Expect Competition



A world-class employee referral program is the weapon of choice, followed closely by a managed employer brand and make effective local advertisement on your number-one recruiting approach. Led by a courageous, well-trained recruiter, a promoting strategy can draw away poorly treated, high-caliber talent from local competitors. It is time to admit that the real reason why most shy away from poaching is not ethics, but rather the all-out war for talent. Competition for talent is visibly arises. Focus on active candidates rather than employed with top-performing passive candidates.

Utilize Best Management Practice

Most healthcare organizations make only a minimal effort to build their name as a good place to work. Without having an image of excellence, current employees see no real reason to stay for that recruits see no differentiation between their current situation and that your organization can offer. Do an inventory of your best management practices and people programs and create utilization of best management program to spread the word in local and industry publications. In addition, it is essential to get on both local and national best-place-to-work lists to further enhance your image.

Metrics Practice for Labeling Excellent Performance

Talent management is a science not an art. Developing and maintaining excellence in recruiting and retention are impossible without the extensive use of metrics. Integrate great metrics into everything you do in talent management. Employ strategic metrics to identify what works and what does not work. Make being a metrics fanatic an absolute requirement for anyone to be considered for hire or promotion within Human Resources.

Good Program Resolving Unqualified Employees.

Too many healthcare organizations put doctors in management roles simply because they have the credentials required to actually carry out the organizations charter and often have more education under their belt. Unfortunately, most of these individuals are poorly trained in management and develop on the job into mini-dictators with huge egos who simply do not know how to motivate, challenge, or excite others. By then, you should develop a bad manager identification program and then either fix or replace poor managers before they drive double-digit turnover. In addition, tie their pay to their performance as managers.

Benchmark the very best retention programs, both within and outside of healthcare, and then develop your own. It should identify the designated person who is at risk of leaving and develop a program to rapidly share internal best practices in the area of retention.

You should not quantify the impacts of bad management. Managers at all levels fail to pay attention to recruiting and retention primarily because they underestimate the financial damage that lacking performance in these two areas can cause.

Minimize the damage done by long position vacancies by beginning the recruiting process long before a position becomes vacant. Identify potential candidates prior to an open requisition and use the extra time to assess them and build long-term relationships with them. Have a strong candidate pool and talent pipeline for every mission-critical position.

Upgrade Referral Program.

Benchmark the best practices in high-tech and utilize them to dramatically upgrade your referral program. Then drop all of the silly rules and administrative regulations that routinely kill referral programs. Impose new regulations of measurement that will reward managers and departments for referring excellent candidates.

Eliminate or Even Cast Out Weak Strategic Recruiting Plans.

Less than half of the healthcare recruiting departments have a recruiting plan that is actually used to make resource allocations in recruiting. There must be a clearly defined strategy for a recruiting department to be successful. The strategy must be written up and distributed to everyone within Human Resources Department. Processes must be developed so that the recruiting department allocates its time and budget in line with the corporate goals.