November 14, 2024 • 25 mins
What if revolutionizing recruitment could redefine healthcare staffing? Join us as we promise an exploration of a groundbreaking partnership between Comer Children's Hospital and Human, a leading recruitment process outsourcing firm.
Learn how embedding recruiters within the hospital's culture has fostered a seamless integration, creating a sense of unity that transcends traditional hiring practices.
We take a deep dive into the transformation of nursing recruitment strategies, shifting from outdated extern programs to dynamic intern initiatives that appeal directly to nursing students.
➡︎ View the UCM+Hueman Partnership Case Study
Leading not-for-profit, academic medical center with Comers Children’s Hospital, outpatient clinics, and physician practices throughout Chicago and its suburbs.
➡︎ 12,000+ employees with 1,000+ beds
➡︎ Partners since 2016
➡︎ 4,500+ hires/year
➡︎ 29 Hueman recruiters and onboarding specialists
➡︎ Onboarding and Leadership Recruitment
➡︎ 57% decrease in travelers
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➡︎ Free Handbook For Strategic Healthcare Recruitment
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Derek Carpenter (00:02):
Jeff, I appreciate you being here and
appreciate all of you forsitting and listening and
hopefully there's somethingvaluable that you can take away.
So we'll start withintroductions.
Why don't you kick it off?
Jeff Murphy (00:12):
Jeff Murphy.
I'm the vice president of ComerChildren's Hospital, which is
part of UChicago Medicine.
We like to call ourselves afree-leaning children's hospital
.
We're technically in afreestanding building, but we
are not freestanding, so we arepart of the larger adult
enterprise.
I've been there for about sixyears and over the Children's
Hospital for about five.
Derek Carpenter (00:27):
My name is Zach Coffey.
I'm vice president of strategicpartnerships at Human.
So Human, we're a recruitmentprocess outsourcing organization
.
I've been there for almost 10years, Excited to be here, and
just a quick overview of Humanand what we do before we dive
into how we work with Comers andthe impact we make there.
Our RPO Recruitment ProcessOutsourcing is our largest
(00:51):
service line within ourorganization.
Rpo essentially for anyone notfamiliar is when a talent
acquisition team outsources anypiece of their talent
acquisition function to anoutside vendor, when they
outsource recruitment processoutsourcing.
To us, it can look different, itcan be different shapes and
sizes, from one full-timededicated resource to enterprise
(01:14):
outsourcing.
And so we look at five keyareas and you see them here the
people, the process, technology,digital recruitment, marketing
and reporting.
So for us, it starts withdedicating our recruiters to our
partners.
So I was a recruiter when Istarted here and my email
address came from my partneremail, my LinkedIn, my phone
(01:35):
number everything looked like Iwas a thousand miles from from
where I was, but I.
But the most important thing isI really understood the culture
of my partners and and it'sextremely important and the only
way to do that is to dedicatethose resources.
Those resources are managed aswell.
So a lot of eyes and ears and alot of thought and hands that
(01:55):
are touching the partnership.
Second piece is the process.
So we are not a group thatdictates the process or says you
have to do this this way orthat way.
So we learn your process andthen, Jeff, as you'll talk a
little more, we adapt with youwith those processes and make
recommendations to streamlineand increase efficiencies there.
In the technology, we work ninetimes out of 10 in our
(02:18):
partner's applicant trackingsystem we work with technologies
that they use, but as anorganization we are
intentionally technologyagnostic and we start to bring
technologies where they canreduce a recruiter's
administrative burden,ultimately provide more
throughput through that TAfunction in that system.
Recruitment marketing is a hugepiece.
So we as an organization areabout 500 employees and about 40
(02:42):
folks there are on our digitalrecruitment marketing team.
They're a huge piece of oursolution and they are the folks
that know how to play nice withthe Googles and the Indies of
the world and go out and findcandidates to fill open
positions.
We bring the strategy as wellas the budget, and so they're
just an amazing team in the workthat they do.
I'm sure we'll talk a littlebit about that.
(03:04):
And then the last piece is thereporting.
So I'd love to take anyonethat's interested through one of
our Power BI dashboards andreally let you know hey, this is
what you see when you partnerwith human, and you're never
going to not know what's goingon.
And so reporting is a hugepiece, is a huge piece, and so
(03:26):
when you take these five keyareas and you say, hey, we want
to apply our solution to ourpartners, what you get are
really holistic, transformativeresults when it comes to talent
acquisition.
And so I know, when I'm lookingout at all of you, that you're
saying I have nothing to dodirectly with talent acquisition
or HR, and we understand that.
However, you are the end usersand it does impact you when you
(03:48):
don't have staff or you'reworried about patient care, all
of those things.
And so, Jeff, I'll kind ofstart there.
So, when you think about thesefive pillars and the five things
here, what would you say arethe most effect or the most
impactful for you from aday-to-day perspective in your
(04:08):
role as a CEO?
I think, for us.
Jeff Murphy (04:11):
It was really around the people, like always
the people number one and thenthe process.
And that's not because it's thefirst two, but I think the
people especially.
I was telling Zach that I wentto look up one of the recruiters
the other day in our directoryand I forgot oh, they don't
actually work for us, they workfor a different company and so
they really are embedded in ourgroup and really part of the
team.
And we've done a great job ofmatching recruiters to managers
(04:32):
and they've always not beengreat matches.
When they're matches that theydon't quite sync, we make
changes and I think that's onething that you guys are great
about is finding the rightrecruiter for the right manager
so they learn what they'relooking for, they learn the ins
and outs of their unit.
They're able to glean someinsight for us when we're trying
to figure out why we're havingrecruitment challenges.
And then the process, and thisactually evolved for us a lot
(04:53):
over the last three years.
As we came out of 2021, we werefacing a fair amount of
recruitment challenges, whichisn't new, but was new for us.
We are a union shop and paywell and think we have the best
staffing in the world, and so wehave not ever really struggled
recruiting nurses and we werewhich took us a bit to adapt to,
and so, between our nurseexecutive team, our human
(05:15):
partners and our human resourcesgroup, we were able to put a
weekly meeting on the bookswhere we got information that we
had no idea prior to.
So some of our managers' habitsaround recruiting and hiring
and interviewing things that wedidn't have great insight to we
were learning in a weeklymeeting.
We're able to go back andcourse correct.
(05:37):
I think we recognized earlier onthan perhaps some of our
frontline leaders that we werenot in control of the market
anymore, and so we were going tohave to change and be different
and, like we've heard throughthis entire conference, as
meeting people, we need tochange and meet people where
they are.
We need to be more creative andflexible.
Some of our managers reallystruggled with that, and our
recruiters had been trying topress that message forward, but
it wasn't getting through, andso this change in process
(05:57):
allowed us to really literally,we sat down and looked at every
single interview, every offerthat was made.
If the manager said theyweren't going to recruit the
person, why we're able to say agood fit isn't a good reason
anymore.
We need actually more than that, and so we're able to make a
lot of progress, you know, justby that little change in process
.
Derek Carpenter (06:15):
Sure, so talk to me a little bit about and I'm
spitballing here actually sotalk to me a little bit about
just the trust and building thetrust between an.
Why are we doing all of thesethings?
Right?
Jeff Murphy (06:33):
Yeah, some of our managers who've been with the
organization for a long timereally struggled with this idea
that you don't have to be anurse for 20 years to work in
the PICU or in the surgical ICU,that we need to take some of
that off and move to a morecompetency-based model.
People really struggled withthat and the recruiters were
really trusted messengers.
When they were working withmanagers.
That may have been a little.
First of all, they were sayingwhy are you all of a sudden
(06:54):
involved in this?
Why are you calling me aboutthis offer that I didn't make to
the candidate?
They helped kind of moderatesome of that messaging and I
think they have great success.
I was telling Zach earlier Ilooked at our PICU manager
statistics.
Now I didn't know the statbeforehand but his time to fill
(07:15):
is 21 days for a PICU nurse,which on the national average is
90 days.
I didn't know any of thesestats existed but like that's
the kind of result that isimpactful for the managers
they're feeling like they'regetting the right candidates in,
so they're not wasting theirtime.
Derek Carpenter (07:24):
So True, yeah, so how?
I guess what?
What was the change there withthe hiring managers?
And in order to say, I know yousaid, hey, listen, maybe we
change these experiencerequirements or maybe we not
being a good fit is no longer anexcuse, right, but what were
some of the other majorobstacles you had to overcome
there?
Jeff Murphy (07:44):
I think some of that was just, you know, forcing
people's hand to be honest withyou, but we've seen.
You know, there was big worries.
We're going to hire people andwe're going to have to move them
out of roles and althoughthat's happened, I don't I mean,
I don't have any statisticsbacking up, but I don't think
it's at any greater degree thanit was.
We're not getting bad peopleinto positions, and as an
organization we've tried topivot a little bit to say if
this isn't the right fit for you, where is the right fit for you
(08:05):
?
Within the organization, wemade some other changes that
were really designed to helprecruitment around.
We've always had a nurse externprogram.
That was great but, like we'vetalked about many times this
week or these two days already,it's, you know, you got to hook
them early and you got to reallyhook them, and so we developed
an extern program that we calledit an intern program, where you
(08:27):
are recruiting people aftertheir first year of nursing
school.
We're paying for their lastyear of nursing school in
agreement that they will comeand work for us afterwards, and
so that means that the managershave to schedule them over the
course of a year for a day hereand there to work, and it really
was based on what they neededand what they could do, but it
allowed us to in our areas wherewe have long orientation the
operating room, the PEDS ICU,the neonatal ICU to really get
(08:48):
them orienting a year beforethey're done with school.
It was a big investment for theorganization but very
successful.
And then we one of the shiftsthat we made was around our BSN
requirement.
We had for the longest time,you know, not even entertained
interviewing ADN nurses becauseof our magnet requirements, and
I've always had a little bit ofan issue with that.
And when I came to theUniversity of Chicago I
understood why.
(09:08):
And that's because we couldn'trecruit anybody from our
community.
So we had trouble recruitingnurses that looked like our
patients, talked like ourpatients, had the same
experience our patients did,because all those folks had ADN
degrees and that was a detrimenton so many fronts.
And so we I will give our CNO atthe time credit she was able to
get the organization to agreeto we will hire and pay for them
to go back and get theirbachelor's within 30 months.
(09:29):
That's part of the deal to comeand work for us.
Now we learned telling a singlemom of three that she also has
to finish a bachelor's degree in30 months isn't quite the win
that we might have thought itwas.
So we had to pivot a little bitand figure out how to support
those individuals, but it's beensuccessful.
We've had over 100 folks gothrough the program, when most
of them have been successful,and so those were the kind of we
threw it all at the wall atonce, which got a lot of
(09:51):
questions from our managers.
It got some questions from ourfinance team around.
You know why are we doing allof this at once, and I think
that's what made us successfulis being able to do everything
you know to kind of get over thehump.
Derek Carpenter (10:01):
So yeah, talk to me about the financial impact
of that right.
Jeff Murphy (10:05):
You know it's interesting.
I was telling Zach earlier ifwe were to propose all these
things today, I'm not sure thatwe would have as much luck
getting them pushed through aswe did two years ago.
But it's a good example.
I tell leaders all the timethis is why you spend your
career building politicalcapital, because at the time the
individual pushing this throughhad a tremendous amount of
political capital that theyexpended on this and so.
But I think we're seeing ouradult hospital maybe last month,
(10:28):
you know, celebrated a yearwith no agency and no contract
folks in any of their inpatientareas, which is unheard of for
us as an organization.
In the children's house we'redown to, I think, five contracts
which will age out in April.
And now we're seeing in theareas that do have contract
labor like what the tremendousfinancial impact difference is
in those areas.
And you know some of thechanges that we've all talked
(10:49):
about per diem, staff registrystuff, all those things that you
can help support that weremaybe not part of our old
mindset, because it's more work,those have made tremendous
impacts, financially, I mean,and a time to fill of 20 days,
and that alone is, I mean Ican't even put a number on how
much money that saved us.
Derek Carpenter (11:03):
Sure right, and that contract labor is
expensive.
Yes, it is expensive.
Talk a little bit about theculture impact of reducing that
traveler and contingent laborforce.
Jeff Murphy (11:14):
You know it's interesting.
You know some of this, as we'veheard before, you know, at
several presentations sincewe've been here, this is a lot
more work for the managers,right, like what all of these
things we're doing are a lotmore work for the manager.
So yesterday, when we werelistening about the year of the
manager, I was like we have gotto take that and put it into
place, because all of thesethings are more work for them
and I don't know that we've donea great job supporting them as
(11:35):
much as we could to do some ofthis.
Now, they've been great because, ultimately, what does the
manager want is a fully staffedunit where they're not calling
everybody on a Saturday at 6 pmtrying to get people to work.
That's the win, right?
That's the win for thefrontline leaders, and so I
think that allows us to buildbetter culture.
You build better culture.
You know it's tough to makegreat change when you're
profoundly understaffed.
It's just hard to move peopleforward.
So I think being able to fixthose things first allows you to
(11:57):
engage folks to do the stuffthat they all want to do, that
we all want them to do.
Derek Carpenter (12:01):
Sure, yeah.
So as you think about kind ofyour priorities, whether it's
talent acquisition when youthink about 2025, knowing that,
hey, contingent labor isn't abig issue and you think about
some of these changes that stillneed to be made, what's the top
of your priority list as itrelates to staffing?
Jeff Murphy (12:19):
I think for me, especially in our areas that
have been chronicallyunderstaffed for the last three
years, like getting people thetime off that they've wanted to
have, getting our managers thetime off that they wanted to
have, allowing people toparticipate in committees and
extracurricular work that theywanted to do that we haven't
really been able to do forstaffing, or they've had to do
it above their FTE.
Like allowing people toparticipate in those kinds of
(12:39):
things for their growth, for theorganizational benefit.
That's what I look forward toin the coming year.
Well, jeff.
Derek Carpenter (12:45):
I kind of want to go back to some of those
major process changes that youmade.
Can you talk to me about someof the most difficult ones, or
the toughest pills to swallowfor some of your managers?
Jeff Murphy (12:57):
I think it was that .
You know, it was interesting.
We just didn't know some of thedecisions that were being made,
and I don't know that we didn'tknow, we didn't know.
And when we got together forour first weekly recruitment
meeting and they started runningthrough, we were all just kind
of staring at the Zoom screenlike whoa.
You know, we took peerinterviewing off the table
initially, which caused atremendous outcry from the
(13:20):
leaders, and so we said you knowwhat, if you could do it, you
got to do it.
But we told people if you havea candidate, you have to make an
offer before they leave thebuilding, like you can't let
people out the door.
Because we were finding we werelosing candidates in a day.
You know they were being suckedup by other organizations and
so, getting managers to be ableto commit, trusting their peers,
we told them if you can't dothe interview, you need to find
a friend that can and you needto trust their judgment.
(13:40):
So find somebody that you trust.
That was really tough forpeople to not be able to be part
of that decision.
It was really tough for peopleto adjust to that.
The idea that you know, allthese experience requirements
that we had in place that we'venow seen.
Really they didn't get usanything.
I think what we've lost on theback end is a tremendous amount
of knowledge in nursing that youknow the folks that retired
took with them when they leftand there's no way to get that
(14:02):
back.
Requiring experience doesn'tget us that back, and so I think
but although I was having aconversation with a PICU nurse
before I left on Thursday andshe said, can you please stop
recruiting new grads?
Can you find some PICU nurseswith experience?
And I said those people do notexist for the 500th time.
So I think people still areyearning for this old way.
That just doesn't exist.
We're still, you know.
So I think those are the thingsthat are tough for people that
(14:24):
have been at it.
And then one of the things thatI didn't think we would
encounter, or I hadn'tanticipated, was we're getting a
lot of why did these people getit when I didn't Like I didn't,
I didn't, I had to really workhard when I was first a nurse?
Why do these people geteverything?
Derek Carpenter (14:37):
And I don't have a good answer for that
other than so what's yourresponse now If you get asked
that question do you want astaff unit or not?
Jeff Murphy (14:46):
There's.
You know, understood?
Yeah, I I struggle a little bitwith that question because the
you know, times change andthey're different and you know
the old way wasn't the right way.
The way we did it wasn't theright way.
It didn't support people, itdidn't support the organization.
So you're hearkening back, forthose times is not where we
should be.
You know, we should have alwaysbeen meeting people who are
there.
We always should have beensupportive of people, and so I
don't think saying you didn'tget that is a good argument.
Derek Carpenter (15:09):
Talk, talk a little bit.
Um so, something human we wereally pride ourselves on
finding the right candidates forour partners and, um, something
that we're very proud, and Itout, is a 1.7 to one interview
to hire ratio across all rolesat our organization.
Um, what's the impact ofbringing in a bad candidate?
And I'm sure, I'm sure thathiring managers that that was a
fear, right?
Yep, it was a, it was a bigcandidate and I'm sure, I'm sure
(15:30):
that hiring managers that thatwas a fear, right, yep.
Jeff Murphy (15:34):
It was a, it was a big fear, like we're moving the
process too fast.
What if we bring in people thataren't a right fit for the
organization?
What if we bring in people thataren't qualified?
In some of the way we mitigatedthat was they're only seeing
candidates that were at leastqualified for the job and, you
know, weren't overtlyproblematic, and I don't think
we've had many slip through.
To be honest with you.
I think that and people seem tohave gotten past that People can
(15:56):
see that we're, you know, theirtime is being used, is used.
You know what's telling us?
That we don't ever talk aboutrecruitment until we're talking
about recruitment because it's aproblem, right?
We're not generally talkingabout it when things are going
well and the managers are thesame way, it falls to the bottom
of their priority list often,and so having a recruiter that
is keeping them on track is, youknow, escalating things when
they need to be escalated, isreally imperative to ensuring
(16:18):
that they step the unit.
A month can go by reallyquickly and then you're, you
know, behind the eight ball.
It happens to all of us, and soI think that partnership and
finding a good recruiter thatmatches up with that manager so
they can kind of ping them inthe ways they need to be pinged
right send them the people theywant to be sent.
Derek Carpenter (16:33):
That yeah, well , that's it right, that
relationship piece and umconstantly refining.
What do these candidates looklike?
Uh, who are you looking for?
Right, there's?
There's the UCM and thecommerce culture, but there's
also a culture of that unit, ofthat hiring manager, and so it
it's.
It's so important, um, I had areally great question, jeff and
I, and I just slipped my mind.
Jeff Murphy (16:53):
Oh, I remember yeah .
Derek Carpenter (16:56):
I'm ready for you to rock this one.
So we talked outside a littlebit about just those weekly
meetings and you mentioned themseveral times here.
Could you kind of back up and Ilove to give something tactical
right as we think about thoseprocess changes and some of the
impactful changes that you made.
You mentioned those weeklymeetings as being kind of that
sounding board and that point tosay what's happening.
(17:18):
Let's take a look at all thesecandidates that that move
through.
Could you just kind of give usa real life example of, hey,
this is what these weeklymeetings look like.
These are the things that wechat about, whether it's
managers, whether it's therecruitment team.
Kind of talk us through that.
Jeff Murphy (17:33):
So you know it starts with a high-level summary
.
These are the number ofinterviews that were completed.
These are the number of offerswe made.
Here's what's still pending.
You know any candidates thatsaid no to us.
We wanted to know specifically,was it around pay?
Because we were able to makesome you know market adjustments
as we needed to.
Was it around?
You know culture, things likethat we were able to pick out.
It was interesting.
We were able to pick out somepeople that were up for
(17:54):
interviews and our peoplestrategy people were like I know
that person, they've been herebefore, let's get them off the
list.
We avoided some of that and thenwe looked at specifically if a
hiring manager said no to acandidate, specifically why.
And you know our managers, likeeverybody else in the world,
when you don't think anyone'swatching, you give the easy
answer not a good fit.
You know lack of detail.
(18:15):
So we ended up having to pressthe managers on.
We're not going to tell you tohire someone that you can't,
don't think could be successful,but you need to give us a
little better reason why.
You need to be able toarticulate why.
You know we caught some thingsthat were probably not quite as
legal as they should be around,why folks were saying no to
candidates.
So we're able to do someeducation and course correction
on that.
But that's a level of detailthat I don't think, even in my
(18:36):
own areas, I ever was payingthat much attention to, because
it takes a fair amount of timeto gather all that information.
And so it was really helpfuland allowed us to.
You know, we were saying wewant to be different, we want to
meet people who are there, wewant to be new, and we were
saying that message but itwasn't necessarily getting the
practice of our managers, and sothis allowed us to pick out the
folks that were stillstruggling, the individuals that
(18:59):
were kind of, you know, usingold practices, and be able to
target information to thoseindividuals.
And there were some recurrentindividuals that came up often,
but it was.
It truly was how we still dothem.
We still do them now, we dothem every other week now, but I
don't think any of us arewilling to let it go.
Derek Carpenter (19:15):
Are you still making process changes?
Are you still adapting things?
Jeff Murphy (19:18):
I'm trying to think if we made you know, for a long
time those Monday meetingsstarted with our previous CNO
saying, okay, I have a crazyidea, Just hear me out, and it
would turn into this, you know,we'd implement some new process.
We haven't had much of that,you know, because we're kind of
at a.
We're at a, you know, a littlesteadier state, so.
But I think the meetings keepus, keep the option open.
Derek Carpenter (19:38):
I do have a question, kind of for everybody
in the room.
So by a show of hands, how manyfolks are making offers
immediately after an interviewto clinical staff?
One, two, three, four, five,okay, a few.
So obviously there's going tobe pushback there, right, and so
you, you mandated it.
Um, what?
(20:00):
What other things did you getthe most pushback on, would you
say, when it came to changes,the?
Jeff Murphy (20:04):
experience from our like, from our critical care
areas.
That's probably the number onepiece of pushback we got.
It's interesting because whenwe dug into it it's not really
based on any evidence.
It's just the way we've alwaysdone it.
For such a science-basedprofession, we do some things
that are just not illogical orbased on any sort of science,
and so that was probably thebiggest pushback, especially if
(20:24):
you had a manager who'd been inthe role for 10, 15 years,
especially in an area that hadnot ever had recruitment
challenges, like our surgicalICU, like you couldn't get a job
there for anything for many,many, many, many years, and so
for that manager to then have tohire an inexperienced nurse was
like the end of the world forthat person, and so some of it
was around.
That's a real problem we need toaddress, like we need to help
(20:46):
that person through that.
But even in our areas that werechronically understaffed in our
pediatric ICU we still saw somebullying of people that were
inexperienced that we had toaddress because they didn't feel
like they should be there,which is very odd for our
profession that you're soshort-staffed but we're still
pushing people in the role.
So that was the number onething.
And then trusting your peers.
(21:07):
The idea that someone elsewould hire for a manager was
like an obscene statement thatthey could not wrap their heads
around and in the end I don't.
I don't think we've had anycandidates where a manager said
that person made a bad decisionfor me.
They got to find that bestfriend at work that they can
lean on to make that decision.
Sure.
Derek Carpenter (21:24):
So we have close to five minutes left and I
want to save some time forquestions.
We have you here, jeff, that Iknow can give some great answers
.
But as we start to think aboutyour career and obviously you
are a very bold leader right,you're going to tell folks what
(21:44):
they may not want to hear.
Right, and you're going to behonest with them.
You look at data and you lookat all of those things.
What has been the key to yoursuccess as a leader?
Jeff Murphy (21:54):
I think that changes over time.
Right, I will say currently,you know, probably maybe four or
five years ago, I had somegreat advice from a mentor that
was like, really centered onhumility and, you know,
approaching our work from a veryhumble place, and I work with a
group of six nurse executiveswho are we all one?
Many of us have the samebirthday.
We're all born in the sameseason.
(22:15):
It's very weird, but we reallyall function with this same kind
of mentality.
So we've been sending thismessage for the last five years
around humility and being humble, and the rewards from that have
been amazing.
Like it allows you to build ateam that will support you
through anything, and so I don'tknow that.
I knew that when I was ayounger leader, and so we were
trying to give that message.
It's, it is a much easier wayto live your life, it's much
(22:35):
easier way to do your work, andso I'm going to attribute my
success to the people that Ihave the chance to work with
that really foster and hold youup, look at you and humble too.
Derek Carpenter (22:45):
Yeah, jeff, why don't we talk about you know
about technology a little bit aswe think about technology,
marketing, the reporting, all ofthose things?
Are there any tools, datapoints, anything that you're
going back to with managers andsaying, hey, we have to make a
TA change because of X, y or Z?
And here's the evidence.
Jeff Murphy (23:05):
That we have not traditionally done.
Interestingly, some of the datathat's available I just learned
.
I was trying to make a case forsomething else and so I was
trying to demonstrate that themanager had done all they could
do and we still needed a fewagency nurses, and so some of
the data that I got I didn'teven know we collated.
So I'd asked for all the timeto fill for all my areas so we
(23:30):
could create that we shouldmonitor, you know, because we
I'm sure I can see it now If youhave a manager who's struggling
, their time to fill is going tostart increasing because
they're overwhelmed.
Like it's a leading indicatorfor kind of how they're doing
the work and how they're goingto be successful.
And so I've been putting somethought into how do we look at
that across the organization.
And really I think we're luckyenough that we have great
recruiters, great HR partners,that they're distilling all of
(23:53):
this data down to what we needto know.
But it makes me think are thereother things we should be
asking for?
Sure.
Derek Carpenter (23:59):
So, as you think about going back to your
team, right, if this wassomething that you were having
to do today, right, maybe youwent somewhere else and you said
, hey, I need some help on a TAside.
What would be the conversationsthat you would start to have to
say, hey, this is what needs tobe done.
And who would you have thoseconversations with?
Jeff Murphy (24:15):
That's a good question Stumped you.
There we go.
You know I was.
I was thinking back to, likethe previous.
You know we've struggled.
You know I guess you take forgranted what's working well and
we haven't really struggled withrecruitment.
You know, since I've been atthe university of Chicago, I was
thinking back to previous roleswhere we really did struggle
with getting the time commitment.
So I think that's the piecethat I would sell.
(24:37):
It has been a bit hands-off forus.
Even when I was a director andwas helping with recruitment, a
lot of this stuff just happenedautomatically.
We don't have the resourcesthat we're going to dedicate to
that as an organization, and sothat's where I would start.
It really is a time saver forfolks.
And when you, you know I don'tknow how you quantify getting
the right candidates in front ofthe managers, but there's some
serious time lost and some, youknow, financial implications.
(24:59):
I don't know how you quantifythat.
You all probably could do that.
I'm sure that's here, but youknow that's the benefit.
The fact that we haven't talkedabout it is, you know, an
indicator to me that it's not ahuge problem because that's
generally.
You know, yeah, we're out oftime.
Derek Carpenter (25:12):
Can you believe that?
I can.
You told me it's going to go byfast.
It's going to go by fast, itwent by fast.
Thank you everybody.
We appreciate it, thank you.
Jeff, I appreciate you being here and
appreciate all of you forsitting and listening and
hopefully there's somethingvaluable that you can take away.
So we'll start withintroductions.
Why don't you kick it off?
Jeff Murphy (00:12):
Jeff Murphy.
I'm the vice president of ComerChildren's Hospital, which is
part of UChicago Medicine.
We like to call ourselves afree-leaning children's hospital
.
We're technically in afreestanding building, but we
are not freestanding, so we arepart of the larger adult
enterprise.
I've been there for about sixyears and over the Children's
Hospital for about five.
Derek Carpenter (00:27):
My name is Zach Coffey.
I'm vice president of strategicpartnerships at Human.
So Human, we're a recruitmentprocess outsourcing organization
.
I've been there for almost 10years, Excited to be here, and
just a quick overview of Humanand what we do before we dive
into how we work with Comers andthe impact we make there.
Our RPO Recruitment ProcessOutsourcing is our largest
(00:51):
service line within ourorganization.
Rpo essentially for anyone notfamiliar is when a talent
acquisition team outsources anypiece of their talent
acquisition function to anoutside vendor, when they
outsource recruitment processoutsourcing.
To us, it can look different, itcan be different shapes and
sizes, from one full-timededicated resource to enterprise
(01:14):
outsourcing.
And so we look at five keyareas and you see them here the
people, the process, technology,digital recruitment, marketing
and reporting.
So for us, it starts withdedicating our recruiters to our
partners.
So I was a recruiter when Istarted here and my email
address came from my partneremail, my LinkedIn, my phone
(01:35):
number everything looked like Iwas a thousand miles from from
where I was, but I.
But the most important thing isI really understood the culture
of my partners and and it'sextremely important and the only
way to do that is to dedicatethose resources.
Those resources are managed aswell.
So a lot of eyes and ears and alot of thought and hands that
(01:55):
are touching the partnership.
Second piece is the process.
So we are not a group thatdictates the process or says you
have to do this this way orthat way.
So we learn your process andthen, Jeff, as you'll talk a
little more, we adapt with youwith those processes and make
recommendations to streamlineand increase efficiencies there.
In the technology, we work ninetimes out of 10 in our
(02:18):
partner's applicant trackingsystem we work with technologies
that they use, but as anorganization we are
intentionally technologyagnostic and we start to bring
technologies where they canreduce a recruiter's
administrative burden,ultimately provide more
throughput through that TAfunction in that system.
Recruitment marketing is a hugepiece.
So we as an organization areabout 500 employees and about 40
(02:42):
folks there are on our digitalrecruitment marketing team.
They're a huge piece of oursolution and they are the folks
that know how to play nice withthe Googles and the Indies of
the world and go out and findcandidates to fill open
positions.
We bring the strategy as wellas the budget, and so they're
just an amazing team in the workthat they do.
I'm sure we'll talk a littlebit about that.
(03:04):
And then the last piece is thereporting.
So I'd love to take anyonethat's interested through one of
our Power BI dashboards andreally let you know hey, this is
what you see when you partnerwith human, and you're never
going to not know what's goingon.
And so reporting is a hugepiece, is a huge piece, and so
(03:26):
when you take these five keyareas and you say, hey, we want
to apply our solution to ourpartners, what you get are
really holistic, transformativeresults when it comes to talent
acquisition.
And so I know, when I'm lookingout at all of you, that you're
saying I have nothing to dodirectly with talent acquisition
or HR, and we understand that.
However, you are the end usersand it does impact you when you
(03:48):
don't have staff or you'reworried about patient care, all
of those things.
And so, Jeff, I'll kind ofstart there.
So, when you think about thesefive pillars and the five things
here, what would you say arethe most effect or the most
impactful for you from aday-to-day perspective in your
(04:08):
role as a CEO?
I think, for us.
Jeff Murphy (04:11):
It was really around the people, like always
the people number one and thenthe process.
And that's not because it's thefirst two, but I think the
people especially.
I was telling Zach that I wentto look up one of the recruiters
the other day in our directoryand I forgot oh, they don't
actually work for us, they workfor a different company and so
they really are embedded in ourgroup and really part of the
team.
And we've done a great job ofmatching recruiters to managers
(04:32):
and they've always not beengreat matches.
When they're matches that theydon't quite sync, we make
changes and I think that's onething that you guys are great
about is finding the rightrecruiter for the right manager
so they learn what they'relooking for, they learn the ins
and outs of their unit.
They're able to glean someinsight for us when we're trying
to figure out why we're havingrecruitment challenges.
And then the process, and thisactually evolved for us a lot
(04:53):
over the last three years.
As we came out of 2021, we werefacing a fair amount of
recruitment challenges, whichisn't new, but was new for us.
We are a union shop and paywell and think we have the best
staffing in the world, and so wehave not ever really struggled
recruiting nurses and we werewhich took us a bit to adapt to,
and so, between our nurseexecutive team, our human
(05:15):
partners and our human resourcesgroup, we were able to put a
weekly meeting on the bookswhere we got information that we
had no idea prior to.
So some of our managers' habitsaround recruiting and hiring
and interviewing things that wedidn't have great insight to we
were learning in a weeklymeeting.
We're able to go back andcourse correct.
(05:37):
I think we recognized earlier onthan perhaps some of our
frontline leaders that we werenot in control of the market
anymore, and so we were going tohave to change and be different
and, like we've heard throughthis entire conference, as
meeting people, we need tochange and meet people where
they are.
We need to be more creative andflexible.
Some of our managers reallystruggled with that, and our
recruiters had been trying topress that message forward, but
it wasn't getting through, andso this change in process
(05:57):
allowed us to really literally,we sat down and looked at every
single interview, every offerthat was made.
If the manager said theyweren't going to recruit the
person, why we're able to say agood fit isn't a good reason
anymore.
We need actually more than that, and so we're able to make a
lot of progress, you know, justby that little change in process
.
Derek Carpenter (06:15):
Sure, so talk to me a little bit about and I'm
spitballing here actually sotalk to me a little bit about
just the trust and building thetrust between an.
Why are we doing all of thesethings?
Right?
Jeff Murphy (06:33):
Yeah, some of our managers who've been with the
organization for a long timereally struggled with this idea
that you don't have to be anurse for 20 years to work in
the PICU or in the surgical ICU,that we need to take some of
that off and move to a morecompetency-based model.
People really struggled withthat and the recruiters were
really trusted messengers.
When they were working withmanagers.
That may have been a little.
First of all, they were sayingwhy are you all of a sudden
(06:54):
involved in this?
Why are you calling me aboutthis offer that I didn't make to
the candidate?
They helped kind of moderatesome of that messaging and I
think they have great success.
I was telling Zach earlier Ilooked at our PICU manager
statistics.
Now I didn't know the statbeforehand but his time to fill
(07:15):
is 21 days for a PICU nurse,which on the national average is
90 days.
I didn't know any of thesestats existed but like that's
the kind of result that isimpactful for the managers
they're feeling like they'regetting the right candidates in,
so they're not wasting theirtime.
Derek Carpenter (07:24):
So True, yeah, so how?
I guess what?
What was the change there withthe hiring managers?
And in order to say, I know yousaid, hey, listen, maybe we
change these experiencerequirements or maybe we not
being a good fit is no longer anexcuse, right, but what were
some of the other majorobstacles you had to overcome
there?
Jeff Murphy (07:44):
I think some of that was just, you know, forcing
people's hand to be honest withyou, but we've seen.
You know, there was big worries.
We're going to hire people andwe're going to have to move them
out of roles and althoughthat's happened, I don't I mean,
I don't have any statisticsbacking up, but I don't think
it's at any greater degree thanit was.
We're not getting bad peopleinto positions, and as an
organization we've tried topivot a little bit to say if
this isn't the right fit for you, where is the right fit for you
(08:05):
?
Within the organization, wemade some other changes that
were really designed to helprecruitment around.
We've always had a nurse externprogram.
That was great but, like we'vetalked about many times this
week or these two days already,it's, you know, you got to hook
them early and you got to reallyhook them, and so we developed
an extern program that we calledit an intern program, where you
(08:27):
are recruiting people aftertheir first year of nursing
school.
We're paying for their lastyear of nursing school in
agreement that they will comeand work for us afterwards, and
so that means that the managershave to schedule them over the
course of a year for a day hereand there to work, and it really
was based on what they neededand what they could do, but it
allowed us to in our areas wherewe have long orientation the
operating room, the PEDS ICU,the neonatal ICU to really get
(08:48):
them orienting a year beforethey're done with school.
It was a big investment for theorganization but very
successful.
And then we one of the shiftsthat we made was around our BSN
requirement.
We had for the longest time,you know, not even entertained
interviewing ADN nurses becauseof our magnet requirements, and
I've always had a little bit ofan issue with that.
And when I came to theUniversity of Chicago I
understood why.
(09:08):
And that's because we couldn'trecruit anybody from our
community.
So we had trouble recruitingnurses that looked like our
patients, talked like ourpatients, had the same
experience our patients did,because all those folks had ADN
degrees and that was a detrimenton so many fronts.
And so we I will give our CNO atthe time credit she was able to
get the organization to agreeto we will hire and pay for them
to go back and get theirbachelor's within 30 months.
(09:29):
That's part of the deal to comeand work for us.
Now we learned telling a singlemom of three that she also has
to finish a bachelor's degree in30 months isn't quite the win
that we might have thought itwas.
So we had to pivot a little bitand figure out how to support
those individuals, but it's beensuccessful.
We've had over 100 folks gothrough the program, when most
of them have been successful,and so those were the kind of we
threw it all at the wall atonce, which got a lot of
(09:51):
questions from our managers.
It got some questions from ourfinance team around.
You know why are we doing allof this at once, and I think
that's what made us successfulis being able to do everything
you know to kind of get over thehump.
Derek Carpenter (10:01):
So yeah, talk to me about the financial impact
of that right.
Jeff Murphy (10:05):
You know it's interesting.
I was telling Zach earlier ifwe were to propose all these
things today, I'm not sure thatwe would have as much luck
getting them pushed through aswe did two years ago.
But it's a good example.
I tell leaders all the timethis is why you spend your
career building politicalcapital, because at the time the
individual pushing this throughhad a tremendous amount of
political capital that theyexpended on this and so.
But I think we're seeing ouradult hospital maybe last month,
(10:28):
you know, celebrated a yearwith no agency and no contract
folks in any of their inpatientareas, which is unheard of for
us as an organization.
In the children's house we'redown to, I think, five contracts
which will age out in April.
And now we're seeing in theareas that do have contract
labor like what the tremendousfinancial impact difference is
in those areas.
And you know some of thechanges that we've all talked
(10:49):
about per diem, staff registrystuff, all those things that you
can help support that weremaybe not part of our old
mindset, because it's more work,those have made tremendous
impacts, financially, I mean,and a time to fill of 20 days,
and that alone is, I mean Ican't even put a number on how
much money that saved us.
Derek Carpenter (11:03):
Sure right, and that contract labor is
expensive.
Yes, it is expensive.
Talk a little bit about theculture impact of reducing that
traveler and contingent laborforce.
Jeff Murphy (11:14):
You know it's interesting.
You know some of this, as we'veheard before, you know, at
several presentations sincewe've been here, this is a lot
more work for the managers,right, like what all of these
things we're doing are a lotmore work for the manager.
So yesterday, when we werelistening about the year of the
manager, I was like we have gotto take that and put it into
place, because all of thesethings are more work for them
and I don't know that we've donea great job supporting them as
(11:35):
much as we could to do some ofthis.
Now, they've been great because, ultimately, what does the
manager want is a fully staffedunit where they're not calling
everybody on a Saturday at 6 pmtrying to get people to work.
That's the win, right?
That's the win for thefrontline leaders, and so I
think that allows us to buildbetter culture.
You build better culture.
You know it's tough to makegreat change when you're
profoundly understaffed.
It's just hard to move peopleforward.
So I think being able to fixthose things first allows you to
(11:57):
engage folks to do the stuffthat they all want to do, that
we all want them to do.
Derek Carpenter (12:01):
Sure, yeah.
So as you think about kind ofyour priorities, whether it's
talent acquisition when youthink about 2025, knowing that,
hey, contingent labor isn't abig issue and you think about
some of these changes that stillneed to be made, what's the top
of your priority list as itrelates to staffing?
Jeff Murphy (12:19):
I think for me, especially in our areas that
have been chronicallyunderstaffed for the last three
years, like getting people thetime off that they've wanted to
have, getting our managers thetime off that they wanted to
have, allowing people toparticipate in committees and
extracurricular work that theywanted to do that we haven't
really been able to do forstaffing, or they've had to do
it above their FTE.
Like allowing people toparticipate in those kinds of
(12:39):
things for their growth, for theorganizational benefit.
That's what I look forward toin the coming year.
Well, jeff.
Derek Carpenter (12:45):
I kind of want to go back to some of those
major process changes that youmade.
Can you talk to me about someof the most difficult ones, or
the toughest pills to swallowfor some of your managers?
Jeff Murphy (12:57):
I think it was that .
You know, it was interesting.
We just didn't know some of thedecisions that were being made,
and I don't know that we didn'tknow, we didn't know.
And when we got together forour first weekly recruitment
meeting and they started runningthrough, we were all just kind
of staring at the Zoom screenlike whoa.
You know, we took peerinterviewing off the table
initially, which caused atremendous outcry from the
(13:20):
leaders, and so we said you knowwhat, if you could do it, you
got to do it.
But we told people if you havea candidate, you have to make an
offer before they leave thebuilding, like you can't let
people out the door.
Because we were finding we werelosing candidates in a day.
You know they were being suckedup by other organizations and
so, getting managers to be ableto commit, trusting their peers,
we told them if you can't dothe interview, you need to find
a friend that can and you needto trust their judgment.
(13:40):
So find somebody that you trust.
That was really tough forpeople to not be able to be part
of that decision.
It was really tough for peopleto adjust to that.
The idea that you know, allthese experience requirements
that we had in place that we'venow seen.
Really they didn't get usanything.
I think what we've lost on theback end is a tremendous amount
of knowledge in nursing that youknow the folks that retired
took with them when they leftand there's no way to get that
(14:02):
back.
Requiring experience doesn'tget us that back, and so I think
but although I was having aconversation with a PICU nurse
before I left on Thursday andshe said, can you please stop
recruiting new grads?
Can you find some PICU nurseswith experience?
And I said those people do notexist for the 500th time.
So I think people still areyearning for this old way.
That just doesn't exist.
We're still, you know.
So I think those are the thingsthat are tough for people that
(14:24):
have been at it.
And then one of the things thatI didn't think we would
encounter, or I hadn'tanticipated, was we're getting a
lot of why did these people getit when I didn't Like I didn't,
I didn't, I had to really workhard when I was first a nurse?
Why do these people geteverything?
Derek Carpenter (14:37):
And I don't have a good answer for that
other than so what's yourresponse now If you get asked
that question do you want astaff unit or not?
Jeff Murphy (14:46):
There's.
You know, understood?
Yeah, I I struggle a little bitwith that question because the
you know, times change andthey're different and you know
the old way wasn't the right way.
The way we did it wasn't theright way.
It didn't support people, itdidn't support the organization.
So you're hearkening back, forthose times is not where we
should be.
You know, we should have alwaysbeen meeting people who are
there.
We always should have beensupportive of people, and so I
don't think saying you didn'tget that is a good argument.
Derek Carpenter (15:09):
Talk, talk a little bit.
Um so, something human we wereally pride ourselves on
finding the right candidates forour partners and, um, something
that we're very proud, and Itout, is a 1.7 to one interview
to hire ratio across all rolesat our organization.
Um, what's the impact ofbringing in a bad candidate?
And I'm sure, I'm sure thathiring managers that that was a
fear, right?
Yep, it was a, it was a bigcandidate and I'm sure, I'm sure
(15:30):
that hiring managers that thatwas a fear, right, yep.
Jeff Murphy (15:34):
It was a, it was a big fear, like we're moving the
process too fast.
What if we bring in people thataren't a right fit for the
organization?
What if we bring in people thataren't qualified?
In some of the way we mitigatedthat was they're only seeing
candidates that were at leastqualified for the job and, you
know, weren't overtlyproblematic, and I don't think
we've had many slip through.
To be honest with you.
I think that and people seem tohave gotten past that People can
(15:56):
see that we're, you know, theirtime is being used, is used.
You know what's telling us?
That we don't ever talk aboutrecruitment until we're talking
about recruitment because it's aproblem, right?
We're not generally talkingabout it when things are going
well and the managers are thesame way, it falls to the bottom
of their priority list often,and so having a recruiter that
is keeping them on track is, youknow, escalating things when
they need to be escalated, isreally imperative to ensuring
(16:18):
that they step the unit.
A month can go by reallyquickly and then you're, you
know, behind the eight ball.
It happens to all of us, and soI think that partnership and
finding a good recruiter thatmatches up with that manager so
they can kind of ping them inthe ways they need to be pinged
right send them the people theywant to be sent.
Derek Carpenter (16:33):
That yeah, well , that's it right, that
relationship piece and umconstantly refining.
What do these candidates looklike?
Uh, who are you looking for?
Right, there's?
There's the UCM and thecommerce culture, but there's
also a culture of that unit, ofthat hiring manager, and so it
it's.
It's so important, um, I had areally great question, jeff and
I, and I just slipped my mind.
Jeff Murphy (16:53):
Oh, I remember yeah .
Derek Carpenter (16:56):
I'm ready for you to rock this one.
So we talked outside a littlebit about just those weekly
meetings and you mentioned themseveral times here.
Could you kind of back up and Ilove to give something tactical
right as we think about thoseprocess changes and some of the
impactful changes that you made.
You mentioned those weeklymeetings as being kind of that
sounding board and that point tosay what's happening.
(17:18):
Let's take a look at all thesecandidates that that move
through.
Could you just kind of give usa real life example of, hey,
this is what these weeklymeetings look like.
These are the things that wechat about, whether it's
managers, whether it's therecruitment team.
Kind of talk us through that.
Jeff Murphy (17:33):
So you know it starts with a high-level summary
.
These are the number ofinterviews that were completed.
These are the number of offerswe made.
Here's what's still pending.
You know any candidates thatsaid no to us.
We wanted to know specifically,was it around pay?
Because we were able to makesome you know market adjustments
as we needed to.
Was it around?
You know culture, things likethat we were able to pick out.
It was interesting.
We were able to pick out somepeople that were up for
(17:54):
interviews and our peoplestrategy people were like I know
that person, they've been herebefore, let's get them off the
list.
We avoided some of that and thenwe looked at specifically if a
hiring manager said no to acandidate, specifically why.
And you know our managers, likeeverybody else in the world,
when you don't think anyone'swatching, you give the easy
answer not a good fit.
You know lack of detail.
(18:15):
So we ended up having to pressthe managers on.
We're not going to tell you tohire someone that you can't,
don't think could be successful,but you need to give us a
little better reason why.
You need to be able toarticulate why.
You know we caught some thingsthat were probably not quite as
legal as they should be around,why folks were saying no to
candidates.
So we're able to do someeducation and course correction
on that.
But that's a level of detailthat I don't think, even in my
(18:36):
own areas, I ever was payingthat much attention to, because
it takes a fair amount of timeto gather all that information.
And so it was really helpfuland allowed us to.
You know, we were saying wewant to be different, we want to
meet people who are there, wewant to be new, and we were
saying that message but itwasn't necessarily getting the
practice of our managers, and sothis allowed us to pick out the
folks that were stillstruggling, the individuals that
(18:59):
were kind of, you know, usingold practices, and be able to
target information to thoseindividuals.
And there were some recurrentindividuals that came up often,
but it was.
It truly was how we still dothem.
We still do them now, we dothem every other week now, but I
don't think any of us arewilling to let it go.
Derek Carpenter (19:15):
Are you still making process changes?
Are you still adapting things?
Jeff Murphy (19:18):
I'm trying to think if we made you know, for a long
time those Monday meetingsstarted with our previous CNO
saying, okay, I have a crazyidea, Just hear me out, and it
would turn into this, you know,we'd implement some new process.
We haven't had much of that,you know, because we're kind of
at a.
We're at a, you know, a littlesteadier state, so.
But I think the meetings keepus, keep the option open.
Derek Carpenter (19:38):
I do have a question, kind of for everybody
in the room.
So by a show of hands, how manyfolks are making offers
immediately after an interviewto clinical staff?
One, two, three, four, five,okay, a few.
So obviously there's going tobe pushback there, right, and so
you, you mandated it.
Um, what?
(20:00):
What other things did you getthe most pushback on, would you
say, when it came to changes,the?
Jeff Murphy (20:04):
experience from our like, from our critical care
areas.
That's probably the number onepiece of pushback we got.
It's interesting because whenwe dug into it it's not really
based on any evidence.
It's just the way we've alwaysdone it.
For such a science-basedprofession, we do some things
that are just not illogical orbased on any sort of science,
and so that was probably thebiggest pushback, especially if
(20:24):
you had a manager who'd been inthe role for 10, 15 years,
especially in an area that hadnot ever had recruitment
challenges, like our surgicalICU, like you couldn't get a job
there for anything for many,many, many, many years, and so
for that manager to then have tohire an inexperienced nurse was
like the end of the world forthat person, and so some of it
was around.
That's a real problem we need toaddress, like we need to help
(20:46):
that person through that.
But even in our areas that werechronically understaffed in our
pediatric ICU we still saw somebullying of people that were
inexperienced that we had toaddress because they didn't feel
like they should be there,which is very odd for our
profession that you're soshort-staffed but we're still
pushing people in the role.
So that was the number onething.
And then trusting your peers.
(21:07):
The idea that someone elsewould hire for a manager was
like an obscene statement thatthey could not wrap their heads
around and in the end I don't.
I don't think we've had anycandidates where a manager said
that person made a bad decisionfor me.
They got to find that bestfriend at work that they can
lean on to make that decision.
Sure.
Derek Carpenter (21:24):
So we have close to five minutes left and I
want to save some time forquestions.
We have you here, jeff, that Iknow can give some great answers
.
But as we start to think aboutyour career and obviously you
are a very bold leader right,you're going to tell folks what
(21:44):
they may not want to hear.
Right, and you're going to behonest with them.
You look at data and you lookat all of those things.
What has been the key to yoursuccess as a leader?
Jeff Murphy (21:54):
I think that changes over time.
Right, I will say currently,you know, probably maybe four or
five years ago, I had somegreat advice from a mentor that
was like, really centered onhumility and, you know,
approaching our work from a veryhumble place, and I work with a
group of six nurse executiveswho are we all one?
Many of us have the samebirthday.
We're all born in the sameseason.
(22:15):
It's very weird, but we reallyall function with this same kind
of mentality.
So we've been sending thismessage for the last five years
around humility and being humble, and the rewards from that have
been amazing.
Like it allows you to build ateam that will support you
through anything, and so I don'tknow that.
I knew that when I was ayounger leader, and so we were
trying to give that message.
It's, it is a much easier wayto live your life, it's much
(22:35):
easier way to do your work, andso I'm going to attribute my
success to the people that Ihave the chance to work with
that really foster and hold youup, look at you and humble too.
Derek Carpenter (22:45):
Yeah, jeff, why don't we talk about you know
about technology a little bit aswe think about technology,
marketing, the reporting, all ofthose things?
Are there any tools, datapoints, anything that you're
going back to with managers andsaying, hey, we have to make a
TA change because of X, y or Z?
And here's the evidence.
Jeff Murphy (23:05):
That we have not traditionally done.
Interestingly, some of the datathat's available I just learned
.
I was trying to make a case forsomething else and so I was
trying to demonstrate that themanager had done all they could
do and we still needed a fewagency nurses, and so some of
the data that I got I didn'teven know we collated.
So I'd asked for all the timeto fill for all my areas so we
(23:30):
could create that we shouldmonitor, you know, because we
I'm sure I can see it now If youhave a manager who's struggling
, their time to fill is going tostart increasing because
they're overwhelmed.
Like it's a leading indicatorfor kind of how they're doing
the work and how they're goingto be successful.
And so I've been putting somethought into how do we look at
that across the organization.
And really I think we're luckyenough that we have great
recruiters, great HR partners,that they're distilling all of
(23:53):
this data down to what we needto know.
But it makes me think are thereother things we should be
asking for?
Sure.
Derek Carpenter (23:59):
So, as you think about going back to your
team, right, if this wassomething that you were having
to do today, right, maybe youwent somewhere else and you said
, hey, I need some help on a TAside.
What would be the conversationsthat you would start to have to
say, hey, this is what needs tobe done.
And who would you have thoseconversations with?
Jeff Murphy (24:15):
That's a good question Stumped you.
There we go.
You know I was.
I was thinking back to, likethe previous.
You know we've struggled.
You know I guess you take forgranted what's working well and
we haven't really struggled withrecruitment.
You know, since I've been atthe university of Chicago, I was
thinking back to previous roleswhere we really did struggle
with getting the time commitment.
So I think that's the piecethat I would sell.
(24:37):
It has been a bit hands-off forus.
Even when I was a director andwas helping with recruitment, a
lot of this stuff just happenedautomatically.
We don't have the resourcesthat we're going to dedicate to
that as an organization, and sothat's where I would start.
It really is a time saver forfolks.
And when you, you know I don'tknow how you quantify getting
the right candidates in front ofthe managers, but there's some
serious time lost and some, youknow, financial implications.
(24:59):
I don't know how you quantifythat.
You all probably could do that.
I'm sure that's here, but youknow that's the benefit.
The fact that we haven't talkedabout it is, you know, an
indicator to me that it's not ahuge problem because that's
generally.
You know, yeah, we're out oftime.
Derek Carpenter (25:12):
Can you believe that?
I can.
You told me it's going to go byfast.
It's going to go by fast, itwent by fast.
Thank you everybody.
We appreciate it, thank you.
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