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Health Care Matters is edited by Karen A. Hart, RN, BSN, and Sandy Haeberle, RN

800.582.4668
e-mail: healthcare@hodes.com

THE MORPHING ROLE OF THE RECRUITER

Today’s health care recruiter holds a critical role as the steward of his or her facility’s future. Current and future shortages in nursing and allied health areas guarantee the position will remain both a busy and challenging one for years to come.
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RecruitingRx

Perhaps you seek relief from exorbitant search or contingency recruiting fees, or simply need to fill certain jobs in a flash. RecruitingRx, a new solution from the Hodes Health Care Division, can solve these issues and many others.
Read More >

 

THE MORPHING ROLE OF THE RECRUITER (continued)

Staying abreast of staffing needs, remaining competitive in the marketplace, and striving for better recruiting and retention are just a few of the functions for which they are responsible. Here we discuss some of the new and innovative ways the recruiter can further affect change.

Applicant tracking systems

We begin with a discussion on the different types of technology that may be harnessed in recruiting talent. Human resources information systems have for many years been automated, but doing so for recruitment is a relatively new phenomenon. The end-goal of technology is always to streamline and enhance our process, and yet, things do not always work out that way!

Many health care recruiters use applicant tracking systems (ATS) to aid in efficiency and assist with prioritizing and organizing work. The ATS, in combination with an online application process, can create a 24/7 way for candidates to indicate their interest in your employment opportunities and apply at their convenience. On the human resources side, an effective system gives the recruiter access to top candidates and comprehensive reports, and at the touch of a button.

The best ATS systems can be programmed with screening questions for all types of positions. The answers to those questions quickly isolate the qualified candidates from the ones who aren’t. Done correctly, this eliminates the need for the recruiter to sift and sort through all the applications, saving time and reducing the response time for getting back to those candidates who are best qualified.

Many systems provide an immediate, automated e-mail to applicants, letting them know that their job application has been received. Those systems that are Web-based allow the recruiter to access information from anywhere at any time, which should enhance the recruiter’s efficiency and speed turnaround.

Trouble in Technoland?

Oftentimes an ATS creates more problems than it solves. Busy recruiters have little time in their schedules to learn a new system, so its implementation can be challenging. If the ATS is too complicated, or adequate training is not provided, the system will not be used correctly, or to its full capability.

Another common error is failing to resolve existing problems before moving to automation. In our consulting practice, Health Care Division members often see hospitals and health systems duplicating bad processes when they design and implement online applications and applicant tracking systems. If the requisition, posting or application process is flawed or could be streamlined, make sure you correct problems before moving to automation.

Increasingly, organizations require applicants to list detailed information, such as licensing or social security numbers, as part of the online application process. Many organizations request this information to perform background checks. It is important to weigh such an endeavor: With the growing amount of identity theft, can you be positive that your site is secure? Why collect this information at the time of application? It might prove best to wait until you are certain you even have an interest in the applicant. There is also legislation in the works in several states to curtail the amount of personal information given out online, due to rising identity theft and privacy issues.

Cell phones and e-mail

Treos, BlackBerrys and other wireless devices allow the recruiter to remain accessible on the road. Some systems even have recruiters rotate “cell call,” making it possible for candidates for selected positions to reach a recruiter at all times. This can be a boon in terms of access, but use it carefully. No one should be on call 24 hours a day; it is important to have down time. Access for high-level candidates may be a great idea, but providing a cell phone number to each and every applicant is a recipe for burnout.

It is wonderful to have an electronic way to reach managers and prospects with a few keystrokes, and this can be a great time-saver. Do not forget, however, that there is no substitute for face time with managers and your best candidates. Use visits to units or departments for which you are responsible to get updates, connect with staff and management, and make yourself the visible face of recruitment. Personal meetings with department managers should be a planned part of your daily schedule.

Time management

All this time-saving technology seems to have us working harder than ever! Look at the resources at your disposal and use them wisely. Set blocks of time in your calendar to conduct interviews, make cold calls and follow up with candidates. Assign time to return e-mail and phone calls so that all your day is not consumed by this administration.

If you lack support, document the cost inefficiencies of doing things that could be better done by an assistant, such as assembling orientation packets or getting mailings ready. You may be able to make the case for hiring on support staff. If, however, you cannot add resources, think about using hospital volunteers, or taking on a human resources intern from a local high school or college.

Evaluate the number and types of meetings you attend each week. If there are multiple recruiters in your facility or system, perhaps you all can share the responsibility for attending them. If you use this strategy, be sure to build in time to debrief other recruitment team members after such meetings. When you are the solo recruiter, have a discussion with your boss and key stakeholders about the meetings that are crucial, and those that can be dropped. Remind them that you are most productive to the organization when sourcing, interviewing and hiring candidates to fill existing needs.

Extend time-management consideration to candidates, too. When you bring someone in for interview, create “one-stop shopping.” If they seem qualified, ensure the hiring manager has time to meet them after you do, and provide a tour while the candidate is at the facility. If the applicant is there to interview with two managers, set up both meetings for the same day, and ensure both managers are aware that the other is also interviewing.

For star candidates, work out a strategy to make offers on the spot, and offer to set up their appointments for physicals and orientation on the same day they meet with you. Set expectations for all candidates if you cannot make on-the-spot hiring decisions, or if the candidate is one of several under consideration for a particular position. Provide the candidate with a timeframe for when they will be contacted, and be sure to follow up in a timely manner.

Closing the deal

Many recruiters are asked to facilitate final job offers, and closing the deal is one of the most crucial responsibilities. More and more, recruiters are up against other sales pitches, with the market tilted in favor of health care candidates. When you screen and interview candidates, listen carefully for areas where they show heightened interest. Each person interviewing has some reason to seek another position, and you should be on the lookout for those reasons and their underlying drivers.

If, for example, a candidate expresses concerns about unhealthy work environments and they are considering a post with one of your most stable units, be sure to accentuate the stability and camaraderie of that unit. If the candidate mentions the desire to return to college for an advanced degree, be sure to include a synopsis of your tuition reimbursement benefits as part of your close. If daycare is an issue and you have a pertinent benefit there, you should mention it.

Too often managers and recruiters allow salary to be the only deciding factor that prevents a close. It is human nature to angle for as much of a pay increase as possible when changing positions. But unless your facility is paying seriously below market value, salary should rarely be the main reason someone turns down an offer.

Networking and communication

The recruiter is the ambassador of the facility or system, both internally and externally. It is crucial that you make time in your schedule to attend local recruitment events and meetings as well as national conferences. Make sure your boss sees the validity for attending such events by providing a short synopsis of meeting highlights. If there are topics pertinent to a certain clinical area, be sure to copy that manager or director on those notes.

As you read relevant articles in journals or other publications, bring them to the attention of your key stakeholders. This can elevate your reputation and standing as the recruitment expert, and alert your constituents that you are doing more than going through the motions in your role. If you have a difficult manager or director, these strategies can prove especially useful in breaking down barriers and increasing positive communication.

Invigorating the basics

Look at your current work style and determine where you can improve processes and your own performance. Start with the basics and give yourself credit for what you are doing well. If you are one of a recruitment team, communicate often and mentor to increase performance of the entire team.

If you need training or an objective third-party evaluation of how you might become more effective, contact your Bernard Hodes Group office or the Health Care team at 800-582-4668. You can also e-mail us at healthcare@hodes.com. Our Health Care Division experts will be happy to provide education, process assessments and strategies that will make your work easier.

 

RecruitingRx

RecruitingRx places an experienced health care recruiter in your staffing department. That professional can then tackle numerous recruiting tasks for you, from sourcing, screening and interviewing, through conducting background checks and extending offers. With the RecruitingRx solution, we can also: assess your recruiting process and make recommended improvements; affect change implementation; lend technologies support, and conduct metrics benchmarking. 

For more information, please contact Steve Mitchell, vice president, Hodes Health Care Division, at 978.263.6695 or via e-mail at sgmitchell@hodes.com.