factors when deciding which search results end up at the top of the list. That said, here are just a few key factors that have the biggest impact on SEO:

  1. Keywords in the job title and the body of your job posting. This is where you can have the biggest impact. Not just the correct keywords but the amount of times they repeat in the job posting. Think like the candidate and put the words in your job posting the job seeker will type in their search box. We discuss several techniques for identifying keywords and how to “think like the candidate” in our Recruiter Academy Certified Recruiter class. Unfortunately, you can’t just repeat the words over and over at the bottom of your job posting. Google is smarter than that! Try something like this: “our registered nurses specializing in Ambulatory care enjoy flexibility in scheduling”, “If you have experience as an RN- Ambulatory care, this could be your next opportunity.”
  2. Page Title. The page title is the top line in the search result (often in blue). There are different ways that you can affect the page title. Typically, it is taken from the Title field of your job posting mechanism. Thus, the title of your internal job posting MUST be keyword friendly. In other words, a title a job seeker would type in a Google search.
  3. Page URL. The URL is the web address of the page on which the job posting sits. It will be the second line in a search result, right under the Page title. When writing your job posting, you can typically affect this by using the keywords that your job seeker will type in their search box. Typically, this is dependent on how your ATS passes the job posting to the search site.

In summary, write your job descriptions like job seekers search for them online. You’ll see a drastic improvement!

Make it a great day!

Karen Antrim

When 1+1=3 – GO FOR IT!

May 23rd, 2016

HealthcareSource Acquires
Lean Human Capital

Today I am excited to announce that we are joining the HealthcareSource family! Whenever you consider doing something like this, you seek to find out how the combined entity will exponentially benefit the respective organizations and their customers. Will 1 + 1 = 3?

In doing our due diligence, it didn’t take us long to come to that conclusion.

As stated in our Press Release, this is a natural fit and a great opportunity for our company. We will benefit from the extended reach, client base and market position of HealthcareSource.

Combined, we expect to significantly expand our Healthcare Recruitment Community, which will increase the depth and breadth of our Annual Healthcare Recruitment Metrics Benchmark Study, resulting in more nuanced insights, more targeted business intelligence offerings, and more comprehensive process improvement and best practice recommendations.

In addition, we will be able to invest in our next generation Recruiter Academy education programs.

Lean Human Capital + HealthcareSource = unprecedented levels of automation, experience, analytics, benchmarks, and best practices together in one shared solution, which will provide unique insights and value to clients and the market overall.

I can’t tell you how excited we are about this new chapter for Lean Human Capital and our clients.

If you want more information – please check out the official announcement.

If you have any direct questions for me, please don’t hesitate to email me at dszary@leanhumancapital.com.

I hope you have a great week.

David Szary

Five Top Reasons Why Some Sourcing Departments Fail

May 18th, 2016

Every now and again we run across individuals in our industry that have the same passion, beliefs and ethics related to recruiting and hiring Top Talent. About two months ago, I had the pleasure of connecting with Steven Mostyn, Sourcing Manager at Adventist Health System. I am very impressed with the sourcing team he is building for Adventist!

Steven wrote a great article on Five Top Reasons Why Some Sourcing Departments Fail. A very worthwhile read for those seeking to build a sourcing function!

Check it out and have a great week.
David Szary

Written By Steven Mostyn
Sourcing departments can be a massive benefit to a corporate talent acquisition department. These successful sourcing departments play a huge part in filling hard to fill roles and lowering time to fill ratios. This is juxtaposed to some sourcing departments that are not successful and end up disbanding. Why are some sourcing departments successful why other sourcing departments fail? The following article will explain the top five reasons why some sourcing departments fail.

  1. Lack of ROI – For a sourcing department to be truly successful, there has to be a return on investment for the organization. The major value proposition sourcing brings to an organization is filling hard to fill roles that might have gone to search. For some sourcing departments, getting candidates hired is not the priority. These sourcing departments are not concerned with hires but look at other numbers such as submissions, lead generation, and social media numbers. The argument by these sourcing departments for lack of hire accountability is that they have no control over the hiring process after submission. But the reality is hires are the most important metric from an ROI perspective. This is what executives want and need from sourcing. Outside search firm recruiters are judged by hires and have no control after submission, so why should sourcing be different? If hires are not the focus, the value proposition of sourcing is diminished to the point that an organization will not see the ROI of keeping a sourcing department. By focusing on hires as a metric, a sourcing department will prove their existence through ROI.
  2. No Support From Executive Level – If a sourcing department does not have support from executive leaders, it will never succeed. If an executive team properly supports sourcing, the sourcing team will be given the financial resources to get the tools needed to compete. A sourcing team not supported by leadership, will most likely lack the financial resources needed to obtain the necessary tools. Another reason why sourcing needs support from the executive level is that the latter can act as an executive sponsor of the sourcing department. If hiring managers and other stake holders feel that executives do not have the back of a sourcing team, there is a high probability that these stake holders will not properly give their support to sourcing.
  3. Dictators as Sourcing Managers – An unfortunate occurrence on some sourcing teams is that the manager acts as a dictator. The famous saying “You catch more flies with honey than you do with vinegar” does not apply for these sourcing managers. For these managers, they think they can get more results by bullying and scaring their staff. In most cases, this tactic does not result in success. In fact, there is a high turnover on many sourcing teams and most of this is due to managers who are not supportive of their staff. For a sourcing team to be successful and to survive, it needs a boss who acts more like a mentor than a totalitarian leader.
  4. Hiring the Wrong Sourcing Talent – Not everyone is cut out for sourcing yet some sourcing teams are composed of individuals with the wrong skill set. Successful sources tend to be individuals who have the following characteristics: drive, competitiveness, desire to hit goals, ability to research, comfort with cold calling, and adeptness in developing relationships. In some cases, sourcing teams are made up of HR corporate recruiters. These recruiters might be good in a recruiter role but those skill sets are not necessarily adaptive to sourcing. For a sourcing team to thrive; it is essential that the right sourcing talent be hired.
  5. Not Adaptive to Innovation – Sourcing techniques have changed over the years. Twenty five years ago, there was no such thing as Boolean, aggregators & job boards. Can you imagine a sourcing team today that does not use these staples? For a sourcing team to continue to be effective over time, they have to constantly research new sourcing techniques. A death sentence for a sourcing team is to remain dormant to new innovations.