Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
12. Three questions every employee answers
everyday
• Do I want to stay?
• Do I need to stay?
• Should I stay?
Most employees formulate their long-term organizational commitment in their first 30 days
13. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
12
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
14. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
13
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
15. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
Proposed
Action/Curriculum:
• Testimonial videos
• Professional Development
Classes that coincides with
employee's career
aspirations.
• Reoccurring team
meetings at every level (i.e.
regional or national)
14
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
16. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
15
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
17. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
16
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
18. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
Proposed
Action/Curriculum:
• Exposure to all of the
organization through cross
line of business training.
• Have employee invest in
the organization and be
visible about it like filling
out their profile page.
• Special internal projects
that makes the company
better.
• Increasing employee
engagement
17
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
19. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
18
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
20. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
19
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
21. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
Proposed
Action/Curriculum:
• Early investments in the
employee, for example
during on-boarding
• Help employee build a
personal network
• Job satisfaction and career
advancement surveys
20
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
28. The Unified Talent Management Platform
Most employees formulate their long-term organizational commitment in their first 30 days
29. Do I want to Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Applicant
Workflow (all)
• Applicant
Experience (all)
• Employer
Branding (1)
• Mobile (all)
• Assign Tasks (2)
• Onboarding
Tracking (2,3)
• Universal
Profile(1)
• Communities (3)
• Teams and
Tasks (3)
• Discussion
Forums (2,3)
• Feedback (3)
• Relevant
Learning(2)
• Goals and
Feedback (3)
• Clarity in
compensation
• Alignment to
Ascension (2)
• Empower
Employees to be
active in their
career planning
(1,2)
28
Actions/Recommendations
1. Testimonial videos
2. Professional Development Classes that coincides
with employee's career aspirations.
3. Reoccurring team meetings at every level (i.e.
regional or national)
Most employees formulate their long-term organizational commitment in their first 30 days
30. Do I need to Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Social Sourcing
(2)
• Employer
Branding (3)
• Applicant
Experience (3)
• Goals and
milestone
planning
(1)
• Accommodates
various roles
(1,3)
• Universal
Profile(2)
• Communities (2)
• Discussion
Forums (3)
• Real-time
Feedback (1)
• Groups and
Communities (2)
• Social Review
(2)
• 360-degree
reviews (1,2)
• Provide visibility
on their future (1)
• Internal
Recruiting (1)
29
Actions/Recommendations
1. Early investments in the employee, for example
during on-boarding
2. Help employee build a personal network
3. Job satisfaction and career advancement surveys
Most employees formulate their long-term organizational commitment in their first 30 days
31. Should I Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Assign learning
courses and
content (1)
• Real-time task
reporting and
reminders (4)
• Support all
employee
lifecycle events
(all)
• Universal
Profile(2)
• Communities (2)
• Discussion
Forums (1,3)
• Real-time
Feedback (1)
• Social
Collaboration (4)
• Specific content
to assist with
different skills (3)
• Competency
Model Alignment
(1)
• Personalized
career
development
plans (2,4)
• Transparency in
Promotion (4)
• Identify
Overlooked
employees (2)
30
Actions/Recommendations
1. Exposure to all of the organization through
cross line of business training.
2. Have employee invest in the organization and
be visible about it like filling out their profile
page.
3. Special internal projects that makes the
company better.
4. Increasing employee engagement
Most employees formulate their long-term organizational commitment in their first 30 days