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.

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.

Employee Referrals – What’s In It For Me?

May 4th, 2016

Do you ask yourself these questions?

  1. Do I have an impactful, proactive employee referral program (PERP) where I can track ROI?
  2. Is my employee base actively engaged in providing referrals?
  3. Is my employee referral percentage 46% or higher?

If you don’t, you should! Statistics around the impact employee referrals have on retention and employee engagement are nothing new and, frankly, commonplace and worn-out. The important measure today is implementing a sustainable and successful employee referral program. The key to success; ensuring your team is highly engaged and understands the benefits employee referrals bring to the organization and, most importantly, “What’s in it for me?”

Begin by socializing how a successful employee referral program can drive improved organizational performance via increased recruitment exposure:

  • Employees who share and create career related content will get 6x more LinkedIn profile views, Inmails and connection requests, ultimately elevating their professional brand.
  • Employees who share company content and referrals help build their organization’s talent brand, driving more LinkedIn company page followers, job views and applicants.
  • BONUS $$ – 66% of employees say a cash bonus is the most appropriate reward!

The above is just the tip of the iceberg. Simple solutions often work best and have the highest ROI. Take for example one of our community members who had a very low employee referral percentage of 5%, even with a significant pay out for nurse candidate leads. The challenge was getting their message in front of employees.

They decided to revitalize the (PERP) program and began by marketing it to their new hires. Their recruitment leader paired off the recruitment team into teams of two. Every Monday at new hire orientation, a pair of recruiters spoke during a ten minute segment on the agenda. They briefly described the program then handed out raffle tickets to each fresh, excited newly hired employee.
The recruiters asked for names and contact information for anyone they thought they might like to work with again, or bring into the organization. For each name given, a raffle ticket was completed. At the end of orientation, prizes/gift cards were drawn for winners.

Fast forward six months later and the employee referral percentage shot through the roof to 33% and climbing.

Your employees’ network is vast and pays off exponentially when tapped into.

By joining our Lean Human Capital RECRUITx Community, you have the ability to participate in Think Tank sessions and join innovative Recruitment leaders as we dive into topics such as “How to Build an Effective Employee Referral Program.”

Deb Vargovick

Have the Attitude of Gratitude to Reach the Altitude of Magnitude!

April 27th, 2016

Have you heard the quote “Life is 10% what happens to you and 90% how you react to it”? It’s one of my favorites because it reminds me how I can pivot and adjust to handle life’s circumstances if I tackle it with the right attitude. And in Recruiting, attitude is a key component of the formula to build relationships and credibility with our customers to be effective.

As part of our Recruiter Academy curriculum, we talk about success attributes of elite recruiters, reflect on why we became recruiting professionals, and harness that knowledge with best practice philosophies to help you bring your best to work every day. Each of us brings a different background, path and life story that makes us who we are but we all ended up in this transformational profession that allows us to fuel the success of our organizations by hiring top talent. Yes, we have those days when the positions seem insurmountable, the days never-ending, and things just don’t go as planned, but you can choose your attitude and how you respond to those situations and not just react to it – and keeping front of mind why we do what we do.

Do you ever reflect on those things that motivate and excite you about recruiting? Several months ago, I met a group of students enrolled in our RACR class and we were discussing their passion for recruiting. One student shared his personal story of how he fell into recruiting and his appreciation for the opportunity to impact lives by matching the right candidate to the right role. He summarized it with this phrase: I have the attitude of gratitude to reach the altitude of magnitude! What a powerful statement that could easily become a mantra for his team, who are currently on a journey to becoming a best-in-class recruitment organization. We have the opportunity to make a difference with candidates, managers and new hires we interact with every day, but it starts with your mindset. Why do you do what you do? And what attitude do you choose to have today?

Make it a Perfect Day!

Carla Kennedy

Recruiting – One Of The World’s Best Jobs?

April 20th, 2016

Secondary Title

Good Wednesday!

Is the world finally catching on to something we have known for years? Glassdoor released a list of the 25 Best Jobs and Recruitment hit the list at #3 (Talent Acquisition Specialist) and #6 (Recruitment Coordinator).

Now we know these are good jobs. And we know the value we bring to the organization and customers we support. But what is surprising to me is the criteria for making this list is largely based on work-life balance. Both professions get high marks for the ability to have a good work-life balance.

I don’t know about you, but if I created a top 10 list of reasons this is a great job, I don’t know if work-life balance would make the list!

Regardless, it is great to see our profession in the spot light!

Have a great rest of the week.

David Szary

Removing The Hiring Manager From The Hiring Process – Brilliant!

April 13th, 2016

Last month we hosted a TA Summit with some of the country’s most innovative Talent Acquisition leaders.
In one session, we were discussing strategies for reducing Time-to-Fill. A best practice shared was one that has effectively removed the hiring manager (in the traditional sense) from the hiring process!

Karla Muniz, TA director with Florida Hospital (a member of Adventist Health System), oversees the Recruitment Service Center. They embarked on an innovative recruitment strategy for non-clinical, Environmental Services openings to reduce delay time during hiring manager interviews. To do this, they have one designated hiring leader or ‘captain’ who serves as the point hiring manager for ALL departmental interviews. The ‘captain’ works collaboratively with one designated recruiter to manage all candidates, essentially removing the biggest delay in the recruitment process – managing multiple hiring mangers’ interview schedules!

The pilot was initially met with some resistance, given the direct/supervising manager would not participate in the interviews or candidate selection. However, when the department leaders were educated on the operational efficiency gains with reduced time-to-fill, buy-in was won. Environmental Services leadership agreed to the pilot and selected one manager as a ‘captain’ to focus on interviewing, hiring and onboarding.

Within 120 days after rolling out the program to all hospital locations, Environmental Services saw a decrease in vacancy rates, reduction in overtime and most importantly, improved time-to-fill. They even achieved a time-to-fill in under 20 days for some positions! Additionally, they have improved the onboarding experience with 30 and 90-day touchpoints with the new hire.

Building on the success with Environmental Services, Karla’s team expanded this new process to the Nutritional Services department and is hopeful the strategy will continue to positively impact the hiring process for Florida Hospital.

Have a great week!

Carla Kennedy