If you believe that the quality of your team goes a long way toward deciding your level of success, you’ve probably asked yourself a few question:
Are we hiring the right people?
Are we hiring people equipped to do what we expect them to do?
Are we as efficient and effective as we can be in choosing the right candidate?
Are we hiring people who will stick around?
If you’ve asked yourself these questions, then you’ve probably started looking at technology, tools, processes, and approaches that can help you improve in each of these areas. Frequently we see organizations that have gone through this process and implemented various solutions but still have not seen the results they seek. For instance, they’ve moved to an automated applicant tracking system, interviewing tools, pre-employment assessments, and reference checking programs.
Having all of these best practice tools doesn’t mean that you have an efficient and effective selection system. Moreover, every organization needs to measure the success and ROI of their efforts accurately and meaningfully. When we work with our clients, rather than focusing narrowly on some single metric, we encourage them to think about all of the metrics that reflect the system’s efficiency and effectiveness.
The areas below reference some of these metrics:
1) Time to fill
Nothing matters if you aren’t filling spots. We can have the most robust system in place to identify THE nurse who fits the model. But if the tools and process slow down your ability to fill spots, you are still doing a disservice to your patients and putting stress on your workforce.
2) Hiring manager satisfaction
These are your customers. Your goal is to help hiring managers build and develop their teams efficiently. They want to see better candidates. They want the process to be as easy and efficient as possible.
3) Candidate experience
Especially in healthcare, this is a two-sided equation. We need enough candidates and we need the ability to sift through them to find the best quickly. But we need a good candidate experience. It doesn’t work if it’s good for us but doesn’t work for candidates.
4) Employee performance
In most cases, organizations start a new hiring process because they want to hire better people. What does that look like? When appropriate, we do a formal study to validate the process. We compare actual performance on the job to the data from the interview or from the pre-employment screening tool to see what best predicts success on the job.
Turnover is complicated and selection is only part of the equation. If the selection process IS part of the problem, though, the right tools and approach can have a huge impact. It’s not uncommon in the right situation to reduce turnover by 50% or more.
6) Patient satisfaction
You have, perhaps, dozens of initiatives targeting the patient experience. It’s hard from a research perspective to draw firm conclusions on what initiatives are having the biggest impact, but if you believe that the quality of your team matters and that behavioral skills impact the patient experience, it only makes sense that this metric should go in the right direction following implementation of a better selection process.
7) Other cultural measures, including employee engagement
Culture can be tough to measure, but the best organizations define the culture they envision and take deliberate steps to create it. As part of that they measure things like employee engagement, and your selection process, if done right, will support these efforts.
Leaders know intuitively that talent matters, but organizations need to show that efforts support the organization’s goals. To learn more about how a holistic approach can drive key metrics in healthcare, see our free whitepaper: How Culture Drives Hospital Outcomes