Recruitment and Retention are important for healthcare practices but not all medical practices know how to begin and complete the process

1. Nicola Hawkinson DNP, RNFA, RN
The Business of Pain Medicine
October 8, 2016
Invest in Your Workforce: Simple
Solutions for Recruitment, Retention
and Revenue Generation

2. Recruitment and retention are
important for business, but not all
companies know how to begin and
complete the process

3. Recruitment
7 Successful Onboarding Steps
1) Identify the vacancy/need
2) Job advertisement and recruitment
3) Identifying qualified candidates
4) Interviewing
5) Follow-up
6) Extending an offer
7) Onboarding

4. 1. Identify the Vacancy / Need
Why is there a need?
New Hire
Expansion
Increased volume
New practitioner
Replacement
Reason for turnover
Review of retention metrics

5. 1. Identify the Vacancy / Need
Treat the hiring process as a key business
practice
Have a plan
Have a timeline
Reach your goal

6. 1. Identify the Vacancy / Need
What position do you need to fill?
Title
Report to
Job Description
Compensation package

7. 1. Identify the Vacancy / Need
The Job Description
Title
Report to
Scope of practice
Responsibilities
Hours

8. Good Practice Tips
When you are preparing a job description avoid jargon,
abbreviations or acronyms, which can only be
understood by 'people in the know'. Choose the
wording carefully so that you do not discriminate
against candidates unnecessarily. Remember
discrimination can be direct or sometimes unintentional
and more difficult to spot.
Obtain specimen job descriptions from
similar groups or samples from professional
bodies to compare.

9. 1. Identify The Vacancy / Need
Job Description NO No’s
“We Don’t Have One”
“Can You Just Make One For Me”
“Tell Them We’ll Speak To Them When We Get
Here”

10. 1. Identify The Vacancy / Need
The Compensation Package
PAY
Consideration should be given to pay
Factors: market rates, skills, years of experience
Supply and demand

11. 1. Identify The Vacancy / Need
The Compensation Package
Benefits
Can determine the full remuneration package
Employees are not only motivated by money
Factors such as health care benefits, 401k, and
flex hours
The Compensation package need to be accurate and reflect
what the employer can actually afford

12. 1. Identify The Vacancy / Need
What type of candidate do you need?
Pro’s and Con of the Prior Employee
Think about the qualities of the person who last held the prior
Company Culture
Personality type, interests, geographical barriers
Key Attributes
Loyal, hard working, flexible

13. 1. Identify The Need / Vacancy
How do you find a person to fill the job?
Internal Candidates
Don’t forget your current employees
Provide opportunity for inter-company advancement
Retention, culture
External Candidates
Advertisement
Local universities
Social media
Partnership with a recruitment firm

14. 2. Job Advertisement and Recruitment

15. How to Search
Have well-defined strategy
Ensure you the budget / salary line
Determine the timeline for recruitment
Determine your ability to set aside time to
recruit / interview as well as time from all
others involved in the interview and decision
making process

16. How to Search
Defining the selection process
What methods will you utilize to search
What total number of candidates do you seek to
interview before making a selection
How will you organize the screening and interviewing
Criteria for selection
An employee who is the best fit for your position

17. 2. Job Advertisement and Recruitment
Attend live events to meet candidates
Create innovative ways to announce job
opportunities - Advertise
Job fairs
Social Media
Web Page
Facebook
Twitter

18. 2. Job Advertisement and Recruitment
Build a steady stream of applicants
Interview in groups of 3-5 depending
Set aside 2-3 hours for interviews
Approximately 30 minutes each
Allow time to discuss, score and summarize
Take notes, document so as not to forget

19. 2. Job Advertisement and Recruitment
Do
• Try new approaches
• Think about cost
• Seek advice

20. 2. Job Advertisement and Recruitment
Don't
Repeat an old advertisement unless it worked
Assume who is right for the job
Discriminate
Copy similar organizations - be different!
Be afraid to ask for advice

21. 3. Identifying Qualified Candidates
Resume review
Clean sharp, without grammatical errors
Resume paper, crisp not folded or wrinkled
Appropriate objective summary / cover letter
How does the candidate represent themselves
online? Over the phone? E-mail, In-person?
Professionalism
Language

22. 3. Identifying Qualified Candidates
Resume review
For most of you – you will utilize the resume to decide
who will be selected for a live interview
Again
Clearly written
Chronological order
Fresh presentation
Does experience reflect the qualifications you are in search of

23. 3. Identifying Qualified Candidates
Email
Written professionally
Clearly stated subject – reason for search
Call
Speaks professionally
Language is clear
Skype
Dressed Professionally
Eye contact / enthusiasm
Without distraction

24. 3. Identifying Qualified Candidates
Matching Resume with Job Description
Ensure skillset
Do not be distracted by personality compatibility
Be specific

25. 4. Interviewing
Know What You Are Looking For
Have a detailed job description in place so you
know the type of candidate you are looking for
Review resumes carefully
Short time at jobs
Gaps in employment
Reason for job turnover
Unable to answer questions about previous job
responsibilities

26. 4. Interviewing
Time Kills ALL DEALS
Applicants should be promptly acknowledged
They can be considering multiple
Opportunities

27. 4. Interviewing
Resume review
Candidate selection for interview
Date, time, location
Practice website
Who will attend
Special testing (typing, billing, pivot tables)
Personality testing
Trial or shadowing days
Plan for a second interview- follow up

28. 4. Interviewing
Usually Poorly Planned, Rushed and
Unstructured
Some Prep Tips:
Alert the reception area you have a visitor coming
Ensure the interview room is private, and not cluttered
Do not accept calls, NO TEXTING
Have all documents prepared
JD, Resume, questions and paper for notes

29. 4. Interviewing
80/20 Rule
Candidates should do most of the talking
Allow time to answer questions
Allow time for them to formulate questions to you
Conclude by outlining next steps and follow up
Exchange contact information if you choose

30. 4. Interviewing
Ask the right questions
Don’t overlook small things, they could turn into
bigger issues
If their job experience does not match what you
are looking for don’t ignore it
Take notes
Utilize a grading metrix
Speak to decision makers

31. 4. Interviewing
Selection Process
The selection process should be just as thorough
as the recruitment process
Does the candidate meet the expectations and
fulfill the job requirements you have in place?
Does the candidate’s experience match the
qualifications you are looking for?
Does the candidate seem like a good fit? Will their
personality be a good match with other
employees?

32. 4. Interviewing
Choose a “Reserve Candidate”
Second choice
Consider if first choice does not accept
Or, if references and background are unsatisfactory
A reserve candidate will save you from having to go through
the process again, and may, in some cases, provide you
with a possible candidate for another position

33. 5. Follow-up
A big lapse in time between interview and follow-
up could cause you to loose candidates
Act in a timely manner
Organize- After the interview you should review
your notes and contact the candidate within 24
hours about next steps

34. 5. Follow Up
Design a 'points system' to measure how
candidates meet your criteria.
For example
3 = exceeds criteria
2 = meets criteria
1 = partly meets criteria
0 = doesn't meet criteria

35. 5. Follow Up
References and Background
Design reference questions that are tailored
specifically to your business/practice
Contact 3-5 references
Pay attention to how the reference talk about the
candidate
Spend as much time on call with them as possible
You must receive permission from the candidate to
call upon his/her references

36. 5. Follow Up
References and Background
Checks should be made regarding the following:
• Eligibility to work in the US
• Previous employment and character references
• Criminal Records Bureau checks
• Health screening/questionnaire
• Qualifications

37. 5. Follow Up
References and Background
The real importance of references is that they
help you to spot the very small number of job
applicants who give misleading information
about their past, or are giving false information.
Hire Slow….Fire Fast

38. 6. Making a Contingency Offer
When you feel you have successfully recruited ,
interviewed and selected a candidate you are
ready to extend a job offer
Offer contingent on references and background check
Don’t disengage from the hiring process; Stay involved.
Candidates can be simultaneously receiving multiple offers
Candidates may have questions regarding compensation

39. 6. Making a Contingency Offer
The Offer Letter
The principal statement must include:
The legal and trading names of the employer
The name of the employee
• The address of the employee’s place of work
• Job title or a brief description of the work
• The date when the employment began

40. 6. Making a Contingency Offer
The Offer Letter
May also include
Pay, and intervals of Pay
Hours
Benefits
Guidelines for resignation / termination
Many states will include employment at will

41. 7. Onboarding Process
Day 1
Have the new employee arrive with a plan from you
When and where to arrive
Who to report to
An idea of the day’s agenda
The candidate should see that there was thought an planning
implemented to onboard successfully

42. 7. Onboarding Process
Good Practice Tip
Taylor induction to the individual
Identify a mentor or 'buddy', who can be used to
support, advise, motivate and encourage
A good mentor will view the staff member
objectively and give constructive feedback along
with general guidance.

43. 7. Onboarding Process
Candidate-Centric Approach
Create a culture where the best employees want
to work.
Engaging work environment
Set a date for 90 day review
Follow Up / check in

44. Retention

45. Retention
Training & growth
 Well-trained employees feel confident and knowledgeable in their
roles, and thus happier in their jobs.
 Make sure your practice has a comprehensive employee manual
and everyone has a copy of it.
 Give each employee a thorough job description on the first day that
covers major tasks and expectations.
 Assign a veteran employee to mentor the new employee.
 Offer to pay for cost-effective online training programs to encourage
your employees to grow professionally.

46. Retention
Communication
 Everyone needs to know what to do and how well they’re doing. Seems
simple, but good communication in offices is rare.
 Don’t skip performance reviews. Have full, formal reviews every year.
 Don’t rely on performance reviews alone for providing feedback to staff; give
them encouragement and address their shortcomings regularly.
 Schedule a regular all-staff meeting where employees hear about what’s
going on in the practice and voice ideas or concerns.
 Form staff-led committees on improving work flow or office policies.

47. Retention
Incentives & benefits
 Evaluate your benefits package and see if you can offer
extra time off, flexible hours, free parking, or gym
memberships.
 Create an employee of the month program to recognize
outstanding work.
 Set individual or group goals and reward the
achievement of those goals with gift cards, gas cards,
movie tickets, or lunch.

48. Revenue

49. Revenue
 As reimbursement declines, one way to enhance
practice revenue and profitability is by adding ancillary
services.
 Ancillaries assist in maximizing practice profitability,
while providing patients with the convenience and
continuity of in-house care. Integrated clinical services
also can increase productivity, revenue and patient
retention.

50. Revenue
 The majority of activities impacting both patient care
and revenue within the hospital begin or end with a
physician’s signature, and this is unlikely to change
regardless of what direction the health system takes.

51. Conclusion
Recruit smart
Identify a strategic recruitment plan
Be proactive, not reactive
Follow through with your process and be timely

52. Conclusion
Know what you are looking for
Take the interview process seriously
Respond to candidates in a timely manner
Pay attention to red flags

53. Conclusion
Use references and background check as an aide
during the selection process
Plan out the new employees first week prior to the
start date
Be as organized as possible
Refine and revise your process with each new hire

54. Questions?

55. Thank You!
Nicola Hawkinson,DNP, RNFA,RN
SpineSearch
www.Spine-Search.com
1-516-333-5050