Get Flexible with Your Healthcare Talent Strategy
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The challenges facing today’s healthcare organizations – an aging workforce, increased competition from other industries, and emerging specialties that require candidates with higher education and hard-to-find skillsets – require a fresh approach that gives you flexibility. Total Talent Acquisition is the answer. View these slides to learn more about: -Total Talent Acquisition -How TTA creates a competitive advantage in the healthcare industry -The positive impacts this model can have on healthcare organizations -Steps to take to drive internal momentum with key stakeholders to review and consider a TTA model Innovations in Workforce Strategy - A Guide to Total Talent Acquisition in Healthcare: https://www.cielotalent.com/insights/innovations-in-workforce-strategy-a-guide-to-total-talent-acquisition-in-healthcare/
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Get Flexible with Your Healthcare Talent Strategy
- 1. 1WE BECOME YOU™ Cielo, Inc. UPCOMING WEBINARS
- 2. 2WE BECOME YOU™ Global Recognition of Excellence
- 3. 3WE BECOME YOU™ HISTORIC COMPETITION FOR TALENT Healthcare employs more workers than any other industry Demand for healthcare jobs predicted to grow faster than rest of economy over next five years More RN jobs available through 2022 than any other profession 24/7 staffing requirements, seasonal nature, and demand variability Hospital systems need flexible staffing models to fill vacancies as needed
- 4. 4WE BECOME YOU™ Cielo, Inc. ALIGNMENT REQUIRED FOR A SINGLE APPROACH FOR ALL TALENT
- 6. 6WE BECOME YOU™ WHAT TOTAL TALENT ACQUISITION IS
- 7. 7WE BECOME YOU™ WHAT TOTAL TALENT ACQUISITION ISN’T • Permanent Hiring and Contingent Hiring sitting side by side • My job has been open for 60 days, so let’s put it out to agency • A way to hire people to avoid onboarding timeframes • A way to try before you buy talent
- 9. 9WE BECOME YOU™ ACCESS A LARGER TALENT POOL Hire and retain all generations Focus on talent already in the organization Leverage great candidates even if you don’t currently have the right open positions Put emphasis on hiring talent for the exact skills and timeframe required
- 10. HOW CAN I GET MY ORGANIZATION STARTED ON A TOTAL TALENT ACQUISITION STRATEGY?
- 11. 11WE BECOME YOU™ HOW TO GET STARTED Define the Problem Capture the Data Engage Collaborators and Stakeholders Build the Business Case
- 12. 12WE BECOME YOU™ STEP ONE: DEFINE THE PROBLEM Develop a clear statement on how Total Talent Acquisition could impact your broader organization’s strategic objectives. Executives will want to understand how TTA will support: Reducing overall costs Solving for staffing shortages Visibility to talent demand and usage Workforce planning strategies
- 13. 13WE BECOME YOU™ STEP TWO: CAPTURE THE DATA Gather data from several sources to understand the current state of your entire workforce to begin quantifying costs, discovering inefficiencies and defining where opportunities can be found: • HRIS • ATS • Procurement and finance • Departments and Units
- 14. 14WE BECOME YOU™ STEP THREE: ENGAGE STAKEHOLDERS Teams must breakdown silos and work together to reach a common understanding of the current state of talent and retention • HR should take the lead • Identify change leaders, champions, and advocates • Collaborate to develop strategy and roadmap
- 15. 15WE BECOME YOU™ STEP FOUR: BUILD THE BUSINESS CASE To present Total Talent Acquisition to executives, you need to build the business case, which should include: • Strategic goals • Data • Investment & ROI • Example: Defining the financial impact of operating rooms standing idle due to lack of staffing will increase the prioritization of critical roles for the OR. • Timeline and critical milestones
- 16. 16WE BECOME YOU™ HOW TO GET STARTED Define the Problem Capture the Data Engage Collaborators and Stakeholders Build the Business Case
Notas del editor
- KRISTEN TO INTRODUCE TOPIC AND PRESENTERS
- KRISTEN – QUICK INTRODUCTION OF BRAND Cielo is the world’s leading strategic Recruitment Process Outsourcing (RPO) partner. We leverage our global reach, local talent acquisition expertise and customized solutions to help clients achieve a sustained advantage and outstanding business outcomes through their talent practices. Cielo’s global presence includes more than 2,000 employees, serving 177 clients across 95 countries in 39 languages. In terms of recognition, we’re particularly proud of being recognized as the #1 RPO provider for healthcare by HRO Today. The #1 overall ranking is the culmination of Cielo Healthcare also being the top provider in subcategories such as Size of Deal, Breadth of Service and Quality of Service.
- KRISTEN TEES UP LIZ. Liz, before we talk about how healthcare organizations can improve their talent acquisition strategies, can you share some context around today’s challenging job market? LIZ Competition for talent, not just clinical – Nursing, Lab techs, Support staff, Technology Healthcare employs more workers than any other industry, and jobs in this sector are predicted to grow far more rapidly than the rest of the economy through 2026, according to the United States Bureau of Labor Statistics Availability of nursing talent over the next five years will continue to put pressure on care delivery. The American Nurses Association reports there will be more registered nurse jobs available through 2022 than any other profession in the United States2. The requirement for 24/7 operations, as well as the seasonal nature and variability in demand, means hospital systems must have flexible staffing models that enable them to fill vacancies as needed.
- LIZ A flexible workforce is the future: 65% of companies believe that flexible workers/contingent workers will replace some of the work being done by FTE in the future. Younger workers want more flexibility from employers: 40% of Generation Z want a contingent or part-time job. Each stakeholder agrees that with this rise of the contingent worker, organizations need one strategy to support the entire workforce- Total Talent. 90% of stakeholders believe that total talent needs to be a priority. While nearly everyone agrees that Total Talent is a solution, HR and procurement have polar opposite views on who owns that approach today. The problem is that stakeholders (procurement and HR) won’t give up ownership and work together. Procurement’s views on ownership: 65% say its owned by procurement, 12% say owned by HR, 23% say it should be owned by both HR’s view on ownership: 69% say HR, 5% procurement, 26% both We all probably didn’t need a research study to tell us this, but it helps to see just how far apart HR and procurement are. If companies want Total TA to work, they need to let go of ownership, see a different perspective and start to collaborate.
- LIZ Based on the research and our own conversations with our clients, we saw a need to produce a resource healthcare organizations could use to assess their own talent situation, build consensus across the organization, and start the process for implementing a “Total Talent” solution. We’re going to spend time today sharing observations and recommendations from this piece so you all can lead your organization on this important journey. We’ll share a copy with all those who registered for this webinar.
- KRISTEN TO TEE UP QUESTION ABOUT WHAT TTA IS TO LIZ KRISTEN: Thanks, Liz. Before we go much further, we should level set and talk about how we define Total Talent. It’s a popular buzzword right now, for good reason, so can you explain what Total Talent is and isn’t? Total Talent Acquisition moves organizations away from thinking of an employee’s status as inflexible. Instead, it takes a strategic view of all options available to fill a vacant job, breaks down all barriers to define the work that needs to be done, and determines the best talent options to make it happen. This strategic view also opens opportunities to address hiring costs and other operational considerations.
- LIZ
- KRISTEN: How can healthcare organizations benefit from Total Talent (LIZ)
- LIZ
- KRISTEN: Thanks, Liz. The benefits to Total Talent are impressive and appealing. But the journey from current state to a single approach to all talent can feel daunting. Sandy, can you share your thoughts on how our partners on the phone can get started?
- SANDY
- SANDY Develop a clear statement on how Total Talent Acquisition could impact your broader organization’s strategic objectives. Executives will want to understand how TTA will support: Reducing overall costs Solving for staffing shortages Visibility to talent demand and usage Workforce planning strategies Also, consider how TTA will help the organization prepare for future expansions and growth, improve patient satisfaction outcomes and positively impact revenue drivers.
- SANDY Gather data from several sources to understand the current state of your entire workforce to begin quantifying costs, discovering inefficiencies and defining where opportunities can be found HRIS ATS Procurement and finance Departments and Units
- SANDY HR should take leadership role and identify change leaders, champions and advocates who will join you in developing the strategy and roadmap. Total Talent Acquisition is an enterprise-wide initiative that requires partnership to fully realize its benefits. Teams must break down silos and work together to capture information and increase understanding on the current state of talent acquisition and retention.
- SANDY Build the business case To present Total Talent Acquisition to executives, you need to build the business case, which should include: Strategic Goals: Go back to your problem statement, understand and align your organization’s strategic initiatives with your overall workforce strategy. Data: Capture data on the current state and its risks and costs to identify your organization’s specific pain points and who is affected. Identify gaps between the data and strategy. Investment & ROI: Highlight potential ROI in areas like cost savings, time-to-fill, vacancy rates, patient-caregiver ratio, retention, technology and revenue, and then balance those with any required investments. Timeline and Critical Milestones: Prioritize where to start based on where the organization will be able to experience the quickest positive impact. Clearly communicate the timeline to set the right internal expectations. For example: Operating rooms are a hot-button issue because they are the biggest revenue generators. Defining the financial impact of operating rooms standing idle due to lack of staffing will increase the prioritization of critical roles for the OR. Travel nursing could be another key priority. Because of the higher hourly rates and other expenses paid for these critical skills.
- SANDY