President’s Message - nahcr.com · sponsored a member referral program ... examples. Without our...

President’s MessageWhen looking to characterize

health care recruiters, there is likely not a more appropriate descriptive term than “game changers.” Health care recruiters have new and different ideas that stand out from the crowd. Recruiters are idea factories. Game changers have ideas that completely transform the way a situation develops. Health care recruiters are visionary strategists who use creative innovations to alter business or recruitment plans, conceive an entirely new plan by exploring new perspectives and foster a totally different way of thinking. Sound familiar?

Each of us has opportunities in our daily work and personal lives to demonstrate our game changer skills. I am confident that you can’t likely count the number of individuals for which you have gone beyond the expected for. Being a game changer doesn’t always take a great deal of effort. Sometimes the smallest of things can have a huge impact. Your WOW doesn’t have to be big, only personal and having touched someone. You have no way of knowing how far your reach will go. We as recruiters can help to restore passion in health care.

As health care recruitment ebbs and flows, we are again facing a true shortage of qualified health care professionals to meet ever-growing needs. Again, the demand far outweighs the supply. In these difficult times, it is our game changer talents that are vital and in high demand. The current health care landscape demands that we are at the top of our games demonstrating our roles as dynamic, strategic business partners.

Our jobs, though not easy, are and will continue to be the life line of our organizations. Be brave. Be daring. Practice courage. It is with these life skills that YOU can happen to the world. Through the adversities and difficulties, never lose sight of the impact you have. Make your mark. Write and tell your own story. Through NAHCR you can share your story thus greatly impacting your colleagues, both new and long term. We have many in NAHCR, both active and institutional members, who impact peers and colleagues. Carol Autschal was recognized at IMAGE 2015 as having recruited

By Julie Hill, BSN, RN, CHCR, RACR

Continued on page 2

Volume 39Issue #1

3: EEOC Proposes to Collect Data from Employers

8: Everything You Wanted to Do in Las Vegas

15: Are You a Game Changer?

2 | Directions: National Association for Health Care Recruitment

Volume 39 | Issue #1

The NAHCR Communications Committee is issuing a Call for Au-thors!

NAHCR members are our best resource for information on current events, innovations and concerns that affect health care recruitment. We need your help keeping fellow mem-bers up to date.

Directions is printed and posted electronically four times per year and is distributed to all active, associate, institutional, government and sub-scription members. Directions is read cover-to-cover by our members and the information is often cited in re-ports and recruitment plans. Overall, NAHCR members see Directions as a valued membership benefit.

the most new members. Institutional members such as HealthcareSource and SkillSurvey have provided incentives to elevate membership and we are continuously grateful for their continued support. HealthcareSource purchased 15 NAHCR memberships, providing these to their customers as incentives, and provided prizes for the chapter video contest. SkillSurvey sponsored a member referral program that generated 59 new members. Lorraine Bamford won the member referral contest with a grand total of 10 referrals. This was a very competitive contest with a close second of 7

referrals by Theresa Mazzarro. Katon Direct was instrumental in assisting with and coordinating a NAHCR survey to assess awareness and interest, helping to better align our services and focus. These are just a few key examples.

Without our members, NACHR would be naught. You are incredible people who tend to be often unappreciated and unrecognized. NAHCR is appreciative of you, your impact on the industry, and your support of our association. Never forget the impact you have. Feel great about what you do and be the game changer.

Directions is directed towards articles of timely interest. If you have a question as to whether an article would be appropriate for Directions, please contact the NAHCR Executive Office.

If you have an idea for an article, but don’t feel you may be the right person to put pen to paper, contact us at the Executive Office so we can connect you to a member on the Communications Committee. Send in all ideas!

If you are interested in contribut-ing to Directions, please contact the NAHCR Executive Office at [email protected]. We would love to have your input as a part of upcoming newsletters!

President’s MessageContinued from page 1

NAHCR Leadership& Management

PRESIDENTJulie Hill, BSN, RN, CHCR, RACR

PRESIDENT-ELECTMichele Snider, BSN, RN, CHCR

COMMUNICATIONS DIRECTORTheresa Mazzaro, RN, BA, CHCR, RACR

EDUCATION DIRECTORJessica Quezada Jackson, CHCR

FINANCE DIRECTORClaudia Cotarelo

REGIONAL DIRECTORJosh Crosby, BSN

INSTITUTIONAL MEMBER AT LARGEJennifer Henley, PHR

NAHCR EXECUTIVE STAFF

EXECUTIVE DIRECTORDave Wenhold

DEPUTY DIRECTORWilliam Campbell

MEETING PLANNER

Sasha Jaquith

MARKETING & MEMBERSHIP MANAGERNoah Nelsen

Copyright © 2016 by NAHCR

All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed “Attention: Permissions Coordinator,” at the address below.

National Association for Health Care Recruitment 222 S. Westmonte Drive, Suite 101Altamonte Springs, Florida 32714

www.nahcr.com

For reprints, advertising, or general inquires, please contact the association office at the

above address or call (407) 774-7880.

Call for Authors!The NAHCR Newsletter Needs You!

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Directions: National Association for Health Care Recruitment | 3


Michael W. Padgett is Office

Managing Principal of the

Indianapolis, Indiana, office

of Jackson Lewis P.C. His

practice covers a broad range

of employment litigation and

traditional labor matters.

Mr. Padgett’s litigation

experience includes

defending claims of race, age,

national origin, and gender

discrimination, as well as

sexual harassment, unlawful

retaliation, wage and hour

claims (including class

actions), non-compete

matters, and occupational

safety and health matters.

Proposed changes to the Equal Employment Opportunity Commis-sion’s EEO-1 report would have em-ployers with at least 100 employees submitting all employees’ W-2 earnings data and actual hours worked begin-ning with the 2017 EEO-1 reporting cycle. According to the EEOC’s pro-posal, the Commission and the Office of Federal Contract Compliance Pro-grams (OFCCP) would have access to the data for pay discrimination enforce-ment purposes (including for targeted investigations).

In recent years, the EEOC and OF-CCP have sought to develop a robust pay reporting tool to help them target gender “pay gap” investigations. This proposal is the culmination of that ef-fort and, if approved, would mean ma-jor changes for employers. For the first time, the EEOC and OFCCP would have nationwide, wide-ranging em-ployee pay data, allowing the agencies to effectively target employers for sys-temic pay discrimination investigations.

The proposal would increase em-ployers’ data collection and report-ing burdens well beyond the EEOC’s stated estimates. And, while the EEOC sought to address confidentiality con-cerns surrounding submission of sen-sitive compensation data, the proposal leaves some of those concerns intact and raises new concerns regarding the Commission’s proposal to publish em-ployers’ aggregated pay data.

What the EEOC Will Do with the Data: The EEOC states that the en-

By Michael Padgett, Esq., Jackson Lewis, PC

forcement agencies will use the em-ployer pay data to “assess complaints of discrimination, focus investigations, and identify employers with existing pay disparities that might warrant fur-ther investigation.” According to the EEOC, the agencies will develop soft-ware that allows investigators to con-duct statistical analyses and compare particular employers’ pay disparities with aggregated “benchmark” data by industry and geography.

EEOC Expectations of Employ-ers: The EEOC and OFCCP encourage employers to use the data to conduct proactive pay self-analyses to identify unexplained disparities and make ap-propriate pay adjustments upward. As an incentive that raises employers’ confidentiality concerns, from the EEO-1 pay data reporting, the EEOC states it “will compile and publish aggregate data that will help employers in con-ducting their own analysis of their pay practices.”

What Would Employers be Re-quired to Collect and Report? The proposal requires employers to identify and report the number of employees who fall into each of 12 “pay bands” based on W-2 earnings within each of the 10 EEO-1 categories. For each em-ployee, employers must identify the ap-plicable EEO-1 category and pay band from the following:

EEOC Proposes to Collect Data from

Employers

Continued on page 5



Even with all the dramatic chang-es that have taken place in recruitment marketing over the years, employers still cite referrals as a key source for external hires. According to the Ca-reerXroads 2014 Source of Hire Re-port, companies attributed 20% of all external hires to referrals. The report also found that more than 41% of the surveyed company’s openings were filled with current employees.

So what does this mean? Increased turnover in a strong job

market coupled with employees citing lack of advancement/opportunities among the top reasons for leaving or-ganizations — have created a need to pay more attention to internal mobil-ity. The takeaway for savvy recruiters is that internal referral programs are in-credibly important and should be part of your talent acquisition strategy.

But it’s not simply about the num-ber of hires made through referrals, the quality of hire is equally important, if not more so. Referring from within can help boost the quality of your applicants immediately as they’ve al-ready been vetted, to an extent, by your existing workforce. According to Jobvite’s 2014 Social Recruiting Sur-vey, “recruiters continue to find the best candidates through referrals, in-ternal transfers and direct sources.”

The biggest obstacle recruiters face with employee referral programs — be they external or internal — is em-ployee participation. In response, LinkedIn has developed a new prod-uct that aims to help solve this prob-lem.

The primary objective of LinkedIn Referrals (https://business.linkedin.com/talent-solutions/employee-re-ferrals) — currently in beta — is to help recruiters identify and hire the right talent faster by making it easier for employees to make referrals. The tool can be used the same way to make both internal and external referrals.

How does LinkedIn accomplish this? By streamlining the referral pro-cess for employees and making it easy for both recruiters and employees to follow-up with candidates.

Here’s how it works:1. Employees learn about first-de-

gree connections who’ve been matched with open jobs posted on LinkedIn (this includes connec-tions they may already work with). Workers are notified of potential matches via:

• Their organization’s LinkedIn Referrals website

• An email sent to employees every two weeks

2. Once an employee sees a match they can share it one of two ways:

• LinkedIn’s InMail feature/stan-dard email

• Social media (LinkedIn, Face-book, Twitter and Google+)

3. Once a connection applies for a position the recruiter is notified that a referral has been made

• Recruiters are able to see which candidates have been referred and which employ-ees referred them

4. Recruiters can then send custom-ized thank you messages to refer-rers

5. The tool automatically up-dates employees on the referral throughout the hiring process

• Employees are prompted to congratulate their referral when they receive an offer

Additional features: • Integrates with many appli-

cant tracking systems (ATS) • Easily tracks referrals through-

out the recruitment process • Measures employee engage-

ment and ROI

Check out this blog (https://business.linkedin.com/talent-solu-tions/blog/product-updates/2015/introducing-the-next-generation-of-recruiter-and-linkedin-referrals) for more information about LinkedIn Re-ferrals and to sign up for the beta.

Only time will tell how successful this new tool will be, but it is always exciting to see a new product being developed that aims to solve an issue and help organizations attract the best talent using one of the most proven and effective recruiting strategies — even when that person might already work for them.

Tony has over 20 years of experience in recruitment advertising/communi-cations and helps lead the CKR team in Philadelphia.

The Employee Referral Game Changer You Need to Know About in 2016By: Tony Rosato, Client Development, CKR Interactive



Employers will categorize the W-2 earnings (which include hourly wages and salaries, bonuses, commissions, tips, and taxable fringe benefits) in the pay bands based on actual employee W-2 earnings for the 12-month period prior to the “snapshot” payroll period between July 1 and September 30 the employer uses for EEO-1 reporting.

For example, if an employer uses a September 1 date for its EEO-1 Re-porting snapshot, the employer will re-port actual W-2 earnings from the prior 12 months (September 1 to August 31) and by EEO-1 category, race/ethnic-ity and gender, and pay band. This is important to note because employers already capture W-2 earnings on a cal-endar year basis (January 1 to Decem-ber 31), but the 12-month actual W-2 earnings to be reported on the EEO-1 will be a different 12-month period; therefore, employers cannot rely on the existing calendar year W-2 earnings data in the W-2 forms they already pre-pare. Employers must generate new W-2 earnings data for a different time period for EEO-1 reporting, creating a new burden for employers.

EEO-1 Categories Pay Bands

1.1 Executive/Senior Level Officials and Managers$128,960 - $163,799$163,800 - $207,999

$208,000 and over

1.2 First/Mid-Level Officials and Managers $101,920 - $128,959

2 Professionals $80,080 - $101,919

3 Technicians $62,920 - $80,079

4 Sales Workers $49,920 - $62,919

5 Administrative Support Workers $39,000 - $49,919

6 Craft Workers $30,680 - $38,999

7 Operatives $24,440 - $30,679

8 Laborers and Helpers $19,240 -$24,439

9 Service Workers $19,239 and under

Further, to distinguish full-time em-ployees from part-time employees and those who have worked less than a full year, employers also must report ac-tual hours worked for each employee, again by EEO-1 category, race/ethnic-ity and gender, and pay band, for this same non-calendar 12-month period.

Practically, the complexity and bur-den accompanying these new require-ments mean reporting by gender and the 12 pay bands alone would create 240 new categories to slot employees. Further, when including race/ethnicity reporting, in addition to gender and pay band, there are 1,680 cells/categories into which employees can be slotted.

The EEOC asserts that most em-ployers will accomplish the additional reporting simply by writing software or programs for existing Human Resource Information System (HRIS) and payroll systems that can produce the data in the required formats on a fully automat-ed basis. The Commission seriously underestimated the burden.

Confidentiality Concerns: In re-sponse to earlier concerns about the confidentiality of submitting actual pay

data to the government, the EEOC pro-poses that employers identify the num-ber of employees in each pay band range (by gender, race/ethnicity, and EEO-1 category) rather than provide actual W-2 earnings. This proposal raises confidentiality concerns.

For example, the EEOC states it will publish aggregated employee pay data by geographic area and industry. Significantly, this may permit identifi-cation of pay data by employer and by employee. To the extent an employer is the only or one of a few companies in a particular industry or geographic area, the employer may be identified by its pay data. Likewise, if only a few employees are in a particular EEO-1 category by race/ethnicity or gender, the employee can be identified by published pay data. Despite acknowl-edging that publishing can reveal con-fidential pay data, the EEOC has not described how to avoid the problem.

Burden Estimates Do Not Ac-count for Complex Reality of Data Reporting: The EEOC decisions in the proposal will markedly increase the burden on employers:• The decision to demand W-2 earn-

ings - instead of the far simpler-to-produce hourly wage/base com-pensation - will complicate the reporting requirement. Most em-ployers do not house W-2 earnings and actual work hours in the same computer systems as race/ethnic-ity, gender, and EEO-1 category of employees. To comply, employers will need to generate differing sets of data from multiple systems and then reconcile, align, and merge the data.

• While the Obama Administration maintained the proposal is de-signed mainly to address the gen-der “pay gap,” the proposal would require W-2 earnings and work hours not only by gender, but also

EEOC Proposes to Collect Data from EmployersContinued from page 3

Continued on page 7



Connecting the dotsRight person to the right job at the

right place at the right time

It’s tough to connect the dots when the dots keep moving. Inter-net access is ubiquitous. Job boards have proliferated. Search aggrega-tors, cloud sourcing, and social media add complexity to talent-acquisition efforts. With dozens upon dozens of communication options, health care organizations—like all kinds of busi-nesses—must leverage various media to connect in meaningful ways with right-fit candidates.

Whether the jobs landscape is a buyers’ or sellers’ market, success is realized by matching employer with the ideal candidate. As such, orga-nizations must be savvy to how and where active and passive job seekers interact … and those channels are far from static.

Rethinking the modelGo there to the fair: the virtual

experienceFor years, one go-to method for

bringing together employers and ap-plicants was the job fair. Health care organizations would host position-specific events, for example, or partic-ipate in industry or professional fairs to meet and “speed network” with ap-plicants face to face. As career events became more popular, hosts fostered attendance by adding keynote speak-ers, career workshops, and other en-richment offerings to the agendas.

The growth of job fairs coupled with increased Internet access sparked the creation of online, “virtual” career events—an economically and environ-mentally way to bring together par-ticipants from various locations. Vir-tual events grew in popularity in the

2000s, and by 2006 were being used for a range of business applications, such as employee town halls, client meetings, and sales conferences. At virtual job fairs, organizations can post available jobs and meet candidates. Visitors can network with each other and with employers, share resumes, apply for positions, and chat with re-cruiters staffing the “booth.”

These immersive environments are especially effective for health care systems and other organizations with multiple locations and hiring needs. What’s generally involved in a virtual hiring event?

1. Decide. Organizations might host their own virtual job fair, or spon-sor a booth at a larger event—for example, one hosted by a pro-fessional association. Companies determine what jobs to feature and which personnel will staff the event.

2. Prepare. As with physical job fairs, the point of a virtual fair is to con-nect people who seek jobs with employers that have them. To that end, recruiters create online pro-files for candidates to review, click, and communicate. Hosts may also foster event participation through keynote presentations, career ses-sions and workshops, video, and other valuable offerings. Booths and visitor experiences generally are designed to align with an or-ganization’s brand and goals.

3. Invite. Hosts may use email blasts, digital/website marketing, e- newsletters, social media cam-paigns, or other channels to en-tice job seekers to the event site to learn more, register, create a detailed profile, and upload their resume and other documents.

4. Engage. On the day of the event, guests navigate from a graphical, menu-driven main page through various spaces, such as lounges, resource and career-assistance centers, theaters, and help desks. At staffed booth spaces they can chat in real time with recruiters and others.

5. Automate. Virtual environments enable employers to easily design workflow through the application and pre-interview process, right from the event. And organizations can integrate candidate informa-tion and applications into their applicant tracking systems.

Changing the gameThe challenges may be age-old, but

the solutions need not be

Whoever you are and whoever they are, wherever you are, wherever they are … virtual career fairs are an innovative option for health care or-ganizations and other employers to interact with candidates for various roles and locations. And they add di-mension to talent-acquisition strate-gies.

For information about this topic, please content this article’s author, Joe Shaker Jr., [email protected].

Joe Shaker guides the family-owned agency in connecting employ-ers to candidates through HR commu-nications strategy, development and placement.

Virtual Spaces Get Real in Connecting Organizations to TalentBy Joe Shaker Jr., President, Shaker Recruitment Advertising & Communications

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mailto:?subject=



broken out by race/ethnicity (into seven separate race/ethnicity cat-egories), adding complexity and additional burden to the reporting. This is clear from the proposed pay and hours additions to the existing EEO-1 report.In a novel approach to estimating

burden, the EEOC asserts it will take each employer — regardless of the employer’s number of establishments, number of employees, and separate EEO-1 reports the employer must file — just six hours to gather, input, and file all of its EEO-1 reports. EEOC es-timates this six-hour burden translates into only $160 in total cost to the em-ployer to file each year, again, regard-less of the number of establishments, employees, or reports to be filed. To get to this “one-size-fits-all” six-hour estimate, the EEOC changed the rules it traditionally used to estimate EEO-1 burden, basing its “departure” on in-creased use of technology.

In the past, burden estimates in similar proposals were based on the number of total cells and reports to be completed or the total number of key strokes an employer had to input. Yet, even as the proposed pay data and hours additions would require reporting data over 20 times greater than the cur-rent EEO-1 reporting requirements, the EEOC has rejected the traditional meth-odology and assumed that employers have access to enhanced technology. However, even with technological ef-ficiencies, EEOC has underestimated the employer burden.

What Should Employers Do? Employers should closely monitor this proposal in light of the significant ad-ditional data collection and reporting burdens, and the potential for legal and monetary exposure from defend-ing agencies’ targeted investigations of pay practices.

In addition, here are actions em-ployers can consider now:

• Conduct a Proactive EEO Pay Self-Analysis to Assess Risk. Employers can use the proposed reporting tool or other methods to identify areas of exposure that could emerge in systemic investi-gations by EEOC or OFCCP. There is a good opportunity now, before the expected new obligations be-come effective in 2017, to identify and address areas of unexplained pay disparities.

• Ensure Self-Analysis is Con-ducted under Attorney-Client Privilege. Statistical analyses pre-pared as part of a self-assessment should not be done internally by the employer’s compensation de-partment or externally by non-at-torney consultants without having an attorney directing the project to provide legal advice regarding le-gal compliance.

• Speak with IT Function and Out-side HRIS and Payroll System Vendors. As proposed, the new obligations would require new pro-grams or updates to systems and software to minimize the data col-lection and reconciliation burdens. Assess the costs associated with such changes and consider bud-geting for it. These possible costs could be part of submitted com-ments.

• Is Your Organization required to Report? Larger employers are well aware of EEO-1 reporting ob-ligations. Employers who have not previously filed, but have reached the 100 employee threshold, are required to file EEO-1 reports. EEOC has sued employers solely for the failure to file EEO-1 reports in the past and may use the failure to file an EEO-1 reports to support a substantive discrimination claim.

Why Should I Belong

Video Contest

NAHCR recently held a video con-

test amongst regional chapters,

asking them to answer the ques-

tion “Why Should I Belong?”

We received several submissions,

and the competition was tight.

However, in the end, the Washing-

ton State Association for Health

Care Recruitment (WSAHCR) and

the North Carolina Association for

Health Care Recruiters took the

contest with their creative and en-

tertaining videos.

Each chapter received $250 from

our NAHCR Institutional Partner,

HealthcareSource, and has been

featured on our social media chan-

nels and Facebook page.

A special thanks to

HealthcareSource for

sponsoring the contest and

their ongoing support.

EEOC Proposes to Collect Data from EmployersContinued from page 5



I laughed so hard when, after missing a Communications Commit-tee meeting, I found out that I was as-signed to write an article on the best things to do in Las Vegas. You see, prior to getting into Healthcare Re-cruitment, my previous career was be-ing an executive in the “Adult Bever-age” industry. Theresa Mazzaro knows that I am a pretty fun and entertaining guy, but didn’t know that after prob-ably 100 trips to Las Vegas, I may have tired of some of the glitz. I wasn’t sure that I could generate enough excite-ment on my own to write about hav-ing fun in the desert sun so I did what every smart writer does and got expert opinions from other contributors. My NACHR Education Committee friends and a few of the recruiters that I know well reminded me of something VERY important – They have NOT been to Las Vegas 100 times and they told me to think about what it was like the first or second time I went. That really did

help me to put this all in the proper perspective. There really IS a lot to do in this town. I saw a meme that said “Las Vegas is what Heaven would look like after dark.” Maybe that is pushing it a bit too far, but it was great to re-look at the things we all agreed were simply the best things to do when you aren’t quite that into gambling and partying (or just need a break from that!)

I have no particular order of the things that we recommend, but as at least one of us have been to these at-tractions, I am confident that if you fol-low any of these suggestions, you will have a great time. Personal thanks go out to Claudia Cotarelo, Jessica Jack-son, Amy Agneta, Rick Madison, and Christie Ross for putting a lot of this together, and getting me all pumped up for my 101st trip to NAHCR IMAGE in July!

Cirque du Soleil’s ‘O’ and Beatles ‘Love’

“O” calls itself “An aquatic mas-terpiece of surrealism and theatrical romance.” The high-divers, swimmers and acrobats do things that are breath-taking! The show is staged as an op-era house and if you want to get close they even have “wet” seats since you sit so close. Claudia was awed when she saw it and loved the fact that it is at the Bellagio with the other things to explore there.

Beatles “Love” is at the Mirage and whether you are a Beatles fan or not, the music and imagery is nothing short of amazing. It is a history lesson for our generation and the acrobatics combined with the music and light show will have you wishing the show would never end!

Gondola Rides at the VenetianPretend that you are floating

through Old Venice on an authentic Venetian gondola while your talented gondolier sings Italian love songs on your private 2-person gondola, or fun party tunes when you share the larger boat with others. This was another one that Claudia enjoys because it’s differ-ent every time and it “feels just like the real thing.” I think Claudia knows!

Red Rock Canyon National Conservation Area

A 13-mile scenic road goes through spectacular scenery that is just on the outskirts west of the city. You can hike, bike or drive to desert springs, archeological sites, amazing red rock formations and vegetation that you will not find anywhere else. The Cotarelo family always ends up there every time they visit Las Vegas.

Fountains of BellagioThis is something for everyone to

enjoy! They are among the highest shooting fountains in the world and the dancing waters are perfectly cho-reographed to crystal clear concert worthy music. Whether it is the clas-sics of Sinatra and the Rat Pack, or the more contemporary tunes, the music is posted online if you want to catch the show to a particular song. Amy says that the shows are every 30 min-

Anything and Everything that You Would Ever Want to Do — You Can Do in Las Vegas! By Ray Riordan, Katon Direct

Continued on page 9



utes from 3p-8p, and every 15 minutes from 8p-12p. Claudia says it’s her fa-vorite – especially when Andrea Bo-celli songs come on!

Stratosphere Tower Would you like to stand on the tall-

est freestanding observation tower in the US? Then visit the Stratosphere, but just because you are amazed at 1,150 feet, don’t think that is all you can do! There are thrill rides at the top and they are not for the faint of heart. There are four of them and each one is pulse pounding. As one who likes to parachute for fun, the Sky Jump is my personal favorite, but they are all awe-some. If you have made a few bucks on the tables, the Stratosphere restau-rant is unbelievably good and the view is spectacular. This is a “must-see” from Claudia!

Exotics RacingIf you are a bit tired of your Honda

Civic, take a spin in a Lamborghini, Fer-rari or Aston Martin. You will get pro-fessional racing instruction at the Las Vegas Motor Speedway before zoom-ing at 160MPH. This was one of the most fun things I ever did! And if you want, you can just be a passenger and let one of the professional drivers give you the ride of your life!

The Mob Museum Sin City was founded by a crimi-

nal element and the Mob Museum tells the complete history of organized crime in America. It is located in an old Las Vegas federal courthouse and presents this slice of American his-tory on three floors through high-tech video and one-of-a kind artifact collec-tions. All the famous are represented from Al Capone to Whitey Bulgar (who looks surprisingly similar to a made-up Johnny Depp!)

The Neon MuseumSince 1996, this has been where

Las Vegas neon signs have gone to re-tire. It is a non-profit organization that has dedicated almost three acres to preserving, restoring, studying and ex-hibiting iconic Las Vegas neon signs.

Claudia says it’s a walking tour and the guides will give you an excellent his-tory lesson on Las Vegas…and it’s not too big so you can finish it in about an hour!

Slotzilla Before you “fly” over Fremont

Street on the Slotzilla zip-line, you will see the others blast out of the giant slot machine while you wait. That anticipa-tion is almost as fun as the experience itself, but when you fly Superman-style on the highest zip line at speeds up to 40MPH, all you adrenaline junkies will get your fill. If you want to go mild instead of wild, the lower zip line lets you sit and enjoy the ride and view.

The Hoover Dam Built over 80 years ago, the Hoover

dam is still a feat of modern engineer-ing. It was one of the projects that ushered the Southwest out of the de-pression, employing thousands and fueling the regional economy. This was the one pick that was universally on everyone’s “to-do” list.

Claudia Cotarelo has been there many times. She says it’s a lot of fun and the views are amazing. You can take a river tour and she believes they have boats you can rent for the day.

Rick Madison says “it is an amazing structure with breathtaking views. The tours inside the dam are spectacular!”

Amy Agneta enjoyed all the tours that were available, especially the one that made a few stops along the way – including the Ethel M. Chocolates which had some of the best brittle she ever had!

Jessica Jackson has done the tour many times. She says the new bridge is just as interesting and they even have a Discovery Channel show and display on how it was made.

I personally think it was the best tour I ever took my kids on. They saw it 10 years ago and still talk about it to this day.

These above were the top vote-getters but “wait, there’s more!”

Here were a few from Jessica and Amy that, knowing them, may be the most fun of all!

Container Park is a popular spot these days. The park has food trucks, boutique shopping and is built from shipping containers. – Jessica Jackson

Freemont Street experience is old downtown Vegas style. They now have a zip line over the street with music and neon lights every night. – Jessica Jackson

The Wax Museum is on the strip next to the Venetian and entertaining. – Jessica Jackson

Super fun to stop in and take pic-tures with your favorite celebrities. Not sure if they have the George Clooney where you can put on a wedding dress and pretend to marry him. But it’s a hoot. Takes about 60-90 minutes to go through. – Amy Agneta

World’s Tallest Ferris Wheel is at the LINQ and is surrounded by new shops and restaurants. – Jessica Jack-son

Best time to go is at night. They have a few packages and there are few Ferris Wheels that have a bar on the ride and you can get an unlimited hap-py hours while you ride. – Amy Agneta

Pawn Stars Reality TV Show is a real pawn shop on the Las Vegas strip. Gold and Silver Pawn Shop is typically busy and many times you see the stars of the show working. – Jessica Jackson

Counts Kustoms is also filmed in Las Vegas and offers free shop tours. – Jessica Jackson

I would add the Miracle Mile of shops in Planet Hollywood. Right across the street from the Cosmopoli-tan. Tons of shopping and fairly priced restaurants. – Amy Agneta

Las Vegas Outlets – a short trip down the strip – Amy Agneta

The Deuce. It’s a bus that trav-els up and down the strip including Fremont St. Super cheap way to get around Vegas. – Amy Agneta

Other suggestions from Amy Ag-neta: Titanic Exhibit - Luxor; Bodies Exhibit - Luxor; Penn and Teller - Rio; Blue Man Group - Luxor; and Ghost Bar – Palms.

Las Vegas... Continued from page 8



CHICAGO — Disney is using the budding wearables market to mine troves of data from guests and quickly address any pain points during their visit to the park. What’s to stop health care from doing the same at hospitals and clinics?

That was the topic of conversation Tuesday during a session at the Con-sumer Experience and Digital Health Forum, sponsored by payer associa-tion America’s Health Insurance Plans. Customer’s expectations are quickly shifting in today’s market, thanks to on-demand technology such as Uber, which has revolutionized how you hail a cab. People pretty much want care delivered just as fast and cheaply as a pizza, which is why they’re turning to places like Walgreens.

Over at Disney, they’ve looked to play into those consumer desires with the recent $1 billion investment in its new “MagicBands,” Richard Ratliff, managing director of digital health for Accenture, said during the session. Fitted with an RFID chip and radio and linked to sensors throughout the park, the bracelets help to eliminate the hassles of a visitor’s day, like waiting in line for a ride. Plus, they maximize employee time by eliminating menial tasks such as tearing tickets, allowing them to instead focus on the custom-ers. Possibilities are endless; Disney could one day use the park’s cameras to capture candid family moments, or send a coupon for free ice cream if you’ve been waiting in line too long, “Wired” notes.

Health care has no shortage of its own pain points, and leaders should be considering similar ways to im-prove each visit, Ratliff said.

“How do we really transform and create an immersive customer expe-rience? I think that’s where we are in health care,” he said. “We have really got to think about how we put the per-

son back in the center of health care, and design the services that are going to meet their expectations, particularly the on-demand consumers of today.”

Ratliff made note of five eHealth trends, gathered from a recent survey of executives, that are already influ-encing the health care industry today, and could pay off big in the future:

1. The Internet of Me: Digitizing the customer experience through wearable devices and other per-sonal technology. Some 49 per-cent of patients worldwide wear or are willing to wear tech that measures and tracks their fitness and vital signs. Future possibilities could include requesting meds from your smartwatch or getting a text that your blood pressure is too high.

2. Outcome Economy: Using em-bedded hardware to produce healthier results for patients. This could eventually mean consumers bypassing the check-in process by receiving a wearable band before their appointment, or using an app to receive turn-by-turn direc-tions through a hospital.

3. The Platform Revolution: Utilizing health IT platforms to capture data from various sources, wheth-er smartphones or glucometers, and tying them together to give patients a real-time view of their health. In the future, a device con-nected to your smartphone could do a finger-prick test for immedi-ate results, or software platforms might help identify asthma trig-gers.

4. Intelligent Enterprise: Harnessing treatment algorithms and auto-mation to allow smart devices to think and respond accordingly. One day, perhaps, we might take a picture of a rash and allow an app to triage the issue, or get di-agnosed by a robot that detects whether you are running a fever.

5. Workforce Reimagined: Collabo-rating with machines to provide more efficient, higher quality care. Some 45 percent of health execu-tives, Accenture found, “strongly agree” that they’ll need to focus as much on training machines as training people within the next three years. Down the line, pa-tients might ingest devices that collect newfound levels of data to better inform the care plan, or sur-geons could wear technology that feeds them real-time data from monitoring equipment.

Of course, this will all be a balanc-ing act, as health care figures out how far it can reach into patients’ personal lives without alienating them. Skip-ping lines at Magic Kingdom sounds great, but randomly snapping pictures of my family using sensors connected to my bracelet is kind of creepy.

“It’s scary, right?” Ratliff said. “There are ethical issues, and actually as you start to think about living ser-vices, one of the things we’re starting to look at is to the point: How far do you go? Just because you can do it with technology doesn’t mean that it’s right. So there is a limit.”

What Health Care Can Learn from Disney and Five eHealth Trends Reshaping the Industry’s Future?The entertainment giant is already using wearable devices to transform the customer experience. How can hospitals do the same?By Marty Stempniak (Reprinted from H&HN Daily, by permission, October 14, 2015, Copyright 2015, by Health Forum, Inc.)

People pretty much want care delivered just as fast and cheaply as a pizza, which is why

they’re turning to places like Walgreens.



As the healthcare industry contin-ues to evolve and there is the need for new and different caregiver and care management functions, many health-care organizations are finding it more difficult than ever to recruit quality tal-ent for open positions. To succeed, re-cruiters must manage hiring manager expectations while they simultaneous-ly execute efficient hiring processes.

One way to achieve these goals is to use Lean principles as the foun-dation of recruiters’ work. At its core, Lean focuses on four areas: remov-ing non-valued activities and waste, reducing wait time, reducing errors in work, and improving customer satis-faction.

The Human Resources function at Franciscan Missionaries of Our Lady Health System in Baton Rouge, Loui-siana recently launched a Lean train-ing program for its recruiting team. This initiative has improved recruiters’ relationships with hiring managers, enhanced the recruiting team’s time management practices, and standard-ized recruiting processes across the group.

The Lean Journey at Franciscan Mis-sionaries of Our Lady Health System

When Farrar Anderson, MHR, SPHR, Senior Director of Human Re-sources, joined the organization, the team of five recruiters at Our Lady of the Lake Regional Medical Center, a hospital within the Franciscan Mis-sionaries system, was overwhelmed by 600 open requisitions. Many had not been trained as professional re-cruiters and Anderson had never worked as a full-time recruiter. To help the team work more efficiently, Ander-son herself led some training on be-havioral interviewing. While this was helpful, the recruiters still needed to strengthen their skills related to sourc-ing, building relationships with hiring

managers, and managing their day-to-day work.

In response, Anderson sought out training on healthcare recruiting best practices. She selected an education-al curriculum that is divided into mod-ules, covering the success attributes of elite recruiters; time management; strategic and tactical consulting; how to source, attract, and engage top tal-ent; candidate development; perfor-mance structured candidate intake sessions; and efficient candidate clos-ing techniques.

Although the curriculum is de-signed to be conducted in eleven online sessions, Anderson decided to hold the first two sessions onsite for the first class of participants. These meetings served as team building sessions for recruiters who work in different locations. The remaining ses-sions were held online once a week. Anderson noted, “The time between the modules is ideal for absorbing new concepts. At first, we thought we wanted four days of continuous train-ing, but now we see that spacing out the modules is better. When it’s time for a new module, it reinvigorates the team.” New hires now take all eleven modules using the web-based format.

The Lean TransformationThanks to the Lean training pro-

gram, Our Lady of the Lake has seen favorable trends in recruiting metrics, positive changes in the recruiting team’s culture, and more. Here are several benefits the organization has experienced since adopting Lean re-cruiting practices:

• A more strategic mindset among recruiters. According to Ander-son, one of the biggest things that has changed is the conversations among recruiters. The team brain-storms and their discussions focus

on sourcing strategy. When a new position is opened, sourcing strat-egies are defined from the begin-ning. The team no longer waits until a position has been open for several weeks to do that.

• Clearer communication and stron-ger relationships with hiring man-agers. Recruiters now hold intake discussions with hiring managers. Before, they often tried to guess what hiring managers wanted in candidates. If a difficult-to-fill po-sition is opened or if a hiring man-ager is new to the organization, the recruiters meet with the hir-ing manager. The goal is to forge relationships with hiring manag-ers early on. Anderson noted that jobs are filled more quickly be-cause recruiters know what they are looking for.

• Better time management. Re-cruiters no longer discuss time management challenges. They are using a variety of tools, such as time-based calendaring, to help manage their day and avoid phone tag with candidates.

• Stronger mentoring. The Lean training sessions sparked conver-sations between senior and junior recruiters. The curriculum has served as a platform for senior re-cruiters to jump into a mentoring role. The training provides a safe environment for those conver-sations, so they feel natural and aren’t awkward.

• Standardized recruiting process-es. One of the major advantages of standardized recruiting pro-cesses is that it’s easy to move portfolios of requisitions among recruiters when team members are out of the office. Anderson said that when recruiters worked

Using Lean Principles to Change the Recruiting Game: Lessons Learned at Franciscan Missionaries of Our Lady Health SystemBy Rachel Weeks, Sr. Director of Marketing, HealthcareSource

Continued on page 12



in silos, it was chaos. Now every-one does things in the same way, so moving work is seamless.

• More robust candidate pipelines. The team now understands how developing a candidate pipeline makes day-to-day work easier. The group tracks the number of requi-sitions that will be fairly routine to fill and that could benefit from a candidate pipeline. The recruit-ing team recently hired someone from the education sector who has relationships with local colleg-es and universities. This individual is leveraging those connections to build candidate pipelines and has illustrated for her peers how to do the same.

• Data-driven decision making, thanks to metrics. The organiza-tion maintains an RN Dashboard that is run bi-weekly for the nurs-ing leadership team. This includes the number of nursing hires for the fiscal and calendar year, as well as the number of applicants, transfers, and terminations. Heath-er Strickland, RACR, Manager of Recruiting Operations, observed, “The dashboard helps the man-agement team handle transitions and plan onboarding activities.” The recruiting team also tracks the number of requisitions that are “business as usual” and those which are critical and difficult to fill. This helps the team use its re-cruiting dollars more effectively.

• A stronger team culture. When the Lean training was rolled out, it was a sign that Franciscan Missionaries of Our Lady Health System want-ed to invest in its employees. The team loved it and it generated increased engagement. The train-ing also led to positive turnover. After embracing the Lean recruit-ing methodologies, new expecta-tions were set for the team. Not everyone wanted to work in that environment, so some people left. In response, the organization has hired passionate new recruiters who are a good cultural fit for the organization.

ConclusionThe Lean recruiting training pro-

gram has been a game changer for Franciscan Missionaries of Our Lady Health System’s Human Resources team. It has also positioned HR as a thought leader in the organization.

As you know, the art of elite recruitment today is dramatically different than yesteryear. Recently, I came across a LinkedIn info graphic called “The Modern Recruiter: Part Artist, Part Scientist” that outlines, with a fun visual, what it takes to be a great recruiter in today’s world, with today’s challenges. Take a look and ask yourself…Are you a Modern Recruiter?

THE ARTISTMatchmaker – having instinct for mutual connection: You know how to build relationships and credibility with candidates and Hiring leaders

Marketer – through their profile or employer branding, they know how to tell a great story: You engage with Top talent and become a brand ambassador

Salesperson – knows how to build a pipeline, nurture leads and close deals: you know how to build pipelines and candidate closing best practices

Talent Advisor – trusted advisors to their clients: You are an effective business partner with hiring leaders, how to use metrics to quantify performance, build credibility and be respected for your knowledge

THE SCIENTISTData Nerd – Numbers and data not only helps you make better decisions but will earn the trust of others in the organization: You love to analyze data

and manage your business using data and fact

Researcher – Explore candidate pools, employment and skill trends, and the competition: You excel at developing effective search strategies, mind-storming best practices and leveraging your centers of influence

Technologist – Knows what tools work best and masters using them: You are up on the latest in sourcing tools and techniques, time management, candidate development and more

Psychologist – can read the candidate and know how to positively influence them: You know the importance of candidate development and provide tools to perform an effective Candidate Intake Session.

Sharpening your skills and perfecting your technique in these ‘roles’ will make you an even better recruiting professional.

Recruitment is an art and a science. Whether you are the Matchmaker or the Data Nerd, your expertise makes a difference to your organization every day with every hire.

For those who follow The Recruiter Academy, you know we’re passionate about the skills and competencies of elite recruiters. See if you’re a Modern Recruiter and among the elite — take this free Competency & Skill Self-Assessment.

Our Lady of the Lake Regional Medi-cal Center is now implementing Lean methodologies across all clinical and administrative areas. The Human Re-sources team is excited to be ahead of the curve and in alignment with the broader organization.

Lean Principles...Continued from page 11

TOOLBOX TOPICKnow Thyself

By Brian Brazda, Partner, Lean Human Capital and The Recruiter Academy

http://www.recruiteracademy.com/about/

http://www.recruiteracademy.com/about/

http://www.leanhumancapital.com/recruiter-self-assessment.php

http://www.leanhumancapital.com/recruiter-self-assessment.php



Healthcare volumes are increas-ing, and it’s difficult for recruiters and others who work in healthcare not to get caught up in the numbers. An aging population combined with the passage of the Affordable Care Act has demand for services swelling. In turn, this demand is fueling the growth and development of new facilities which require more staff, and both are dramatically increasing recruiters’ workloads. This pace is anticipated to continue, with employment of health-care occupations projected to grow 19 percent from 2014 to 2024, much faster than the average for all of the other occupations, adding about 2.3 million new jobs.

While it’s appropriate to focus on how all of the healthcare-related num-bers are increasing, it’s also important that recruiters remember one other significant shift that is taking place in healthcare that recruiters need to con-sider, the major shift towards increas-ing focus on patient satisfaction. Here are some important numbers to keep in mind:

V On average, every day more than 30,000 patients are surveyed about their recent hospital ex-perience and more than 8,400 patients complete the federal government’s Hospital Consumer Assessment of Healthcare Provid-ers and Systems, or what is more commonly known as the HCAHPS Survey.

V Over the past 20 years, patient satisfaction has gained wide-spread recognition as an indicator of quality and is now regarded as an important outcome measure for healthcare services.i

V More recently, a patient’s satisfac-tion with healthcare experiences as measured by the HCAHPS survey has been positively linked to the patient’s compliance with treatment and healthcare out-comes.ii

Healthcare recruiters already know the stakes are high — patient safety is paramount, and volume needs can’t be met by shortchanging hiring requirements. This is why there are already many thorough checks and verifications that are part of the hiring process, not to mention the rig-orous credentialing requirements for physicians. But, increasingly, as orga-nizations are measured on the value of the healthcare services they deliver, recruiters must further align their hir-ing processes, methods and metrics to impact and support these new man-dates. This means the focus needs to expand beyond the credentials of a given applicant because they provide little information about whether a can-didate is focused on providing a stel-lar patient experience.

The Healthcare Challenge Finding ways to provide afford-

able, quality healthcare and improve outcomes is a key concern of policy makers, insurers, and healthcare pro-fessionals.

Federally mandated programs, largely driven through the Centers for Medicare and Medicaid Services (CMS), have begun to address these challenges by actively shifting how Medicare and Medicaid payments are made. This shift—which some have characterized as a shift from volume to value—drives programs like the HCAHPS survey.

Paying providers based on the quality, rather than the quantity, of care they give patients is at the core of the voluntary and mandatory pro-grams we see on the rise today.

Hospital Value-Based PurchasingThe Hospital Value-Based Pur-

chasing program (VBP) was intro-duced after the passage of the Afford-able Care Act in 2012. The program provides financial incentives for hos-pitals to demonstrate performance improvement and the delivery of high

quality care. VBP is a significant incentive pro-

gram, particularly when we remember that in the next five years, more than half of the typical hospital’s volumes will be Medicare patients.iii The pro-gram measures outcomes across four domains, including Safety, Clinical Care Process & Outcomes, Efficiency, and Patient and Caregiver Centered Experience of Care. The Patient and Caregiver Centered Experience of Care domain is measured by the HCAHPS survey.

On average, value-based purchas-ing programs and HCAHPS scores are estimated to place at risk an average of $500,000 to $850,000 annually per hospital. At the extremes, individual hospitals can lose as much as $8 mil-lion or gain over $6 million. So, for in-stance, a hospital with $120 million in annual revenues can improve patient satisfaction and realize an estimated $2.2 million to $5.4 million in addi-tional revenue annually.iv

HCAHPS Today: 4 Critical Reasons to Take Action

Accounting for 25% of VBP reim-bursement, HCAPHS represents an important financial driver for hospitals in today’s highly competitive environ-ment. 1. Medicare dollars at risk will con-

tinue to increase. This year, the total payment carve-out stands at 1.75%. In FY2017, the risk in Medicare dollars will be at 2%—the highest since the program was introduced.

2. As hospitals improve, thresh-olds and benchmarks are rising. VBP reimbursement is adjusted based on how all participating hospitals are performing. As hos-pitals continue to adopt strate-gies to improve scores (and out-comes) those thresholds will only

HCAHPS and Recruiting: Focusing on Value While Keeping Up with VolumeBy Ray Bixler, President and CEO, SkillSurvey, Inc.

Continued on page 14



increase. That means the bar will only keep rising.

3. Consistency over time is reward-ed. HCAHPS provides incentives (additional points) for hospitals to perform consistently year over year. Hospitals that have worked to improve—and maintain—their HCAHPS scores are being—and will continue to be—rewarded. Hospitals who stay on the side-lines will have a harder time catch-ing up.

4. Star Ratings—introduced last year--make it easier to compare hos-pitals. HCAHPS (and other VBP) results are reported publically through the Hospital Compare website’s Star Rating System. So it’s not just dollars at stake, but your reputation and your ability to attract new patients.

HCAHPS as a Driver of ChangeHCAHPS is the first, and arguably,

the best, standardized instrument for measuring patient satisfaction. And healthcare leaders are taking note. The patient experience ranks high among their top priorities and new senior leadership roles dedicated to patient experience are on the rise.

There are three broad goals of the HCAHPS survey:¬ Produce data about patients’ per-

spectives of care that allow objec-tive and meaningful comparisons of hospitals

¬ Create new incentives for hos-pitals to improve their quality of care (VBP) through public report-ing of the results

¬ Enhance accountability in health care by increasing transparency of the quality of hospital care in return for the public investmentThe HCAHPS survey asks dis-

charged patients 32 questions—21 focus on patient perspectives on care, four are screening questions, and seven relate to demographics. The questions related to patient per-spectives encompass nine key top-ics: communication with doctors and nurses, responsiveness of hospital staff, pain management, communica-

tion about medicines, discharge in-formation, cleanliness of the hospital environment, quietness of the hospi-tal environment, and transition of care in addition asking the patient’s overall rating of the hospital and their willing-ness to recommend the hospital.

So, how Can HR Make a Differ-ence?

Let’s look at HCAHPS questions a different way.

Patient experience measures are both process-driven and behavior-driven. Processes include: pain man-agement, care transition, cleanliness and atmosphere; behaviors include: communication with nurses, commu-nication with doctors, and respon-siveness of hospital staff. That means we’re relying on employees who bring both high degrees of hard skills (knowledge about patient safety, pain management, care transition) and soft skills (ability to communicate well about complex subjects, demonstrate empathy, and be responsive) to meet and exceed HCAHPS goals.

Of course behaviors can affect how well processes are carried out—that’s why soft skills are so important. All of the aspects of the hiring process should place emphasis on HCAHPS-related behaviors. This includes any skills and or other types of assess-ments. Interviews should involve behavioral-based questions that spe-cifically ask candidates the things that are measured on HCAHPS. Finally, when it’s time to check an applicant’s references, it should be more than a check-the-box exercise especially when it now has the potential to de-liver so much more value — including critical insight on how a candidate has performed against HCAHPS-related behaviors in a past role. Past perfor-mance is the best predictor of future performance.

An online reference checking pro-cess can overcome the legal concerns or HR policies that often prohibit real information about a candidate from being shared during reference calls. It also can quickly tap into more ref-erences — typically 4 to 5 in a matter of days and easily collect detailed job-

specific feedback on the behavioral competencies that are needed for the particular role, including behaviors measured on the HCAHPS survey. In-dividual ratings in an online reference survey can be kept confidential which means references are more comfort-able providing honest feedback.

Plus, there are other benefits as well. Recruiters are freed from the time-consuming aspects of traditional phone-chasing with references – not to mention the preparation and docu-mentation that’s required pre and post calls. But more important, the use of online reference solutions has shown to reduce first-year turnover for cause.

That’s good news because it’s im-portant for HR to champion HCAHPS education and to take the lead in educating hiring managers on the importance of HCAHPS in hiring and in fostering a hospital culture that em-braces it.

The good news is, if ever there was a case to make for new invest-ment budgets and for new recruiting tools — now is the time to make it. And, you can make the case that investment will help with both volume and value.

i Madigan, C. (2014) Drivers of Pa-tient Satisfaction and Effects of Demographics on the HCAHPS Survey, (p 10)

ii Madigan, C. (p. 10)iii The Advisory Board Company

(October, 2015) Expert Insight, 10 Things CEOs Need to Know in 2015

iv The Rising Importance of Patient Satisfaction in a Value-Based En-vironment, API Healthcare, (p 4) and a more detailed analysis of the impact of the HVBP program can be found in Muhlestein, D. Assessment of the Hospital Value-Based Purchasing Program: Cur-rent Results and Opportunities for Improvement. (November, 2015).

Ray Bixler, President and CEO, Skill-Survey, Inc., has over 25 years of lead-ership and management experience and has published articles in leading business and HR publications.

HCAHPS...Continued from page 13



The healthcare recruitment pen-dulum has swung back, and now, more than ever, we find ourselves having to be at the top of our recruitment game to attract the best talent for our organi-zations.

We had the opportunity to talk to several experienced recruiters about what they are doing to attract and hire the best.

Blake Thiess, PHR, SHRM-CP, Recruiter, Prestige Care, Inc.

For me, a game changer has been employing my personal mantra of “whatever it takes” and bringing it to this increasingly competitive health-care recruitment market. How we have done that at Prestige Care is commit-ting to attending as many career and job fairs in our geographic footprint as possible for brand recognition and vis-ibility. For instance, Prestige attended roughly 10 career fairs all year in 2015. In just the month of February 2016, we attended 16, and have plans to attend many more in the coming months.

Secondly, I have developed, rolled out, and run all of our social media channels relative to recruiting. While the @JobsAtPrestige accounts on Insta-gram/Twitter/Facebook are still new, it

helps in our brand recognition and vis-ibility. Our pre-existing company Linke-dIn page recently surpassed 2,000 fol-lowers which helps get more eyeballs on our brand, corporate culture, and open leadership roles.

Finally, our HR team is in the infan-cy stages of rolling out a complete re-brand of our “employer brand,” which I will be overseeing in conjunction with my colleagues. This will be the biggest game changer of them all for Prestige’s recruiting efforts.

Kevin Stakelum, Talent Acquisition Director, Humana

We had a unique challenge with our Veteran population. We’ve part-nered with Montage and found video interviewing delivers a flexible solution for meeting various audiences of can-didates where they need us to be. A lot of veterans are not able to conduct interviews from 8-5. By having a record-ing voice interviewing option, we en-able them to deliver a better interview at their leisure without the scheduling hassles. With our Wounded Warrior ef-forts, we have introduced video inter-viewing and expanding to people with disabilities helps to deliver a better result. We recruit a wide array of spe-

cialties, so these flexible solutions are really important to us.

Theresa Mazzaro, RN, CHCR, RACR, Nurse Recruiter, Adventist HealthCare

High touch seems to be best way to connect with our active candidates. I created my own set of Service Level Agreements for various touch points throughout the recruitment process for our nurse residency program. I re-spond to our active candidates within one business day of application and have found various ways to make the communication more personal than just the standard email that is automati-cally generated through the ATS. I have created several videos that our candi-dates received via email throughout the recruitment process- at application, upon receipt of their professional port-folio (a requirement in our residency), and then weekly videos prior to their scheduled interview. They’d get awfully tired of seeing me in a video so I have enlisted the help of our current nurse residents and our Residency Coordina-tors as well. They enjoy doing the vid-eos and it helps in employee engage-ment and retention efforts to have your current employees in the spotlight.

Are You a...



Top Five Reasons Why You Should Become a Certified Health Care Recruiter (CHCR)1. Demonstrate your value. Certifi-

cation enables you to show your value to your company and your colleagues by focusing on the skills and knowledge that is critical in health care recruitment.

2. Set yourself apart from the rest. Gain industry recognition with a validation of your expertise in health care recruitment strategies and processes.

3. Join an elite team of professionals. Become a member of an exclu-sive group of professionals who met eligibility requirements and passed the certification examina-tion.

4. An unbiased measurement of your skills. Certification documents your mastery in the area of health care recruitment management.

5. Align with the industry leader. Since 1975, the National Associa-tion for Health Care Recruitment has been widely recognized as THE preeminent organization for health care recruitment profes-sionals.

In today’s market, every individual you hire affects your patient satisfaction rates and ultimately your company’s bottom line. Take advantage of this opportunity to demonstrate your value to your employer by becoming CHCR certified.

“I was very proud to have earned my CHCR certification from NAHCR. I think it is an important validation of my experience and expertise. I encourage all NAHCR members to take pride in their career and become certified as well.” Terry Bennett, RN, MS, CHCR

For more information visit: http://nahcr.com/Pages/Credential-Exami-nation.aspx.

Win valuable prizes by simply referring a friend! The Active Member who recruites

the highest number of new members between July and June will receive an

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