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0WE BECOME YOU™Content Property of Cielo, Inc.

ACHIEVING BREAKTHROUGH PERFORMANCE RESULTS IN TODAY’S HEALTHCARE

May 6, 2014

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TODAY’S PRESENTERS

Marcia Miller Telthorster, MEd, CCP, CHHR is Vice President, Human Resources, of Princeton HealthCare System (PHCS). Ms. Telthorster works closely with management to support and respond to the needs of PHCS’ 3,000 employees. Ms. Telthorster has more than 25 years’ experience in healthcare, primarily in human resources. A graduate of Penn State University in University Park, Pa., Ms. Telthorster also received her master’s degree in education from Penn State.

Jill Schwieters, President of Cielo Healthcare, is a preeminent authority on talent transformation strategies that support providers in their efforts to overcome today’s talent challenges. A true believer that great talent delivers exceptional care, Jill founded the business in 2006 committed to elevating the conversation about talent. She is an Advisory Board member of WBL, a member of the AHA Coalition Board, YPO member and a Harvard Presidents Program participant.

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RPO DEFINED

PARTNERING WITH AN OUTSIDE EXPERT TO DESIGN AND EXECUTE

A CUSTOMIZED PROCESS THAT FUNDAMENTALLY TRANSFORMS

YOUR ORGANIZATION’S APPROACH TO TALENT ACQUISITION,

IN ORDER TO DELIVER IMPROVED BUSINESS RESULTS.

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RECRUITMENT PROCESS OUTSOURCING

GLOBAL RPO SPEND

$3.7B Global Market in 2014

$4.8B by 2016

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CIELO HEALTHCARE’S GLOBAL REACH

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Every healthcare provider in the world is struggling with the same three issues:

• Rising Costs

• Access to Quality Care

• Availability of Talent

AT THEIR CORE, THESE ARE ALL TALENT ISSUES!

GREAT TALENT DELIVERS GREAT CARE

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PRINCETON HEALTHCARE SYSTEMAN ORGANIZATION OVERCOMING THE CHALLENGES

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Future Strategic Focus

Pro

cess P

eo

ple

Day-to-Day Operational Focus

Strategic HRM

Infrastructure

Culture Change

Employee Relations

COMPETITIVE HR ORGANIZATIONS

"You're only effective if you add value. That means you're not measured by what you do but by what you deliver. And I mean not just to the value delivered to employees and line managers, but the benefits that accrue to investors and customers, as well.”

- David Ulrich

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www.princetonhcs.org

PRINCETON HEALTHCARE SYSTEM

• Comprehensive, integrated healthcare system that serves central New Jersey residents.

• UMCP: 305 beds.Princeton House: 96 beds.

• 3,100 employees.

• 1,073 physicians.

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HR Focus:

• Bringing in top talent and further creating a diverse workforce.

• On-boarding and new hire experience.

• Developing and retaining top talent.

STRATEGIC PRIORITIESTHE MISSION OF PRINCETON HEALTHCARE SYSTEM IS TO BE THE FOCAL POINT OF A COMPREHENSIVE COMMUNITY HEALTH SYSTEM THAT RESPONDS TO THE HEALTHCARE NEEDS OF OUR SERVICE AREA RESIDENTS.

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HR ORGANIZATION STRUCTURE

Vice President of Human Resources

Human Resource Operations Human Resource Client Services

Compensation&

BenefitsHRIS

Talent Acquisition

Employee Relations

Health System CEO

Training & Development

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Bonnie WhiteLead Recruiter

10 years in Talent Acquisition!

Alisa PirolloSenior Recruiter

13 years in Talent Acquisition!

Lyn McCarthyRecruiter

28 years in Higher Education Recruiting!

Kelly Zimmerman

Recruiter

3 years in Talent Acquisition!

Becky FullertonRecruiter

1 year in Talent Acquisition!

Shelly Olejniczak

VP of Client Service

28 years in Talent Acquisition!

Bryan CasperTAC

1 year in HR/Talent Acquisition!

Kelly KiernanSenior TAC

7 years in HR/Talent Acquisition!

TALENT ACQUISITION TEAM

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• Embedded in the HR function.

• Teamed by brand ambassadors and true experts.

• Established credibility and confidence with leadership.

• Allowed HR function to have greater strategic focus.

PARTNERSHIP SUMMARY

CIELO HEALTHCARE MANAGES THE PEOPLE, PROCESS AND TECHNOLOGY TO PROVIDE PRINCETON HEALTHCARE SYSTEM A BEST-IN-CLASS TALENT ACQUISITION TEAM.

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ENTERPRISE RECRUITMENT CYCLE

RPO

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• THE RIGHT TALENT; with

• THE RIGHT SKILLS; into

• THE RIGHT ROLES; at

• THE RIGHT TIME.

RECRUITMENT PARTNERSHIP GIVES PRINCETON HEALTHCARE

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1. Design an efficient, technology-enabled process to source, recruit, interview and onboard new employees, while enhancing the candidate and HM experience.

2. Be proactive and deliberate about identifying critical top talent; develop a pipeline of active and passive candidates.

3. Consistently track and communicate accurate metrics and reporting to make data-based decisions.

4. Utilize the latest best practices in recruitment, while reducing overall costs and improving results.

5. Maximize investment in candidate assessment tools through execution of a consistent process.

PARTNERSHIP PROMISE

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ADVICE

Use data and stakeholder feedback to redefine your delivery model.

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TALENT INTELLIGENCE

NEW JERSEY PHYSICAL THERAPISTS

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94.0%

90.0%

PHCS

Industry

Hiring Leader Satisfaction

99.0%

94.0%

PHCS

Industry

New Hire Satisfaction

• Establish benchmarks.

• Allow (and react to) open-ended feedback.

• Survey successful completes (hires) and unsuccessful.

SATISFACTION SURVEYS

84.0%

80.0%

PHCS

Industry

Applicant Satisfaction

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ADVICE

Focus on the experience through two-way communication.

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Activity Summary

Total Number of Impressions 8,893

Number of Calls 5,261

Number of Emails 2,546

Number of Live Chats 546

Number of Social

Recruiting540

Inquiry Type breakdown

Applying/Position Inquiry 44%

Interview Scheduling/Interview Detail

20%

Status/Next Steps 35%

Key Metrics

First-call resolution rate 94%

Transfer rate 3%

Phone interviews scheduled 433

Recruiter hours saved 1,112

IMPRESSION CENTER

"You guys are awesome! No other hospital system is as nice as you all!"

"Thank you for being so patient and taking the time out to really explain how things need to be done in order for me to be considered. Even with me sharing my living situation and unemployment status, I didn't feel judged by you. Thank you again!"

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• Prepare for a consultative partnership, not a “yes-man.”

• Establish strong recruiter relationships based on availability.

• Be open to feedback and continuous improvement.

• Customize communication channels and frequency.

• Balance quantity with quality.

HIRING LEADER EXPERIENCE

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ADVICE

Measure and share HR’s role in performance results.

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598 Hires

Hiring Manager

Interviews

1257

Recruiter Interviews

2,767

Applicants

9,940 41.0 DaysAverage Time to Fill

876New Requisitions

83% External17% Internal

91%90 Day Retention

2014 DASHBOARD

UMCPP: 38.2 daysPrinceton House: 46.6 days

HomeCare: 42.5 days

UMCPP: 63%Princeton House: 28%

HomeCare: 9%

UMCPP: 92.1%Princeton House: 91.3%

HomeCare: 79.2%

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Baseline 2009 2014 Target Trending

New Hire Satisfaction 89% 96% 99% 95%

Hiring Manager Satisfaction

62% 87% 94% 95%

Quality of Candidates 66% 91% 94% 94%

Applicant Experience n/a n/a 84% 85%

Average Time to Fill n/a 31.8 41 45.0

Accepted Offers 791 345 598 n/a

Avg Age of Req (days) n/a n/a 66.8 <75

90-day Retention 87% 93% 91% 95%

HCAHPS Score(recommend hospital)

n/a 67.4 78.8 N/A

Recruiter Interview: HM Interview

n/a 2.2:1 2.2:1 2.7:1

HM Interview: Hire n/a 1.9:1 2.1:1 2.3:1

KEY PERFORMANCE INDICATORS

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Sc

ore

Year

HCAHPS SCORESINCREASED BY SUPPLYING HIGH QUALITY TALENT THAT DELIVERED BETTER PATIENT OUTCOMES.

62

67

72

77

82

87

2008 2009 2010 2011 2012 2013 2014

Recommend the hospital

Communication w/ nurses

Nurses treat withcourtesy/respect

Nurses listen carefully toyou

Nurses explain in way youunderstand

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TOGETHER WE CAN BE THE SOLUTION TO

HEALTHCARE’S CHALLENGES TODAY.