This document discusses quality of hire metrics for healthcare organizations. It begins by stating that rising costs, access to quality care, and availability of talent are issues all healthcare providers face that are ultimately talent issues. It then discusses that consistently delivering quality hires is the most important strategic function of talent acquisition. The document outlines several critical quality metrics including hiring manager satisfaction, employee satisfaction, time to productivity, retention rate, patient outcomes, and cost per vacancy. It concludes by discussing levers that influence quality of hire such as employee value proposition, workforce planning, hiring manager experience, onboarding, and talent management.

1. 0WE BECOME YOU™Content Property of Cielo, Inc.
CRITICAL HIRING METRICS
FOR HEALTHCARE QUALITY
@CieloTalent
#talentmindset

2. 1WE BECOME YOU™
Ashley Gouge
Vice President,
Client Development
• 10+ years of experience in healthcare
recruiting and HR management
• Helps organizations reduce recruitment
costs and vacancy rates, while increasing
quality and organizational competitiveness.
TODAY’S PRESENTER

3. 2WE BECOME YOU™
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

4. 3WE BECOME YOU™
“DELIVERING QUALITY HIRES
CONSISTENTLY” IS THE MOST
IMPORTANT STRATEGIC
FUNCTION OF TALENT
ACQUISITION

5. 4WE BECOME YOU™
“You can’t quantify it –
it’s a gut-feel thing.”
“We know it when
we see it.”
“There is only one way to be
successful at our company.”

6. 5WE BECOME YOU™
Quality of Hire is a group of meaningful
measurements, unique to each company
and role, which define success in hiring
and retaining the right talent to fuel the
organization.

7. 6WE BECOME YOU™
Quality of Hire is a group of MEANINGFUL
MEASUREMENTS, unique to each company
and role, which define success in hiring and
retaining the right talent to fuel the
organization.

8. 7WE BECOME YOU™
Quality of Hire is a group of meaningful
measurements, UNIQUE TO EACH
COMPANY AND ROLE, which define
success in hiring and retaining the right talent
to fuel the organization.

9. 8WE BECOME YOU™
Quality of Hire is a group of meaningful
measurements, unique to each company and
role, which DEFINE SUCCESS IN HIRING
AND RETAINING THE RIGHT TALENT to
fuel the organization.

10. 9WE BECOME YOU™
Quality of Hire is a group of meaningful
measurements, unique to each company and
role, which define success in hiring and
retaining the right talent to FUEL THE
ORGANIZATION.

11. 10WE BECOME YOU™
CRITICAL QUALITY METRICS

12. 11WE BECOME YOU™
• Hiring Manager Satisfaction
• Employee Satisfaction
• Time to Productivity
• Retention Rate
• Patient Outcomes
• Cost Per Vacancy
QUALITY OF HIRE MEASURES

13. 12WE BECOME YOU™
HIRING MANAGER SATISFACTION
BENEFITS
• Highlights cases for
immediate concern
• Allows trends to be
identified over time
• Best done with a
keep-in-touch program
WEAKNESSES
• Subjective
• Easy to avoid or ignore
• Only identifies surface
concerns
Cielo Healthcare Benchmark
94% Hiring Manager Satisfaction

14. 13WE BECOME YOU™
EMPLOYEE SATISFACTION
BENEFITS
• Definitive, if done well
• Allows trends to emerge
• Excellent for refining
candidate attraction
WEAKNESSES
• Requires HR involvement
over a long period of time
• Requires consistent
objectives
Cielo Healthcare Benchmark
94% Hiring Manager Satisfaction
86% of U.S. employees are
satisfied with their jobs.
After declining between 2009 and 2013,
job satisfaction is again on the rise!
*SHRM’s 2015 Employee Job Satisfaction and Engagement Survey

15. 14WE BECOME YOU™
• Rigorous, if done well
• Enables High Performer
identification
• Baseline for further
improvements
ON THE JOB COMPETENCY
TIME TO PRODUCTIVITY
• Relies on HR
processes beyond TA
• Timeliness – not immediate
• Requires ongoing effort
High Performers
Generate MORE Annually
than Average Performers.

16. 15WE BECOME YOU™
RETENTION RATE
BENEFITS
• Proven way to save
money
• Clear and objective
results
• Links with EVP programs
• Highlights other areas
requiring attention
WEAKNESSES
• Impact of factors outside
of Talent Acquisition
M

17. 16WE BECOME YOU™
PATIENT OUTCOMES
BENEFITS
• Aligns with organizational
priorities
• Every role impacts patient
care
• Quality fuels
reimbursement
WEAKNESSES
• Difficult to determine
causality
• Non-clinical roles more
distant connection
• Team focused verses
individual performance
Cielo Healthcare Benchmark
94% Hiring Manager Satisfaction
Some organizations
are aligning talent
strategies to drive
overall quality
metrics.
*ASHHRA 49th Annual Conference Roundtable Survey

18. 17WE BECOME YOU™
COST PER VACANCY
THE COST TO AN ORGANIZATION FOR
HAVING UNFILLED POSITIONS.
33-50% of overtime costs
stem from unfilled positions.

19. 18WE BECOME YOU™
QUALITY OF HIRE LEVERS

20. 19WE BECOME YOU™
• Employee Value Proposition
• Workforce Planning / Retention
• Hiring Manager Experience
• Employee Orientation/On-boarding
• Talent Management
• Cost per Hire
LEVERS OF QUALITY OF HIRE

21. 20WE BECOME YOU™
of global Talent Acquisition leaders say
TALENT BRAND has a
SIGNIFICANT IMPACT
on their ability to hire great talent.
LEVERS OF QUALITY OF HIRE
EMPLOYEE VALUE PROPOSITION
Source: LinkedIn’s 4th Annual Global Recruiting Trends Survey
https://business.linkedin.com/talent-solutions/resources/job-trends/2016/global-recruiting-trends

22. 21WE BECOME YOU™
COST OF REPLACING AN EMPLOYEE
• Entry-level 30-50% of annual salary
• Mid-level 150% of annual salary
• High-level/highly specialized 400% of annual salary
LEVERS OF QUALITY OF HIRE
WORKFORCE PLANNING/RETENTION
Source: ERE Media
http://www.eremedia.com/tlnt/what-was-leadership-thinking-the-shockingly-high-cost-of-employee-turnover/

23. 22WE BECOME YOU™
of recruiters feel that hiring managers
DO NOT UNDERSTAND RECRUITING.
of hiring managers feel that recruiters
DO NOT UNDERSTAND THE JOBS
THEY ARE FILLING.
LEVERS OF QUALITY OF HIRE
HIRING MANAGER EXPERIENCE
Source: Corporate Executive Board Recruiting Roundtable

24. 23WE BECOME YOU™
of HR Professionals believe
A NEW HIRE’S DECISION TO STAY
with a company long-term
is made within the
FIRST SIX MONTHS OF EMPLOYMENT
LEVERS OF QUALITY OF HIRE
EMPLOYEE ORIENTATION/ONBOARDING
Source: Aberdeen Group
http://aberdeen.com/research/8383/ra-strategic-onboarding-talent/content.aspx

25. 24WE BECOME YOU™
workers in the United States will retire
in the next decade
and be replaced by a
talent pool of just
45 million.
LEVERS OF QUALITY OF HIRE
TALENT MANAGEMENT
Source: ADP Effective Talent Management Survey
http://www.adp.com/tools-and-resources/adp-research-institute/insights/insight-item-detail.aspx?id=694d5dc5-5a55-41dc-a17b-41d8ab7f40a0
MILLION

26. 25WE BECOME YOU™Source: World Health Organization
MILLION
Global shortage of healthcare workers by 2035
LEVERS OF QUALITY OF HIRE
TALENT MANAGEMENT

27. 26WE BECOME YOU™Source: World Health Organization
MILLION
Global shortage of healthcare workers by 2035
LEVERS OF QUALITY OF HIRE
TALENT MANAGEMENT

28. 27WE BECOME YOU™
Doubling Spending Per Hire
results in
40% less new hire attrition
and
20% faster time to fill
LEVERS OF QUALITY OF HIRE
COST PER HIRE
Source: Bersin by Deloitte
http://resources.glassdoor.com/talent-acquisition-factbook-2015.html?Channel=resources

29. 28WE BECOME YOU™
• Start with the basics – move to greater sophistication
• Tie measurements to Outcomes
• What Organization is measuring?
• What HR is measuring?
• What Recruitment is measuring?
• Report your findings across the organization
• Regularly
• Consistently
• Comparatively
• Broadly
THOUGHTS TO TAKE WITH YOU

30. 29WE BECOME YOU™
CIELO'S GUIDE TO QUALITY OF HIRE
Key Takeaways:
• Methods to define,
measure and leverage
Quality of Hire for
improved business
outcomes
• How to use quantitative
metrics to objectively
define quality for key
roles
http://cielo.ly/ZueaV

31. 30WE BECOME YOU™
Q&A