March 26, 2025 • 30 mins
Washington Health CHRO John Zubiena and Human's Zach Coffey share how their RPO partnership transformed hiring outcomes through data-driven decision-making and strategic metrics tracking.
➡︎ Watch the Presentation Here: https://youtu.be/T8IoWSOTIYg
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Key Highlights
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• Washington Health has reduced openings from 120 to 65 through their outsourced recruitment approach
• Time-to-fill stands as their most critical metric with weekly accountability meetings for positions showing no activity
• Current turnover rates are impressively low at 14.85% hospital-wide and 9.85% in nursing
• Balancing hiring speed with cultural fit remains a delicate challenge requiring manager engagement
• Service level agreements establish clear expectations: 48 hours to decide on candidates, 7 days to interview, 24 hours for post-interview decisions
• The "purple unicorn" problem occurs when managers seek perfect candidates instead of applying the 80/20 rule
• Seamless candidate experience maintained through dedicated recruiters using Washington Health branding
• Weekly data reviews in PowerPoint format identify bottlenecks and ensure accountability across the recruitment process
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
The title of our presentation is Harnessing Data
to Drive Impactful HealthcareHiring Decisions.
Well, we might as well gothrough some introductions.
So you want to kick us off?
Speaker 2 (00:13):
Sure, all right.
Good afternoon everyone.
I'm John Zbiena.
I'm the CHRO of Washington.
We have actually rebrandedsince this it's Washington
Health.
Now we're in the Bay Area ofCalifornia, fremont, home of
Tesla.
We're a 415 bed hospital, 2200employees.
There are 12 of us in the HRdepartment.
(00:35):
So it's a little bit about thebackground of our health care
organization, because I thinkthat'll help when we start
interacting about some of thequestions and metrics.
But, and as far as mepersonally, I've been at the at
Washington Health for sevenyears and in health care for
about 30 years, so so I told youI wouldn't make you do a fun
(00:59):
fact I'm going to let you slide.
Speaker 1 (01:01):
He said that is my least favorite thing.
That's a fun fact in and ofitself.
There you go.
So, oh, my name is Zach Coffey.
I live in the Dallas Fort Wortharea.
I've worked with human for nineyears, started as a recruiter
and then moved over to thesolution side of things.
But I'm happy to tell you justa little bit about human.
We are primarily RPO RecruitmentProcess Outsourcing
(01:26):
organization.
We do a lot of other thingswith that, but we do partner
with John and Washington in anRPO partnership and really when
we think about our RPOpartnership it's focusing on
these five pillars that you seehere.
So, starting with dedicatedpeople, management and
leadership and a lot of eyes, alot of ears, with care and
(01:46):
thinking about our partners,again, fully dedicate our
recruiters.
So when I was a recruiter, Iwas fully dedicated to my
partner organization and humanreally goes to the background
Process.
We are not an organization thatsays you have to follow this
process.
I know John's process looksmuch different than a partner in
(02:06):
Chicago or a partner inJacksonville.
While we do try to continuallysearch for those optimization
points and try to streamline thehiring process while still
maintaining a great candidateand manager experience, we don't
dictate what that has to be.
We don't dictate what that hasto be.
(02:30):
Technology we can bringtechnologies all the way from an
ATS to AI tools that we'redeveloping that does live phone
screenings and some really coolstuff to a texting platform or
video interviewing platform.
So we leverage technology whereit reduces a recruiter's
administrative burden.
That is our entire strategy,but it all starts with a really
great process and then we canbring in really awesome tools
(02:51):
Digital recruitment marketing soit's a part of every one of our
solutions.
Generally, we absorb thestrategy as well as the budget
for the positions that we areresponsible for.
So an organization Washingtonsays hey, human, I need to
engage you to go hire X, y and Z.
Well, we get to take all ofthat off of your books, and that
even includes those dollars andlicenses that you're spending
(03:13):
to go out and find these people.
And then the last piece and thisis kind of what we're here to
talk about today is reportingand data, and really our
reporting starts with a Power BI, our Power BI team and
dashboard to really give ourpartners real-time access into
what's happening at human.
There's never a guessing gameas far as what's happening in
(03:34):
the partnership, making surethat we're staying on pace to
hit those SLAs and reach all ofthose goals.
So a little bit about us.
I promise that's the only salesI'll do.
I'll throw this up and we'llspeak to the slides not directly
about them, but this is justkind of some of the things that
we measure as we think aboutthat top of the funnel, down
(04:06):
where we can measure.
And so, john, I would just kickit to you and say what hiring
data do you find most impactful,most useful when you're making
decisions.
Speaker 2 (04:11):
Sure, and I should probably also say that just so
everybody realizes we don't havea talent acquisition department
.
We have it all outsourced to athird party, rpo.
So I just think, probably, asyou listen to us talk, you
probably just need to understandthat as a background.
But in terms of what we look at, you know Human does a great
job of providing us with, youknow, time to fill.
(04:33):
We don't do cost to hire, buttime to fill is probably the
most important metric that welook at.
We hold the recruitersaccountable every week to that
time to fill.
If I don't see activity, wemeet every Thursday and we go
through all of the openings.
We're very fortunate.
(04:54):
We have under 65 openings rightnow.
We're, as I said, 2,200employees.
We have about 65 openings, sowe can really spend the time
each week and go through eachindividual position.
And so I look for what has beenthe activity in the last two
weeks.
If there hasn't been activityin the last two weeks, I want to
hear why, and you know what'sgoing on.
(05:17):
The other metric we like to haveand look at is how many
candidates are in the pipeline.
I was at a previous sessionthis afternoon and you know it's
almost like this will be arepeat of some of what you may
have heard earlier if you werein that session is how long does
it take the manager to look andclick on those applicants and
(05:38):
find out?
You know who's in the pipelineand you know, so that's another
important metric that we look at, of course, turnover.
Everybody looks at turnover andwhat the turnover is.
We're, again, very fortunatebeing where we are and that we
have a fairly good pipeline oftalent in the local area, and
(06:03):
our turnover statistics are thatwe're 14.85 overall
hospital-wide turnover and 9.85in nursing, so we enjoy a pretty
low turnover rate as well.
So I think those are a lot ofthe high-level metrics that we
like to look at when we'relooking at making decisions.
Speaker 1 (06:26):
I didn't ask you about this earlier, but I'm
interested to know how you likethe data presented to you.
Speaker 2 (06:34):
Exactly the way it's presented.
It's in a deck.
We get a deck, usually in themorning or perhaps the night
before, which would be Wednesdaynight, thursday morning it's
all there and then we justsimply go through the deck and
we're used to seeing you knowthe same metrics each week.
So you know, having it in adeck and a slide and it's in a
(06:54):
PowerPoint, is very effectivefor us.
Awesome, very good.
Speaker 1 (06:58):
And I'll keep clicking a little bit here, but
this is a tool and I mentionedour Power BI dashboard and how
we leverage our team to reallygive us access into knowing what
is happening here.
So, as we think about whatwe're measuring, we're always
thinking about how we move folksthrough the process quicker
(07:19):
right, but oftentimes when youstart to move through quicker
you, you lose that culture fit,you lose the ability to really
potentially go out and find andfind the right people.
So I'll start.
You know what role, regardlessof position, does speed play in
your process and your hiringsuccess.
Speaker 2 (07:41):
No, it's, it's important and there is, I think
we all know there's a delicatebalance between getting through
the process, because it's thewar on talent there's.
You know, if we don't hire thatcandidate, there's another
facility just down the road isgoing to hire that candidate.
So it's important to, you know,be very timely.
That's the way we want to, youknow, look at how quickly are
(08:02):
the hiring managers clicking onthose applications and then, you
know, being able to, you know,hopefully, shorten the time
period from that time to when,you know, we actually bring the
candidates on site.
You know, we have both ends ofthe spectrum.
We have managers who will makea hiring decision within 20
(08:23):
minutes of an interview spectrum.
We have managers who will makea hiring decision within 20
minutes of an interview and thenwe have other managers who are
taking, you know, several timesfor the candidate to come back.
Of course, that's not a verygood candidate experience, but
and even, you know, even if acandidate has to, you know, zoom
back in after maybe being onsite, that's still not a good
candidate experience.
(08:43):
We, you know, would like to seethem do everything in one visit
and then make their decision.
So it's a delicate balance.
One of the things that I thinkwe could do better, and we are
going to do better with our newbrand, is to and, by the way,
not only do we have a new brandof mission, vision, values, the
whole enchilada and so I thinkwe're going to begin developing
(09:06):
some common behavioralinterviewing questions that
we're going to probably ask ourhuman recruiters to do some
screening based on thosequestions, so that we're making
sure we're getting a culturalfit or at least somewhere in the
process.
We're discussing culture and Ialways rely on the hiring
managers, as we know, becausethey're tasked with a number of
different things.
But at least if we can get asense that you know, if there's
(09:30):
some kind of red flag that comesup during that you know
screening process, then maybe weshouldn't move on with that
candidate, and then hopefully,the managers are also, you know
they're hopefully seeing ifthere's a cultural fit with
their department.
I think you know we're tryingto get a if there's a cultural
fit with their department.
I think you know we're tryingto get a if there's a cultural
fit with the organization, youknow, based on our five values,
and then hopefully, you know, weturf it to the manager, the
(09:53):
hiring manager to get a sense.
Will this candidate fit withthe unit's culture?
Because we all know every unitis a little bit different and
has its own culture.
Speaker 1 (10:01):
So I think about that a lot and I come to these
conferences and I see a lot ofus talking about people as data
points, right, and when we'removing hundreds and thousands of
folks through, there's oftenthat element of losing that
culture fit, losing the personaltouch.
How do you reinforce that withhiring managers?
(10:22):
To continue and I know youmentioned training and all of
those- things, but in theday-to-day.
How are you reinforcing theculture that I guess?
Speaker 2 (10:31):
And making sure that well, I would say that we are.
You know, we have therecruiters and again, because we
have such a low number ofopenings right now, it wasn't
always the case you know whereactually the recruiter is able
to spend more time with thathiring manager sort of you know
talking through, you know theyou know what did you see, what
did we see, and so I thinkthat's one way that you know it
(10:55):
works pretty well.
Speaker 1 (10:56):
Show of hands.
How many people havetroublesome hiring managers?
At least one right Everybody.
It's something everyone canrelate to.
So I'm not going to stepthrough each of these, but this
is what you know some of thosescorecards really look like in
action.
Here's a few examples ofpartners here, and I'll show
(11:17):
another one with some ruralpartnerships.
Ok, in an industry wherepatient care is that top
priority, how are you ensuringthat hiring and these data
points aren't taking a backseat?
Speaker 2 (11:32):
at the organization, right?
I mean you know nurse managers.
Well, any director really inhealth care now has so many
different competing prioritieswith, yes, absolutely Patient
care being number one, and ofcourse they need the staff to be
able to do the patient care.
So you would think that itwould be prioritized a little
bit higher sometimes than whatit is.
(11:53):
So I think what we have to dois we do a gentle nudge again
through the recruiters on aweekly basis.
If we don't see activity, thenwe're saying you know, hey,
what's going on?
Have you heard from, have youtouched base with what have they
said?
You know, we're really gettingvery specific by position
because right now we have theluxury of being able to do that.
Speaker 1 (12:14):
So thinking, you know , from our end, I showed you
that funnel a couple of slidesago and so ultimately, what we
care about is the hires thatwe're pumping through as you're
looking through the top of thefunnel down.
So those applicants to thepresentations, to the interview,
to the accepted, what jumps outat you, and are there any
numbers that jump out at you orratios that you say these are
(12:38):
really important?
This is where we need to spendsome time Sorry, repeat that
with the… so just the ratio, say, presentations to interview,
presentations to offer accepted.
Are you thinking about that inyour position or are you relying
on the TA team?
Speaker 2 (12:52):
I'm relying on the TA team.
That's why I had to ask youthat I'm relying on the.
Ta team to do that.
We don't really look at that somuch.
We're relying on your folks todo it.
Speaker 1 (13:02):
I'd love to hear from the audience.
Is there a data point thatjumps out, as you're seeing
these here, that you say this ismost impactful for us, for our
organization, or something thatmaybe we don't have insight to,
that we would like to haveinsight to?
Speaker 2 (13:20):
Well, I'll tell you one I wish we had and I'm
thinking after hearing about Piin one of the earlier sessions
is I wish we could predict, youknow, turnover and where, you
know who's the flight risk andthose kinds of things.
And so I think you know,perhaps AI can help us out with
some of that down the road.
Speaker 6 (13:41):
Yeah, Hi, thank you.
I just have a question.
Can you define what thispresentation's offers accepted,
referring to yeah, sopresentation is really just
candidate applies.
Speaker 1 (13:53):
We've screened the candidate, we're presenting them
to a manager.
That manager is decidingwhether they want to interview
them or not.
If they do, then that would bea submission, and then so on and
so forth throughout the process.
Speaker 6 (14:06):
So sorry if I'm not totally getting it, but so like,
what is the 2.5, 2.6, 2.9?
Speaker 1 (14:11):
Oh, yeah, sure.
So that's our ratio there.
So presentations so if you lookat the first one there,
Cincinnati, two and a halfpresentations.
So we have presented acandidate to the offers accepted
.
Speaker 6 (14:24):
So that's the same job, same manager.
That's what that's referring to.
Speaker 1 (14:27):
That is right and this is across all the jobs on
our average for each of thesesystems, as well as individually
in our organization.
Speaker 6 (14:35):
Okay, thank you.
Speaker 1 (14:36):
Yeah, of course.
Speaker 4 (14:37):
Just a little over two ratio.
Thank you Three 3.2 ratiobecause you moved from 518 to
800.
We normally struggle withsimilar kind of 9% conversion
and this is getting to around11% conversion.
(14:59):
Is there some strategies thatyou constantly think about as
you crunch this data to improvethese conversion rates?
Speaker 1 (15:11):
I'll let you fill that one, Sean.
So thinking about conversionrates and how we improve that?
Speaker 2 (15:16):
Yeah, I think.
Well, I do think it's in thetimeliness of excuse me, the
timeliness of you knowinteracting with that candidate,
getting them in.
You know clicking early on andhaving the getting, making sure
the hiring manager is looking atthose candidates, acting
quickly to you know scheduleinterviews to do the screening
interviews, getting them in forthe actual interviews.
(15:38):
Otherwise you know someone elsewill be glad to take those
candidates.
So I think that's really thekey.
I would say the most importantmetric, I think, is that you
know that metric of you know howlong is it taking to get the
candidates in the door and Ithink when we think about
(16:00):
conversion and for us it reallystarts with are we telling the
candidate what the job is right?
Speaker 1 (16:06):
Are we selling that EVP?
Your recruiter is the onlysalesperson that you have in HR.
So is a candidate comingprepared with an understanding
of the role that they're gettinginto, with an understanding of
the unit that they may beworking on?
Again, if they're on site andthey're coming to visit, are
they actually going and seeingit?
Are they able to shadow?
Are they able to ask questionsthat they're going to be facing?
(16:28):
And when you do a great job,kind of all the way through that
process, you're bound to seebetter conversion right, because
you're not bringing candidatesthat get there and say this is
not what I thought it was goingto be.
Speaker 3 (16:41):
In the hiring manager decision time at the point of
submission to interview and theninterview to hire.
And who is doing that?
Is it, is it the, is it youhuman or this side?
And are you giving thoseresults by manager to Washington
?
Speaker 2 (16:59):
So I'll let you speak .
Yeah, currently, no, we, we are, we are, we're not.
You know, we're not trackingthat on our end, but we are
relying on, you know, therecruiter to to give us that
information.
Speaker 1 (17:14):
And I would say, you know, on a deeper level, that is
something that we're trying,that we are tracking internally,
so we even go so far as to putSLAs.
You know, if we guarantee anumber of hires that we're going
to make well, we'd like someSLAs on the other side.
And generally, you know what wesee for best practices are,
after submission, 48 hours todecide whether you want to
(17:37):
proceed with a candidate, sevendays to interview and then 24
hours after an interview todecide whether you want to
decline or offer that candidate.
Speaker 2 (17:47):
And so we do measure that because oftentimes it is
tied with the throughput and theguarantees that we're putting
on hiring goals there's also Imean not directly related, but
we also have an SLA with therecruiter that they reach out to
the hiring manager within 48hours of receiving the
requisition.
And in our organization thosedecisions all happen on one day
(18:10):
of the week.
So that's Thursday the CEO VPgroup meets and then on Friday
is when a lot of our positionsare released, and so we're
expecting the recruiter to reachout no later than Tuesday
probably, and you know havingthat discussion again about what
is the right fit candidate forthat position.
(18:32):
If it's, you know, an RNposition, it's, you know,
usually that's been establishedthey still reach out, but the
conversation's much shorter.
But if it's going to be aunique one-off and you know,
because of the size of ourorganization we're kind of a
tweener organization, we're nota large system but we're also
not a critical access hospital,so our managers try to create
(18:53):
positions that are like, youknow, a purple unicorn.
You know they're trying to puteverything into one job
description.
They want somebody who's goingto meet all those qualifications
and I think that's where I seea lot of it's that FOMO there.
You know they leave thecandidates in the queue, they
don't act on them becausethey're not seeing exactly what
(19:14):
they want and they're going tokeep waiting until that purple
unicorn comes along, instead ofreally, you know, working the
group that they've got andsaying, look, okay, I can get
80%, use the 80 20 rule.
You can get 80% of what you'relooking for.
Hopefully, the other 20 you caneither train for or find
another way to get itaccomplished, but that's.
(19:35):
I don't know anybody else whohas a facility our size.
You may run into that samething, because we're not a huge
system that's got a wholedepartment or a person to do
certain things.
You have to kind of put a bunchof things into one job
description.
Ftes are limited, so you know,put it all into one and see what
you can get.
Speaker 1 (19:56):
And I would say there's the expectation and the
goal and then there's thereality.
There's always going to be aone-off right where we don't get
back to a candidate, we arelooking on an average, and where
there are opportunities not toexpose a hiring manager but to
give a leader.
Hey listen, we're really seeinga bottleneck here and that's
(20:16):
not meeting the benchmark of therest of the organization.
So we need to talk with thathiring manager, right?
So it's an escalation point tous.
We try to maintain thatrelationship so we can urge the
manager to give that feedback,but it is just giving the data
points to leaders to helpreinforce those things and
that's what comes out of thatThursday weekly meeting is we
(20:38):
look and you know the recruiterswe chuckle, because it's my
favorite part of the meeting.
Speaker 2 (20:43):
All the others it's just numbers.
But this is like let's get intothe meet here and see what,
what's open and what's beengoing on.
And you know, when you're asmall organization you also kind
of know some of the candidatesand we're also I should have
said earlier in the introductionwe're a unionized organization,
we're 80 unionized.
So you know a lot of the churnis happening.
You know the day shift or thenight shift person posted, the
(21:04):
day shift opening.
When you have a, you know anopening and so there's um all
positions are posted at the sametime but those that are
actually filled externally, youknow, come down to um a fewer
amount, obviously.
Speaker 5 (21:19):
So hi, thank you so much for your presentation.
I have probably three questions, so first, um are the
scorecards available in adashboard format for large
organizations?
My other question is thequalitative of candidates that
are being hired.
How do you measure that tounderstand whether a recruiter
(21:41):
has an opportunity or whether ahiring leader has an opportunity
, if our candidates are beinghired but walking out the door
within the first year, you know,yeah.
And then my last question.
I forgot okay, fair.
Speaker 1 (21:52):
Well, why don't you hang on to that microphone?
If you think about it, ask, uh,I'll say just strictly on the
dashboards yeah, absolutely, sowe can look at it from an
integrated, non-integratedstandpoint with the ats.
Um, definitely, uh, we workwith partners where it's
literally a link where anyonewith the link in the
organization can have instantaccess to all of those things.
Speaker 2 (22:14):
I'll let you talk first about the quality, yeah,
so that you know.
I guess I would be interested ifanyone has a good way of
measuring quality of hire,because that is something that I
would say is maybe a weaknesswe have.
All we have to know is you knowwhether there was turnover, you
know, but just because there'snot turnover doesn't mean the
(22:36):
hire, you know, the candidate'sa quality candidate and they may
be a problem and of coursewe'll find out about that
through.
You know, on the other side ofthe department and the employee
relations side have become aproblem.
You know, oh, that was not agood hire, yeah, and we've had
some of those.
But I mean, overall, I wouldsay you know we do a pretty good
job, but it would be good tohave some metrics to back it up,
(22:58):
to say that you know we'redoing a good job and there's a
you know we've attracted qualitycandidates and I would say for
us, you know generally wherehuman is responsible is, from
that time a candidate applies tothe time the offer is accepted
and then generally it's handedoff to an organization's
(23:19):
onboarding team.
Speaker 1 (23:19):
So the good candidate , bad candidate, can oftentimes
get pinned on TA right.
Well, they left after only sixmonths on the job.
How's that manager right?
What was the expectation ofwhat the manager told them in
the interview process?
Is that manager?
I mean and there are so manystatistics that we can go
(23:40):
through and how much time is themanager spending recruiting?
Well, if they're spending a tonof time recruiting, they're not
spending time engagingemployees.
So you're missing out on a tonof employee engagement which is
going to lead to turnover.
Which where do you pin that?
Was it a bad candidate?
Was it a bad process?
And so having this data andgreat data points to look at at
(24:01):
least gives you the ability tobegin to identify some of those
things.
Are we missing in?
They're turning over within thefirst 90 days because it wasn't
a real expectation of the job,we didn't onboard them?
Well, or is it six months downthe line and we need to go back
and maybe there's an opportunityto train managers to engage
employees better.
Speaker 5 (24:21):
Back to me.
It was that culture.
So how do we ensure you have aseamless candidate experience
where it is an outsourcedfunction but still reflective of
the culture of the organization, so that we do our transparency
and who we are?
Speaker 2 (24:35):
great question, um, so, um, initially, uh, and you
know we like to get therecruiter, if possible, to
actually visit, you know,fremont so that they can see the
hospital.
Um, and then they're, you know,because they are really our
marketers.
Uh, you know Fremont, so thatthey can see the hospital.
And then they're, you know,cause they are really our
marketers, you know, for thepositions for the facility, and
they answer the hospital or theanswer their phones.
(24:58):
You know Washington healthhuman resources, so it's very
seamless, hopefully to thecandidates that we even have a
third party.
You know they have a WashingtonHealth email.
So, you know, hopefully it'd beinteresting question to ask some
of the candidates do yourealize that that's not?
You know somebody who sits inour department and is a third
(25:19):
party?
Because I think that you knowwe do a good job of kind of
bridging that so that theculture does come across by the
recruiter.
When they're you know whenthey're selling the job, and
because they've spent time,hopefully, in that initial
intake call, they have a prettygood idea of what the manager is
(25:41):
looking for.
Plus, you know, after they'veworked with the manager for a
period of time, they also knowthe manager and can even talk to
the manager kind of you know,upsell the manager even so and
even on another level like I.
Speaker 1 (25:59):
So before I was like a corporate guy, I had the best
waste of degree I could come upwith was be a professional
musician, and so sometimes Icome into these things and I
look at how simplistic some ofthe data can be right and how
simplistic engaging a candidatebetter where it's hey.
When I was a recruiter, youknow what I studied in my metro
(26:20):
area where I was recruiting.
I studied migratory patternsand maps and I know they didn't
want to drive across this bridgeor this highway, and so really
embedding yourself into thatcommunity and into that system
can only be done when recruitersare fully dedicated, committed
to that organization, and Ithink that's such a big thing
(26:42):
that is often overlooked.
It is a partnership, not just avendor relationship, and that's
where you see real success.
Speaker 2 (26:51):
And then keep in mind the candidate.
Even though they're speakingwith someone you know who's
talking to a third party,they're still meeting the hiring
manager and so that culturealso.
You know we rely on the hiringmanagers to you know express
what the culture of theorganization is, as well as a
culture of their own department.
So I don't think we miss, youknow much on that.
(27:12):
I don't think there's a misstepthere.
I think it's pretty seamless.
Speaker 5 (27:15):
Outsourcing the function has contributed to
direct load and time to fillbeing decreased.
Speaker 2 (27:24):
Great question.
So I will tell you that how wecame to actually outsourcing was
I was there, I came as aninterim I never left, by the way
and I was there probably aboutthree or four months and our
recruiter left.
I won't get into this story,but it's a dark one, but anyway.
(27:44):
And then there were none, andso then we had a look at what do
we do now, you know, and and so, um, we took six months.
That the reality was.
At that point we were a postand pray shop.
So, you know, and um, truth betold, we were able to take an
administrative assistant who wasat our front desk, who
supported the recruiter, andactually have her do the work
(28:05):
that the recruiter is doing,because her do the work that the
recruiter is doing, because hereally wasn't recruiting, he was
just doing electronic paperpushing.
So with that we had onerecruiter and then we had
someone at the front desk whowas, you know, kind of
supporting him.
Fast forward.
We, like I said, we studied wecould have just backfilled the
one recruiter, but then we werein the danger of one single
(28:27):
point of failure again.
So what we were able to do isactually hire two recruiters
this way because we didn't haveto pay the LinkedIn seats, we
didn't have to pay for a lot ofrecruitment expenses and so,
honestly, our CFO was he was allin because we didn't save a lot
of money.
There were some savings, but wedidn't increase our costs by
(28:49):
adding another FTE.
So it truly was a it's been agreat partnership.
It's been.
It's really worked well.
Yet another part of thequestion I didn't get to how
many recruiters do you have?
Two, yeah, two, Now we have two.
We only had one when I started.
Now we've got two.
And yes, I attribute the factthat we only have 65 recs right
now to that ongoing relationship, Because when we first started,
(29:14):
I think we had about the recswere up to about 120.
So it's probably down by abouthalf.
And, by the way, not I wouldsay probably out of that, maybe
25 are nursing positions.
So I think there's been a themeearlier too that you know it's
a lot of the allied healthpositions that we're having more
difficulty filling and I thinkthat is the case with us as well
(29:37):
and you know, filling some ofour exempt level positions,
because beautiful weather in theBay Area but very high cost of
living, and so to try and getpeople to move to the Bay Area,
that's our biggest recruitmentchallenge, quite honestly.
Speaker 1 (29:53):
We're out of time.
We would love to chat with anyof you.
I can show you that Power BIdashboard.
I'd love to talk with you aboutanything that you're interested
in seeing more.
John will be here throughtomorrow.
I'm here.
Thank you so much for listeningto us and interacting with us.
We appreciate it.
The title of our presentation is Harnessing Data
to Drive Impactful HealthcareHiring Decisions.
Well, we might as well gothrough some introductions.
So you want to kick us off?
Speaker 2 (00:13):
Sure, all right.
Good afternoon everyone.
I'm John Zbiena.
I'm the CHRO of Washington.
We have actually rebrandedsince this it's Washington
Health.
Now we're in the Bay Area ofCalifornia, fremont, home of
Tesla.
We're a 415 bed hospital, 2200employees.
There are 12 of us in the HRdepartment.
(00:35):
So it's a little bit about thebackground of our health care
organization, because I thinkthat'll help when we start
interacting about some of thequestions and metrics.
But, and as far as mepersonally, I've been at the at
Washington Health for sevenyears and in health care for
about 30 years, so so I told youI wouldn't make you do a fun
(00:59):
fact I'm going to let you slide.
Speaker 1 (01:01):
He said that is my least favorite thing.
That's a fun fact in and ofitself.
There you go.
So, oh, my name is Zach Coffey.
I live in the Dallas Fort Wortharea.
I've worked with human for nineyears, started as a recruiter
and then moved over to thesolution side of things.
But I'm happy to tell you justa little bit about human.
We are primarily RPO RecruitmentProcess Outsourcing
(01:26):
organization.
We do a lot of other thingswith that, but we do partner
with John and Washington in anRPO partnership and really when
we think about our RPOpartnership it's focusing on
these five pillars that you seehere.
So, starting with dedicatedpeople, management and
leadership and a lot of eyes, alot of ears, with care and
(01:46):
thinking about our partners,again, fully dedicate our
recruiters.
So when I was a recruiter, Iwas fully dedicated to my
partner organization and humanreally goes to the background
Process.
We are not an organization thatsays you have to follow this
process.
I know John's process looksmuch different than a partner in
(02:06):
Chicago or a partner inJacksonville.
While we do try to continuallysearch for those optimization
points and try to streamline thehiring process while still
maintaining a great candidateand manager experience, we don't
dictate what that has to be.
We don't dictate what that hasto be.
(02:30):
Technology we can bringtechnologies all the way from an
ATS to AI tools that we'redeveloping that does live phone
screenings and some really coolstuff to a texting platform or
video interviewing platform.
So we leverage technology whereit reduces a recruiter's
administrative burden.
That is our entire strategy,but it all starts with a really
great process and then we canbring in really awesome tools
(02:51):
Digital recruitment marketing soit's a part of every one of our
solutions.
Generally, we absorb thestrategy as well as the budget
for the positions that we areresponsible for.
So an organization Washingtonsays hey, human, I need to
engage you to go hire X, y and Z.
Well, we get to take all ofthat off of your books, and that
even includes those dollars andlicenses that you're spending
(03:13):
to go out and find these people.
And then the last piece and thisis kind of what we're here to
talk about today is reportingand data, and really our
reporting starts with a Power BI, our Power BI team and
dashboard to really give ourpartners real-time access into
what's happening at human.
There's never a guessing gameas far as what's happening in
(03:34):
the partnership, making surethat we're staying on pace to
hit those SLAs and reach all ofthose goals.
So a little bit about us.
I promise that's the only salesI'll do.
I'll throw this up and we'llspeak to the slides not directly
about them, but this is justkind of some of the things that
we measure as we think aboutthat top of the funnel, down
(04:06):
where we can measure.
And so, john, I would just kickit to you and say what hiring
data do you find most impactful,most useful when you're making
decisions.
Speaker 2 (04:11):
Sure, and I should probably also say that just so
everybody realizes we don't havea talent acquisition department
.
We have it all outsourced to athird party, rpo.
So I just think, probably, asyou listen to us talk, you
probably just need to understandthat as a background.
But in terms of what we look at, you know Human does a great
job of providing us with, youknow, time to fill.
(04:33):
We don't do cost to hire, buttime to fill is probably the
most important metric that welook at.
We hold the recruitersaccountable every week to that
time to fill.
If I don't see activity, wemeet every Thursday and we go
through all of the openings.
We're very fortunate.
(04:54):
We have under 65 openings rightnow.
We're, as I said, 2,200employees.
We have about 65 openings, sowe can really spend the time
each week and go through eachindividual position.
And so I look for what has beenthe activity in the last two
weeks.
If there hasn't been activityin the last two weeks, I want to
hear why, and you know what'sgoing on.
(05:17):
The other metric we like to haveand look at is how many
candidates are in the pipeline.
I was at a previous sessionthis afternoon and you know it's
almost like this will be arepeat of some of what you may
have heard earlier if you werein that session is how long does
it take the manager to look andclick on those applicants and
(05:38):
find out?
You know who's in the pipelineand you know, so that's another
important metric that we look at, of course, turnover.
Everybody looks at turnover andwhat the turnover is.
We're, again, very fortunatebeing where we are and that we
have a fairly good pipeline oftalent in the local area, and
(06:03):
our turnover statistics are thatwe're 14.85 overall
hospital-wide turnover and 9.85in nursing, so we enjoy a pretty
low turnover rate as well.
So I think those are a lot ofthe high-level metrics that we
like to look at when we'relooking at making decisions.
Speaker 1 (06:26):
I didn't ask you about this earlier, but I'm
interested to know how you likethe data presented to you.
Speaker 2 (06:34):
Exactly the way it's presented.
It's in a deck.
We get a deck, usually in themorning or perhaps the night
before, which would be Wednesdaynight, thursday morning it's
all there and then we justsimply go through the deck and
we're used to seeing you knowthe same metrics each week.
So you know, having it in adeck and a slide and it's in a
(06:54):
PowerPoint, is very effectivefor us.
Awesome, very good.
Speaker 1 (06:58):
And I'll keep clicking a little bit here, but
this is a tool and I mentionedour Power BI dashboard and how
we leverage our team to reallygive us access into knowing what
is happening here.
So, as we think about whatwe're measuring, we're always
thinking about how we move folksthrough the process quicker
(07:19):
right, but oftentimes when youstart to move through quicker
you, you lose that culture fit,you lose the ability to really
potentially go out and find andfind the right people.
So I'll start.
You know what role, regardlessof position, does speed play in
your process and your hiringsuccess.
Speaker 2 (07:41):
No, it's, it's important and there is, I think
we all know there's a delicatebalance between getting through
the process, because it's thewar on talent there's.
You know, if we don't hire thatcandidate, there's another
facility just down the road isgoing to hire that candidate.
So it's important to, you know,be very timely.
That's the way we want to, youknow, look at how quickly are
(08:02):
the hiring managers clicking onthose applications and then, you
know, being able to, you know,hopefully, shorten the time
period from that time to when,you know, we actually bring the
candidates on site.
You know, we have both ends ofthe spectrum.
We have managers who will makea hiring decision within 20
(08:23):
minutes of an interview spectrum.
We have managers who will makea hiring decision within 20
minutes of an interview and thenwe have other managers who are
taking, you know, several timesfor the candidate to come back.
Of course, that's not a verygood candidate experience, but
and even, you know, even if acandidate has to, you know, zoom
back in after maybe being onsite, that's still not a good
candidate experience.
(08:43):
We, you know, would like to seethem do everything in one visit
and then make their decision.
So it's a delicate balance.
One of the things that I thinkwe could do better, and we are
going to do better with our newbrand, is to and, by the way,
not only do we have a new brandof mission, vision, values, the
whole enchilada and so I thinkwe're going to begin developing
(09:06):
some common behavioralinterviewing questions that
we're going to probably ask ourhuman recruiters to do some
screening based on thosequestions, so that we're making
sure we're getting a culturalfit or at least somewhere in the
process.
We're discussing culture and Ialways rely on the hiring
managers, as we know, becausethey're tasked with a number of
different things.
But at least if we can get asense that you know, if there's
(09:30):
some kind of red flag that comesup during that you know
screening process, then maybe weshouldn't move on with that
candidate, and then hopefully,the managers are also, you know
they're hopefully seeing ifthere's a cultural fit with
their department.
I think you know we're tryingto get a if there's a cultural
fit with their department.
I think you know we're tryingto get a if there's a cultural
fit with the organization, youknow, based on our five values,
and then hopefully, you know, weturf it to the manager, the
(09:53):
hiring manager to get a sense.
Will this candidate fit withthe unit's culture?
Because we all know every unitis a little bit different and
has its own culture.
Speaker 1 (10:01):
So I think about that a lot and I come to these
conferences and I see a lot ofus talking about people as data
points, right, and when we'removing hundreds and thousands of
folks through, there's oftenthat element of losing that
culture fit, losing the personaltouch.
How do you reinforce that withhiring managers?
(10:22):
To continue and I know youmentioned training and all of
those- things, but in theday-to-day.
How are you reinforcing theculture that I guess?
Speaker 2 (10:31):
And making sure that well, I would say that we are.
You know, we have therecruiters and again, because we
have such a low number ofopenings right now, it wasn't
always the case you know whereactually the recruiter is able
to spend more time with thathiring manager sort of you know
talking through, you know theyou know what did you see, what
did we see, and so I thinkthat's one way that you know it
(10:55):
works pretty well.
Speaker 1 (10:56):
Show of hands.
How many people havetroublesome hiring managers?
At least one right Everybody.
It's something everyone canrelate to.
So I'm not going to stepthrough each of these, but this
is what you know some of thosescorecards really look like in
action.
Here's a few examples ofpartners here, and I'll show
(11:17):
another one with some ruralpartnerships.
Ok, in an industry wherepatient care is that top
priority, how are you ensuringthat hiring and these data
points aren't taking a backseat?
Speaker 2 (11:32):
at the organization, right?
I mean you know nurse managers.
Well, any director really inhealth care now has so many
different competing prioritieswith, yes, absolutely Patient
care being number one, and ofcourse they need the staff to be
able to do the patient care.
So you would think that itwould be prioritized a little
bit higher sometimes than whatit is.
(11:53):
So I think what we have to dois we do a gentle nudge again
through the recruiters on aweekly basis.
If we don't see activity, thenwe're saying you know, hey,
what's going on?
Have you heard from, have youtouched base with what have they
said?
You know, we're really gettingvery specific by position
because right now we have theluxury of being able to do that.
Speaker 1 (12:14):
So thinking, you know , from our end, I showed you
that funnel a couple of slidesago and so ultimately, what we
care about is the hires thatwe're pumping through as you're
looking through the top of thefunnel down.
So those applicants to thepresentations, to the interview,
to the accepted, what jumps outat you, and are there any
numbers that jump out at you orratios that you say these are
(12:38):
really important?
This is where we need to spendsome time Sorry, repeat that
with the… so just the ratio, say, presentations to interview,
presentations to offer accepted.
Are you thinking about that inyour position or are you relying
on the TA team?
Speaker 2 (12:52):
I'm relying on the TA team.
That's why I had to ask youthat I'm relying on the.
Ta team to do that.
We don't really look at that somuch.
We're relying on your folks todo it.
Speaker 1 (13:02):
I'd love to hear from the audience.
Is there a data point thatjumps out, as you're seeing
these here, that you say this ismost impactful for us, for our
organization, or something thatmaybe we don't have insight to,
that we would like to haveinsight to?
Speaker 2 (13:20):
Well, I'll tell you one I wish we had and I'm
thinking after hearing about Piin one of the earlier sessions
is I wish we could predict, youknow, turnover and where, you
know who's the flight risk andthose kinds of things.
And so I think you know,perhaps AI can help us out with
some of that down the road.
Speaker 6 (13:41):
Yeah, Hi, thank you.
I just have a question.
Can you define what thispresentation's offers accepted,
referring to yeah, sopresentation is really just
candidate applies.
Speaker 1 (13:53):
We've screened the candidate, we're presenting them
to a manager.
That manager is decidingwhether they want to interview
them or not.
If they do, then that would bea submission, and then so on and
so forth throughout the process.
Speaker 6 (14:06):
So sorry if I'm not totally getting it, but so like,
what is the 2.5, 2.6, 2.9?
Speaker 1 (14:11):
Oh, yeah, sure.
So that's our ratio there.
So presentations so if you lookat the first one there,
Cincinnati, two and a halfpresentations.
So we have presented acandidate to the offers accepted
.
Speaker 6 (14:24):
So that's the same job, same manager.
That's what that's referring to.
Speaker 1 (14:27):
That is right and this is across all the jobs on
our average for each of thesesystems, as well as individually
in our organization.
Speaker 6 (14:35):
Okay, thank you.
Speaker 1 (14:36):
Yeah, of course.
Speaker 4 (14:37):
Just a little over two ratio.
Thank you Three 3.2 ratiobecause you moved from 518 to
800.
We normally struggle withsimilar kind of 9% conversion
and this is getting to around11% conversion.
(14:59):
Is there some strategies thatyou constantly think about as
you crunch this data to improvethese conversion rates?
Speaker 1 (15:11):
I'll let you fill that one, Sean.
So thinking about conversionrates and how we improve that?
Speaker 2 (15:16):
Yeah, I think.
Well, I do think it's in thetimeliness of excuse me, the
timeliness of you knowinteracting with that candidate,
getting them in.
You know clicking early on andhaving the getting, making sure
the hiring manager is looking atthose candidates, acting
quickly to you know scheduleinterviews to do the screening
interviews, getting them in forthe actual interviews.
(15:38):
Otherwise you know someone elsewill be glad to take those
candidates.
So I think that's really thekey.
I would say the most importantmetric, I think, is that you
know that metric of you know howlong is it taking to get the
candidates in the door and Ithink when we think about
(16:00):
conversion and for us it reallystarts with are we telling the
candidate what the job is right?
Speaker 1 (16:06):
Are we selling that EVP?
Your recruiter is the onlysalesperson that you have in HR.
So is a candidate comingprepared with an understanding
of the role that they're gettinginto, with an understanding of
the unit that they may beworking on?
Again, if they're on site andthey're coming to visit, are
they actually going and seeingit?
Are they able to shadow?
Are they able to ask questionsthat they're going to be facing?
(16:28):
And when you do a great job,kind of all the way through that
process, you're bound to seebetter conversion right, because
you're not bringing candidatesthat get there and say this is
not what I thought it was goingto be.
Speaker 3 (16:41):
In the hiring manager decision time at the point of
submission to interview and theninterview to hire.
And who is doing that?
Is it, is it the, is it youhuman or this side?
And are you giving thoseresults by manager to Washington
?
Speaker 2 (16:59):
So I'll let you speak .
Yeah, currently, no, we, we are, we are, we're not.
You know, we're not trackingthat on our end, but we are
relying on, you know, therecruiter to to give us that
information.
Speaker 1 (17:14):
And I would say, you know, on a deeper level, that is
something that we're trying,that we are tracking internally,
so we even go so far as to putSLAs.
You know, if we guarantee anumber of hires that we're going
to make well, we'd like someSLAs on the other side.
And generally, you know what wesee for best practices are,
after submission, 48 hours todecide whether you want to
(17:37):
proceed with a candidate, sevendays to interview and then 24
hours after an interview todecide whether you want to
decline or offer that candidate.
Speaker 2 (17:47):
And so we do measure that because oftentimes it is
tied with the throughput and theguarantees that we're putting
on hiring goals there's also Imean not directly related, but
we also have an SLA with therecruiter that they reach out to
the hiring manager within 48hours of receiving the
requisition.
And in our organization thosedecisions all happen on one day
(18:10):
of the week.
So that's Thursday the CEO VPgroup meets and then on Friday
is when a lot of our positionsare released, and so we're
expecting the recruiter to reachout no later than Tuesday
probably, and you know havingthat discussion again about what
is the right fit candidate forthat position.
(18:32):
If it's, you know, an RNposition, it's, you know,
usually that's been establishedthey still reach out, but the
conversation's much shorter.
But if it's going to be aunique one-off and you know,
because of the size of ourorganization we're kind of a
tweener organization, we're nota large system but we're also
not a critical access hospital,so our managers try to create
(18:53):
positions that are like, youknow, a purple unicorn.
You know they're trying to puteverything into one job
description.
They want somebody who's goingto meet all those qualifications
and I think that's where I seea lot of it's that FOMO there.
You know they leave thecandidates in the queue, they
don't act on them becausethey're not seeing exactly what
(19:14):
they want and they're going tokeep waiting until that purple
unicorn comes along, instead ofreally, you know, working the
group that they've got andsaying, look, okay, I can get
80%, use the 80 20 rule.
You can get 80% of what you'relooking for.
Hopefully, the other 20 you caneither train for or find
another way to get itaccomplished, but that's.
(19:35):
I don't know anybody else whohas a facility our size.
You may run into that samething, because we're not a huge
system that's got a wholedepartment or a person to do
certain things.
You have to kind of put a bunchof things into one job
description.
Ftes are limited, so you know,put it all into one and see what
you can get.
Speaker 1 (19:56):
And I would say there's the expectation and the
goal and then there's thereality.
There's always going to be aone-off right where we don't get
back to a candidate, we arelooking on an average, and where
there are opportunities not toexpose a hiring manager but to
give a leader.
Hey listen, we're really seeinga bottleneck here and that's
(20:16):
not meeting the benchmark of therest of the organization.
So we need to talk with thathiring manager, right?
So it's an escalation point tous.
We try to maintain thatrelationship so we can urge the
manager to give that feedback,but it is just giving the data
points to leaders to helpreinforce those things and
that's what comes out of thatThursday weekly meeting is we
(20:38):
look and you know the recruiterswe chuckle, because it's my
favorite part of the meeting.
Speaker 2 (20:43):
All the others it's just numbers.
But this is like let's get intothe meet here and see what,
what's open and what's beengoing on.
And you know, when you're asmall organization you also kind
of know some of the candidatesand we're also I should have
said earlier in the introductionwe're a unionized organization,
we're 80 unionized.
So you know a lot of the churnis happening.
You know the day shift or thenight shift person posted, the
(21:04):
day shift opening.
When you have a, you know anopening and so there's um all
positions are posted at the sametime but those that are
actually filled externally, youknow, come down to um a fewer
amount, obviously.
Speaker 5 (21:19):
So hi, thank you so much for your presentation.
I have probably three questions, so first, um are the
scorecards available in adashboard format for large
organizations?
My other question is thequalitative of candidates that
are being hired.
How do you measure that tounderstand whether a recruiter
(21:41):
has an opportunity or whether ahiring leader has an opportunity
, if our candidates are beinghired but walking out the door
within the first year, you know,yeah.
And then my last question.
I forgot okay, fair.
Speaker 1 (21:52):
Well, why don't you hang on to that microphone?
If you think about it, ask, uh,I'll say just strictly on the
dashboards yeah, absolutely, sowe can look at it from an
integrated, non-integratedstandpoint with the ats.
Um, definitely, uh, we workwith partners where it's
literally a link where anyonewith the link in the
organization can have instantaccess to all of those things.
Speaker 2 (22:14):
I'll let you talk first about the quality, yeah,
so that you know.
I guess I would be interested ifanyone has a good way of
measuring quality of hire,because that is something that I
would say is maybe a weaknesswe have.
All we have to know is you knowwhether there was turnover, you
know, but just because there'snot turnover doesn't mean the
(22:36):
hire, you know, the candidate'sa quality candidate and they may
be a problem and of coursewe'll find out about that
through.
You know, on the other side ofthe department and the employee
relations side have become aproblem.
You know, oh, that was not agood hire, yeah, and we've had
some of those.
But I mean, overall, I wouldsay you know we do a pretty good
job, but it would be good tohave some metrics to back it up,
(22:58):
to say that you know we'redoing a good job and there's a
you know we've attracted qualitycandidates and I would say for
us, you know generally wherehuman is responsible is, from
that time a candidate applies tothe time the offer is accepted
and then generally it's handedoff to an organization's
(23:19):
onboarding team.
Speaker 1 (23:19):
So the good candidate , bad candidate, can oftentimes
get pinned on TA right.
Well, they left after only sixmonths on the job.
How's that manager right?
What was the expectation ofwhat the manager told them in
the interview process?
Is that manager?
I mean and there are so manystatistics that we can go
(23:40):
through and how much time is themanager spending recruiting?
Well, if they're spending a tonof time recruiting, they're not
spending time engagingemployees.
So you're missing out on a tonof employee engagement which is
going to lead to turnover.
Which where do you pin that?
Was it a bad candidate?
Was it a bad process?
And so having this data andgreat data points to look at at
(24:01):
least gives you the ability tobegin to identify some of those
things.
Are we missing in?
They're turning over within thefirst 90 days because it wasn't
a real expectation of the job,we didn't onboard them?
Well, or is it six months downthe line and we need to go back
and maybe there's an opportunityto train managers to engage
employees better.
Speaker 5 (24:21):
Back to me.
It was that culture.
So how do we ensure you have aseamless candidate experience
where it is an outsourcedfunction but still reflective of
the culture of the organization, so that we do our transparency
and who we are?
Speaker 2 (24:35):
great question, um, so, um, initially, uh, and you
know we like to get therecruiter, if possible, to
actually visit, you know,fremont so that they can see the
hospital.
Um, and then they're, you know,because they are really our
marketers.
Uh, you know Fremont, so thatthey can see the hospital.
And then they're, you know,cause they are really our
marketers, you know, for thepositions for the facility, and
they answer the hospital or theanswer their phones.
(24:58):
You know Washington healthhuman resources, so it's very
seamless, hopefully to thecandidates that we even have a
third party.
You know they have a WashingtonHealth email.
So, you know, hopefully it'd beinteresting question to ask some
of the candidates do yourealize that that's not?
You know somebody who sits inour department and is a third
(25:19):
party?
Because I think that you knowwe do a good job of kind of
bridging that so that theculture does come across by the
recruiter.
When they're you know whenthey're selling the job, and
because they've spent time,hopefully, in that initial
intake call, they have a prettygood idea of what the manager is
(25:41):
looking for.
Plus, you know, after they'veworked with the manager for a
period of time, they also knowthe manager and can even talk to
the manager kind of you know,upsell the manager even so and
even on another level like I.
Speaker 1 (25:59):
So before I was like a corporate guy, I had the best
waste of degree I could come upwith was be a professional
musician, and so sometimes Icome into these things and I
look at how simplistic some ofthe data can be right and how
simplistic engaging a candidatebetter where it's hey.
When I was a recruiter, youknow what I studied in my metro
(26:20):
area where I was recruiting.
I studied migratory patternsand maps and I know they didn't
want to drive across this bridgeor this highway, and so really
embedding yourself into thatcommunity and into that system
can only be done when recruitersare fully dedicated, committed
to that organization, and Ithink that's such a big thing
(26:42):
that is often overlooked.
It is a partnership, not just avendor relationship, and that's
where you see real success.
Speaker 2 (26:51):
And then keep in mind the candidate.
Even though they're speakingwith someone you know who's
talking to a third party,they're still meeting the hiring
manager and so that culturealso.
You know we rely on the hiringmanagers to you know express
what the culture of theorganization is, as well as a
culture of their own department.
So I don't think we miss, youknow much on that.
(27:12):
I don't think there's a misstepthere.
I think it's pretty seamless.
Speaker 5 (27:15):
Outsourcing the function has contributed to
direct load and time to fillbeing decreased.
Speaker 2 (27:24):
Great question.
So I will tell you that how wecame to actually outsourcing was
I was there, I came as aninterim I never left, by the way
and I was there probably aboutthree or four months and our
recruiter left.
I won't get into this story,but it's a dark one, but anyway.
(27:44):
And then there were none, andso then we had a look at what do
we do now, you know, and and so, um, we took six months.
That the reality was.
At that point we were a postand pray shop.
So, you know, and um, truth betold, we were able to take an
administrative assistant who wasat our front desk, who
supported the recruiter, andactually have her do the work
(28:05):
that the recruiter is doing,because her do the work that the
recruiter is doing, because hereally wasn't recruiting, he was
just doing electronic paperpushing.
So with that we had onerecruiter and then we had
someone at the front desk whowas, you know, kind of
supporting him.
Fast forward.
We, like I said, we studied wecould have just backfilled the
one recruiter, but then we werein the danger of one single
(28:27):
point of failure again.
So what we were able to do isactually hire two recruiters
this way because we didn't haveto pay the LinkedIn seats, we
didn't have to pay for a lot ofrecruitment expenses and so,
honestly, our CFO was he was allin because we didn't save a lot
of money.
There were some savings, but wedidn't increase our costs by
(28:49):
adding another FTE.
So it truly was a it's been agreat partnership.
It's been.
It's really worked well.
Yet another part of thequestion I didn't get to how
many recruiters do you have?
Two, yeah, two, Now we have two.
We only had one when I started.
Now we've got two.
And yes, I attribute the factthat we only have 65 recs right
now to that ongoing relationship, Because when we first started,
(29:14):
I think we had about the recswere up to about 120.
So it's probably down by abouthalf.
And, by the way, not I wouldsay probably out of that, maybe
25 are nursing positions.
So I think there's been a themeearlier too that you know it's
a lot of the allied healthpositions that we're having more
difficulty filling and I thinkthat is the case with us as well
(29:37):
and you know, filling some ofour exempt level positions,
because beautiful weather in theBay Area but very high cost of
living, and so to try and getpeople to move to the Bay Area,
that's our biggest recruitmentchallenge, quite honestly.
Speaker 1 (29:53):
We're out of time.
We would love to chat with anyof you.
I can show you that Power BIdashboard.
I'd love to talk with you aboutanything that you're interested
in seeing more.
John will be here throughtomorrow.
I'm here.
Thank you so much for listeningto us and interacting with us.
We appreciate it.
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