Lean, Just-in-Time Recruiting!

Archive for the ‘Lean Human Capital’ Category

Healthcare Recruitment Metrics

Tuesday, July 10th, 2012

Why should you track & benchmark them?

In the last three years, we have had over 150 unique healthcare systems participate in our Healthcare Recruitment Metrics Benchmark Study

And we are in the process of analyzing the data for our 2012 Study as I write this blog! 

In the next few weeks, I will be facilitating recruitment metrics workshops at NACHR’s IMAGE 2012 Conference & presenting the 2012 Healthcare Recruitment Metrics Benchmark Study FINAL results on August 8th.

With countless hours dedicated to gathering, tracking and benchmarking recruitment metrics…I think it is always important to step back and reflect on why we do it and WHY it is so important!   

Three key reasons why we track & benchmark metrics: 

  • To Quantify Return On Investment for Key Stakeholders!  Now more than ever, HR/Recruitment organizations need to quantify their value to executives, key stakeholders, etc.  How do we quantify the positive impact of key initiatives like reducing costs and improving patient care and satisfaction?  A well balanced recruitment metrics scorecard can enable you to do this!
  • Identify Performance Improvement Solutions.  It is true, you can’t manage what you don’t measure.  Tracking metrics and benchmarking against your peers can identify areas for improvement, and solutions with respect to cost, quality, responsiveness/speed and process efficiency.
  • Celebrate Success!  I think this is probably the biggest reason to track & benchmark metrics.  In recruitment, we too often focus on all the things we have to get done, like the countless number of unfilled requisitions on our plate, rather than all the things we accomplish.  An effective recruiter scorecard can show how well you perform relative to industry peers, and also show the improvements in performance made over time on a quarterly basis.

Speaking of celebrating Success, listen to our podcast: How to Become a LEAN Healthcare Recruitment Organization to hear Debra Palmer, Director of Development & Resources and Janet Cooper, Recruiter from Fairfield Medical Center, describe how Fairfield made our LEAN Healthcare Recruitment Metrics Benchmark ‘Elite Honor Roll’ through their Lean Transformation Journey!

Answers to Questions Regarding Lean Recruiting!

Tuesday, November 29th, 2011

Learn what Henry Ford Health System did to improve recruiting performance.

Two weeks ago, Barb Matti, Director of Employment for Henry Ford Health System, facilitated a webinar regarding their recruitment organization’s “Lean, Transformation Journey”.

It was our most well attended webinar of the season with over 450 attendees! Because of time, we could not answer all the questions from interested participants.

Barb was gracious to answer the questions outlined below.

If you want to view the webinar – click here

I hope you’re having a Perfect Day!


It sounds like it was a mix of strategies to achieve your successes (new ATS, jobs2web and LEAN initiative)…but would you say was the biggest single contributor to the success thus far?

It really was a package deal. Doing the LEAN hiring process improvements without the new ATS and advanced Sourcing technology would not have worked. I would recommend you start with the LEAN review which helps identify the problem areas and things like technology will quickly service as contributors to success as well!


Was there a consultant who you worked with during this initiative?

We did look at metrics and staffing resource planning development with David Szary from LEAN Human Capital when we implemented the organizational model. The ATS and new hiring process implementations were all done in-house. David also helped with providing information on what other companies may/may not be doing as we were benchmarking along the way.


What do your Sourcing Specialists do if their job family is light on requisitions?

They assist the Talent Selection Specialist with screening and phone interviewing. They will also help with other job families and continue efforts on building networks for their own assigned areas. They help support the interview blitz days in partnership with the TSS and Hiring Managers.


I know you routed fewer candidates to the hiring manager. But did recruiting end up screening fewer candidates as well? If so, how did you do that?

Yes. Talent Selection became more intentional on what and where they were posting. Having a focused posting strategy defined by an intake with the hiring manager is critical. We also built more robust screening questions in the ATS to help identify and screen out anyone who we do not think is best qualified – meeting both requirements and preferences as defined by the conversation during the intake.


Do you have service level agreements around the availability of hiring managers for interviews?

We have an SLA with hiring managers – however, shared accountability is a challenge that will never go away and the culture has not adapted to this practice consistently. Regular communication is the key and that starts with a clear well defined intake session so expectations are set from the beginning.


Is the On-Boarding Agent the main (only) contact for the candidate? How does the process work from the candidate’s standpoint?

The On-Boarding Agent is the only contact from the point of offer to start. Once the offer is accepted, the On-Boarding Agent contacts the candidate and they are given clear direction on what will be taking place and what is needed from them as it relates to pre-employment screening, background checks, benefits information, orientation enrollment, etc. The candidate meets with the On-Boarding Agent before they start to take care of things like the I9.


Did the Recruiters find the job more interesting when you removed some tasks (onboarding, sourcing, etc.)?

Yes, specifically this freed the Talent Selection team up to be more of a strategic partner to their managers and provide a higher touch candidate experience.


How is the Sourcer’s performance evaluated? What metrics do you track for them?

This has been a work in progress. We use source tracking, the number of resumes routed to Talent Selection, quality of candidate survey feedback, and social networking utilization. We are currently working with our ATS vendor to try and define a sourcing scorecard to follow candidates they have sourced through the workflow and link them to interviews/hires.


How does your requisition approval process work? Do you have any challenges with it?

Requisition approval is done through the ATS. This was one of the biggest challenges before we implemented the new system. We have multiple BUs with different approval committees. However, we were able to identify a process and it is automated. The automation helped to minimize the number of days jobs were sitting with managers because the approval flow is all real-time and can be viewed by the submitting manager and Talent Selection so we can see what is pending approval.


How do you separate sourcing req’s from EEO tracking obligations?

Applicants who apply to the Sourcing reqs are also subject to the EEO tracking requirements. We have a process in which the applicants from the sourcing reqs are eventually linked to an active req.


Do you survey hiring managers regarding quality of hire after 45 days (IE – 6 months, 1 year)?

We do not currently but plan to add a 6 month time frame next year.


In your model, who schedules the candidate interview with the hiring manager? Who makes the offers?

The managers schedule their interviews and in most cases TS makes the offer.


How do you function with such a small # of Sourcers considering all the different talent pipelines that need to be developed in healthcare?

We tweaked the model over the last two years and don’t feel this is small. We have the right mix to support the different needs of our organization. You have to define what Sourcing is and which job families really need sourcing and that becomes the focus of the job. Sourcers are not assigned to all jobs.


At what point do the Sourcers hand the candidate off to the Talent Specialist? Do the Sourcers make offers?

Sourcing will do the initial outreach to pre-screen and will do phone interviews. Once a candidate is pre-qualified, they are routed to the TS through the ATS. Sourcers are not involved in the offer process.

How Do I Reduce Overall Time to Fill?

Thursday, November 17th, 2011

If you would like to discuss solutions for reducing your TTF please contact us!


I have been knee deep in analysis of recruitment metrics/organizational performance as we finalize our 2011 Recruitment Benchmark Study this month. 

While our client’s Voice of the Customer studies continue to suggest that responsiveness/speed (AKA –time to fill) is very important to hiring managers, most organizations still struggle with:

  • Identifying the root cause issues impacting TTF
  • Develop solutions to reduce it

In a recent post – Overall Average Time to Fill Metrics – Does it Really Capture what is going on?, we shared that while overall TTF was 47 days across over 75 organizations:

  • The % of positions filled in less than 60 days:  74%
  • Ave TTF for positions filled in less than 60 days:  24 days
  • The % of positions filled in 60 days or more:  26%
  • Ave TTF for positions filled in 60 days or more:  115 days

Think about that!  While we fill 3 out of 4 positions very quickly (24 days), 1 out of 4 positions takes an average of 115 days to fill! 

Investigating further, we found that these are also the positions that are:

  • Most critical to the organization!
  • Have the highest Cost of Vacancy
  • Impact customer, patient satisfaction the most
  • Very difficult to find candidates for (high demand/low supply)

With that said. . . to reduce overall TTF. . . the focus should clearly be on reducing TTF for those positions trending 115 days to fill! 

So what are the solutions?

Working with our clients, solutions usually were found in three categories:

  1. Data integrity – Common issues: TTF data was just inaccurate. Req’s that should have been closed were still open, positions that were on hold were still open.  Recruiters were not using ATS status codes correctly.  Not consistently tracking TTF the same (some recruiters tracking from Req Posted versus Intake Session with Manager). 
  2. Requisition Management – Common issues: Recruiters not developing Service Level Agreements with managers to reduce wait time. Infrequent communication rhythm with hiring managers that have positions trending over 45 days (red zone). Positions on hold. Lack of Manager engagement.
  3. Sourcing Top Candidates – Common issues: Not dedicating enough time to sourcing quality candidates.  Lack of expertise/skills to proactively source passive/quality candidates.

Working with our clients on these issues, we have seen phenomenal results in a short period of time.

If you would like to discuss solutions to reducing your TTF please contact us!

Some Cool Stuff at HealthcareSource!

Friday, November 11th, 2011

I was asked to speak at the HealthcareSource User conference this year regarding our Recruitment Metrics Benchmark Study Trends.

It was an excellent conference in many respects but what jumped out most to me was  . . . how they have listened to their customers

The updates to their core products and introduction of new products (including SourcingManager) seem spot on.  

HealthcareSource recently partnered with ASHHRA on the 2011 Healthcare HR Initiatives Survey*.  They solicited input from healthcare human resource professionals regarding top initiatives for reducing costs, improving patient satisfaction, and patient safety.  69% of respondents chose “streamlining HR processes” as the key HR initiative to cut costs!  

This is what we preach and teach every day! :)

With that critical information in mind, they have made significant updates to Position Manager to make it simple, easy and efficient to use.  In addition, they are adding a host of reporting capabilities that will allow them to provide the key data required at the enterprise, department, and individual level to quantify a recruitment organization ROI to key stakeholders and drive performance improvement initiatives!

The fact that they will pull most of the data required to participate in our Healthcare Recruitment Benchmark Study (free of charge) is an added bonus :) .

I was also really impressed with their new Sourcing Manager product!  Again – they have made it simple, easy and efficient to manage all job board postings within a few clicks.  It is similar to a top end catalog shopping experience. Quick, easy and efficient.

Most importantly – it provides the analytical platform required to analyze your recruitment advertising spend.  While many products/agencies focus on Cost per Click or Cost per Application, SourcingManager provides process efficiency metrics from ‘Click to Hire’.  They provide cost per hire and benchmark data across job boards. Cool, Cool, stuff. 

They truly understand the principles important to Lean, efficient staffing process. And that the goal is not ‘clicks’ or applications’ . . . IT IS QUALITY HIRES! :) .  

It is great to see folks listening to the customer and developing solutions to meet their needs.

Topics You Are Passionate About!

Thursday, November 3rd, 2011

If you were unable to attend yesterday’s webinar facilitated by Barb Matti, Director of Talent Selection at Henry Ford Health System, you missed a great one! 

She presented her recruitment department’s ‘un-sanitized’ case study regarding their Lean, just-in-time transformation Journey over the last 2 years (view online). 

We were not surprised that it was our most well attended webinar of the year since we know that the recruiting community wants to  hear case studies from/about their peers in the industry. 

As we start to plan our webinar content for next year, we would love to get your input.  

If you could participate in this brief survey, it will help us to develop relevant content with thought leaders in our industry.

Recruiters – The Backbone of an Organization!

Wednesday, October 26th, 2011

I’d like to share a thought I had on the road this week.  Having had the opportunity to analyze recruitment performance at over 100 health systems throughout the nation, the statement “Nurses are the backbone of the health care delivery system” often comes up. This flattering statement is well deserved!  With RNs making up 23% of our health care system’s workforce . . . nurses literally are the backbone given their dominant presence in the hallways :) !

With that said, I want to be the unofficial first person (I’m probably not but . . .) to say that “Recruiters are the backbone of each and every organization” we work for!  We are the folks that identify the talented candidates that drive our organization’s success. 

Given this fact, it amazes me that:

  • There is no degree in Recruiting (IE – Bachelor’s of Science in Business – Major: Talent Acquisition :) )
  • Many in recruiting view the position as a ‘stepping stone’ versus a ‘destination’ role.
  • Most have learned their craft thru unstructured ‘over the shoulder’, webinars, or conference learning sessions!
  • We often don’t get the credit we deserve regarding our organizations overall performance.  If we didn’t find/recruit the top talent. . . .?

So what does wearing this lofty new title mean?  

  • You need to be educated on the art & science of recruiting.  Of course I will plug our Recruiter Certification Program as a powerful structured educational program.  But, if not ours, find one and take it!
  • Be proud to be ‘the backbone of the organization’!  Recruiting, in my mind, is a destination role in an organization.
  • Remember that respect is earned!  Effective recruitment skills + strong knowledge of the business/service line you recruit for = respect from key stakeholders (hiring managers, candidates, executives, etc.)!

I hope you are having a Perfect Week.

Seeking Presenters to Share Thier Story!

Wednesday, October 19th, 2011

As I reflect on the unofficial close to ‘Conference Season’ for the holidays, I am further convinced that what makes a conference great (to me) are the dynamic presenters that:

  • Are motivational
  • Are funny
  • Have real life experiences/case studies to share
  • All of the above!

From my conversations with other professionals at these events, I seem to be part of the majority that think this way.  There’s nothing worse than listening to a person pontificating on the abstract theory of a topic telling you ‘what’ you should be doing.

I would rather hear the un-sanitized ‘real life’ case study related to something we all struggle with or want to learn about. I want the ‘how to’ strategies. I want to hear about the challenges and the success story regarding the journey!

We try to provide this type of experience when presenting at conferences or via our webinars.  So, I’d like to shamelessly plug our next webinar!

Henry Ford Health System’s Journey to Migrate to a Lean, JIT Recruitment Organization!
Presented by Barb Matti, Director of Talent Acquisition at Henry Ford Health System
November 2, 2011 from 1:00-2:00 PM EDT
Register Now

In addition, I want to encourage all of you folks that are motivational, funny or . . . have real life experiences/case studies to share . . . TO SHARE YOUR STORY WITH US!

The National Association for Health Care Recruitment (NAHCR) is currently seeking presenters (Call for Presenters) for their Annual IMAGE Conference which will take place in Indianapolis next July!  They’re seeking presentations that involve “real life” programs and case studies including topics such as: Allied Health/Nurse Recruitment, Behavioral Interviewing, HR Role in Investigations, Health Care Best Practices, Health Care Recruitment in Non Acute Care Settings, Recognition Programs, etc.

If you have not attended IMAGE before, I can assure you that it is a great conference!

ALSO…..If you have  a case study to share, we would love to discuss spotlighting you on one of our webinars! Just email us.

The benefits of being an industry presenter include:

  • Being recognized as a credible spokesperson within our industry
  • Public recognition for your peers/team
  • Forcing you to document your case study for internal customers to learn about
  • Getting a chance to network with other industry thought leaders :)

I hope you take the opportunity to share your story!

PS – Take a look at the poll results from last weeks blog show below.


Are you a 'fan' of video interviewing?


Are you considering utilizing video interviewing in the next year?


Are You Currently Utilizing Video Interviewing in Your Hiring Process?

Are You a Fan of Video Interviewing?

Wednesday, October 12th, 2011

Last week I was interviewed by HealthcareSource regarding my thoughts on video interviewing.

I have to say that overall, I am a big fan of video interviewing (and Interview Manager® :) ) for a variety of reasons including: 

  • Interviewing ‘out of market’ candidates – - Why wouldn’t you have a dynamic video interview prior to bringing someone in? It is good for both parties to ‘meet’ in a two-dimensional format to see if it makes sense to move forward and the cost savings (versus just a phone view prior to flying a candidate in) are HUGE!!!
  • It allows managers to review and compare candidates.  This is a really cool feature!
  • The entry portal can provide a really professional candidate experience including the ability to provide video links, etc.
  • Remote managers can participate in the interview – - saving time/money for all parties.
  • Candidates that do not have a video camera get one FOR FREE!  So those folks that you might think are ‘technology phobic’ (because they don’t have a camera) . . . can see how easy it is to use :) .
  • Helps drive a Lean, efficient staffing process!

One of my clients commented “If I could just get more candidate to meet with my managers, they would get excited about our facility, location, and job opportunity.  But I often can’t get them to fly in to visit us!”  What a wonderful, risk free way to engage both parties to explore and see if there is a mutual interest!?

One candidate commented that video interviewing can also set a positive tone about how leading edge the organization is regarding technology (a good thing!). “If HR is using new technology . . . I bet the entire facility is!”   

I have another client starting to implement a video interview platform for all entry level campus hiring.  This is a great way to consistently evaluate candidates in a market segment used to using technology.  Of course this platform probably isn’t the right tool for your non-exempt hires. 

For many situations, video interviewing makes perfect sense to me!  But, I’m curious what you folks think.  Please provide us with your input by responding to the polls below.  I will publish the results of what you’re thinking next week :) !

Taking the TIME to be a Recruitment Business Partner!

Wednesday, October 5th, 2011

The first week in October leaps us into the heart of the fall season and the end of FY Quarter 3 – 2011!  For those of you that have embedded a continuous improvement methodology into culture, it is time for you to: 

  • Update your performance scorecard/dashboard (both team and individual).
  • Celebrate success (areas where performance has improved).
  • Identify areas for improvement.
  • Develop a 90-day Performance Improvement Action Plan.

In addition, this is also the perfect time to have a strategic meeting with your key customers to discuss last quarter’s performance and plan for the future.

A one-hour meeting every 90-days with key customers is not only invaluable to quantify ROI and develop performance improvement initiatives (Can’t manage what you don’t measure!) but . . . to earn the respect as a true Recruitment Business Partner! 


The nature of our business unfortunately dictates that 90%+ of the time with our key customers is spent in ‘tactical mode’ discussing qualifying open req’s, interviewing candidates, delivering offers, etc.  Rarely does it allow for discussions on:

  • Upcoming hiring needs
  • Succession planning
  • Staffing performance
  • Celebrating Success
  • Etc.

Then we wonder why our key customers don’t view us as Strategic Business Partners!?!?  Hmmm? Why would they if we never engage in discussions on more strategic topics!

Now to accomplish this, you need to dedicate the TIME to updating your scorecard, developing a presentation, etc.   And I know that TIME is the one precious commodity you don’t have enough of!  But I am sure anyone reading this post would agree that the time invested is 100% worth it. 

A straightforward meeting Agenda:

  • Discuss overall performance in areas of quality, responsiveness, customer satisfaction, efficiency, cost, etc. (key performance indicators on your scorecard)
  • Celebrate success
  • Discuss opportunities for improvement
  • Discuss 90, 180 day workforce needs, succession planning, etc.
  • Document any/all action items to be accomplished in next 90 days

This meeting can be accomplished in 1 to 2 hours over lunch and could be the most important time you INVEST towards being respected as a true Recruitment Business Partner!

I hope you’re having a “Perfect Week”!

Journey from Good to ‘Elite’ — Observations from the Road

Thursday, September 15th, 2011

Over the last few months, I have met with dozens of recruitment organizations regarding their overall performance and their journey from good to ‘elite’ (either in-process or in the planning phase). 

As always, during these peak periods of heavy analysis, I have learned some interesting things and. . . . I have participated in leadership discussions that have validated many of my convictions. 

 Some interesting observations:

  • Process improvement is a journey, not a one-time event!  This thought was validated by a few organizations that have improved performance significantly in areas of responsiveness, productivity, process efficiency and customer satisfaction.  They all commented, “This has not happened over night! It has taken us a couple years to get to this point.”  

So much goes into analyzing problems, developing and implementing solutions, and then managing the change management process for all key stakeholders (recruitment team, internal/external customers, etc.).  It’s hard work to do!  It’s tough to turn critics into allies.  But it can be accomplished by those that develop a project plan and are committed to the journey.  

  • A well-balanced Scorecard is 100% essential.  I have personally facilitated a year-to-date review with senior leadership at seven respected organizations over the past month. As I compared each organization’s performance against the previous quarter, year-over-year and industry benchmarks, I was truly amazed to see how engaged senior leadership was!  The scorecard that was created for each organization provided the recruitment staff with instant credibility!  While each team may still not be perfect, they each have a solid plan of action in place. 

Here are some of the comments I heard: 

  1. “Wow, I didn’t know you were performing this well. This is great!”
  2. “Look at these metrics!  I can’t believe how much work your team has done to improve performance.”
  3. “We need to take this information and ensure that all leadership sees how well you’re doing and what you’re doing to continue to improve.”
  • Organizations don’t invest enough resources into sourcing!  Typical organizations fill 75% of their requisitions with active/internal candidates very quickly.  However, 25% stay open 100+ days.  The primary reason (outside of managing the requisition process with the hiring managers) is that not enough time is being spent sourcing to fill difficult positions. 

Our studies suggest that it takes 3, 5, even 20 hours of sourcing to identify one qualified and interested candidate for a difficult to fill position.  If the average # of candidates needed to fill a position is four (that is being conservative) then it will take 12-80 hours of just sourcing time to fill a difficult position.  As a typical corporate recruiter, how many hours do you spend sourcing?  Our research suggests the average recruiter spends just 1-3 hours per day.  Do the math!  And…we wonder why 25% of our positions remain open 100+ days! :)

I am always inspired by the organizations that, in spite of heavy workloads, shifting priorities, ornery managers :) , etc. have the passion for continuous improvement and lifelong learning!

If you are interested in embarking on a journey and/or have a story to share – - I would love to hear from you!