TOP 10TOP 10TOP 10FINDINGS FROM THE 2015 HEALTH CARE WORKFORCE STUDY

The competition for high-quality health care talent is at an all-time high, and HR professionals in the health care industry have had to fight hard—often with limited resources—to find and recruit new workers to their organization. Yet, what happens once the candidate becomes the employee? What impact does their experience—both during the job search process and while they’re employed—have on not only their tenure, but on how other candidates perceive the organization, and even on patient care?

CareerBuilder’s 2015 Health Care Work Force Study explores the factors leading to workplace satisfaction and the effect of a negative candidate and employee experience. The study, published by CareerBuilder and Inavero, is based on responses from 745 employees from across all segments of the health care industry.

This guide highlights 10 key findings from the report related to the areas of satisfaction, training, the job search, mobile optimization, referrals and retirement. It also reveals the implications for your organization and opportunities to readjust your recruitment and retention strategies to better meet the needs of today’s health care employees—while staying ahead of the competition.

2

SATISFACTIONSATISFACTION

1A little feedback goes a long way. Employees who receive more frequent feedback from their managers tend to be more satisfied.

Employees want to be recognized for their hard work. Schedules are tight, but taking just a few minutes to provide regular, ongoing feedback to your employees is a small way to make a big difference in employee morale.

4

70%

35%

0%

Daily/Weekly Monthly/Quarterly Yearly or Less

Unit/Department Organization

% Most Satisfied (9’s and 10’s) by Frequency of Feedback from Manager

39%

39% 36%

19%

39%

21%

2A bad experience can impact your talent pipeline. Of the third of employees who have had a negative experience when applying or interviewing for a position, the vast majority said the experience made them less likely to recommend the organization.

That is why more focus needs to be placed on responsiveness and transparency throughout the hiring process to ensure that even candidates who don’t get hired still walk away with positive sentiment toward your organization.

33% of Health Care Employeeshad a Negative Experience when

Applying or Interviewing

88%

12%

Negative Experience’s Impact on Likelihood to Recommend

33%

5

Less likely to recommend No impact

3Internal employees can be an important source of patient referrals. While the majority of employees say they’ve personally received care at their employer, only half of those who haven’t would choose to receive care if needed. What’s more, just 2 in 5 employees have referred someone to receive care at their employer in the past six months. Your employees are a trusted, qualified source when it comes to their opinion on receiving care at your organization. By better understanding what’s keeping employees from choosing your organization for care, you’ll help to improve your employees’ perceptions of your organization, and ultimately the perceptions of prospective patients.

Personally Received Careat Health Care Employer

48%

Would Choose to ReceiveCare at Employer if Needed

65%35%

52%

Yes No Yes No

2 in 5 Referred Someone to Receive Care at their Employer in

the Past 6 Months

6

TRAININGTRAININGTRAINING

4Investing in your employees pays off. Employees who receive onboarding and ongoing training are much more satisfied with their employer and have a higher likelihood of recommending the organization. By offering training opportunities—both at the start of their employment and throughout their tenure —your employees will be much more invested in your organization’s success and less likely to leave for another opportunity.

10% 27% 42% 21% 9% 30% 47% 13%

50%

25%

0

60%

30%

0

Training During Onboarding

Training Received Training Received

Ongoing Training

Very

Lik

ely

to R

ecom

men

d Very Likely to Recomm

end

None Little Some Extensive

8

23%

21% 22%

38%

57%

27% 35%

49%

JOB SEARCHJOB SEARCHJOB SEARCH

5A strong employer brand can speak volumes. Key drivers for a job change besides a higher base salary are better work-life balance, more flexible schedules and improved benefits.

Employees are looking for more than just a salary bump—they want an organization that fits their needs both professionally and personally. Tout any benefits that make your organization stand out, and your career site should have a defined employer brand that directly speaks to what the candidates are seeking.

0 5 10 15 20 25 30 35

Higher base salary

Work-life balance

Better schedule/flexibility

Improved benefits

Better skills growth potential

Better advancement opportunities

Found a position I like better

Improved quality of life

Company culture

Issues with my manager/supervisor

35%

27%

26%

23%

22%

20%

19%

17%

16%

14%

10

6Word of mouth matters. Health care workers are nearly twice as likely to rely on their personal and professional networks to find a job compared to the next most frequently used resource.

When it comes to their careers, candidates look to their peers for advice, opinions and recommendations. Your employees can be your most powerful ambassadors—or your strongest opponents; that’s why any measures you can take to increase satisfaction can go a long way toward strengthening your employer brand.

Personal orProfessional Network

Nearly 2x more thannext most mentioned

Health CareOrganization Website

45% 25%

11

7It comes down to timing. Slightly more than half of respondents believe the application and interview process is either too long or too short.

By utilizing recruitment technology that streamlines the pre-hire process, you can shorten time-to-hire while gaining more time to interact with candidates in person.

APPLICATION PROCESS(Average Length: 3.6 weeks)

INTERVIEW PROCESS(Average Length: 3.1 weeks)

0

10

20

30

40

50

Too Long About Right Too Short

Process Length has Positive Impact on Perception of Organization.

Process Length has Positive Impact on Perception of Organization.

48%

0

10

20

30

40

50

25%

49%

26% 26%

46%

27%

12

39%

MOBILE OPTIMIZATIONMOBILE OPTIMIZATIONMOBILE OPTIMIZATION

8Mobile optimization makes a difference. Many health care providers’ websites are still not mobile optimized, and that can impact candidates’ and employees’ perceptions of the organization. Half of employees elieve that a site that is not mobile optimized makes the organization seem like they are behind the times.

A more mobile-friendly career site better aligns with the lifestyles of today’s workers, so making it easy for candidates to interact with your organization on the go can mean more applications and a better talent pool from which to draw.

14

Most Recent Healthcare Provider’s Site was Mobile Optimized

57%

43%

Yes

No

Easy Difficult

Ease of Navigating Health CareProvider’s Mobile Site

Behind the times Poor Understanding of Technology

Perception of Health CareProvider with Non-Mobile Website

75% 28%

84% 16%

REFERRALSREFERRALSREFERRALS

9Employees need a reason to refer. A majority of organizations do not offer incentives for referring qualified candidates.

Considering that health care workers rely so heavily on their networks to find a job, incentivizing your employees for bringing in potential talent can mean less money spent actively seeking candidates.

Organization Offers Incentivefor Referring Candidates

63%

37%

Type of Incentive Offered

Monetary

Gift Cards

Time off 6%

10%

83%

0 20 40 60 80 100

16

Yes No

RETIREMENTRETIREMENTRETIREMENT

10Retirement doesn’t mean the end. Nearly 2 in 5 health care employees over 55 plan on retiring in the next five years, and 3 in 5 of those plan on switching to a contractor or temporary role.

The aging workforce should be a consideration when determining your future staffing needs. That includes the potential to rehire former employees on a more flexible schedule, allowing them to share their wealth of experience with the younger generation of workers.

Employees Over 55 Plan on Retiringin the Next Five Years

Working as a Contract / Temp Post Retirement

62%

38%

0 10 20 30 40 50 60

Plan to become one

Have not considered it

Decided aginst it

60%

27%

13%

18

Yes No

CAREERBUILDER RESEARCH CONTACT:

Dana NaquinCorporate Marketing ManagerCareerBuilder

773.353.2640dana.naquin@careerbuilder.com

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