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About Us

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iCIMS’ Healthcare Expertise

Speakers

Scott ClaturDirector, Talent Acquisitions

Susan VitaleChief Strategic Officer

Why Track & Benchmark Metrics?

• We want a seat at the table with executives• Are we aligning our staffing and sourcing strategy to the hospitals

Mission/Vision/Values? • Can we provide a cost justification/ROI analysis for our HR/staffing business

initiatives? • Can we quantify HR/staffing ROI to the organization? • How can we generate a Management by Fact (MBF) or DATA?• Top Strategic Healthcare Initiatives

• Reducing costs• Quality - Improving Patient Satisfaction & Patient Safety • 69% chose “streamlining HR processes” as the key HR initiative to

cut costsAligned myself and partnered with LEAN Human Capital Group

LEAN delivers a radical approach to Analysis, Process Optimization, and Continuous improvement for your organization.

“Metrics are meaningless. What you do with them is Priceless”. - David Szary

What is Expected of Our Function?

Expectations:

• Filling positions “ASAP” or “yesterday”

• Having pipelines of candidates ready to interview J.I.T

• Finding “Purple Squirrels”

• Upgrading quality of talent

Why it is our fault:

• We don’t hold them accountable

• Don’t quantify what we need to meet their needs

• Don’t publish our results

CHALLENGES FACED BY RECRUITERS:

APPLICANT TRACKING

• Unique application process- we have several locations and folks filling out paper applications. ( sifting through paper)

• High applicant volumes• Manage multiple hire types (hourly, management, administrative, internal

transfers, etc.)• Duplication of work (same candidates apply at multiple

locations/positions)• Being reactive vs. proactive (build pipelines of talent)• Keep in contact with prospective candidates (CRM)• Union compliance and contracts – posting periods • Recruiter alignment to customer and workloads vary• Inconsistent candidate experience – timeline & response

* An Applicant Tracking System makes it easier for recruiters and Hiring Managers to successfully execute these points

Person-Organization Fit

Understanding the Model for Recruitment

•In order for GHVHS to move on the continuum toward best-in-class, we needed to blend a proactive recruiting culture that can streamline processes and infuse ATS automation into every staffing practice by looking to the future of innovation in recruiting that will set us apart and differentiate us from the competition and maximize synergies across the system.

•A restructure of the recruitment organization, processes and technology was conducted to positively impact our talent selection strategies and to link talent selection initiatives to improved business outcomes like retention, cost and quality.

Where are we going in 2012?

Where do we

find an ATS

that thinks

and acts like a

recruiter?

• Thousands of hours are wasted on non-value added, non-revenue producing staffing activities

• Incremental improvement in process efficiency exponentially reduces the resources required to achieve hiring objectives

• Allows us to implement a J.I.T hiring solution with less resources and no impact to quality/ delivery of service

Benefits of a Recruitment Technology

Benefits of a Recruitment Technology

Automation of Reports & Scheduling

Managing Process Flow (Time-Saver)

Candidate Experience

Onboarding

Why we chose iCIMS

Strategy for Critical Positions

Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization, or both.

Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.

CHALLENGES FACED BY RECRUITERS:

Sourcing• Sourcing is the biggest challenge for recruiters• Find new outlets to attract candidates• Locate talent pool by deploying our core search skills to

identify prospective talent with the right combination of knowledge, skills, and abilities.

• Constantly build candidate pipeline by tracking candidate resumes and contact history in a database.

• Create a successful employment brand that helps create a positive candidate experience

What we need to do:• Improve productivity in the acquisition process• Report on source effectiveness? (which recruiting

methods are working/lacking?)• Embrace social media? (post jobs via Facebook, Twitter,

LinkedIn)

Built A Business Case to Afford iCIMS

Why do organizations struggle to afford technology?

• Use the unsophisticated metric - “requisitions-per-recruiter” as their resource planning tool

• Emphasis on activity versus efficiency

• Inability to educate Hiring Managers on the importance of a LEAN, J.I.T staffing function

• Can’t present business case using the common language of business . . . $ and NUMBERS!

Why is Just-In-Time (J.I.T) Hiring Important?

• Increase customer satisfaction and employee morale

• Decrease in cost associated with turnover, OT, etc.

• Cost of vacancy (especially with critical-to-fill positions)

• Educate Hiring Managers/Key Executives on significance of COV• Helps engage Hiring Managers in process improvement initiatives• Helps hold them accountable to engaging in process

• Quantify the ROI of eliminating waste, streamlining processes, etc.

• Increase respect level from finance/executives!?

• Justify resources (sourcing/recruiting) required to decrease TTF. Including the purchase of iCIMS

Aligning Annual Workforce Planning with Business Strategy

Management by Data – Case Study• Hiring Need: 646 hires/Annually• Production Schedule: Roughly 54/month - 2011 calendar

Staffing Supply Chain - Process Efficiency:• Recruiters route roughly 50% of candidates to hiring Managers.• Hiring managers interview 20% of the candidates submitted for

consideration• 33% of the people interviewed would be extended an offer • 83% of the candidates receiving offers would actually start

NOT VERY EFFICIENT – Applicant to Hire 52:1– Route to hire – 20:1

How Efficiency Rates Affect Production

Strategic Business Case

Efficiency Analysis 50/52/44/77 50/62/54/87 60/80/50/95

Total Sourcing Hours Required to Fill Positions 1,834 1,109 1416

Sourcing Hours to find 1 "Submitted Candidate" 0.25 0.25 0.50

Recruiter Pre-Screens 7,334 4,436 2,833

Submittal to Hiring Manager 3,667 2,218 1,700

Hiring Manager Interviews 1,907 1,375 1,360

Offers 839 743 680

Hires 646 646 646

10% improvement in 3 steps of process

Interesting Observations:

1. Incremental improvement in process equals exponential savings in time, money, and resources.2. Even if you increase sourcing time per candidate, increase in process efficiency will dramatically

reduce overall sourcing time required to fill a given requisition load. 3. Measuring the efficiency of the process, not the quantity of activity, will provide better results with

fixed amount of assets.

Justify Your Headcount with Real Data# of hours to source, pre-screen, presentation 0.25

Pre-Screen Interview to Candidate Submitted Ratio 50% 4436Candidate Submittal to Hiring Mgr. Interview Ratio 62% 2218

Hiring Manager Interview to Offer Ratio 54% 1375Offers to Hire Ratio 87% 743

1 646

Recruitment Process Time Study # of HoursTotal # of Hours Spent per Hire

Hours spent Prescreening 0.25 1109Hours spent Submitting 0.3 554

Hours for Hiring Manager Interview & Feedback 0.4 550Hours for Offer Creation, Delivery and Acceptance 0.3 223

Hours Spent Onboarding 1.3 808Total Recruiting Hours 3244

Recruitment Resource Planning/Allocation SLA Days 365

# of Hires 646# of Recruitment Process Hours Required 3,244

Total Recruitment & Resource Process Hours 4,353Total Recruiting Hours/Month 362.7Total Recruiting hours/day 45.3Total Recruiting FTE Headcount Required 6.0

2012

*We are averaging 1.3 hours for on boarding. This helped build my business case to automate this process with an on boarding solution , allocate my dollars, and obtain approval to purchase iCIMS’ on boarding portal.

Quantifying Your ROI

Why a Management by Data/Fact – Summary“Can’t manage what you don’t measure”

• Ask customers to rate what is most important – Quality, Cost, Responsiveness/Delivery

• Scorecard is used to benchmark against internal/external metrics to:

• Quantify how well you are performing to key stakeholders

• Identify areas for improvement and develop strategies for improvement

• You should align recruitment organization’s initiatives with additional key business objectives of the Healthcare System

• Reduce costs & improve patient safety and patient satisfaction!

• Convert metrics from time, %, #’s into - - $$$ to great compelling business case and/or to quantify ROI

• Make visible (using trend charts) to staff, key customers, etc.!!• Track, trend, and present meaningful metrics using the common language of

executives - $ and numbers!

2011 Year End Recruiting Metrics

Cost of Vacancy-Usage/Significance

• Educate Hiring Managers/Key Executives on significance of C.O.V• Helps engage Hiring Managers in process improvement

initiatives• Helps hold them accountable to engaging in process

• Quantify the ROI of eliminating waste, streamlining processes, etc.

• Justify resources (sourcing/recruiting) required to decrease TTF

• Increase respect level from finance/executives!?

Cost of Vacancy Analysis

Position J ob Code Average

Salary

Estimated Cost of OT

Dollars

Estimated Cost of OT

Benefits

Estimated Cost of

Contract Labor

Hard Cost Savings from Unfilled

Position

Total Daily Hard Cost of

Vacancy

Registered Nurse A - OT replacement 101 68,000$ 628$ 79$ -$ (564)$ 143$ Registered Nurse A - Contract Labor 102 68,000$ -$ -$ 780$ (564)$ 216$

Position

Total Daily Cost of Vacancy Vacancies

Total Daily Cost of

Vacancy - by Position

Estimated Costs Savings reducing TTF

21% Improvement

Registered Nurse A - OT replacement 353$ 23 8,110$ 160,097$ Registered Nurse A - Contract Labor 384$ 4 1,535$ 36,419$

Total Daily Cost of Vacancy - All Openings 9,645$ Total Estimated Costs Savings by Reducing TTF 196,516$

Estimated Reduction in "Time to Fill" 21%Average # of Days Reduction 22

Hard Costs Savings = Salary + Social Security + Medicare + 403b + Other Benefits + Health Benefits / # of hours worked X # of hours worked per day

Est Recoup of Daily Productivity from Replacement Labor = Daily Value of Productivity X Recoup Factor

Total Daily Hard Cost of Vacancy = Estimated Cost of OT Dollars + Estimated Cost of OT Benefits + Estimated Cost of Contract Labor + Hard Cost Savings from Unfilled Position

Est Recoup of Daily Productivity from Replacement Labor = Daily Value of Productivity X Recoup Factor

Hard Costs

Totals

Overview – HealthcareRegistered Nurse

• # of hires/year: 27• Cost of Vacancy (provided by

finance): $368/day. • Ave time to hire currently: 94

days.• Total Cost of Vacancy: $1.00M• Reduce time to hire by 22 days

(72 days TTF).

• 200K Cost of Vacancy Reduction

How much are you really spending on OT/Agency/PD?

Dashboard

LEAN Human Capital 2011Healthcare Recruitment Metrics

Benchmark Study

Aggregate Data Information:

Aggregate Data Information:

• 80+ participants with over 460,000 FTE employees!• Participants processed over 5 million applicants. • Routed over 850,000 candidates to Hiring Managers.• Filled over 123,000 positions.

• 48% are academic/teaching facilities.

• 52% of US News & World Report’s ‘BEST HOSPITALS Honor Roll’ participated in our study in 2010/2011.*

• 30% of our 2010/2011 participants ranked by US News & World Report as ‘Honor roll’ in at least 1 of 16 specialties*

• 22% are Magnet facilities.

*17 hospitals were named to US News & World Report’s ‘BEST HOSPITALS Honor Roll’ for ranking as honor roll in at least 6 of 16 specialties*140 out of 4825 hospitals ranked by US News & World Report as ‘Honor roll’ in at least 1 of 16 specialties

Honor Roll - Key Metrics ORMC 25th % Mean 75th %Productivity

Staff Productivity 90 112 147 176Process Efficiency

Overall - Applicants Routed to Positions Filled Ratio 12 11.0 9.1 6.1

Overall - Percentage of Positions Filled from Extended Offers 87% 88.2% 91.9% 95.7%RNs - Applicants Routed to Positions Filled Ratio 4 7.2 6 3.6

RNs - Percentage of Positions Filled from Extended Offers 97.6% 91.9% 92.4% 96.0%Responsiveness

OVERALL - Ave Time to Fill (TTF) - (date req posted to date offer accepted) 57.5 51 44 37

OVERALL - % of Positions Filled in 60 Days or More 11% 25.0% 21% 15%

OVERALL - Average TTF for Positions Filled in 60 Days or More 134 127 116 102RNs - Ave Time to Fill (TTF) - (date req posted to date offer

accepted) 53 52 35 30RNs - % of Positions Filled in 60 Days or More 21% 33% 23% 13%

RNs - Average TTF for Positions Filled in 60 Days or More 92 129 108 90

2012 Recruitment Services Scorecard

The Ultimate Recruitment Technology Checklist!

Web-based system (Eliminate paper; no IT reliance)

Robust searching & reporting

It’s fast and easy to make changes within the system

Ability to grow with your company (scalable)

According to Gartner, Inc. “Vendors should supply sufficient evidence that their platforms will scale to meet your current peak and future application processing and user demands.”

Product Features

Intuitive features- feel comfortable using the software

Limited technology knowledge, limited training

Key Questions: Client retention rate? Customer case studies? Awards for ease of use of their software?

Ease of Use

Speed and Security

“Sensitive data & critical business information will be exposed to the provider, the provider should demonstrate a higher level of security and it should be constantly monitored”- Gartner, Inc.

System availability

Constant improvements and updates

Slow systems aren’t used

Customer Support

Experts should work directly with you to ensure:• Implementation• Timeliness • Overall satisfaction

Provide free training so the system is used!

Satisfaction ratings

Customer Support Awards?

Value

Best price-to-ratio-value

Greatest ROI

According to Bersin & Associates, value should be measured by:

? Questions for Speakers ?

Scott ClaturDirector, Talent Acquisitions

Susan VitaleChief Strategic Officer

Questions? Email us at: marketing@icims.com

Be entered to win a Kindle Fire® by viewing a 1-on-1 live demo by 4/24/12. Contact marketing@icims.com!