iCIMS Talent Platform Reporting Overview

Report
Proprietary & Confidential
About Us
Don’t forget to hashtag us! #iCIMS
iCIMS’ Healthcare Expertise
Speakers
Scott Clatur
Susan Vitale
Director, Talent Acquisitions
Chief Strategic Officer
Why Track & Benchmark Metrics?
• We want a seat at the table with executives
• Are we aligning our staffing and sourcing strategy to the hospitals
Mission/Vision/Values?
• Can we provide a cost justification/ROI analysis for our HR/staffing
business initiatives?
• Can we quantify HR/staffing ROI to the organization?
• How can we generate a Management by Fact (MBF) or DATA?
• Top Strategic Healthcare Initiatives
• Reducing costs
• Quality - Improving Patient Satisfaction & Patient Safety
• 69% chose “streamlining HR processes” as the key HR initiative
to cut costs
Aligned myself and partnered with LEAN Human Capital Group
LEAN delivers a radical approach to Analysis, Process Optimization,
and Continuous improvement for your organization.
“Metrics are meaningless. What you do with them is Priceless”. - David Szary
What is Expected of Our Function?
Expectations:
Why it is our fault:
• Filling positions “ASAP” or
“yesterday”
• We don’t hold them
accountable
• Having pipelines of
candidates ready to
interview J.I.T
• Don’t quantify what we
need to meet their needs
• Finding “Purple Squirrels”
• Upgrading quality of talent
• Don’t publish our results
• Unique application process- we have several locations and folks filling out
paper applications. ( sifting through paper)
• High applicant volumes
• Manage multiple hire types (hourly, management, administrative, internal
transfers, etc.)
• Duplication of work (same candidates apply at multiple
locations/positions)
• Being reactive vs. proactive (build pipelines of talent)
• Keep in contact with prospective candidates (CRM)
• Union compliance and contracts – posting periods
• Recruiter alignment to customer and workloads vary
• Inconsistent candidate experience – timeline & response
* An Applicant Tracking System makes it easier for recruiters and Hiring
Managers to successfully execute these points
Understanding the Model for Recruitment
• In order for GHVHS to move on the continuum toward best-in-class, we
needed to blend a proactive recruiting culture that can streamline processes
and infuse ATS automation into every staffing practice by looking to the future
of innovation in recruiting that will set us apart and differentiate us from the
competition and maximize synergies across the system.
• A restructure of the recruitment organization, processes and technology was
conducted to positively impact our talent selection strategies and to link talent
selection initiatives to improved business outcomes like retention, cost and
quality.
• Thousands of hours are wasted on non-value added, non-revenue
producing staffing activities
• Incremental improvement in process efficiency exponentially reduces
the resources required to achieve hiring objectives
• Allows us to implement a J.I.T hiring solution with less resources and
no impact to quality/ delivery of service
 Automation of Reports & Scheduling
 Managing Process Flow (Time-Saver)
 Candidate Experience
 Onboarding
 Why we chose iCIMS
Sourcing talent is the process to generate a pool of qualified candidates
for a particular job. The organization must announce the job’s availability
to the market and attract qualified candidates to apply. The organization
may seek applicants from inside the organization, outside the
organization, or both.
Talent selection is the process to make a “hire” or “no hire” decision
about each applicant for a job. The process usually involves determining
the characteristics required for effective job performance, interviewing,
and then measuring applicants on those characteristics.
• Sourcing is the biggest challenge for recruiters
• Find new outlets to attract candidates
• Locate talent pool by deploying our core search skills to
identify prospective talent with the right combination of
knowledge, skills, and abilities.
• Constantly build candidate pipeline by tracking candidate
resumes and contact history in a database.
• Create a successful employment brand that helps create a
positive candidate experience
What we need to do:
• Improve productivity in the acquisition process
• Report on source effectiveness? (which recruiting
methods are working/lacking?)
• Embrace social media? (post jobs via Facebook, Twitter,
LinkedIn)
Why do organizations struggle to afford technology?
• Use the unsophisticated metric - “requisitions-per-recruiter” as
their resource planning tool
• Emphasis on activity versus efficiency
• Inability to educate Hiring Managers on the importance of a LEAN,
J.I.T staffing function
• Can’t present business case using the common language of
business . . . $ and NUMBERS!
• Increase customer satisfaction and employee morale
• Decrease in cost associated with turnover, OT, etc.
• Cost of vacancy (especially with critical-to-fill positions)
•
Educate Hiring Managers/Key Executives on significance of COV
• Helps engage Hiring Managers in process improvement initiatives
• Helps hold them accountable to engaging in process
•
Quantify the ROI of eliminating waste, streamlining processes, etc.
•
Increase respect level from finance/executives!?
•
Justify resources (sourcing/recruiting) required to decrease TTF. Including
the purchase of iCIMS
Aligning Annual Workforce Planning with
Business Strategy
Management by Data – Case Study
• Hiring Need: 646 hires/Annually
• Production Schedule: Roughly 54/month - 2011 calendar
Staffing Supply Chain - Process Efficiency:
• Recruiters route roughly 50% of candidates to hiring Managers.
• Hiring managers interview 20% of the candidates submitted for
consideration
• 33% of the people interviewed would be extended an offer
• 83% of the candidates receiving offers would actually start
NOT VERY EFFICIENT
– Applicant to Hire 52:1
– Route to hire – 20:1
How Efficiency Rates Affect Production
Strategic Business Case
10% improvement in 3 steps of process
Efficiency Analysis
50/52/44/77
50/62/54/87
60/80/50/95
1,834
1,109
1416
0.25
0.25
0.50
Recruiter Pre-Screens
7,334
4,436
2,833
Submittal to Hiring Manager
3,667
2,218
1,700
Hiring Manager Interviews
1,907
1,375
1,360
Offers
839
743
680
Hires
646
646
646
Total Sourcing Hours Required to Fill Positions
Sourcing Hours to find 1 "Submitted Candidate"
Interesting Observations:
1. Incremental improvement in process equals exponential savings in time, money, and resources.
2. Even if you increase sourcing time per candidate, increase in process efficiency will dramatically
reduce overall sourcing time required to fill a given requisition load.
3. Measuring the efficiency of the process, not the quantity of activity, will provide better results with
fixed amount of assets.
Justify Your Headcount with Real Data
# of hours to source, pre-screen, presentation
Pre-Screen Interview to Candidate Submitted Ratio
Candidate Submittal to Hiring Mgr. Interview Ratio
Hiring Manager Interview to Offer Ratio
Offers to Hire Ratio
Recruitment Process Time Study
Hours spent Prescreening
Hours spent Submitting
Hours for Hiring Manager Interview & Feedback
Hours for Offer Creation, Delivery and Acceptance
Hours Spent Onboarding
Total Recruiting Hours
Recruitment Resource Planning/Allocation
# of Hires
# of Recruitment Process Hours Required
Total Recruitment & Resource Process Hours
Total Recruiting Hours/Month
Total Recruiting hours/day
Total Recruiting FTE Headcount Required
0.25
50%
62%
54%
87%
1
# of Hours
0.25
0.3
0.4
0.3
1.3
4436
2218
1375
743
646
Total # of Hours
Spent per Hire
1109
554
550
223
808
3244
SLA Days
2012
365
646
3,244
4,353
362.7
45.3
6.0
*We are averaging 1.3 hours for on boarding. This helped build my business case
to automate this process with an on boarding solution , allocate my dollars, and
obtain approval to purchase iCIMS’ on boarding portal.
Quantifying Your ROI
Why a Management by Data/Fact – Summary
“Can’t manage what you don’t measure”
•
Ask customers to rate what is most important – Quality, Cost,
Responsiveness/Delivery
•
Scorecard is used to benchmark against internal/external metrics to:
•
•
Quantify how well you are performing to key stakeholders
Identify areas for improvement and develop strategies for improvement
•
You should align recruitment organization’s initiatives with additional key business
objectives of the Healthcare System
• Reduce costs & improve patient safety and patient satisfaction!
•
Convert metrics from time, %, #’s into - - $$$ to great compelling business case
and/or to quantify ROI
Make visible (using trend charts) to staff, key customers, etc.!!
Track, trend, and present meaningful metrics using the common language of
executives - $ and numbers!
•
•
2011 Year End Recruiting Metrics
Cost of Vacancy-Usage/Significance
• Educate Hiring Managers/Key Executives on significance of C.O.V
• Helps engage Hiring Managers in process improvement
initiatives
• Helps hold them accountable to engaging in process
• Quantify the ROI of eliminating waste, streamlining processes, etc.
• Justify resources (sourcing/recruiting) required to decrease TTF
• Increase respect level from finance/executives!?
Cost of Vacancy Analysis
Hard Costs
Position
Registered Nurse A - OT replacement
Registered Nurse A - Contract Labor
Job Code
101
102
Average
Salary
$ 68,000
$ 68,000
Estimated
Cost of OT
Dollars
$
628
$
-
Estimated
Cost of OT
Benefits
$
79
$
-
Estimated
Cost of
Hard Cost Savings Total Daily
Contract
from Unfilled
Hard Cost of
Labor
Position
Vacancy
$
$
(564) $
143
$
780 $
(564) $
216
Totals
Total Daily
Cost of
Vacancy
$
353
$
384
Position
Registered Nurse A - OT replacement
Registered Nurse A - Contract Labor
Total Daily
Cost of
Vacancy - by
Vacancies
Position
23 $
8,110
4 $
1,535
Estimated
Costs Savings
reducing TTF
21%
Improvement
$
160,097
$
36,419
Total Daily Cost of Vacancy - All Openings $ 9,645
Total Estimated Costs Savings by Reducing TTF $ 196,516
Estimated Reduction in "Time to Fill"
Average # of Days Reduction
21%
22
Overview – Healthcare
Registered Nurse
• # of hires/year: 27
• Cost of Vacancy (provided by
finance): $368/day.
• Ave time to hire currently: 94 days.
• Total Cost of Vacancy: $1.00M
• Reduce time to hire by 22 days (72
days TTF).
• 200K Cost of Vacancy
Reduction
Hard Costs Savings =
Salary + Social Security + Medicare + 403b + Other Benefits + Health Benefits / # of hours worked X # of hours worked
Est Recoup of Daily Productivity from Replacement Labor =
Daily Value of Productivity X Recoup Factor
Total Daily Hard Cost of Vacancy =
Estimated Cost of OT Dollars + Estimated Cost of OT Benefits + Estimated Cost of Contract Labor + Hard Cost Savings
Est Recoup of Daily Productivity from Replacement Labor =
Daily Value of Productivity X Recoup Factor
How much are you really spending on
OT/Agency/PD?
Dashboard
LEAN Human Capital 2011
Healthcare Recruitment Metrics
Benchmark Study
Aggregate Data Information:
Aggregate Data Information:
•
•
•
•
80+ participants with over 460,000 FTE employees!
Participants processed over 5 million applicants.
Routed over 850,000 candidates to Hiring Managers.
Filled over 123,000 positions.
• 48% are academic/teaching facilities.
• 52% of US News & World Report’s ‘BEST HOSPITALS Honor
Roll’ participated in our study in 2010/2011.*
• 30% of our 2010/2011 participants ranked by US News &
World Report as ‘Honor roll’ in at least 1 of 16 specialties*
• 22% are Magnet facilities.
*17 hospitals were named to US News & World Report’s ‘BEST HOSPITALS Honor Roll’ for ranking as honor roll in
at least 6 of 16 specialties
*140 out of 4825 hospitals ranked by US News & World Report as ‘Honor roll’ in at least 1 of 16 specialties
Honor Roll - Key Metrics
Productivity
ORMC
25th %
Mean
75th %
Staff Productivity
90
112
147
176
Overall - Applicants Routed to Positions Filled Ratio
12
11.0
9.1
6.1
87%
4
88.2%
7.2
91.9%
6
95.7%
3.6
97.6%
91.9%
92.4%
96.0%
57.5
11%
51
25.0%
44
21%
37
15%
134
127
116
102
53
21%
52
33%
35
23%
30
13%
92
129
108
90
Process Efficiency
Overall - Percentage of Positions Filled from Extended Offers
RNs - Applicants Routed to Positions Filled Ratio
RNs - Percentage of Positions Filled from Extended Offers
Responsiveness
OVERALL - Ave Time to Fill (TTF) - (date req posted to date offer
accepted)
OVERALL - % of Positions Filled in 60 Days or More
OVERALL - Average TTF for Positions Filled in 60 Days or More
RNs - Ave Time to Fill (TTF) - (date req posted to date offer
accepted)
RNs - % of Positions Filled in 60 Days or More
RNs - Average TTF for Positions Filled in 60 Days or More
The Ultimate Recruitment
Technology Checklist!
Product Features
 Web-based system (Eliminate paper; no IT reliance)
 Robust searching & reporting
 It’s fast and easy to make changes within the system
 Ability to grow with your company (scalable)
According to Gartner, Inc.
“Vendors should supply sufficient evidence that their platforms will scale to
meet your current peak and future application processing and user demands.”
Ease of Use
 Intuitive features- feel comfortable using the software
 Limited technology knowledge, limited training
Key Questions:
 Client retention rate?
 Customer case studies?
 Awards for ease of use of their software?
Speed and Security
“Sensitive data & critical business information will be exposed to the
provider, the provider should demonstrate a higher level of security
and it should be constantly monitored”- Gartner, Inc.

System availability

Constant improvements and updates

Slow systems aren’t used
Customer Support

Experts should work directly with you to ensure:
•
Implementation
•
Timeliness
•
Overall satisfaction

Provide free training so the system is used!

Satisfaction ratings

Customer Support Awards?
Value
 Best price-to-ratio-value
 Greatest ROI
 According to Bersin & Associates, value should be
measured by:
? Questions for Speakers ?
Scott Clatur
Susan Vitale
Director, Talent Acquisitions
Chief Strategic Officer
Be entered to win a Kindle Fire® by viewing a 1-on-1
live demo by 4/24/12. Contact [email protected]!
Questions? Email us at: [email protected]

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