Lean, Just-in-Time Recruiting!

Rock Star Recruiting

November 25th, 2014

A personal touch during a week of thanks!

While the holiday shopping season may have started weeks (months) ago, Thanksgiving week is the official kickoff of the holiday season.

As many start to reflect on the year and what they are thankful for, it is a wonderful time to reach out to people you hired during the year!

A great best practice is to send a nice card wishing them a happy holiday season! Something NON-ELECTRONIC (not an email, text, etc.), and if possible add a nice hand written note.

Now I know that many of you fill 150+ positions a year, so this might be difficult to do, but . . . I do know this type of gesture can go a long way with respect to employee engagement, referrals, etc.

Plus it is just something nice you can do to Make Someone’s Day, something we discuss in Module 1 of our RACR program.

I hope you have a nice, relaxing holiday weekend!

David Szary

The Hiring Manager & Recruiter Communication Gap – How to Close It!

November 19th, 2014

Best Practices From A Current Practitioner

Lean Human Capital and MaineHealth, located in Portland, Maine, have embarked on a Lean Transformation Journey to optimize their decentralized recruitment functions, improve recruitment deliverables, and quantify results into cost savings for their organization. The MaineHealth leadership team recognized, early on, how critical it is to initiate a cultural shift and build cohesive relationships by incorporating their customers’ input in the journey. Organizational Change often falls short of its vision, particularly in healthcare. In fact, 70% of change initiatives fail.

Lisa McIlwain, Senior Director of Talent Management, and her team placed strong emphasis on obtaining input from their customers and key stakeholders, then constructed a comprehensive communication plan to introduce their new model and recruitment processes to each facility.  Key messages in the communication plan also included a Career Biography for each recruitment team member, and the inclusion of a team picture in the presentation. What a great way to make it personal!

As part of Lisa’s overall private training initiative,  Lean Human Capital was brought onsite to conduct educational seminars with hiring leaders across the enterprise on the value of the recruiting partnership, along with an introduction to the practice of recruitment Intake Sessions and Service Level Agreements.

An Intake Guide and Department Bio Sheet was introduced by recruitment to capture key insights into qualifications and skills of successful employees, as well as understanding department culture and leadership style. Placing this department intelligence in an online library on a shared intranet drive is the next step the team is working on.

Next, the team created a Service Level Agreement (SLA) template to align both the recruiters and hiring managers on target time frames for each key juncture in the recruiting process. Since many of the recruiters have a large number of managers that they support, they are prioritizing which managers they meet with first to have a SLA discussion and are considering the following criteria:

  • Departments with high employee turnover.
  • High cost of vacancy departments (Agency and Overtime usage).
  • Departments with revenue loss potential (i.e. Operating Room).
  • Hiring Managers where building an improved relationship is necessary.
  • Departments with a high volume of openings.

Once recruiters have met with those leaders meeting the above criteria, they will continue to introduce and meet with each of their hiring managers and have a SLA discussion and conduct a thorough intake as needed. With leaders who hire on a regular basis, the recruiters are discovering they can conduct an Intake and SLA discussion at one time, then check in every 90 days to see if anything needs updating.

These are fundamental tools and processes that have been proven to create strong partnerships with hiring leaders and recruiters.

I hope you have a Perfect Week!

Deb Vargovick

Hiring Veterans – Strategies from a Practitioner

November 12th, 2014

From time to time, we feature practitioners utilizing innovative strategies in the recruitment industry.  This week’s blog is one of those features we’re excited to bring you.  As we continue to honor and thank those men and women that served our country, Lean Human Capital is pleased to share an article authored by one of our Recruiter Academy Certified Recruiters, Keith Vencel, Senior Talent Consultant, HR Talent Management & Operations at Vanderbilt University and Medical Center. Keith is a retired United States Air Force Officer and former Air Force Recruiter. He earned the Commander in Chief’s Installation Excellence Award, presented by former Secretary of Defense, Mr. Dick Cheney, for leadership in the workplace.  We proudly present.…

Employment for Veterans and Their Families – Your Next Steps      

There is a push to hire veterans…why?  The question is important because thousands of men and women are leaving the armed forces due to their enlistments/contracts ending or the Department of Defense’s downsizing initiative.  I fully expect hiring managers to see an increase in the volume of CVs/resumes crossing their desks next year and for years to come.

Veterans leaving the service or who have left over the past years are facing at least one major barrier to employment, and that is translating their military skills to civilian positions. However, veterans are being prepared for this transition in two ways.  One way involves service branches offering a Transitional Assistance Program (TAP).   About 3-12 months prior to their last day, a veteran attends a Transitional Assistance Program (TAP)  during which courses are offered to help revamp a military resume into a civilian resume, practice interview skills, and learn about the do’s and don’ts of the interview process.

The second method of preparing veterans for the civilian workforce is local veterans’ organizations.    I believe the best solution is to partner with local veteran groups who provide employment services/counselors.  In Tennessee, there is a nonprofit veteran-centered organization called “Operation Stand Down Tennessee” (OSDTN).  I’ve been involved with this group of committed veterans helping veterans, and each member of the team is more than willing to work with veterans in developing or revising resumes, applying for open positions, and any final preparations that are needed to successfully gain employment in the civilian market.  Organizations like OSDTN are a valuable service to veterans across the state of Tennessee.

From an employer’s perspective, the wish list for hiring new employees begins with values.  Values are what drive our motives, decisions, and most importantly, our actions.  I recently attended an online Webinar hosted by “The Walt Disney Company; “Veterans Institute, Heroes Work Here”. The Walt Disney Company is building a brand by embracing veterans, opening doors for employment and extending invitations to their theme parks. A company can’t beat that consistent, loyal, and devoted mindset. In this webinar, we discussed Military Values and what that means to an individual and us, the employer.  Here is an overview of military values of our five branches of service:

Air Force – Integrity, Service Before Self, and Excellence In All We Do

Army – Loyalty, Duty, Honor, Respect, Integrity, Selfless Service, and Personal Courage

Coast Guard – Honor, Respect, and Devotion to Duty

Navy & USMC – Honor, Courage, and Commitment

These values are the basis of human dignity and respect, and military members always strive for the ultimate level of professionalism.   You can see it when they speak, walk, or the terms they use to convey their thoughts.  What supervisor would not want these personal traits?  Therefore, during the next interview, if the candidate mentions or you see from their resume/CV that they are a veteran of the armed forces, immediately take note of the above values and realize you are sitting on a gold mine that can and will “make a difference” given the opportunity.  You have the foundation of an excellent employee and with a little mentoring and coaching; you will be successful in your duties and be seen as a leader of others with a unique leadership style.

I believe veterans bring key attributes to the civilian workforce. Veterans are comfortable with assuming high levels of trust and responsibility and they have accumulated advanced technical and leadership skills. They remain up to date with the latest technology, continually improving processes and procedures, and finally, being the best in their field/specialty-as that is how promotions are achieved.

If you need a team player; ask a veteran to participate and help lead the way.  Military professionals are trained on advanced team building skills and are resilient and strong in organizational commitment and dedication.  And the best of all is that they are very comfortable with working in a diverse workforce in order for an organization to prosper long term. Veterans embrace diversity as they realize it is the pathway to innovation and creativity.

I cannot overstate the importance of these attributes in today’s workplaces as we need leaders to set the example and influence others to do their best.  The teamwork element is so strong amongst veterans that you see it every time they are interviewed on television.  For example, just watch the evening news and when they interview soldiers, sailors, airman and other active/reserve duty volunteers, the audience will always hear them speak about their brothers and sisters and doing whatever it takes to stay together and protect each other’s back—at all times.  That sense of camaraderie is nothing like I’ve seen in any organization I’ve worked for in my 20 years working in the civilian sector.

With values and attributes being a big motivator for employers to hire veterans, let me solidify my premise from a business perspective.  Hiring a veteran means an organization will have an individual that will take ownership, freely give trust to co-workers and a leader, adapt to technological tools, bounces back from adversity, and quickly integrates themselves into a team and the changing environment.  The skills veterans bring to the table end up delivering results to the organization with increased revenue and better ways of doing things; thus, evolving.

Recently, I attended and participated in the “Paycheck for Patriots” veterans’ job fair in Nashville, Tennessee, where the top veterans’ employers in the region attended with an immediate focus on hiring veterans and family members.  I love attending veterans’ events as the esprit de corps and camaraderie is pronounced and visible all around the exhibit hall.  I see this sense of pride and patriotism from both the veteran candidates and employers and their representatives.  Interestingly, many of the human resources/recruiters are prior military recruiters-which help veterans work through the maze of an internal application processes.  As a former Air Force Recruiter and a Talent Acquisition Consultant, I understand the anxiety these men and women are experiencing entering the private sector.  We can help our veterans by opening doors and opportunities and allow them to use their transferable skills to accomplish your mission.

During the kick-off of the “Paycheck for Patriots” job fair, we had the pleasure of listening to a guest speaker, Assistant Secretary Keith Kelly, Department of Labor, Office of Veterans’ Employment and Training Service. I listened attentively to his message about the role of all of us in the private sector in assessing and hiring veterans and their families. He spoke of a diverse workforce and explained that “twenty percent of veterans who have served since 9/11 are women, compared to just 4% of the veterans of World War II, Korea, and Vietnam. Everyone who serves today is a volunteer, opposed to when I was drafted in 1968, and the vast majority of those who now serve joined during a time of war, practically guaranteeing a deployment to a combat zone. It takes a special kind of person, a special kind of citizen, to raise their right hand and say; “Send Me. I’ll go”.

As a human resources professional in the private sector, I feel uniquely qualified to understand the plight of veterans and their families.  As a former Air Force recruiter and healthcare recruiter, I see where the needs are for the veteran candidate, and from an organizational perspective.

Hiring top talent means an organization desires a dedicated loyal practitioner of teamwork. I recently hired an Air Force nurse who completed her military commitment and was making the transition to the private sector. I spent some time explaining employment processes and managing her expectations and eventually was successful in hiring her for a key position at Vanderbilt University Medical Center.  What is interesting was the feedback from the department as they immediately recognized her professionalism, knowledge of nursing and her refined soft skills.  She stood out. This is just one of many examples I have experienced as a clinical recruiter and I see these traits from our veterans during the hiring process. Veterans bring decisiveness, the spirit of teamwork, and leadership skills to any role. Could you use these traits in your work environment?

In summary, the military is producing some of the most highly trained, team oriented professionals this country has seen, and it is time the supervisors and hiring managers fully embrace veterans reentering the workforce.  If you are not sure, just ask yourself, have the recent hires in past years performed at the level you expected? If not, consider asking your recruiter to send you veteran’s applications.


David Szary

Elite Quarterbacks Win The Game In The 4th Quarter

November 5th, 2014

Recruitment and the 4th  Quarter Final Drive!

I’m consistently in awe of the elite NFL quarterbacks who can win a football game in the last few minutes or seconds of the 4th quarter. It was incredibly exciting to watch the Green Bay Packer’s Aaron Rodgers lead his team to victory in the last 4 minutes against the Miami Dolphins recently. He executed key plays culminating in a flawless touchdown pass for the win.

Completing the end of the recruitment year with a low requisition count and a clean Open Requisition Report is akin to winning a football game in the fourth quarter. It requires a new strategy, with laser-focused effort on reaching the goal line by playing at your highest performance level. Here are some best practices that have come out of our LHC RECRUITx Community Library  to help win in the 4th quarter.

60 Day Open Requisition Report – Running a report highlighting positions open 60 days or more enables you to review each requisition, determine what step in the process they are at, and if any action has been taken in the last 7 days. If hiring managers have the ball, engage with them to ensure the position truly needs to be filled. Oftentimes positions can be cancelled upon performing this review.

Hiring Blitz – Scheduling a day or half day for hiring managers to interview a group of highly assessed and prescreened candidates is an extremely efficient method to close high volume, entry level positions quickly. Each opening should be narrowed down to the best 3-5 candidates. Interview guides should be prepared and offer ranges determined with a goal of extending offers on the spot or within 24 hours.

Blitz Employee Referral Program (BERP) – For those open positions that are critical to patient care and are incurring costly agency and overtime dollars, introduce a limited time (two-week window) bonus for all employees, including managers, who refer applicants. The payout should happen quickly, immediately following the two-week window.

Nursing Open House Holiday Celebration – What better way to celebrate the daily efforts of nurses than to host an open house for current nurses and invite them to bring their fellow nurses and local new grads. Tours of units should be made available to present a real life cultural view. Managers should be on hand to network and talk about their units. A short video of nursing units can be playing in the background to highlight current employees, provide testimonials and paint a terrific picture of the organization’s culture and environment. This is a terrific technique to market your brand and build a pool of candidates entering into the New Year!

I hope you are having a Perfect Week!

Deb Vargovick

Have You Considered Using A Sales Lead Database For Sourcing?

October 29th, 2014

Passive candidates can be found in these databases!

An online sales lead database, in case this is a new phrase for you, is a subscription database that has names, titles, companies, and contact info. Many sales organizations are very familiar with these products but many recruiters have missed out on these tools.

The most popular source is Data.com. It was called Jigsaw.com but Jigsaw was acquired by Salesforce.com and the name was changed. Data.com works on either a paid subscription basis or a swap name for name basis. In the latter, you can contribute a “business card” that contains a person’s name, title, company, and contact information. In return for your contribution, you get 5 points added to your account. If you want to see another person’s full information, it costs you 5 points from your account. Many organizations that use Salesforce.com, which is connected into Data.com, move their new sales leads names into Data.com to build up their points. If your organization keeps a sales database in any format, you can move those names into Data.com and build up your account with points. Then use those points to uncover information about prospective candidates.

Other popular sales leads databases include Zoominfo.com and Hoovers.com. These websites collect their information by crawling the web for names and relevant information. The good news about this process is that the information is often recent and reliable. Within these databases, for free, you can get some basic information on candidates such as name, title, and company. For contact information you have to have a paid subscription. However, sometimes just having a name, title and company is enough to get you a lead!

In Module 8 of the Recruiter Academy Certified Recruiter program we discuss techniques for taking advantage of these tools. Many techniques are free.

Consider looking into these tools. Other sites to check out include Lead411.com and Insideview.com. These are databases full of names, titles, company, and contact information. What more could a recruiter ask for!

Make it a great day.

Karen Antrim


Innovative Nurse Recruitment Solutions Pay off!

October 22nd, 2014

Best Practices that Reduce Vacancy Costs

Over the last month, we have been conducting Benchmark Analysis sessions with each of our LHC community members  who participated in this year’s LHC Recruitment Metrics Benchmark Study.  During these personalized sessions, we discuss the results of our data analysis compared to Benchmarks, and pull the onion back to discover their story behind the numbers.

A common challenge we are seeing across the country is the escalating shortage of experienced, specialty nurses.

Through our benchmark analysis meetings, we have found some Elite Recruitment teams who are becoming much more innovative in their sourcing solutions including forming strong partnerships with nurse leaders to address the growing shortage of experienced nursing talent.

I would like to share a few of these innovative solutions some of our elite recruitment teams have implemented, with astounding results, to address the nursing shortage in their markets.

  • Internal Nurse Float Pool:
    • Newly graduated and newer nurses are hired in as float nurses and become part of a pool to fill in gaps on units due to call-offs, vacations, LOA’s, spikes in patient census, etc.
    • They receive ongoing training, coaching and mentorship to prepare them for future, full time positions.
    • Not only do they fill in nursing gaps and reduce agency spend and overtime, but they allow nurse leaders to see them in action and evaluate their performance for future openings!
    • Some systems have created a unique benefit package for float pool nurses with great success.
  • “Casual” Nurse Position:
    • This position is scheduled intermittently on an as needed basis and helps fill in gaps caused by call-ins, vacations and LOA’s.
    • There is no benefit package; however the hourly rate is higher than regular full time and part time nurses.
    • This is a terrific job for a nurse wanting the flexibility these hours provide, while also allowing them to work at multiple hospitals.
  • Advanced Nurse Program:
    • A nursing program that provides additional training, mentorship and hands on experience on various units to prepare nurses for future openings requiring more experience.

I hope you have a Perfect week!

Deb Vargovick

Healthcare Recruitment – 2014 Elite Honor Roll

October 15th, 2014

We’re pleased to announce and want to congratulate this year’s Elite Honor Roll award recipients!

Fairfield Medical Center – Lancaster, OH (Four time winner)

Beaumont Health System – Royal Oak, MI (Three time winner)

Texas Health Resources – Arlington, TX (Three time winner)

Baystate Health – Springfield, MA (First time winner)

Rush University Medical Center – Chicago, IL (First time winner)

This is the fifth year of our annual Healthcare Recruitment Metrics Benchmark Study.  Throughout the last 5 years, we have worked with 350+ hospitals collecting and analyzing recruitment metrics and best practices.

How did they win?

  • They outperformed their peers in our 25 Key Recruitment Metrics Performance Index (a combination of key metrics from five performance areas: Responsiveness, Process Efficiency, Productivity, Cost, and Quality of Hire):
    • Honor Roll recipients performed in the top half of the Benchmark Study in at least 75% of the 25 Key Metrics.
    • They used their Recruitment Team’s Scorecard to manage their business and build a culture using data & fact.
    • They demonstrated a strong commitment to continuous improvement and lifelong learning.
    • They implemented innovative solutions to improve key metrics and drive cost savings for their organizations.


Over the next few months, we will spotlight the Best Practices these organizations have implemented and how it has improved their performance!

Now, more than ever, it is critical for healthcare recruitment organizations to objectively quantify how they streamline processes to reduce costs, improve patient safety and reduce patient errors!

If you missed our live Healthcare Recruitment Metrics Benchmark Study Results webinar last week, we invite you to watch the Recorded Session to learn how these organizations achieved Elite performance status.

I hope you are having a Perfect Week


David Szary



Stop the Guess Work – Candidate Assessment Tools Are A Must!

October 8th, 2014

Using technology to take the risk out of hiring

Candidate assessment tools have consistently risen to the forefront of hot topics being discussed by healthcare recruitment thought leaders this year.

I recently facilitated our quarterly innovation session with leaders from our LHC exclusive Healthcare RECRUITx Community  in order to address the benefits of these tools, as well as discuss the results of research we have conducted related to top rated assessment tools on the market.

The argument supporting the need for assessment tools to assist in making the best hiring choice is very clear. The demand for healthcare and corresponding healthcare professionals exceeds supply in many cases, and will only get worse over the next decade. Consider these facts:


  • U.S aging population (65+) will increase 50% by 20201.
  • Increase in sick population (66.5% of US. Adults are overweight and obese1).
  • 32 million previously uninsured patients will be added by 20192.
  • The U.S. will require 10-12 million new and replacement direct care workers in 10 years2.
  • U.S. demand for nurses will exceed supply by 1 million in 20203.
  • By 2020, 1 in 9 jobs in the U.S. will be in healthcare4.


1. eCareer Holdings, Inc., DEMAND FACTOR: Rising Need for Healthcare Professionals.

2. Robert Wood Johnson Foundation, Alliance for Health Reform, Health Care Workforce: Future Supply vs. Demand, April 2011.

3. Robert Wood Johnson Foundation, A Model for Addressing the Nursing Shortage in Oregon; Evaluating the Outcomes of the Oregon Consortium for Nursing Education’s Model to Address the Nursing Shortage in Oregon, August 12, 2013.

4. NAS Recruitment Innovations, Healthcare Workforce Outlook to 2022.

What does that mean for recruitment? The competition will be fierce for high quality clinical care providers and it will be critical to ensure that you are hiring the best of the best, versus just filling an open seat on the bus!

To research the best Assessment tools in the industry, both pre-employment and reference assessment tools, we used the following criteria:

  • Time to complete the assessment and receive results.
  • Does it build a consistent, customized behavioral interview guide for hiring managers?
  • Is the dashboard easy to sort and navigate through candidate results by both recruiters and hiring managers?
  • Does it help recruiters narrow down the candidate pool to the best performers prior to sending them to hiring managers?
  • How easily does it integrate into your ATS?
  • What does the reporting capability look like?
  • Is it validated and legally compliant?
  • Does it demonstrate a proven impact on improved retention?
  • Is it mobile ready?
  • Cost / pricing model.


I’m looking forward to our next Community Innovation session where we will be hosting demonstrations of our top picks as well as discussing best practices currently in place with our community members.

I hope you have a Perfect Week!

Deb Vargovick

PART III – 2014 Healthcare Recruitment Metrics Benchmark Results

October 1st, 2014

Impactful, Strategic Recruitment Intelligence

In last week’s blog,  I shared some impactful insights related to key customer dimensions (Cost & Process Efficiency) we have gathered through the research from our Healthcare Recruitment Metrics Benchmark Study.

This week, I want to focus on Quality.

While speed, productivity, efficiency, customer satisfaction and cost are important dimensions to any talent acquisition department, arguably the most important is quality of hire.

Our role in TA is to:

  1. Develop a pipeline of qualified, top talent.
  2. Use validated candidate assessment tools to ensure we are making a great hiring decision.
  3. Convey a compelling value proposition to get the industry’s top talent on our team!

With that said, it is obviously important for us to be able to convey how we can:

  1. Improve the quality of hire coming into the organization.
  2. Show how this impacts our strategic initiatives.

Traditional ‘Quality’ metrics like 90 day, first year, and annual TO metrics often don’t provide the intelligence to make the case that we are hiring quality people making an impact on our organization.  Heck, you could argue that when you hire mediocre people, you often have low turnover because those folks are not motivated to leave and/or no one is recruiting them awayJ.

Other indicators like percentage of high potential employees that leave the organization and employee performance appraisal scores create a more compelling argument that:

  1. You are retaining rock star employees.
  2. Those that stay perform better than those hired in the past.

But even then, you don’t show a direct link to strategic initiatives like decreasing costs and/or increasing revenue.

In the last blog, we showed how to quantify reducing costs with respect to reducing TO.

An excellent way to help demonstrate increased revenue is by calculating the risk associated with Medicare revenue being withheld based on healthcare reform.

Working with a recent organization, we calculated that they had about $140M at risk (being withheld) during FY2014 (your CFO will know this number).  Based on HCAHPS and Quality scores, if they performed at the 25% – revenue lost would be $105M. If they performed at 75% – revenue lost was $35M ($70M difference)!

What will impact these #’s greatly?  The quality of workforce being brought into the organization!

Now, if scores go from 25% to 75%, can TA take complete credit for $70M in revenue? Of course not.

But if during this time period:

  • You have reduced 90-day and 1st year TO (benchmark metrics in our study).
  • Quality of hire ratings (based on Hiring Manager Voice of Customer – HMART). (link to VOC PDF)
  • Performance Appraisal scores of new hires are better than previous hires.
  • # of High Potential employees leaving the organization has dropped.

…. I would argue you could take some credit.

Metrics are meaningless, what you do with them is priceless!sm

If you are interested in our benchmark study and/or how you can use Recruitment Intelligence during your Recruitment Transformation Journey, please Contact Us about RECRUITx  – our Healthcare Recruitment Intelligence Community!

I hope you are having a Perfect Week!

David Szary

2014 Healthcare Recruitment Metrics Benchmark Results – PART II

September 24th, 2014

Impactful, Strategic Recruitment Intelligence

In last week’s Blog,  I shared some impactful insights related to key customer dimensions (Productivity & Speed) we have gathered through the research from our Healthcare Recruitment Metrics Benchmark Study.

This week, I want to focus on Cost, and Process Efficiency.

COST – Speak the language of your executives – For years, most HR/recruitment professionals have not translated ‘how we do what we do’ and the impact we have on the organization’s strategic initiatives. A great example of this is related to the important dimension of cost.

I don’t know any organization where fiscal responsibility (or reducing costs) is not a top strategic priority. With that said, often times our only measures used to articulate our performance has been COST-based (cost per hire, cost per source, cost per lead, etc.) versus PERFORMANCE-based.

If cost reduction is a strategic priority, we need to articulate what we have saved the organization based on our performance.

Some examples:

Reduction in Turnover: If you reduce Average 90 day turnover from 20.9% (Benchmark Mean) to 14.6% (Benchmark Top 25%), articulate the savings. Using our proprietary Turnover Cost Calculator, we recently helped an organization identify the average cost of TO (Direct cost – not subjective cost CFOs don’t like) was $8700. Over one year, this organization saved over $321k by reducing 1st year TO.

Cost of Vacancy: 4 years ago, we completed an extensive Cost of Vacancy Analysis (link to white paper). We developed a way to calculate cost of vacancy for various job families using a method CFOs understood and embraced (a key when sharing this data with executives). Instead of stating – - we reduced TTF from 129 days (Benchmark Low 25% for specialty nurses) to 101 (Benchmark Top 25%), share that you saved $583K! (76 positions filled in an average of 28 days faster x $274 savings per shift).

Process Efficiency – The Most Precious Commodity we have is time: For years, we have been helping organizations use Lean principles to reduce waste and wait time. Three core process efficiency metrics in our study include:
• Applications to position filled.
• Applicants Routed to Hiring Managers per position filled.
• Offer Extended to Positions filled %.

All three of these are critical to understanding how efficient you are at:
• Filling the ‘funnel’ with qualified candidates (versus unqualified).
• Understanding your hiring managers need and candidate assessment.
• Hiring Top Talent.

The average organization in our study filled 1888 positions annually, Benchmark Low 25% performance Routed 8.5 candidates per position filled and had an 87% Offer Extended to Positions Filled %. Benchmark Top 25% Routed 5.0 candidates per positions filled and had a 94% “close” ratio.

While this is significant improvement (from Low 25% to Top 25%), what does this actually mean to an executive officer?

A simple time study can allow you to turn these key metrics into a meaningful cost savings. Based on our research, in this example, this increase in efficiency can save an organization 5163 hours of time! Time spent reviewing resumes, interviewing and extending offers to candidates that NEVER get hired!

What is the opportunity cost of those hours (2.5+ FTE)? What could your managers do with that time if given back?

Metrics are meaningless, what you do with them is priceless!sm

Next week, I will share useful recruitment intelligence related to Quality.

If you are interested in our benchmark study and/or how you can use Recruitment Intelligence during your Recruitment Transformation Journey, please Contact Us about RECRUITx - our Healthcare Recruitment Intelligence Community!

I hope you are having a Perfect Week!

David Szary