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Domain #1: Staffing / Recruiting

Having enough of the right kind of staff is critical to ensuring labor efficiency. Filling critical vacancies quickly contributes greatly to reductions in both "premium compensation" and expensive agency, registry or contract staff use. Recognizing that "staff" can be defined more broadly than just "compensated staff" can also greatly assist an organization to reduce labor expense. In some of the most effective hospitals, nearly 10% of all productive labor is derived from volunteers. Using off-duty, retired or community minded experts (who are not employed) to provide valuable labor can drastically reduce labor use. Knowing that nurses, CFO's, rad techs, paramedics and even physicians are beginning to accelerate their retirement, an amazing amount of talented labor is available at the best possible price . . . none!

This section allows an organization to assess the level of performance it has achieved in developing "active" rather than "passive" recruiting strategies & techniques.

Components of the Staffing Self Assessment are listed below.

Pool Development

  • Optimized employee referral process
    The organization has become very interventional in actively (and in person) soliciting names of referrals from employees in "high-demand" positions.
  • Reinvigorated employee alumni efforts
    The organization is reaching out through multiple mediums to former employees to invite them back to the organization.
  • Reactivated prior applicant pools
    The organization actively contacts qualified applicants who were not hired in the past.
  • Aggregated association memberships
    The organization has captured association member lists (including contact information) for "high-demand positions".
  • Aggregated school alumni lists
    The organization has captured the list (including contact information) of alumni from nursing, radiology, pharmacy & other schools within 100 miles.
  • Improved understanding of the VALUE that volunteers provide
    The organization has reached the awareness that for every employed professional, there are equally well trained people in the community (that are not employed by the hospital) who may be willing to volunteer their time and efforts.
  • Expand the role of volunteers to include "skilled" & "semi-skilled" roles
    The organization has identified all the areas, roles and duties that could be assigned to adequately qualified volunteers (including: sitters, transporters, equipment delivery, food delivery, etc . . .).

Pool Penetration

  • Created master pool lists for each position type
    The organization has aggregated all the names & contact information of identified candidates into single databases segregated by position type.
  • Developed contact strategies for pools
    The organization has made decisions about the "who", "how" & "with what message" of contacting each pool/pool segment of candidates.
  • Utilized creative strategies in contacting pools
    The organization is utilizing creative and novel strategies to attract candidates to the organization (IE; "lunches", hiring events, continuing education functions, give-aways, emails, personal phone calls, etc . . .).
  • Converted passive pools into active candidates
    The organization has successfully converted passive candidate pools into active applicants.
  • Changed Volunteer Recruitment from "Passive" to "Active"
    The organization utilizes "outreach strategies" for volunteer recruitment, similar in effort and focus to staff recruiting.

Reporting & Performance

  • Improved reporting of recruiter productivity
    The organization's leaders receive detailed reports of recruiter productivity that include: hires vs. terms, FTE's of hires, retention rate of new hires, time-to-fill, positions still open - for each recruiter.
  • Increased overall hiring volumes
    The organization is tracking and through hiring (not just turnover reductions) has reduced: the number of FTE's of vacancy.
  • Reduced "time-to-fill" for in-demand positions
    The organization has reduced the time it takes to fill vacant "hard-to-find" positions.
  • Improved the % of productive labor derived from volunteers
    The organization has increased (and maintained) the % of productive labor derived through the expanded use of volunteers.
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