Resuscitating Recruiting at Cadence Health

Shawn FitzgeraldDirector, HR Operations and Talent Acquisition

About the presenter

Shawn Fitzgerald is an HR professional with over 25 years of experience in the financial services, healthcare, and consulting industries. As the Director, Human Resources at Cadence Health, her responsibilities include compensation and benefits, HR service center, HR technology, recruiting and compliance and managing HR transformation activities.

She holds a SPHR, PMP, and HRIP certifications and an MBA in Human Resources. Shawn is an associate editor for Workforce Solutions Review (an IHRIM publication) and writes a thought leader interview column for the magazine.

About Cadence Health

Cadence Health is a dynamic healthcare organization created specifically to bring exceptional patient care to residents of Chicago’s western suburbs and the surrounding region. Drawing on two award-winning traditions of care established by both Central DuPage Hospital and Delnor Hospital, Cadence Health stands as a unified health system that is even greater than the sum of its parts. With advanced facilities, experienced specialists, and convenient locations; Cadence Health is committed to delivering high-quality care through state-of-the-art technology, unwavering patient focus and seamless access to top-notch health care.

Healthcare Trends/Challenges

Cadence Health Needs

Recruiting process was impeding

growth/ revenue

Specialty service lines required new talent

sources

Hiring for culture, not just technical skill

Burning Platform for Healthcare

Shortage of 92k

physicians! Shortage of 1M nurses!

The SymptomsPeople Process Technology

HRBPs were performingmultiple roles

Limited communications to managers on status

Inadequate technology

Candidates had to makemultiple pre-hire visits

Processes were inconsistent, unclear, and not communicated

No reporting metrics wereavailable

Less than 5% of time dedicated to sourcing

Up to 55% of recruiting time spent on administrative tasks

Inefficient screening of qualified candidates

Inconsistent interviewing

Reliance on “post and pray” Manual requisition approval

Manager dissatisfaction with the recruiting process Reliance on a limited candidate pool; inability to fill difficult to fill positions Managers contracting independently with search firms created increased cost 22% of requisitions were being closed, but 38% were being added each month The average number of open requisitions was 450 with each HRBP managing

over 70

Leading to:

The Examination

Engaged with talentRISE to complete the assessment

Launched Recruiting survey and

focus groups to uncover

issues

Determined strengths/

weaknesses

Uncovered short term and long

term work activities

The Diagnosis

Position Types Recruited

Very Ineffective / Ineffective

Effective / Very Effective

N/A

Clinical 29% 52% 18%

College 43% 16% 41%

Diversity 50% 25% 26%

Executive 23% 24% 52%

Hourly 36% 54% 11%

Industry Specialized 43% 28% 29%

Non-clinical 42% 45% 14%

Salaried 38% 40% 22%

This is not sustainable

Untapped opportunity

Area of key need

This isn’t the best

we can do

The DiagnosisStrengths Cadence Health has a great organizational brand HR Business Partners working hard to keep up with volumeWeaknesses Current recruiting model is significantly under-staffed and the

delivery model is not scalable Sourcing is highly reactive and HRBPs lack time (and some lack

skills) to be proactive in building talent pipelines and targeting the best talent for future needs

Lack of standardized interview processes creates risk and impacts consistency in candidate quality and speed of hire

Hiring managers struggle to get regular feedback and updates on open requisitions or candidate status

Technology doesn’t support process and SEO (what??)

The Diagnosis

The Treatment

The TreatmentPeople

Understood staff skills; split HRBP role

Brought in professional recruiters and sourcers

Expanded employee referral

Examined candidates and hiring manager needs

Process Shifted to proactive Worked consistent

recruiting processes Developed clear

screening processes Established behavioral

interview guides Identified “non-

traditional” sources of candidates

Established sourcing strategies per role

Automate onboarding, background checking, and referrals

Technology

New ATS Online req

approval Supported all

process changes Updated website

– in progress LinkedIn use

expanded Capitalized on

CareerBuilder technology

Reported data and trends

The Results

The Results

• Hiring managers responded “Satisfied” with the recruiting process (compared to “Not at all Satisfied” in pre-survey)

• Candidates responded “Very Satisfied”

• Close rate improved by 50%• Decreased vacancy rate by 30%• Reduced job board source by 40%• Decreased 90 day turnover by 20%• Improved application to interview by 20%

• Saved $500K in annual external search cost

The Survey

The Numbers

The Dollars

The Side Effects

HR Business Partners are

partnering with the business

and with recruiting more

effectively

HR has received good attention

from the organization

and opened up new

opportunities

The door was opened to

understanding talent analytics

Lessons Learned

Walk before you run Identify low hanging fruit to fix first Engage leaders Continually survey and tweak Learn to build business cases Make Finance and IT your friends

What’s Next…

Finalize career site Implement CRM tool and SEO Focus on diversity, veteran and other specific

sources Establish more formal talent communities Shift recruiting process for high volume roles and

implement video interviewing Formalize alumni network