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Randy Larson | Director, HRIS The Role of Innovative Analytics in Recruiting Turnaround
Today’s Objectives Innovate:  Give you at least one idea you can use/adapt for YOUR organization Enlighten:  Inspire  BOLD  thought about your Talent Analytics
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DaVita Introduction
About DaVita ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A HealthCare Services Leader ,[object Object],[object Object]
Fortune 500 Company with Strong Growth ,[object Object],[object Object],[object Object],[object Object],[object Object],Teammate Growth Fortune 500 Rank Today 355 2005 685
Before and After
Recruiting in the Past ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recruiting Today  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],a “Rising Star” department… consistently Shared ~37 days top 15 Low (4-5%)
Team Recognition People Services Recruiting Team 2 ERE Recruiting Excellence Awards 2009:  Top Recruiting Department / Function of the Year 2010:  Best Corporate Careers Website  2 Taleo Innovation Awards Satisfaction Surveys:  Innovative use of Technology Scorecards:  Innovative use of Analytics Competitive Advantage
Recruiting Results
Reduced RN Vacancy Rate by >50%
RN Time to Fill at Industry-Leading Levels
Hiring Managers’ Satisfaction with Recruiting Function
How Did We Do This?
The Road to Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Bold  Accountability Model:  Driving Behaviors and Performance Text ,[object Object],[object Object],[object Object],Text ,[object Object],[object Object],[object Object],[object Object],Text ,[object Object],[object Object],[object Object]
Recruiter Scorecard
Recruiter Scorecard Drives Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Innovative Analytics Drive Accountability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ Time to Find” - A Unique Metric Definition:  The time it takes for the recruiter to send the candidate who is eventually hired to the hiring manager Time to Find Requisition Approved Recruiter Sends Candidate to HM Candidate is Hired Overall “Time to Fill” ~3 Weeks ~5 Weeks
Openly Sharing Results (Good and Bad) With Operations Builds Credibility
Business Impact
Cycle Time Matters! So, what does an annual cycle time reduction of 8 days actually mean to our business?
Overtime / Contractor Avoidance ,[object Object],Hires: 2,200 Salary: $1,700 Standard Teammate Total Cost: $3.7M $1.6M More Hires: 2,200 Salary: $2,400 Over-Time Total Cost: $5.3M $3.6M More Hires: 2,200 Salary: $3,300 Contractor (Travel RN) Total Cost: $7.3M *Using generalized healthcare pay rate estimates - 8 days of RN pay, adjusted for hours in work week
Providing Operating Capacity ,[object Object],2008:  45 Days to Fill 2009:  37 Days to Fill Vacant Days: 99,000 Vacant Days: 81,000 More Treatments and Better Patient Care Vacant Days Avoided: 18,000
Future
Future of DaVita Talent Analytics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Takeaways
Key Takeaways ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Q&A

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The Role of Innovative Analytics in a Recruiting Turnaround

Hinweis der Redaktion

  1. Also mention our Acute services are in 900 hospitals
  2. Fortune rank: lower is better… Teammate growth: “recruiting has to be good in the face of this type of growth”
  3. Explain how we got there, and how metrics supported this -Taleo -Analytics focus
  4. NURSING BENCHMARK STANDARD OVER 50 DAYS! Time to Offer Accept (time to find 41 in 2007, roughly 24-25 now)
  5. (Alex) Potentially scale this out to show the rank amongst / fit with the 70 depts… Maybe do this one yearly…?
  6. Bold: set unique goals that match the business need. Bold: show together on forced-rank scorecard. Behaviors: Scorecard helps identify areas for improvement with each TM. Set thresholds RED-YELLOW-GREEN (also, share HM info in red-yellow-green if you measure HMs) If someone stays in red for 2-3 mo, fix it. Performance: Watch the outcomes change. Measure regularly to ensure movement. Fine-tune if you aren’t hitting your desired results.
  7. Note the thresholds at the bottom, showing our “Stretch” goals – bold thinking
  8. 24 and 48 are so important because RNs are on the market for 2-3 days These are our expectations… Considered BOLD…
  9. Recruiters see this as “their” metric “ Hired” = Offer accept for DaVita… Don’t need to split hairs here…
  10. Automated from Taleo… Emphasize the Red-Yellow-Green, also the Candidates “Sent” = we’re being open with ops about our efforts and giving clear visibility into recruiter activities.
  11. Time to Offer Accept (also get time to find)
  12. Remember, either “or”
  13. “ Patients first” philosophy No nurses means no treatments, no patients. Over 200,000 Patient Treatments