Speaker 1: 0:02

The title of our presentation is Harnessing Data to Drive Impactful Healthcare Hiring Decisions. Well, we might as well go through some introductions. So you want to kick us off?

Speaker 2: 0:13

Sure, all right. Good afternoon everyone. I'm John Zbiena. I'm the CHRO of Washington. We have actually rebranded since this it's Washington Health. Now we're in the Bay Area of California, fremont, home of Tesla. We're a 415 bed hospital, 2200 employees. There are 12 of us in the HR department. So it's a little bit about the background of our health care organization, because I think that'll help when we start interacting about some of the questions and metrics. But, and as far as me personally, I've been at the at Washington Health for seven years and in health care for about 30 years, so so I told you I wouldn't make you do a fun fact I'm going to let you slide.

Speaker 1: 1:01

He said that is my least favorite thing. That's a fun fact in and of itself. There you go. So, oh, my name is Zach Coffey. I live in the Dallas Fort Worth area. I've worked with human for nine years, started as a recruiter and then moved over to the solution side of things. But I'm happy to tell you just a little bit about human.

Speaker 1: 1:21

We are primarily RPO Recruitment Process Outsourcing organization. We do a lot of other things with that, but we do partner with John and Washington in an RPO partnership and really when we think about our RPO partnership it's focusing on these five pillars that you see here. So, starting with dedicated people, management and leadership and a lot of eyes, a lot of ears, with care and thinking about our partners, again, fully dedicate our recruiters. So when I was a recruiter, I was fully dedicated to my partner organization and human really goes to the background Process. We are not an organization that says you have to follow this process. I know John's process looks much different than a partner in Chicago or a partner in Jacksonville. While we do try to continually search for those optimization points and try to streamline the hiring process while still maintaining a great candidate and manager experience, we don't dictate what that has to be. We don't dictate what that has to be.

Speaker 1: 2:30

Technology we can bring technologies all the way from an ATS to AI tools that we're developing that does live phone screenings and some really cool stuff to a texting platform or video interviewing platform. So we leverage technology where it reduces a recruiter's administrative burden. That is our entire strategy, but it all starts with a really great process and then we can bring in really awesome tools Digital recruitment marketing so it's a part of every one of our solutions. Generally, we absorb the strategy as well as the budget for the positions that we are responsible for. So an organization Washington says hey, human, I need to engage you to go hire X, y and Z. Well, we get to take all of that off of your books, and that even includes those dollars and licenses that you're spending to go out and find these people.

Speaker 1: 3:15

And then the last piece and this is kind of what we're here to talk about today is reporting and data, and really our reporting starts with a Power BI, our Power BI team and dashboard to really give our partners real-time access into what's happening at human. There's never a guessing game as far as what's happening in the partnership, making sure that we're staying on pace to hit those SLAs and reach all of those goals. So a little bit about us. I promise that's the only sales I'll do. I'll throw this up and we'll speak to the slides not directly about them, but this is just kind of some of the things that we measure as we think about that top of the funnel, down where we can measure. And so, john, I would just kick it to you and say what hiring data do you find most impactful, most useful when you're making decisions.

Speaker 2: 4:11

Sure, and I should probably also say that just so everybody realizes we don't have a talent acquisition department. We have it all outsourced to a third party, rpo. So I just think, probably, as you listen to us talk, you probably just need to understand that as a background. But in terms of what we look at, you know Human does a great job of providing us with, you know, time to fill. We don't do cost to hire, but time to fill is probably the most important metric that we look at. We hold the recruiters accountable every week to that time to fill. If I don't see activity, we meet every Thursday and we go through all of the openings. We're very fortunate. We have under 65 openings right now. We're, as I said, 2,200 employees. We have about 65 openings, so we can really spend the time each week and go through each individual position. And so I look for what has been the activity in the last two weeks. If there hasn't been activity in the last two weeks, I want to hear why, and you know what's going on.

Speaker 2: 5:17

The other metric we like to have and look at is how many candidates are in the pipeline. I was at a previous session this afternoon and you know it's almost like this will be a repeat of some of what you may have heard earlier if you were in that session is how long does it take the manager to look and click on those applicants and find out? You know who's in the pipeline and you know, so that's another important metric that we look at, of course, turnover. Everybody looks at turnover and what the turnover is. We're, again, very fortunate being where we are and that we have a fairly good pipeline of talent in the local area, and our turnover statistics are that we're 14.85 overall hospital-wide turnover and 9.85 in nursing, so we enjoy a pretty low turnover rate as well. So I think those are a lot of the high-level metrics that we like to look at when we're looking at making decisions.

Speaker 1: 6:26

I didn't ask you about this earlier, but I'm interested to know how you like the data presented to you.

Speaker 2: 6:34

Exactly the way it's presented. It's in a deck. We get a deck, usually in the morning or perhaps the night before, which would be Wednesday night, thursday morning it's all there and then we just simply go through the deck and we're used to seeing you know the same metrics each week. So you know, having it in a deck and a slide and it's in a PowerPoint, is very effective for us. Awesome, very good.

Speaker 1: 6:58

And I'll keep clicking a little bit here, but this is a tool and I mentioned our Power BI dashboard and how we leverage our team to really give us access into knowing what is happening here. So, as we think about what we're measuring, we're always thinking about how we move folks through the process quicker right, but oftentimes when you start to move through quicker you, you lose that culture fit, you lose the ability to really potentially go out and find and find the right people. So I'll start. You know what role, regardless of position, does speed play in your process and your hiring success.

Speaker 2: 7:41

No, it's, it's important and there is, I think we all know there's a delicate balance between getting through the process, because it's the war on talent there's. You know, if we don't hire that candidate, there's another facility just down the road is going to hire that candidate. So it's important to, you know, be very timely. That's the way we want to, you know, look at how quickly are the hiring managers clicking on those 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 of the spectrum. We have managers who will make a hiring decision within 20 minutes of an interview spectrum. We have managers who will make a hiring decision within 20 minutes of an interview and then we have other managers who are taking, you know, several times for the candidate to come back. Of course, that's not a very good candidate experience, but and even, you know, even if a candidate has to, you know, zoom back in after maybe being on site, that's still not a good candidate experience. We, you know, would like to see them do everything in one visit and then make their decision. So it's a delicate balance.

Speaker 2: 8:51

One of the things that I think we could do better, and we are going to do better with our new brand, is to and, by the way, not only do we have a new brand of mission, vision, values, the whole enchilada and so I think we're going to begin developing some common behavioral interviewing questions that we're going to probably ask our human recruiters to do some screening based on those questions, so that we're making sure we're getting a cultural fit or at least somewhere in the process.

Speaker 2: 9:19

We're discussing culture and I always rely on the hiring managers, as we know, because they're tasked with a number of different things. But at least if we can get a sense that you know, if there's some kind of red flag that comes up during that you know screening process, then maybe we shouldn't move on with that candidate, and then hopefully, the managers are also, you know they're hopefully seeing if there's a cultural fit with their department. I think you know we're trying to get a if there's a cultural fit with their department. I think you know we're trying to get a if there's a cultural fit with the organization, you know, based on our five values, and then hopefully, you know, we turf it to the manager, the hiring manager to get a sense. Will this candidate fit with the unit's culture? Because we all know every unit is 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 of us talking about people as data points, right, and when we're moving hundreds and thousands of folks through, there's often that element of losing that culture fit, losing the personal touch. How do you reinforce that with hiring managers? To continue and I know you mentioned training and all of those- things, but in the day-to-day. How are you reinforcing the culture that I guess?

Speaker 2: 10:31

And making sure that well, I would say that we are. You know, we have the recruiters and again, because we have such a low number of openings right now, it wasn't always the case you know where actually the recruiter is able to spend more time with that hiring manager sort of you know talking through, you know the you know what did you see, what did we see, and so I think that's one way that you know it works pretty well.

Speaker 1: 10:56

Show of hands. How many people have troublesome hiring managers? At least one right Everybody. It's something everyone can relate to. So I'm not going to step through each of these, but this is what you know some of those scorecards really look like in action. Here's a few examples of partners here, and I'll show another one with some rural partnerships. Ok, in an industry where patient care is that top priority, how are you ensuring that 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 in health care now has so many different competing priorities with, yes, absolutely Patient care being number one, and of course they need the staff to be able to do the patient care. So you would think that it would be prioritized a little bit higher sometimes than what it is. So I think what we have to do is we do a gentle nudge again through the recruiters on a weekly basis. If we don't see activity, then we're saying you know, hey, what's going on? Have you heard from, have you touched base with what have they said? You know, we're really getting very specific by position because right now we have the luxury 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 slides ago and so ultimately, what we care about is the hires that we're pumping through as you're looking through the top of the funnel down. So those applicants to the presentations, to the interview, to the accepted, what jumps out at you, and are there any numbers that jump out at you or ratios that you say these are really important? This is where we need to spend some time Sorry, repeat that with the… so just the ratio, say, presentations to interview, presentations to offer accepted. Are you thinking about that in your 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 you that I'm relying on the. Ta team to do that. We don't really look at that so much. We're relying on your folks to do it.

Speaker 1: 13:02

I'd love to hear from the audience. Is there a data point that jumps out, as you're seeing these here, that you say this is most impactful for us, for our organization, or something that maybe we don't have insight to, that we would like to have insight to?

Speaker 2: 13:20

Well, I'll tell you one I wish we had and I'm thinking after hearing about Pi in one of the earlier sessions is I wish we could predict, you know, turnover and where, you know who's the flight risk and those 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 this presentation's offers accepted, referring to yeah, so presentation is really just candidate applies.

Speaker 1: 13:53

We've screened the candidate, we're presenting them to a manager. That manager is deciding whether they want to interview them or not. If they do, then that would be a 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 look at the first one there, Cincinnati, two and a half presentations. So we have presented a candidate 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 these systems, 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 ratio because you moved from 518 to 800. We normally struggle with similar kind of 9% conversion and this is getting to around 11% conversion. Is there some strategies that you constantly think about as you crunch this data to improve these conversion rates?

Speaker 1: 15:11

I'll let you fill that one, Sean. So thinking about conversion rates and how we improve that?

Speaker 2: 15:16

Yeah, I think. Well, I do think it's in the timeliness of excuse me, the timeliness of you know interacting with that candidate, getting them in. You know clicking early on and having the getting, making sure the hiring manager is looking at those candidates, acting quickly to you know schedule interviews to do the screening interviews, getting them in for the actual interviews. Otherwise you know someone else will be glad to take those candidates. So I think that's really the key. I would say the most important metric, I think, is that you know that metric of you know how long is it taking to get the candidates in the door and I think when we think about conversion and for us it really starts with are we telling the candidate what the job is right?

Speaker 1: 16:06

Are we selling that EVP? Your recruiter is the only salesperson that you have in HR. So is a candidate coming prepared with an understanding of the role that they're getting into, with an understanding of the unit that they may be working on? Again, if they're on site and they're coming to visit, are they actually going and seeing it? Are they able to shadow? Are they able to ask questions that they're going to be facing? And when you do a great job, kind of all the way through that process, you're bound to see better conversion right, because you're not bringing candidates that get there and say this is not what I thought it was going to be.

Speaker 3: 16:41

In the hiring manager decision time at the point of submission to interview and then interview to hire. And who is doing that? Is it, is it the, is it you human or this side? And are you giving those results 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 tracking that on our end, but we are relying on, you know, the recruiter 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 put SLAs. You know, if we guarantee a number of hires that we're going to make well, we'd like some SLAs on the other side. And generally, you know what we see for best practices are, after submission, 48 hours to decide whether you want to proceed with a candidate, seven days to interview and then 24 hours after an interview to decide 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 the guarantees that we're putting on hiring goals there's also I mean not directly related, but we also have an SLA with the recruiter that they reach out to the hiring manager within 48 hours of receiving the requisition. And in our organization those decisions all happen on one day of the week. So that's Thursday the CEO VP group meets and then on Friday is when a lot of our positions are released, and so we're expecting the recruiter to reach out no later than Tuesday probably, and you know having that discussion again about what is the right fit candidate for that position. If it's, you know, an RN position, it's, you know, usually that's been established they still reach out, but the conversation's much shorter. But if it's going to be a unique one-off and you know, because of the size of our organization we're kind of a tweener organization, we're not a large system but we're also not a critical access hospital, so our managers try to create positions that are like, you know, a purple unicorn.

Speaker 2: 18:58

You know they're trying to put everything into one job description. They want somebody who's going to meet all those qualifications and I think that's where I see a lot of it's that FOMO there. You know they leave the candidates in the queue, they don't act on them because they're not seeing exactly what they want and they're going to keep waiting until that purple unicorn comes along, instead of really, you know, working the group that they've got and saying, look, okay, I can get 80%, use the 80 20 rule. You can get 80% of what you're looking for. Hopefully, the other 20 you can either train for or find another way to get it accomplished, but that's. I don't know anybody else who has a facility our size. You may run into that same thing, because we're not a huge system that's got a whole department or a person to do certain things. You have to kind of put a bunch of 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 the reality. There's always going to be a one-off right where we don't get back to a candidate, we are looking on an average, and where there are opportunities not to expose a hiring manager but to give a leader. Hey listen, we're really seeing a bottleneck here and that's not meeting the benchmark of the rest of the organization. So we need to talk with that hiring manager, right? So it's an escalation point to us. We try to maintain that relationship so we can urge the manager to give that feedback, but it is just giving the data points to leaders to help reinforce those things and that's what comes out of that Thursday weekly meeting is we look and you know the recruiters we 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 into the meet here and see what, what's open and what's been going on. And you know, when you're a small organization you also kind of know some of the candidates and we're also I should have said earlier in the introduction we're a unionized organization, we're 80 unionized. So you know a lot of the churn is happening. You know the day shift or the night shift person posted, the day shift opening. When you have a, you know an opening and so there's um all positions are posted at the same time but those that are actually filled externally, you know, 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 a dashboard format for large organizations? My other question is the qualitative of candidates that are being hired. How do you measure that to understand whether a recruiter has an opportunity or whether a hiring leader has an opportunity, if our candidates are being hired 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, so we can look at it from an integrated, non-integrated standpoint with the ats. Um, definitely, uh, we work with partners where it's literally a link where anyone with the link in the organization can have instant access to all of those things.

Speaker 2: 22:14

I'll let you talk first about the quality, yeah, so that you know.

Speaker 2: 22:19

I guess I would be interested if anyone has a good way of measuring quality of hire, because that is something that I would say is maybe a weakness we have. All we have to know is you know whether there was turnover, you know, but just because there's not turnover doesn't mean the hire, you know, the candidate's a quality candidate and they may be a problem and of course we'll find out about that through. You know, on the other side of the department and the employee relations side have become a problem. You know, oh, that was not a good hire, yeah, and we've had some of those. But I mean, overall, I would say you know we do a pretty good job, but it would be good to have some metrics to back it up, to say that you know we're doing a good job and there's a you know we've attracted quality candidates and I would say for us, you know generally where human is responsible is, from that time a candidate applies to the time the offer is accepted and then generally it's handed off to an organization's onboarding team.

Speaker 1: 23:19

So the good candidate, bad candidate, can oftentimes get pinned on TA right. Well, they left after only six months on the job. How's that manager right? What was the expectation of what the manager told them in the interview process? Is that manager? I mean and there are so many statistics that we can go through and how much time is the manager spending recruiting? Well, if they're spending a ton of time recruiting, they're not spending time engaging employees. So you're missing out on a ton of 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 and great data points to look at at least gives you the ability to begin to identify some of those things. Are we missing in? They're turning over within the first 90 days because it wasn't a real expectation of the job, we didn't onboard them? Well, or is it six months down the line and we need to go back and maybe there's an opportunity to train managers to engage employees better.

Speaker 5: 24:21

Back to me. It was that culture. So how do we ensure you have a seamless candidate experience where it is an outsourced function 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 the recruiter, 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 that they can see the hospital. And then they're, you know, cause they are really our marketers, you know, for the positions for the facility, and they answer the hospital or the answer their phones. You know Washington health human resources, so it's very seamless, hopefully to the candidates that we even have a third party. You know they have a Washington Health email.

Speaker 2: 25:09

So, you know, hopefully it'd be interesting question to ask some of the candidates do you realize that that's not? You know somebody who sits in our department and is a third party? Because I think that you know we do a good job of kind of bridging that so that the culture does come across by the recruiter. When they're you know when they're selling the job, and because they've spent time, hopefully, in that initial intake call, they have a pretty good idea of what the manager is looking for. Plus, you know, after they've worked with the manager for a period of time, they also know the 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 up with was be a professional musician, and so sometimes I come into these things and I look at how simplistic some of the data can be right and how simplistic engaging a candidate better where it's hey. When I was a recruiter, you know what I studied in my metro area where I was recruiting. I studied migratory patterns and maps and I know they didn't want to drive across this bridge or this highway, and so really embedding yourself into that community and into that system can only be done when recruiters are fully dedicated, committed to that organization, and I think that's such a big thing that is often overlooked. It is a partnership, not just a vendor relationship, and that's where you see real success.

Speaker 2: 26:51

And then keep in mind the candidate. Even though they're speaking with someone you know who's talking to a third party, they're still meeting the hiring manager and so that culture also. You know we rely on the hiring managers to you know express what the culture of the organization is, as well as a culture of their own department. So I don't think we miss, you know much on that. I don't think there's a misstep there. I think it's pretty seamless.

Speaker 5: 27:15

Outsourcing the function has contributed to direct load and time to fill being decreased.

Speaker 2: 27:24

Great question. So I will tell you that how we came to actually outsourcing was I was there, I came as an interim I never left, by the way and I was there probably about three or four months and our recruiter left. I won't get into this story, but it's a dark one, but anyway. And then there were none, and so 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 post and pray shop. So, you know, and um, truth be told, we were able to take an administrative assistant who was at our front desk, who supported the recruiter, and actually have her do the work that the recruiter is doing, because her do the work that the recruiter is doing, because he really wasn't recruiting, he was just doing electronic paper pushing. So with that we had one recruiter and then we had someone at the front desk who was, you know, kind of supporting him.

Speaker 2: 28:20

Fast forward. We, like I said, we studied we could have just backfilled the one recruiter, but then we were in the danger of one single point of failure again. So what we were able to do is actually hire two recruiters this way because we didn't have to pay the LinkedIn seats, we didn't have to pay for a lot of recruitment expenses and so, honestly, our CFO was he was all in because we didn't save a lot of money. There were some savings, but we didn't increase our costs by adding another FTE. So it truly was a it's been a great partnership. It's been. It's really worked well. Yet another part of the question I didn't get to how many recruiters do you have?

Speaker 2: 29:00

Two, yeah, two, Now we have two. We only had one when I started. Now we've got two. And yes, I attribute the fact that we only have 65 recs right now to that ongoing relationship, Because when we first started, I think we had about the recs were up to about 120. So it's probably down by about half. And, by the way, not I would say probably out of that, maybe 25 are nursing positions. So I think there's been a theme earlier too that you know it's a lot of the allied health positions that we're having more difficulty filling and I think that is the case with us as well and you know, filling some of our exempt level positions, because beautiful weather in the Bay Area but very high cost of living, and so to try and get people to move to the Bay Area, that's our biggest recruitment challenge, quite honestly.

Speaker 1: 29:53

We're out of time. We would love to chat with any of you. I can show you that Power BI dashboard. I'd love to talk with you about anything that you're interested in seeing more. John will be here through tomorrow. I'm here. Thank you so much for listening to us and interacting with us. We appreciate it.