October 10, 2024 • 26 mins
In the ever-evolving world of healthcare talent acquisition, staying ahead requires more than traditional methods. Join our EVP, Derek Carpenter, and our valued partners, Keisha Mullings-Smith and Jennifer Weigold, as they discuss the value Hueman RPO adds to their talent acquisition systems within their healthcare organizations.
Learn proven strategies and innovative approaches that have led to impressive results in their organization’s healthcare recruitment.
➡︎ Read Keisha's story: https://www.huemanrpo.com/resources/blog/a-leadership-recruitment-story
➡︎ Explore the UCM Case Study: https://www.huemanrpo.com/resources/success-stories/long-term-partnership-results-in-15000-hires
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Connect with our Team of Huemans:
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➡︎ Website: https://www.huemanrpo.com/
➡︎ Podcast: https://www.youtube.com/@huemanps/podcasts
➡︎ LI: https://www.linkedin.com/company/hueman-rpo
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For 27 years, Hueman has created custom recruitment solutions to help our partners find top talent who share their values and meet hiring needs.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
I just want to first say we're chatting at lunch
today and for everybody in thisroom that has dedicated their
time and energy to HR,especially in healthcare, it's
really hard and you guys carefor the people, that care for
the people, and I just have somuch respect and admiration and
(00:24):
I'm always so inspired when Icome to sessions like this to be
able to talk with folks likeyourself.
So what are we going to talkabout today?
We are going to talk aboutnavigating healthcare talent
acquisitions.
What does that mean?
So we have changingenvironments, changing dynamics,
shifting sands.
If the last few years havetaught us anything is that we
(00:47):
need to expect the unexpected.
So I'm going to kind of tee itup a little bit and just give
you guys a little frame ofreference.
So you know how do we navigatethis thing.
What do we need to do?
So I was talking with DrJohnson, we were getting out of
the elevator and he actuallysaid are you going to give us
the secret?
Are you going to let us knowhow to do it?
And I am, because we're friendsand family here now.
(01:08):
So really, what it means is tohave a best-in-class talent
acquisition process, and the waythat we view, that is through
these five lenses so peopleprocess, technology, digital
recruitment, marketing andreporting.
So we call it the human waybecause marketing and we need to
brand it, but it should be theeverybody way.
(01:29):
And as you think about levelingup your talent acquisition
function, you should really bethinking about it through these
five buckets.
And how can I be in the top90th percentile in all of these
areas?
And if you can, then chancesare you have a best-in-class TA
function.
It starts with people.
So professional recruiters thatare professionally managed.
(01:50):
We know what they're working on, we're measuring them, but
they're salespeople.
They're your only salespeoplein HR and that's really
important that they're sellingyour mission, culture and values
.
From a process perspective, welive in a fast food world and if
you have a cumbersome process,if you have a difficult to
manage process, you're losingcandidates.
So make sure that it'sstreamlined and it's optimized.
(02:12):
The next is your technologystack.
So a lot of groups aretransitioning to different
applicant tracking systems anddifferent platforms.
But we really need to make surethat it is optimized and that
foundation is sound, becauseit's really important and then
you can bolt on other platformsthat help alleviate
administrative duties for yourrecruiters and the way that we
(02:36):
look at technology is what can Itake off of my recruiter's
plate that allows them to focuson building relationships with
candidates and buildingrelationships with hiring
managers From a digitalrecruitment marketing
perspective?
Do you have a proliferationstrategy and do you have an
investment strategy?
And are you measuring that it'sreally important?
Then what are we saying?
(02:56):
What does our digital footprintactually say about us?
And do we have an EVP?
Is that messaging woven in?
Do we have a brand promise so,when somebody actually finds our
jobs, can they really quicklyidentify how their life is going
to be different and enrichedbased on coming to work for us
(03:17):
versus somebody else?
And the last thing the tablestake, but it's so important is
data and reporting.
So we need to be able to pullthe data that either validates
the strategy or disproves it andallows us to really understand
where we need to dig in.
So first question so, jennifer,I'll start with you.
So, of the five key componentsthat we talked about people,
(03:38):
process, technology, digitalrecruitment, marketing,
reporting and data what is onearea you feel your organization
is thriving or is makingexceptional strides, and how did
you get there and any lessonslearned that you might have?
Speaker 2 (03:51):
So I actually feel that process and reporting and
data kind of go together.
So I think back at the end of2023, we really, as an
organization, sat down and tooka look at our process and really
needed to make someenhancements on three major
(04:16):
processes that we were doingwithin the organization.
One of them was really ourinterviewing process, along with
our employee experience process, and then our onboarding and
orientation process.
So, along with our partners, wewere able to make those
(04:38):
enhancements by working with theteams and restructuring our
interviewing process, byrestructuring our behavioral
interviewing questions, bringingback our in-person interviewing
along with our shadow shifts.
And then, as far as ouronboarding and orientation, what
(05:02):
we ended up doing is ouronboarding was already
centralized, but we worked withthe team to centralize our
orientation.
Prior to that, it wasentity-based and everybody was
hearing something differentabout the organization.
So we decided to change thatprocess and centralize the
(05:23):
orientation.
Change that process andcentralize the orientation.
So I think once you make allthese changes to the process,
then you have to be able tobring that data to back it up.
So we worked with our workforceanalytics team, along with the
human team, to be able toprovide our leaders with that
(05:45):
information and the great thingabout it is, you know, once we
were able to establish thosemeasures of success, we were
able to partner with our leadersat the entities to provide them
with really some insight andalmost a forecast of how they
(06:05):
can get ahead of their retentionand also their first year
turnover.
So it was in all, it wasextremely successful, and I mean
as of right now, the leadersand the entities and even, to
this point, the various units,rely on that information.
Speaker 1 (06:31):
That's great.
That's great, and I think aboutthe cohesive message,
definitely in onboarding,because that's your first entry
point really to the organizationand we want to make sure that
we're saying the right things.
Keisha, what would you choose?
Speaker 3 (06:43):
Yeah, university of Chicago we have our tag is at
the forefront and I think inthis space we have been leaders
in taking a look at the entireenterprise and key objectives
for performance and, like manyof your organizations, centered
around quality and safety andexperience.
(07:05):
And so we were workingdiligently really around the
experience space our patientsand families in the communities
that we serve, and that's myworld.
And so when I came on board toUniversity of Chicago, the
effort didn't match on theemployee space and it was really
important to me to not onlyunderstand the sentiment and
(07:27):
expectations of our patients andfamilies, but what were that of
our employees, right.
So we did a great job ofbringing in great talent, but we
did not do a good job ofcontinually surveying,
understanding what was mostimportant to them and actually
using the data.
So really good that we gotmonthly data back from our
(07:50):
survey vendor, from our patients, and we can operationalize the
insights, not so much on theemployee side.
And so, at the forefront, wedecided I was two years in at
University of Chicago that wewould integrate into one space
and move from patient experience, family experience, into
consumer experience and viewingour workforce as the consumer as
(08:14):
well.
And so taking a look at ourbenefits, taking a look at the
environment that we create forthose to come in and perform at
their best, that we create forthose to come in and perform at
their best, we're asking thesefolks to take quality very
seriously, to deliver in anenvironment that allows for safe
(08:37):
practices and a safeenvironment for our patients,
but we did not understand trulywhat does that environment look
like?
What's the best environment forour caregivers to do this, and
what are they grappling with athome?
We just saw a slide where 73%have some caregiver
responsibilities.
Do our benefits match that?
(09:00):
I shared with my colleagues herethat, upon taking on the HR
role, it was important for me tosit through all the key HR
things.
I had to sit through apresentation by one of our
insurance vendors and whatcaught my eye during the
conversation it was riveting, bythe way, right, yes, let's talk
about claims.
Awesome.
And what struck me was thedouble-digit increase in
(09:26):
utilization for mental healthsupport and I was very curious
how often, how many years in arow, were we seeing double-digit
increases Four years in a row?
And I go, wow, what have wechanged in four years?
Nothing, and I said can I see abreakout Is it our employees or
is it our dependents or spouses?
(09:48):
And it was pretty much split.
It was mostly our employees,but also their dependents, and
what that said to me is someonewho is tasked at the
organization of leading onpeople and understanding what
our people need, and how do weexecute on that?
What it said was our employees,yes, are utilizing those
services and getting the mentalhealth support, but those
(10:10):
employees also have dependentswho are doing the same, and I
share with my colleagues earliertoday that if I'm that mama
bear on the job and myresponsibility is to keep
patients safe, I'm also thinkingabout my kiddo, who may be
accessing those mental healthsupport services, and so it was
important to me that we startedto look at our benefits a little
bit differently.
(10:31):
And how do we create that safetynest Not net nest, right, so a
nest where we knew that we canprovide even more resources,
things that allowed thedependents to access it as well.
So taking a look at app-basedmental health support for our
(10:53):
dependents, where they can stillmaintain some autonomy and
privacy, but also assuring thatour employees, that they are
available to you, but also yourdependents, and that has been a
great marriage in which we'relooking at what our patients and
families are desiring, but alsowhat our employees need as well
, so they can come into theorganization with a little less
(11:16):
burden and knowing that we won'tsolve all of their problems,
but we will provide the supportand resources to lighten the
load a little bit when it comesto personal responsibilities.
Speaker 1 (11:27):
The safety nest Nest.
I like that.
I like that, awesome.
So I'm going to jump aroundhere, but could you share and,
jennifer, I'm going to come backto you again Could you share a
key tactic or strategy thatyou've implemented as it relates
to talent acquisition thatyou're particularly proud of,
and I would love for you tomaybe touch on your travel
(11:48):
reduction program.
Speaker 2 (11:49):
Yeah, absolutely.
I remember it like it wasyesterday.
So definitely our agencyreduction.
So we worked with Human toreduce our agency.
The first thing we did was anextremely aggressive marketing
(12:10):
strategy where we developed awelcome home campaign where we
called all of our previousemployees who were in good
standing and invited them tocome back to the organization
and from there we were able tohire back I think around maybe
50 employees that came back tothe organization and we also
(12:30):
were able to work to convert alot of the agency nurses to
employees.
We also developed an internalagency, which was extremely
successful.
We invited our own employees totransition into this internal
agency and we also developed atier three float pool.
(12:51):
So these nurses had a homefacility, but they were required
to work at one of our otherfacilities a minimum of two
shifts a month, so that helpedcover a lot of the available
shifts at some of our otherentities.
And then we had, of course, ourinternational pipeline, which
(13:12):
we had started recruitinginternationally back in 2017.
So, with all of thesestrategies that we had put in
place, within nine months wewere able to reduce our agency
usage by 61%, so a yearlypremium of it was about 48
(13:36):
million.
So prior to COVID we werespending maybe about 1.3 million
a month on agency usage.
At our peak we were spendingabout, I want to say, 9.7
million a month and currentlywe're around 2 million.
So I mean significant reductionin agency usage just by
(13:59):
developing those strategies, andwe still use a lot of those
strategies to date.
Speaker 1 (14:07):
Yeah, and I think and it's a testament to the
leadership and the team atAdventist and it was really an
organizational effort and itstarted from the CEO all the way
down, and it can't just be well, this entity or this clinical
leader, it really has to be anorganizational effort and I
think that happened in ninemonths.
(14:27):
Yeah, nine months, $50 millionthat's pretty good.
Let's all do that.
Awesome, Keisha, what about you?
Speaker 3 (14:35):
I think not to sound like a commercial, but we've
engaged Human as our partner fortalent acquisition and it's
been one of the happiestmarriages we have, and truly a
partner.
And so what's a bit differentat UCM is that we have this
(14:57):
group of individuals who arewell integrated into our
business and also into ourculture, and so it's important
to us that we share with themour struggles, just beyond the
numbers.
And again, with me taking onthis space, it's important that
our HR folks, our teams there,understand what we're after in
terms of safety and quality.
(15:18):
We're really proud of our 25thstraight A from Leapfrog and the
Lone Standing Academic MedicalCenter, and so that's incredibly
important for us, and so ifyou're a partner with us, you
will know it too, and so for us,we thought it was important
that they're in theconversations.
They're part of some of ourhuddles, they're part of
(15:39):
understanding how the units andhow the workforce is changing in
our floors and what are some ofthose new team members that
we're looking for, and so welove match day at academic
medical centers, and so havingmore pop-up listening lounges,
not only talking to our leadersbut talking to staff of who is
(16:03):
that ideal colleague and whowould you like to work alongside
, when we are at capacity, whenwe're in surge situations, and
so learning a bit about whatmakes for the perfect team
member, if you will, and makingsure that they understand it,
and so when they go out to atrack that they're well immersed
(16:23):
into our culture where they canspeak to it.
And I actually started at UCM asa recruit and a candidate that
was sourced through Human andtoday I stand as a business
partner and so I know with myexperience it was one of the
best that I've had as aprofessional and we just trust
that and we're confident, andthose who are coming into our
(16:46):
doors that they this team hashelped us create that first
impression, but alsocontinuously having them
integrated into our business tounderstand our goals and what
are those top performing teamslook like and how do we attract
more of those.
So looking beyond thetraditional pipelines, being
more creative in who we recruitand we have that in a partner
(17:10):
with human.
Speaker 1 (17:11):
Awesome and you know we actually have a tool, as
Keisha was talking about how doyou find the right person, how
do you know who you're lookingfor?
And it's called a candidatepersona package or canvas, and
it basically is like a buyerpersona for sales.
So if you're selling something,who are you looking for?
What are we going?
And you know those people aregoing to be, you know, certain
(17:33):
stature or whatever, but from acandidate standpoint it's
they're going to have certainclinical skills or educational
requirements.
But if we move beyond that,what are the core value
attributes that you're lookingfor?
What are those intangibles,those things that you can't
teach somebody?
So if anybody is looking forany tools to help start that
dialogue or that conversation,we have a quick PDF that we
(17:56):
could shoot over and it couldjust really help go beyond the
job description or beyond theresume.
That can be super helpful andreally just to think about those
people as people.
Speaker 3 (18:06):
And if I can add to that, that has been incredible
for our retention and we'reproud of our 12% turnover that
we had in prior year 11% and alot has to do with using a tool
that Derek is referencing that,beyond the skills and those
intangibles that we know, thoseare the folks that are a better
(18:30):
fit for our culture and theyhave been key contributors in
our other performance metricslike safety and quality.
Speaker 1 (18:36):
Yeah, awesome, thank you.
So one more question.
So obviously we're all partnershere, keisha, you inherited us,
yes, so I think it's been apretty good experience.
You're also a recruit, jennifer.
You helped us build it andreally customize our partnership
from where it started to whereit is today.
(18:58):
What do you think is thebiggest benefit?
And, jennifer, I'll start withyou with leveraging an external
partner as your system navigatesthis crazy dynamic, and the
next thing that comes along,yeah.
Speaker 2 (19:11):
So first I just want to say we have a very unique
model with human.
We have a very unique modelwith human.
We have a hybrid leadershipmodel.
So when we started working withhuman we we started with one
recruiter who recruited for ourED, and right now I'm the only
leader who sits at corporate andunder me I have two directors
(19:32):
and then we have two managersand they are human directors,
human leaders.
So I would say the biggestadvantage for me is just having
that flexibility and being ableto scale.
So I'm sure, just like most ofyour organizations, you're
(19:53):
growing.
We have a hospital that'sbuilding a brand new tower, we
have one that's opening upanother unit, we have one that's
waiting for a certificate ofneed to build a new hospital.
So just being able to scale upand down with recruiters in a
matter of two weeks, versushaving to hire someone external,
(20:15):
versus having to hire someoneexternal, and then also just
having that ability for me tofocus on operations and strategy
within the organization andhaving the team focus on the
day-to-day and the recruitersand programs, onboarding,
orientation, all of that.
So I would say that's for methat's the biggest advantage of
(20:39):
having that relationship.
Speaker 1 (20:40):
That flexibility is key.
Speaker 3 (20:42):
Keisha.
That's the biggest sellingpoint for us too at UCM the
flexibility to go up and downbased on our needs of the
organization.
Also, I talked aboutunderstanding our business model
and what's coming next.
What we also appreciate throughhuman is that we, internally,
are focused on the big business,the day-to-day, and human helps
(21:03):
us with the lens externally andwhat helps us to shape the way
we're thinking about who is thenext generation of our workforce
, right, and what appeals andattracts those folks.
So they're even helping us withsome insights and guidance as
we continue to evolve in ourculture and as our workforce is
younger and younger, have wetailored things that makes a Gen
(21:27):
Z want to stay, want to growwithin the organization?
And so, while they're doing theheavy work of, and I should say
, hitting the pavement andgetting those folks that fit our
culture, they're also lettingus know what we're seeing and
how we should start planning asit relates to, once they're here
(21:49):
, what does that culture looklike?
So do we have an attractiveculture to retain these folks,
and so that's been incrediblyimportant.
I also think it's importantthat they understand what we're
dealing with as it relates toour finances, right, and so to
what we've heard from Jenniferis reducing that agency spend,
driving down significantly ourtime to fill, particularly
(22:12):
around hot jobs, and there's nobig problem.
We can't go to them and feelconfident that they will help us
work through it and just giveus greater insights.
That we've not considered andso has been a key partner with
developing strategy for rightnow.
We just completed our strategyfor 2035.
(22:33):
And so the workforce and talentacquisition is a big part.
Speaker 1 (22:38):
Awesome, so we have a couple minutes left.
Any questions that we couldfield?
Oh, there's a couple.
Speaker 3 (22:49):
Just for further clarification and, jennifer, you
touched on this slightly, butam I to understand that for
either organization you don'thave internal recruitment
functions?
Is this solely recruitmentthrough human?
Speaker 2 (23:02):
We do have internal recruiters.
So all of our we have a handfulof internal recruiters and then
also our onboardingcoordinators are internal and
then, like I mentioned, we havethe hybrid model for the
leadership.
So we have two human directors,two human managers, and then
(23:25):
some team leads and then alsothe human recruiters.
So it's a combination.
Speaker 1 (23:30):
Yeah, and it can really.
They come in all shapes andsizes and at the end of the day,
no organization is the same.
So what might work for UCM,which that is, total outsourcing
, just doesn't work forAdventist, and it could be a
subset or it could be just onerecruiter and then you get some
flexibility that's built intothat.
Did I see another question overhere?
Speaker 2 (23:52):
Oh, that was your question as well.
Speaker 1 (23:53):
Okay, awesome, awesome.
So one thing that I want tomention.
So, if you guys scan the QRcode, we actually wrote this.
It's not really a book, it's anovella I guess let's just say
that and it's really a handbookof how to stand up a
best-in-class TA process.
At the end of the day, youcould buy it, you could build it
(24:17):
.
There's a lot of different waysto go about it, but these are
some really good resources thatyou may want to leverage.
So, before we wrap and I'd beremiss if I didn't ask, because
we have two amazinglyaccomplished professionals here,
so we're going to get personaljust for a second so what is the
here?
(24:39):
So we're going to get personaljust for a second so what is the
one thing that you believe hashad the greatest impact on your
success as you've developed andgone through your career?
So, keisha, I'll start with you.
Speaker 3 (24:49):
Okay, I think it's been important to understand the
insights and what's mostimportant to our workforce.
I think we start there I'm surea number of you all will agree
and we build the greateststrategy.
Without our people we don't seethe success and I think it's
(25:12):
been highlights of my day ofgoing out and just talking to
the people and understandingtheir perspective and getting to
where you know, being where thework happens, to better
understand their challenges andusing those insights to shape
(25:34):
the future of our workforceRight, those insights to shape
the future of our workforceright.
And so, with CMS and CAPS andeverything, we know how to do
that from the consumerstandpoint.
But our people that we trust,our patients, they're in their
hands.
We have not done a great job ofdoing that and I do think my
ability to connect with peopleand want to better understand
(25:57):
them has led to us building somereally effective strategies.
Speaker 1 (26:02):
Awesome, and if we could steal 30 more seconds.
Speaker 2 (26:05):
Yeah, I think my success, my background is
nursing.
I'm a nurse, I worked surgicalICU for years.
So I think, just now, being onthe corporate side but working
with the clinical programs, Ican relate to what the nurses
are going through, what theclinical managers are going
(26:28):
through, what the needs are, andI also pride myself on just
being able to build thoserelationships with the team and
also with our executive team.
So I think those would beprobably the two things Awesome.
Speaker 1 (26:43):
Excellent.
Well, thank you, everybodyReally appreciate it.
Speaker 3 (26:47):
Thank you, derek Keisha and Jennifer Wonderful.
I just want to first say we're chatting at lunch
today and for everybody in thisroom that has dedicated their
time and energy to HR,especially in healthcare, it's
really hard and you guys carefor the people, that care for
the people, and I just have somuch respect and admiration and
(00:24):
I'm always so inspired when Icome to sessions like this to be
able to talk with folks likeyourself.
So what are we going to talkabout today?
We are going to talk aboutnavigating healthcare talent
acquisitions.
What does that mean?
So we have changingenvironments, changing dynamics,
shifting sands.
If the last few years havetaught us anything is that we
(00:47):
need to expect the unexpected.
So I'm going to kind of tee itup a little bit and just give
you guys a little frame ofreference.
So you know how do we navigatethis thing.
What do we need to do?
So I was talking with DrJohnson, we were getting out of
the elevator and he actuallysaid are you going to give us
the secret?
Are you going to let us knowhow to do it?
And I am, because we're friendsand family here now.
(01:08):
So really, what it means is tohave a best-in-class talent
acquisition process, and the waythat we view, that is through
these five lenses so peopleprocess, technology, digital
recruitment, marketing andreporting.
So we call it the human waybecause marketing and we need to
brand it, but it should be theeverybody way.
(01:29):
And as you think about levelingup your talent acquisition
function, you should really bethinking about it through these
five buckets.
And how can I be in the top90th percentile in all of these
areas?
And if you can, then chancesare you have a best-in-class TA
function.
It starts with people.
So professional recruiters thatare professionally managed.
(01:50):
We know what they're working on, we're measuring them, but
they're salespeople.
They're your only salespeoplein HR and that's really
important that they're sellingyour mission, culture and values
.
From a process perspective, welive in a fast food world and if
you have a cumbersome process,if you have a difficult to
manage process, you're losingcandidates.
So make sure that it'sstreamlined and it's optimized.
(02:12):
The next is your technologystack.
So a lot of groups aretransitioning to different
applicant tracking systems anddifferent platforms.
But we really need to make surethat it is optimized and that
foundation is sound, becauseit's really important and then
you can bolt on other platformsthat help alleviate
administrative duties for yourrecruiters and the way that we
(02:36):
look at technology is what can Itake off of my recruiter's
plate that allows them to focuson building relationships with
candidates and buildingrelationships with hiring
managers From a digitalrecruitment marketing
perspective?
Do you have a proliferationstrategy and do you have an
investment strategy?
And are you measuring that it'sreally important?
Then what are we saying?
(02:56):
What does our digital footprintactually say about us?
And do we have an EVP?
Is that messaging woven in?
Do we have a brand promise so,when somebody actually finds our
jobs, can they really quicklyidentify how their life is going
to be different and enrichedbased on coming to work for us
(03:17):
versus somebody else?
And the last thing the tablestake, but it's so important is
data and reporting.
So we need to be able to pullthe data that either validates
the strategy or disproves it andallows us to really understand
where we need to dig in.
So first question so, jennifer,I'll start with you.
So, of the five key componentsthat we talked about people,
(03:38):
process, technology, digitalrecruitment, marketing,
reporting and data what is onearea you feel your organization
is thriving or is makingexceptional strides, and how did
you get there and any lessonslearned that you might have?
Speaker 2 (03:51):
So I actually feel that process and reporting and
data kind of go together.
So I think back at the end of2023, we really, as an
organization, sat down and tooka look at our process and really
needed to make someenhancements on three major
(04:16):
processes that we were doingwithin the organization.
One of them was really ourinterviewing process, along with
our employee experience process, and then our onboarding and
orientation process.
So, along with our partners, wewere able to make those
(04:38):
enhancements by working with theteams and restructuring our
interviewing process, byrestructuring our behavioral
interviewing questions, bringingback our in-person interviewing
along with our shadow shifts.
And then, as far as ouronboarding and orientation, what
(05:02):
we ended up doing is ouronboarding was already
centralized, but we worked withthe team to centralize our
orientation.
Prior to that, it wasentity-based and everybody was
hearing something differentabout the organization.
So we decided to change thatprocess and centralize the
(05:23):
orientation.
Change that process andcentralize the orientation.
So I think once you make allthese changes to the process,
then you have to be able tobring that data to back it up.
So we worked with our workforceanalytics team, along with the
human team, to be able toprovide our leaders with that
(05:45):
information and the great thingabout it is, you know, once we
were able to establish thosemeasures of success, we were
able to partner with our leadersat the entities to provide them
with really some insight andalmost a forecast of how they
(06:05):
can get ahead of their retentionand also their first year
turnover.
So it was in all, it wasextremely successful, and I mean
as of right now, the leadersand the entities and even, to
this point, the various units,rely on that information.
Speaker 1 (06:31):
That's great.
That's great, and I think aboutthe cohesive message,
definitely in onboarding,because that's your first entry
point really to the organizationand we want to make sure that
we're saying the right things.
Keisha, what would you choose?
Speaker 3 (06:43):
Yeah, university of Chicago we have our tag is at
the forefront and I think inthis space we have been leaders
in taking a look at the entireenterprise and key objectives
for performance and, like manyof your organizations, centered
around quality and safety andexperience.
(07:05):
And so we were workingdiligently really around the
experience space our patientsand families in the communities
that we serve, and that's myworld.
And so when I came on board toUniversity of Chicago, the
effort didn't match on theemployee space and it was really
important to me to not onlyunderstand the sentiment and
(07:27):
expectations of our patients andfamilies, but what were that of
our employees, right.
So we did a great job ofbringing in great talent, but we
did not do a good job ofcontinually surveying,
understanding what was mostimportant to them and actually
using the data.
So really good that we gotmonthly data back from our
(07:50):
survey vendor, from our patients, and we can operationalize the
insights, not so much on theemployee side.
And so, at the forefront, wedecided I was two years in at
University of Chicago that wewould integrate into one space
and move from patient experience, family experience, into
consumer experience and viewingour workforce as the consumer as
(08:14):
well.
And so taking a look at ourbenefits, taking a look at the
environment that we create forthose to come in and perform at
their best, that we create forthose to come in and perform at
their best, we're asking thesefolks to take quality very
seriously, to deliver in anenvironment that allows for safe
(08:37):
practices and a safeenvironment for our patients,
but we did not understand trulywhat does that environment look
like?
What's the best environment forour caregivers to do this, and
what are they grappling with athome?
We just saw a slide where 73%have some caregiver
responsibilities.
Do our benefits match that?
(09:00):
I shared with my colleagues herethat, upon taking on the HR
role, it was important for me tosit through all the key HR
things.
I had to sit through apresentation by one of our
insurance vendors and whatcaught my eye during the
conversation it was riveting, bythe way, right, yes, let's talk
about claims.
Awesome.
And what struck me was thedouble-digit increase in
(09:26):
utilization for mental healthsupport and I was very curious
how often, how many years in arow, were we seeing double-digit
increases Four years in a row?
And I go, wow, what have wechanged in four years?
Nothing, and I said can I see abreakout Is it our employees or
is it our dependents or spouses?
(09:48):
And it was pretty much split.
It was mostly our employees,but also their dependents, and
what that said to me is someonewho is tasked at the
organization of leading onpeople and understanding what
our people need, and how do weexecute on that?
What it said was our employees,yes, are utilizing those
services and getting the mentalhealth support, but those
(10:10):
employees also have dependentswho are doing the same, and I
share with my colleagues earliertoday that if I'm that mama
bear on the job and myresponsibility is to keep
patients safe, I'm also thinkingabout my kiddo, who may be
accessing those mental healthsupport services, and so it was
important to me that we startedto look at our benefits a little
bit differently.
(10:31):
And how do we create that safetynest Not net nest, right, so a
nest where we knew that we canprovide even more resources,
things that allowed thedependents to access it as well.
So taking a look at app-basedmental health support for our
(10:53):
dependents, where they can stillmaintain some autonomy and
privacy, but also assuring thatour employees, that they are
available to you, but also yourdependents, and that has been a
great marriage in which we'relooking at what our patients and
families are desiring, but alsowhat our employees need as well
, so they can come into theorganization with a little less
(11:16):
burden and knowing that we won'tsolve all of their problems,
but we will provide the supportand resources to lighten the
load a little bit when it comesto personal responsibilities.
Speaker 1 (11:27):
The safety nest Nest.
I like that.
I like that, awesome.
So I'm going to jump aroundhere, but could you share and,
jennifer, I'm going to come backto you again Could you share a
key tactic or strategy thatyou've implemented as it relates
to talent acquisition thatyou're particularly proud of,
and I would love for you tomaybe touch on your travel
(11:48):
reduction program.
Speaker 2 (11:49):
Yeah, absolutely.
I remember it like it wasyesterday.
So definitely our agencyreduction.
So we worked with Human toreduce our agency.
The first thing we did was anextremely aggressive marketing
(12:10):
strategy where we developed awelcome home campaign where we
called all of our previousemployees who were in good
standing and invited them tocome back to the organization
and from there we were able tohire back I think around maybe
50 employees that came back tothe organization and we also
(12:30):
were able to work to convert alot of the agency nurses to
employees.
We also developed an internalagency, which was extremely
successful.
We invited our own employees totransition into this internal
agency and we also developed atier three float pool.
(12:51):
So these nurses had a homefacility, but they were required
to work at one of our otherfacilities a minimum of two
shifts a month, so that helpedcover a lot of the available
shifts at some of our otherentities.
And then we had, of course, ourinternational pipeline, which
(13:12):
we had started recruitinginternationally back in 2017.
So, with all of thesestrategies that we had put in
place, within nine months wewere able to reduce our agency
usage by 61%, so a yearlypremium of it was about 48
(13:36):
million.
So prior to COVID we werespending maybe about 1.3 million
a month on agency usage.
At our peak we were spendingabout, I want to say, 9.7
million a month and currentlywe're around 2 million.
So I mean significant reductionin agency usage just by
(13:59):
developing those strategies, andwe still use a lot of those
strategies to date.
Speaker 1 (14:07):
Yeah, and I think and it's a testament to the
leadership and the team atAdventist and it was really an
organizational effort and itstarted from the CEO all the way
down, and it can't just be well, this entity or this clinical
leader, it really has to be anorganizational effort and I
think that happened in ninemonths.
(14:27):
Yeah, nine months, $50 millionthat's pretty good.
Let's all do that.
Awesome, Keisha, what about you?
Speaker 3 (14:35):
I think not to sound like a commercial, but we've
engaged Human as our partner fortalent acquisition and it's
been one of the happiestmarriages we have, and truly a
partner.
And so what's a bit differentat UCM is that we have this
(14:57):
group of individuals who arewell integrated into our
business and also into ourculture, and so it's important
to us that we share with themour struggles, just beyond the
numbers.
And again, with me taking onthis space, it's important that
our HR folks, our teams there,understand what we're after in
terms of safety and quality.
(15:18):
We're really proud of our 25thstraight A from Leapfrog and the
Lone Standing Academic MedicalCenter, and so that's incredibly
important for us, and so ifyou're a partner with us, you
will know it too, and so for us,we thought it was important
that they're in theconversations.
They're part of some of ourhuddles, they're part of
(15:39):
understanding how the units andhow the workforce is changing in
our floors and what are some ofthose new team members that
we're looking for, and so welove match day at academic
medical centers, and so havingmore pop-up listening lounges,
not only talking to our leadersbut talking to staff of who is
(16:03):
that ideal colleague and whowould you like to work alongside
, when we are at capacity, whenwe're in surge situations, and
so learning a bit about whatmakes for the perfect team
member, if you will, and makingsure that they understand it,
and so when they go out to atrack that they're well immersed
(16:23):
into our culture where they canspeak to it.
And I actually started at UCM asa recruit and a candidate that
was sourced through Human andtoday I stand as a business
partner and so I know with myexperience it was one of the
best that I've had as aprofessional and we just trust
that and we're confident, andthose who are coming into our
(16:46):
doors that they this team hashelped us create that first
impression, but alsocontinuously having them
integrated into our business tounderstand our goals and what
are those top performing teamslook like and how do we attract
more of those.
So looking beyond thetraditional pipelines, being
more creative in who we recruitand we have that in a partner
(17:10):
with human.
Speaker 1 (17:11):
Awesome and you know we actually have a tool, as
Keisha was talking about how doyou find the right person, how
do you know who you're lookingfor?
And it's called a candidatepersona package or canvas, and
it basically is like a buyerpersona for sales.
So if you're selling something,who are you looking for?
What are we going?
And you know those people aregoing to be, you know, certain
(17:33):
stature or whatever, but from acandidate standpoint it's
they're going to have certainclinical skills or educational
requirements.
But if we move beyond that,what are the core value
attributes that you're lookingfor?
What are those intangibles,those things that you can't
teach somebody?
So if anybody is looking forany tools to help start that
dialogue or that conversation,we have a quick PDF that we
(17:56):
could shoot over and it couldjust really help go beyond the
job description or beyond theresume.
That can be super helpful andreally just to think about those
people as people.
Speaker 3 (18:06):
And if I can add to that, that has been incredible
for our retention and we'reproud of our 12% turnover that
we had in prior year 11% and alot has to do with using a tool
that Derek is referencing that,beyond the skills and those
intangibles that we know, thoseare the folks that are a better
(18:30):
fit for our culture and theyhave been key contributors in
our other performance metricslike safety and quality.
Speaker 1 (18:36):
Yeah, awesome, thank you.
So one more question.
So obviously we're all partnershere, keisha, you inherited us,
yes, so I think it's been apretty good experience.
You're also a recruit, jennifer.
You helped us build it andreally customize our partnership
from where it started to whereit is today.
(18:58):
What do you think is thebiggest benefit?
And, jennifer, I'll start withyou with leveraging an external
partner as your system navigatesthis crazy dynamic, and the
next thing that comes along,yeah.
Speaker 2 (19:11):
So first I just want to say we have a very unique
model with human.
We have a very unique modelwith human.
We have a hybrid leadershipmodel.
So when we started working withhuman we we started with one
recruiter who recruited for ourED, and right now I'm the only
leader who sits at corporate andunder me I have two directors
(19:32):
and then we have two managersand they are human directors,
human leaders.
So I would say the biggestadvantage for me is just having
that flexibility and being ableto scale.
So I'm sure, just like most ofyour organizations, you're
(19:53):
growing.
We have a hospital that'sbuilding a brand new tower, we
have one that's opening upanother unit, we have one that's
waiting for a certificate ofneed to build a new hospital.
So just being able to scale upand down with recruiters in a
matter of two weeks, versushaving to hire someone external,
(20:15):
versus having to hire someoneexternal, and then also just
having that ability for me tofocus on operations and strategy
within the organization andhaving the team focus on the
day-to-day and the recruitersand programs, onboarding,
orientation, all of that.
So I would say that's for methat's the biggest advantage of
(20:39):
having that relationship.
Speaker 1 (20:40):
That flexibility is key.
Speaker 3 (20:42):
Keisha.
That's the biggest sellingpoint for us too at UCM the
flexibility to go up and downbased on our needs of the
organization.
Also, I talked aboutunderstanding our business model
and what's coming next.
What we also appreciate throughhuman is that we, internally,
are focused on the big business,the day-to-day, and human helps
(21:03):
us with the lens externally andwhat helps us to shape the way
we're thinking about who is thenext generation of our workforce
, right, and what appeals andattracts those folks.
So they're even helping us withsome insights and guidance as
we continue to evolve in ourculture and as our workforce is
younger and younger, have wetailored things that makes a Gen
(21:27):
Z want to stay, want to growwithin the organization?
And so, while they're doing theheavy work of, and I should say
, hitting the pavement andgetting those folks that fit our
culture, they're also lettingus know what we're seeing and
how we should start planning asit relates to, once they're here
(21:49):
, what does that culture looklike?
So do we have an attractiveculture to retain these folks,
and so that's been incrediblyimportant.
I also think it's importantthat they understand what we're
dealing with as it relates toour finances, right, and so to
what we've heard from Jenniferis reducing that agency spend,
driving down significantly ourtime to fill, particularly
(22:12):
around hot jobs, and there's nobig problem.
We can't go to them and feelconfident that they will help us
work through it and just giveus greater insights.
That we've not considered andso has been a key partner with
developing strategy for rightnow.
We just completed our strategyfor 2035.
(22:33):
And so the workforce and talentacquisition is a big part.
Speaker 1 (22:38):
Awesome, so we have a couple minutes left.
Any questions that we couldfield?
Oh, there's a couple.
Speaker 3 (22:49):
Just for further clarification and, jennifer, you
touched on this slightly, butam I to understand that for
either organization you don'thave internal recruitment
functions?
Is this solely recruitmentthrough human?
Speaker 2 (23:02):
We do have internal recruiters.
So all of our we have a handfulof internal recruiters and then
also our onboardingcoordinators are internal and
then, like I mentioned, we havethe hybrid model for the
leadership.
So we have two human directors,two human managers, and then
(23:25):
some team leads and then alsothe human recruiters.
So it's a combination.
Speaker 1 (23:30):
Yeah, and it can really.
They come in all shapes andsizes and at the end of the day,
no organization is the same.
So what might work for UCM,which that is, total outsourcing
, just doesn't work forAdventist, and it could be a
subset or it could be just onerecruiter and then you get some
flexibility that's built intothat.
Did I see another question overhere?
Speaker 2 (23:52):
Oh, that was your question as well.
Speaker 1 (23:53):
Okay, awesome, awesome.
So one thing that I want tomention.
So, if you guys scan the QRcode, we actually wrote this.
It's not really a book, it's anovella I guess let's just say
that and it's really a handbookof how to stand up a
best-in-class TA process.
At the end of the day, youcould buy it, you could build it
(24:17):
.
There's a lot of different waysto go about it, but these are
some really good resources thatyou may want to leverage.
So, before we wrap and I'd beremiss if I didn't ask, because
we have two amazinglyaccomplished professionals here,
so we're going to get personaljust for a second so what is the
here?
(24:39):
So we're going to get personaljust for a second so what is the
one thing that you believe hashad the greatest impact on your
success as you've developed andgone through your career?
So, keisha, I'll start with you.
Speaker 3 (24:49):
Okay, I think it's been important to understand the
insights and what's mostimportant to our workforce.
I think we start there I'm surea number of you all will agree
and we build the greateststrategy.
Without our people we don't seethe success and I think it's
(25:12):
been highlights of my day ofgoing out and just talking to
the people and understandingtheir perspective and getting to
where you know, being where thework happens, to better
understand their challenges andusing those insights to shape
(25:34):
the future of our workforceRight, those insights to shape
the future of our workforceright.
And so, with CMS and CAPS andeverything, we know how to do
that from the consumerstandpoint.
But our people that we trust,our patients, they're in their
hands.
We have not done a great job ofdoing that and I do think my
ability to connect with peopleand want to better understand
(25:57):
them has led to us building somereally effective strategies.
Speaker 1 (26:02):
Awesome, and if we could steal 30 more seconds.
Speaker 2 (26:05):
Yeah, I think my success, my background is
nursing.
I'm a nurse, I worked surgicalICU for years.
So I think, just now, being onthe corporate side but working
with the clinical programs, Ican relate to what the nurses
are going through, what theclinical managers are going
(26:28):
through, what the needs are, andI also pride myself on just
being able to build thoserelationships with the team and
also with our executive team.
So I think those would beprobably the two things Awesome.
Speaker 1 (26:43):
Excellent.
Well, thank you, everybodyReally appreciate it.
Speaker 3 (26:47):
Thank you, derek Keisha and Jennifer Wonderful.
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