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.



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

To Remote Or Not To Remote, That Is The Question!

April 6th, 2016

Does working remotely harm the recruiter – hiring manager relationship?

In this virtual age, we are able to conduct our work from any location. I personally enjoy this benefit in my role as a consultant. Recruiters working remotely, not onsite at their customer’s location, is often met with skepticism by recruitment leaders and hiring leaders alike. What it boils down to is that culturally as human beings, we enjoy the personal relationships we build face to face, even in our digital world. And we are afraid if we don’t see the people we work with, or receive support from as customers, that relationship will be compromised.

During an innovation basecamp of thought leaders in Human Resources, hosted by Lean Human Capital, this topic was discussed at great length. I work with several organizations whose teams are located 100% remotely and have great success. I would like to highlight the practices of one very successful organization in particular….

Sisters of Charity of Leavenworth Health (SCL Health) operates nine hospitals, three safety net clinics, one children’s mental health center and more than 190 ambulatory service centers in three states – Colorado, Kansas and Montana. The health system includes 15,000 full-time associates and more than 500 employed providers.

The Talent Acquisition team of 22 recruiters, including 3 sourcers, is led by System Director Nick Watts and Manager Colleen Musgrove. They have blown up the traditional recruitment model to optimize both their performance metrics and the recruiter/hiring manager relationship by moving the team out of hospital facilities and into their homes.

They measured recruitment metrics to create a baseline of performance, and introduced the following protocols:

  • Established recruitment business hours to accommodate customer’s needs.
  • Hold a weekly recruiter huddle to keep everyone engaged and up to date.
  • Recruiters meet with managers weekly via skype, or by phone.
  • Recruiters are aligned by business line across the footprint, with the pre-boarding function shifted to an onboarding service center.

Service Level Agreements are consistently used between recruiters and their hiring managers, as well as between recruiters and the onboarding service center.

Take a look at these results one year later:

  • Recruitment staff productivity has increased by 25% to 191 hires per recruitment FTE.
  • 90 Day Turnover went from 8.1% to 2.8%.
  • Average candidates routed to hiring managers reduced from 8.5 to 5.8
  • Offers Accepted rate went from 85.5% to 94.9%.
  • In March 2016, Lean’s Hiring Manager Assessment of the Recruitment Team (HMART) scores in each of the five key dimensions were above industry benchmark.
  • Recruitment team engagement shows the team is a tier one group (highest level of engagement) according to the most recent survey done by Press Ganey.

For more information on industry best practices and Lean’s HMART process, please CLICK HERE.

I hope you are having a Perfect Week!
Deb Vargovick

Using Data to Enhance Your Recruitment Strategy

March 30th, 2016

More and more organizations are turning to big data to make sound business decisions. This is especially noticeable with the Tech Industry as their business revolves around the accumulation of terabytes of data from the use of a variety of software applications and programs. For example, each Amazon account user will land on a customized homepage depending on their order history and which products they’ve viewed making suggestions for other possible products the user may enjoy.

In Healthcare, data is changing how doctors treat patients and reduce costs. Mount Sinai Medical Center is working to reduce readmission rates by working with a Facebook Data Scientist to build a computer model that incorporates disease, past hospital visits and demographic data to determine a patient’s risk. The results generate a list of high-risk, chronically ill patients that need more follow-up. This in turn will allow hospital staff to track these patients to avoid unnecessary re-hospitalizations.

Talent Acquisition is no different when it comes to utilizing data. It’s crucial for Recruitment leaders to understand their target audiences: Hiring Managers, New Hires, and Non-Hired Applicants.

To understand Hiring Managers, there are 5 dimensions we measure in the Hiring Manager Assessment of the Recruitment Team (HMART℠): Understanding, Communication, Care, Satisfaction, and Quality of Hire

  • Understanding – we measure if the Recruitment team is proactively inquiring into the hiring manager’s needs and whether ideal candidate attributes are being selected for the Hiring Manager’s needs.
  • Communication – we measure whether there is structured and consistent exchange of information about the status of requisitions and job market between the recruiter and hiring manager.
  • Care – looks at the hiring manager’s perception of whether the recruiter handled the candidate professionally in the interview process and fostered a positive relationship with the candidate.
  • Satisfaction – measures whether the hiring manager is satisfied with the overall level of customer service with the recruiter.
  • Quality of Hire – measures whether the hiring managers believe the new recruits match the positions’ expectations.

We have collected over 300,000 data points in our HMART℠ Survey and out of all the dimensions, Communication has the lowest score. This feedback has helped us understand that Hiring Managers would like to receive more timely communication and consistent (weekly) updates from Recruiters on the status of their requisitions. Additionally, we’ve learned that Hiring Managers want information around prospective candidates in the job market that would fit their needs. It seems obvious but over 300,000 data points has proven fundamental recruitment strategies are critical to developing consultative relationships with Hiring Managers.

By integrating customer feedback as part of your Talent Acquisition strategy you’ll be able to identify gaps and service your customers around a variety of facets of the Recruitment process.

I hope you are having a Perfect Week!

Mark Parayil

The Truth About Facebook And Sourcing

March 23rd, 2016

When social media first became popular, the recruiting industry jumped all over social media channels as a source for prospective candidates. Now, after several years, the dust has settled and most recruiters and sourcers have fallen into traditional habits of utilizing whatever generates candidates as quickly as possible. And let’s be honest, Facebook did not provide what we hoped it would in terms of passive candidate sourcing. It doesn’t have keywords that we can search, it’s hard to communicate through, and frankly, some audiences feel put-out by being recruited through their personal social network.

BUT over 1.5 Billion people use Facebook every day! So, how are we are going to tap into this in an efficient and cost effective way?

  • The power of your employees’ Facebook network. Provide easy ways for your employees to share job postings to their networks. This can be done as simply as educating them to ‘Like’ your corporate or recruiting Facebook page, then post each job to that page so that employees will see it on their timeline. There are also products that automate and track the social share. Check with your ATS vendor to see if it offers the ability to social share, or look at products such as Phenom People or RolePoint.
  • Facebook Boost Posts. The Facebook Boost Post is so simple and powerful, it cannot be overlooked. From a Facebook Company Page (is not available on a personal page), there is a button in the lower right corner of a post called Boost Post. When this is clicked, a window opens that allows you to decide on a budget and a demographic of who should see your post. These recipients do not have to like or follow your page. A search firm I was doing some work with once paid $60 and it boosted their post to over 10,000 people!
  • The proper way to search Facebook: Facebook Graph Search. Graph Search is a natural language search method. Facebook does not allow traditional Boolean search but rather prefers sentence structure. For example, instead of a search string such as “Registered Nurses” AND “Cleveland Clinic”, in the search bar at the top of your Facebook page, type like you would talk, Registered nurses who work at Cleveland Clinic. Choose the People tab at the top and you will see profiles of people who have put those words in their profile.
  • If you find profile pages that have the keywords for which you’re looking, the next step is deciding how to contact them. Do you reach out to them via Facebook or try to find their contact information elsewhere? You need to decide for yourself what your audience would prefer. If you decide to contact them via Facebook, be aware that if you are not connected with them through a mutual friend, when you send them a Message, the message will default to their “other inbox” in Facebook. Many people do not know that an Other Inbox exists and may never see your message.

Facebook can be used as an effective recruiting tool but we must keep it in perspective. The efficient way to use Facebook, both from a time and money perspective, is to push your messages out. If you find that you have a large audience of candidates that you can search for in Facebook, be sure to have a messaging strategy.

Make it a great day!

Karen Antrim

Are You A Modern Recruiter?

March 16th, 2016

As you know, the art of elite recruitment today is dramatically different than yesteryear. Recently, I came across a LinkedIn infographic called “The Modern Recruiter: Part Artist, Part Scientist” that outlines, with a fun visual, what it takes to be a great recruiter in today’s world, with today’s challenges. We’re very passionate about the attributes of elite recruiters and impart that knowledge and passion on every recruiter that enrolls in our Recruiter Academy Certified Recruiter Program (RACR). Take a look and ask yourself…Are you a Modern Recruiter? :

The Artist

  • Matchmaker – having instinct for mutual connection:
    • RACR teaches success attributes of Elite Recruiters, and how to build relationships and credibility with candidates and Hiring leaders
  • Marketer – through their own profile or employer branding, they know how to tell a great story:
    • RACR teaches how to engage with top talent and become a brand ambassador
  • Salesperson – know how to build a pipeline, nurture leads and close deals:
    • RACR teaches techniques to build pipelines and candidate closing best practices
  • Talent Advisor – trusted advisors to their clients:
    • RACR teaches how to be an effective business partner with hiring leaders, how to use metrics to quantify performance, build credibility and be respected for your knowledge

The Scientist

  • Data Nerd – Numbers and data not only helps you make better decisions but will earn the trust of others in the organization:
    • RACR teaches how to analyze data and manage your business using data and fact
  • Researcher – Explore candidate pools, employment and skill trends, and the competition:
    • RACR teaches how to develop effective search strategies, mind-storming best practices and leveraging your centers of influence
  • Technologist – Knows what tools work best and masters using them:
    • RACR teaches the latest in sourcing tools and techniques, time management, candidate development and more
  • Psychologist – can read the candidate and know how to positively influence them:
    • RACR teaches candidate development and provides tools to perform an effective Candidate Intake Session

Sharpening your skills and perfecting your technique in these ‘roles’ will make you an even better recruiting professional.

Make it A Great Day!
Carla Kennedy

The Top Three Reasons Employees Leave

March 9th, 2016

And How To Keep Them From Doing So!

Last week, I had the pleasure of being surrounded by a group of highly innovative recruitment leaders who gathered to brainstorm solutions on recruitment challenges. Some of their challenges included retention, workforce planning, the nursing shortage, and how to optimize their talent acquisition structure.

I would like to share some best practices from our sessions on how to retain employees.

According to a LinkedIn survey, Why and How People Change Jobs (March 2015), the top three reasons why people leave their current jobs are:

  • Concern for the lack of opportunities for career advancement, (45%) global average
  • Unsatisfied with the leadership of senior management (41%)
  • Dissatisfaction with the work environment/culture (36%)

59% joined their new job due to a stronger career path and a greater opportunity for career growth and advancement. I think it’s a pretty obvious conclusion that when an organization does a good job at designing career paths for each job in the organization, not only will you retain top quality employees, but you will attract them too.

Korinne Carpino (currently leading the TA team for Adventist Health System) was formerly the Director of TA for Baystate Health. During her tenure at Baystate, they successfully designed career pathing strategies for 140 jobs. Let me repeat that, 140 jobs. Not just executive or leadership roles, but all the way to entry level roles. Additionally, they partnered with local education institutions to offer continuing education for Baystate employees.

Imagine that you are a food services or environmental services employee, for example. These types of jobs typically have extremely high turnover. But if you were in this role and had a clear roadmap on the next steps in your career at your organization, and your leader took the time to discuss these with you, the likelihood you would look for outside opportunities would be dramatically reduced.

Creating an environment and culture centered on employee satisfaction, reward and recognition, and opportunities for advancement at every level, is the key to increasing retention.

I hope you are having a Perfect Week!

Deb Vargovick

The Art & Science Of Closing Top Candidates

March 2nd, 2016

Three Questions you must ask the candidate after the hiring manager interview!

The demand for top talent has made it increasingly difficult to “close” and hire top candidates. Gone are the days when candidates would accept the offer on the spot and start the next day!

With this said, it has forced all of us recruiters to ‘sharpen our skills’ with respect to the Art & Science of candidate negotiation.

A subtle, but power closing tactic is to set up a debrief with the candidate after the hiring manager interview. In our Recruiter Academy Module 11, we provide a debrief ‘checklist’ to ensure candidates are engaged and pre-closed before the offer.

Three questions I love asking during the debrief include:

  • Do you see yourself being excited and challenged in the role?
  • Do you see yourself excelling in the role?
  • Did you like the people you met and see yourself enjoying working with them?

If the candidate answers YES to all three, you have helped them determine (in their own thoughts) that this is a great opportunity for them.

If you are seeking additional tactics to close candidates, you need to attend the Recruiter Academy Certified Recruiter (RACR) Program.

Have a great day.

David Szary