| iting enough people, and the right people, is an | | | | under their belt. Unfortunately, most of these |
| ongoing challenge in healthcare. The demand for | | | | individuals are poorly trained in management and |
| healthcare recruiting and staffing is high. Moreover, | | | | develop on the job into mini-dictators with huge egos |
| there are strategies used in healthcare recruitment to | | | | who simply do not know how to motivate, challenge, |
| acquire business advantage. | | | | or excite others. By then, you should develop a bad |
| 1. Expect Competition | | | | manager identification program and then either fix or |
| A world-class employee referral program is the | | | | replace poor managers before they drive double-digit |
| weapon of choice, followed closely by a managed | | | | turnover. In addition, tie their pay to their |
| employer brand and make effective local | | | | performance as managers. |
| advertisement on your number-one recruiting | | | | Benchmark the very best retention programs, both |
| approach. Led by a courageous, well-trained recruiter, | | | | within and outside of healthcare, and then develop |
| a promoting strategy can draw away poorly treated, | | | | your own. It should identify the designated person |
| high-caliber talent from local competitors. It is time to | | | | who is at risk of leaving and develop a program to |
| admit that the real reason why most shy away from | | | | rapidly share internal best practices in the area of |
| poaching is not ethics, but rather the all-out war for | | | | retention. |
| talent. Competition for talent is visibly arises. Focus on | | | | You should not quantify the impacts of bad |
| active candidates rather than employed with | | | | management. Managers at all levels fail to pay |
| top-performing passive candidates. | | | | attention to recruiting and retention primarily because |
| 2. Utilize Best Management Practice | | | | they underestimate the financial damage that lacking |
| Most healthcare organizations make only a minimal | | | | performance in these two areas can cause. Minimize |
| effort to build their name as a good place to work. | | | | the damage done by long position vacancies by |
| Without having an image of excellence, current | | | | beginning the recruiting process long before a position |
| employees see no real reason to stay for that | | | | becomes vacant. Identify potential candidates prior to |
| recruits see no differentiation between their current | | | | an open requisition and use the extra time to assess |
| situation and that your organization can offer. Do an | | | | them and build long-term relationships with them. |
| inventory of your best management practices and | | | | Have a strong candidate pool and talent pipeline for |
| people programs and create utilization of best | | | | every mission-critical position. |
| management program to spread the word in local | | | | 5. Upgrade Referral Program |
| and industry publications. In addition, it is essential to | | | | Benchmark the best practices in high-tech and utilize |
| get on both local and national best-place-to-work lists | | | | them to dramatically upgrade your referral program. |
| to further enhance your image. | | | | Then drop all of the silly rules and administrative |
| 3. Metrics Practice for Labeling Excellent Performance | | | | regulations that routinely kill referral programs. Impose |
| Talent management is a science not an art. | | | | new regulations of measurement that will reward |
| Developing and maintaining excellence in recruiting and | | | | managers and departments for referring excellent |
| retention are impossible without the extensive use of | | | | candidates. |
| metrics. Integrate great metrics into everything you | | | | 6. Eliminate or Even Cast Out Weak Strategic |
| do in talent management. Employ strategic metrics to | | | | Recruiting Plans. |
| identify what works and what does not work. Make | | | | Less than half of the healthcare recruiting |
| being a metrics fanatic an absolute requirement for | | | | departments have a recruiting plan that is actually |
| anyone to be considered for hire or promotion within | | | | used to make resource allocations in recruiting. There |
| Human Resources. | | | | must be a clearly defined strategy for a recruiting |
| 4. Good Program Resolving Unqualified Employees. | | | | department to be successful. The strategy must be |
| Too many healthcare organizations put doctors in | | | | written up and distributed to everyone within Human |
| management roles simply because they have the | | | | Resources Department. Processes must be |
| credentials required to actually carry out the | | | | developed so that the recruiting department allocates |
| organizations charter and often have more education | | | | its time and budget in line with the corporate goals. |