Is the Growing Skills Gap Causing Nurse Burnout?

May 4th, 2017 Comments off
Emotional stress of young doctor

The burgeoning skills gap in our nation is probably something you’ve heard a lot about. Employers across all industries are struggling to find the right talent to fill their open positions. Nursing, the backbone of U.S. health care, is not immune to this growing talent shortage – 56 percent of health care employers say they currently have open positions for which they cannot find qualified candidates, seven percentage points higher than any other industry surveyed.

Meanwhile, the number of nursing jobs is increasing at an accelerated rate. CareerBuilder’s analysis of the labor market shows the number of nursing jobs (RN and LPN) in the U.S. grew 6 percent from 2012 to 2016 to 3.5 million, and is expected to grow another 7 percent from 3.6 million in 2017 to 3.9 million in 2021.

Employers looking everywhere for the right talent
As nursing jobs increase, employers are struggling to find qualified talent to fill job vacancies. CareerBuilder research looked at the number of unique (or de-duplicated) nursing job postings in Q1 2017 and compared that to the total number of job postings for nurses – meaning how many times those unique job postings were posted on other sites – to find a stat called the posting intensity ratio. The higher the posting intensity ratio, the more effort employers are putting toward hiring.

In Q1 2017, the average number of unique job postings for registered nurses was 178,586, but the total number of job postings for registered nurses in that timeframe was 1,749,900 – a ratio of 10:1. That means every unique job listing for registered nurses was posted an average of ten times on different sites, signaling a highly competitive hiring environment where employers are using multiple touch points to try to reach potential job candidates.

Talent shortage may lead to burnout
This skills gap is leaving nurses currently on staff with larger workloads and longer hours. Day-to-day demands and high pressure situations have 7 in 10 nurses saying they feel burnt out in their current job, and 54 percent of nurses rating their stress level at work as high.

The effects of stress are real – nurses report feeling tired all the time (50 percent), experiencing sleepless nights (35 percent), weight gain (33 percent), high anxiety (32 percent), aches and pains (32 percent) and depression (19 percent).

Seventy-eight percent of nurses say their company does not offer classes or programs to help employees manage stress.

How you can combat nurse burnout and fill your skills gap

  • Build relationships with nurses in the community. In order to recruit nurses, merely posting jobs no longer cuts it. Employers need to build relationships with nurses in their communities. Creating a network of nursing talent will help you build your pipeline of candidates.
  • Recognize nurse burn out, and provide the right tools. Burned out nurses are causing harm not only to themselves – long-term high levels of stress can be a major detriment to one’s health – but they can also be putting their patients at risk. Make sure your nurses are getting the support they need by offering a flexible work environment, encouraging exercise, establishing an open door policy and offering mental health tools.
  • Focus on continued education. Talk to nurses about career ladders, and encourage them to take classes in areas they’d like to grow. Establish a mentorship program and encourage team members to seek each other out for advice. Encourage team bonding and the formation of solid, trusting relationships– colleagues are an important source of support at work.

For more advice on filling your nursing skills gap, check out these blog posts:


Answers to 3 Common Affordable Care Act Questions

March 29th, 2017 Comments off

The Affordable Care Act (ACA) is a complex law that crosses several lines of business including finance, tax, legal, IT, benefits and HR. Since no one person is an expert in all six areas, it’s natural that questions will arise when it’s time to do your government mandated reporting.

To help ease that process, here are the answers to some of the most frequently asked ACA questions:

  1. Who is Required to Report?

You are required to report if you are an applicable large employer (ALE). An ALE is a company with 50 or more full-time or full-time equivalent employees (FTEs), or a small employer that offers self-insured plans. Both groups are required to report IRS-required data annually beginning in 2016.

Your ALE status for the upcoming year is determined by current-year employee information. Full-time and full-time equivalent employees must be included in the calculation.

  1. Is My Participation Mandatory?

If you have 50 or more employees, you must complete Forms 1095-C and 1094-C.

If you have fewer than 50 employees, there are a few scenarios to consider, depending on your insurance status:

  • Self-insured: You must complete Forms 1095-B and 1094-B
  • Fully-insured: Your insurance carrier is responsible for filing on your behalf
  • No insurance: No reporting is required


No matter what, don’t forget to file Form 1095-C. It provides the IRS with information about employer-offered health plans. The 1095-C sends the IRS the information it needs to ensure that employers offering coverage are providing the minimum essential coverage that is affordable as required under the ACA.

  1. Will I Be Graded on a Curve?

There are no grades. You either pass or fail – and failure comes at a high cost. Penalties range from $250 to $3 million for each file return that’s missing, incorrect or incomplete. That includes employee copies.

You can be penalized for the following:

  • Failure to file returns
  • Failure to provide a copy to employees
  • Failure to include required information
  • Including incorrect information


Learn the benefits of using an ACA Compliance Partner

Pro Tips For Hiring in the Senior Care Space

July 27th, 2016 Comments off
Tips For Hiring in the Senior Care Space

There has been a lot of chatter about the nursing shortage and other issues faced by the health care recruitment community, but the opportunities and challenges of hiring in the senior care space are a bit unique. We wanted to know what it takes to work in this niche space and how to successfully identify and recruit individuals who will excel in this unique environment.

So we sat down with Sheryl Messenger — HR director at Sedgebrook Retirement Community in the Lincolnshire, IL location — and LauraAshley Parrish — director of HR at The Cypress of Charlotte, a retirement community in Charlotte, NC — to discuss their recruitment insights.

Here’s what they shared:

What are some of your top challenges recruiting within the senior care space?

Sheryl: One thing that differentiates us from other medical and health care fields is that we deal with seniors and, even for those who are in the non-direct care area, we need to have people who are comfortable working with the elderly and also being in a position of having relationships with people who when they leave our community, it is a permanent leave. The issue of dealing with death and being able to handle and cope with that as well as getting the right staff to be able to care for those who are very fragile. You can be a CNA in a hospital or a tech who does tests. [But] when you’re in the senior care field, [there needs to be a lot of] relationship building.

That’s one of the differences between dealing with most recruiting and having people who can handle that kind of emotional stress and still be able to go on and do their jobs every day.

Do you have personality tests to determine the type of individuals who can handle that?

LauraAshley: Our population here [at The Cypress of Charlotte] is very high with dementia and Alzheimer’s; we don’t [deal] as much with employees being able to handle the hospice piece and the lives [like Sheryl and her team] — it’s more about being able to handle the daily interactions with members due to things they say or do or repetition that can become very frustrating when you’re dealing with it for eight hours a day.

We have a few things in place regarding how we recruit: We have two heavily-populated hospitals here in Charlotte and so we don’t have a lot of people we select who have that background because they haven’t dealt with [the population we have to tend to] in a hospital [setting]. They’re typically in a little more fast-paced [environment], whereas we’re a little slower-paced and it’s an 8-hour versus 12-hour shift. So we tend to stay away from individuals who only have a hospital background and are looking [instead] for somebody who’s a newer grad and hasn’t developed what we call “bad habits,” as well as individuals who have worked in a home-care setting, long-term care that’s a little more similar to us.

We have an extensive behavioral interview process that goes through those situations and we throw out scenarios [such as]: “How would you handle it if someone one minute asks you this question and five minutes later you’re getting the same question?”

And we, on purpose, ask them the same question multiple times throughout the interview to see if they are going to get frustrated with that and to see how they handle it. We have a good measuring tool right then to see if they’re getting frustrated or staying relaxed because what they deal with on a daily basis with the members is going to be far worse than me asking the same question three times in an interview.

What are the key types of positions you’re hiring for? Within senior care space, are there any roles on the patient care side where you’re seeing shortages or have a hard time hiring for?

Sheryl: We hire everything from housekeepers and cooks to managers, maintenance, finance people, [etc.]. In our area, we’re having difficulty hiring CNAs primarily because in our immediate area we have probably 12 new communities that are going up — primarily rental and assisted living and dementia — and that workload is much lighter in terms of the physical workload compared to skilled nursing, so we lose some of our people to the lighter workload; and also there just aren’t enough to go around.

Have you found any good places to source CNAs?

Sheryl: We partner with College of Lake county and their CNA training program – their classes do clinicals in our community so that we actually have a chance to see them work and can pick the cream of the crop as they graduate. We’d like to have people with a little more experience, but if we can get them on the front-end and train them the way we want them to be trained, that’s a good thing, too.

LauraAshley: We have the opposite problem here. We can find CNAs all day long but finding RNs is hard.

[We find that] the new graduates who come in don’t want to work here because they hear long-term care or assisted living or skilled nursing and think it’s not going to be a skill set they’re going to want to work with. But once they come on board and see what we do and can [understand] the relationship they build with the members — versus in a hospital setting where, best case scenario, you have them for 21 days — the ones who are in it for the right reasons really want to have that relationship with the patients and see that this is a better opportunity for them than one of our hospital systems.

We’re doing the same thing as Sheryl [in terms of] partnering with the colleges and educating [them] on what we do versus what they think we do.

Talking about employer branding, what are some ways you try to attract new grads?

LauraAshley: We’ve taken the approach of a country club — instead of focusing on the fact that we are skilled nursing or home care, we focus more on the hospitality piece, the atmosphere, the environment. We have a gorgeous property here, so we’ve really played that up and tied it into the environment they’ll be working in. We started doing that about six months ago and we’ve seen some success with that.

Can you think of anything you did five years ago that wouldn’t work now to attract the right candidates?

Sheryl: We used to be able to do recruiting on a more personal level — we used to be able to post flyers in local grocery stores and in church bulletins [etc.]. We had a lot of ways to get to a person on a more direct level — those things have disappeared.

Our best source of recruiting are our current employees. From time to time, we run a special on referral bonuses because we need their help. We have longevity in terms of our employees [and] if they love working here and they’re doing a good job, then they’re our best source of the next good employee. Most CNAs and most nurses have more than one job in long-term care, so they’re working somewhere else [too] and they’ll [tell people there that they] should come work at Sedgebrook.

LauraAshley: I agree with everything Cheryl just said and will also add too that social media [is a] huge factor for us. We’ve gone from where I used to see people would apply to a job based on job title, [but it] has now gone to catchphrases — what is catching their attention either in a picture or the first three words and they don’t care about job title anymore. So it’s a marketing creativity session to see what we can put out there that will grab [their attention and draw] them to our website and get them to apply.

Want more health care insights? Put insight into action: Learn more about how you can find nurses right now to fill your open positions now.

Get the Latest Health Care Insights in This New Webinar

July 6th, 2016 Comments off
Get the Latest Health Care Insights in This New Webinar

Did you know? Only 10 percent of health care firms feel they are doing “extremely well” when it comes to aligning their recruitment strategy with the behaviors of job seekers today — and more than half of firms (52 percent) say they don’t believe the job search process is difficult for today’s job seekers, according to recent research from CareerBuilder.

Curious what else your peers and competitors are experiencing when it comes to recruitment in a hyper-competitive market? Want to know how you can get up-to-the-minute trends — and stay a step ahead of the competition? For health care recruiting professionals who want to stay at the top of their game, it’s vital to take stock of everything you’re doing and view it in the context of what your peers and competitors are doing.

Get timely research and insight to improve and expand your recruitment strategy during CareerBuilder’s Pulse of Recruitment webinar for health care businesses on Thursday, July 14 at 1 p.m. CT. Host Kassandra Barnes, director of product marketing and research, will review key findings and go into detail about how these findings can have an impact on your recruitment strategy.

Don’t miss it! Register to reserve your spot for “Health Care Pulse of Recruitment Insights.”


Managing the Nursing Shortage: A Q&A With Signature Health’s VP of Talent Acquisition

June 22nd, 2016 Comments off
Managing the Nursing Shortage: A Q&A With Signature Health’s VP of Talent Acquisition

There are a combination of issues coming together to create the “perfect storm” in health care recruitment today and contribute to the growing nursing shortage, according to Jim D’Amico, ‎vice president of talent acquisition at ‎Signature Health.

Research shows that one of the most in-demand jobs today is for nursing positions, and a recent CareerBuilder survey showed that 46 percent of health care employers said the role they struggled to fill above all others was that of qualified registered nurses.

We sat down with D’Amico to find out how ‎Signature Health is dealing with the challenge.

CB: What’s contributing to the nursing shortage?

JD: We’re definitely seeing a nursing shortage in the industry. Everybody is very concerned about this because it’s not a short-term problem.

Because of how education and technology has changed, nurses are doing more on the care side and have more knowledge and skill than in the past — they are doing what in the past only doctors used to do.

CB: What are you doing differently to help fill nursing shortages?

JD: If you want to recruit nurses, you have got to be mobile. You have to give them the option of doing everything they need to apply via their phone — your open job listings, application process, career site, etc. has to be mobile-optimized.

We asked nurses how they look for jobs. Guess what? I have an office; they don’t. They don’t have a place with a desktop where they can sit down and look for jobs. They typically will get to their cars and pull out their phones — so you have to be ready for them to get the information they need to apply right there.

A lot of nurses may go home and may not have computers anymore; they’re on phones and tablets right now.

Jim D’Amico, ‎Vice President of Talent Acquisition at ‎Signature Health

Jim D’Amico, ‎VP of Talent Acquisition at ‎Signature Health

CB: How can joining together with educational institutions help to close the nursing gap?

JD: Well, the panic is increasing as people are doing the math and realizing that the number of people heading into nursing school is not enough.

That’s why we’re talking to people who are in middle school about careers in health care and why nursing is a good role. It helps to sell it early. Students are often coming from environments where they’re the first person to ever go to college, so a career in nursing can change their community.

Education requirements may get tougher, which further delays people from hitting the ground running.

Even if we had bigger classes of nurses, I don’t know that every geographic area would have enough clinicals for nurses. They’re feeding into each other. Some of the technologies accelerate the learnings in different ways. For instance, places like The Cleveland Clinic have really cool robots — they are leveraging more technology to prepare more nurses to be in the field.

CB: Can you give us an example of how you partnered with an educational institution?

JD: Davenport University in Grand Rapids, Michigan, developed a program we benefited from called a veteran’s degree in nursing. We could recruit folks who were corpsmen or medics (not nurses) and in two years you could go to Davenport and become an RN. I’d love to see more schools do that, and there is no cost because the initiative is supported by the U.S. Department of Health and Human Services. So we can hire them to work for us at a lower level while they’re going to school.

CB: What else are you doing differently to help fill the nursing shortage?

JD: We’re changing the way we post and advertise our jobs so it’s more about what we expect you to accomplish than what you’re expected to do every minute of the day. We are also tying it in with social media where people can share knowledge and opportunities.

We are also very aggressive about recruiting out of the military — there are a lot of clinical professionals. When you recruit them, a lot of them came from rural environments, so it’s a good opportunity to boomerang them because there is more of a willingness to go to rural areas. That’s a plus because it’s unlike in urban settings, where you have a bigger candidate pool and more sources to pull from.

CB: What other trends are you noticing?

JD: We’re seeing more of a focus on engagement in the nursing profession than in the past, where more active steps are being taken. Even two years ago, people weren’t doing as much with stay interviews. People are fighting more today to retain nurses when they turn in their two weeks’ notice.

There is also a focus on continued education, and talking to nursing professionals about career ladders when they weren’t there or visible before. All of this helps with retention.

We in the health care industry are not partnering with each other as much as we should; we’re too competitive. But we need to remember that it goes beyond our competitive needs — it’s the needs of our communities that need to be addressed.

Put insight into action: Learn more about how you can find nurses right now to fill your open positions.

​You Need a Nurse, Stat! 5 Ways to Fill Your Nursing Openings

June 17th, 2016 Comments off
You Need a Nurse, Stat!

In the United States, we are facing a major nursing crisis unlike anything we have ever seen. When I ran talent acquisition at a major health system prior to the recession, I thought we had problems. Then the recession hit, and our problems were a bit less serious. Two things helped us. First, fewer nurses retired because of the recession. Second, colleges were first starting to address the crisis by adding additional capacity.

The recession hit full bore, and the nursing shortage didn’t seem that bad. In fact, we started seeing new graduate nurses unable to get jobs. So, we went back to focusing on bigger issues.

Fast forward to 2016, and the nursing shortage is now back — and back in a big way.

According to the Bureau of Labor Statistics, 1.2 million vacancies will emerge for registered nurses between 2014 and 2022. By 2025, the shortfall is expected to be “more than twice as large as any nurse shortage experienced since the introduction of Medicare and Medicaid in the mid-1960s,” a team of Vanderbilt University nursing researchers wrote in a 2009 paper on the issue.

To make all of this even worse, all those nurses who didn’t retire during the recession are now retiring en masse. That isn’t a good sign for nursing vacancies, because it’s also one more sign that our population at retirement age is growing exponentially. This also means we’ll need more nurses.

If you’re in the health care industry, you already know all of this. You’re living this nightmare each day. Your recruiters are beyond frustrated in trying to fill openings, only to have more nurses leave every day. So, what can you do?

Let me give you five things you should be doing to fill your nursing openings:

1. Fish in ponds where there are fish! CareerBuilder recently released data that shows exactly where the largest populations of graduate nurses are coming from, and where there is likely an abundance of nurses to hire. The study shows that not all areas are feeling the same pain.

2. Ramp up your relocation plan. People are more willing to move for job positions than you think, but you have to be competitive with relocation. Relocation agreements are expensive, but couple those with a stay agreement and it becomes a great way to retain that talent.

3. Don’t give up on your alumni. An alumni hiring strategy isn’t a one and done proposition. Your past employees want to come back and work for you, but you need to stay after them on an ongoing, continual basis. Your strategy should include at least monthly communication, to include: email, direct mail, text messaging, and social media.

4. Be THE company at your local nursing school. Graduates don’t know who has the best jobs. They get told that by their professors and by those organizations who are on their campus constantly. You have a choice to make. You can be just another company that shows up, or you can be THE’ company that shows up. That investment will be worth it!

5. Develop a gold-plated save strategy. The easiest nursing vacancy to fill is the one you don’t have to fill. Develop a save strategy that will help you retain nurses who put in their resignation. Put them in front of your CEO and CNO before they leave. Ask them specifically what it would take to keep them. You would be shocked at how small and simple some of these requests are from exiting nurses.

Lastly, definitely check out CB’s Where To Find Nurses Now data. It’s pretty amazing and gives you a ton of suggestions on where you should be looking for your next nursing hire!

How to Navigate Today’s Nursing Shortage: A Q&A With Scott Sell of Mercy

May 27th, 2016 Comments off
How to Navigate Today’s Nursing Shortage: A Q&A With Scott Sell of Mercy Hospital

It shouldn’t come as too much of a surprise that one of the most in-demand jobs today is for nursing positions. But a recent CareerBuilder survey showed that 46 percent of health care employers said the role they struggled to fill above all others was that of qualified registered nurses.

We wanted a practitioner’s perspective on creative recruitment strategies to help fill these open nursing positions. So we recently sat down with Scott Sell, vice president of talent selection and executive recruitment at Mercy, to find out how they are dealing with the challenge.

CB: Are you noticing a nursing shortage?

SS: There’s definitely a nursing shortage. You’ve got a market that’s high demand and limited supply. Nurses today can pick and choose where they want to go. It’s a candidate-driven market, especially on the nursing side.

The nursing shortage became apparent to us last summer. We were faced with a recruitment challenge of needing to fill positions at a faster rate than in previous years, but we were losing people faster than we were bringing them in. It’s an aggressive market out there and the competition is fierce, using things like sign-on bonuses to pay off student loans, etc.

CB: What are you doing differently to help fill nursing shortages?

SS: Going back to recruitment 101, you’ve got to recruit these candidates. You are no longer able to rely on just posting the position — you have to go out and start building networks and relationships with nurses. There’s now the mentality that it’s not just going to be a quick fill, but you’ve got to work on building a pipeline: today’s candidates will be tomorrow’s hires.

Scott Sell, VP of Talent Selection and Executive Recruitment at Mercy

Scott Sell, VP of Talent Selection and Executive Recruitment at Mercy

CB: Have you adapted any creative recruitment strategies that have helped fill nursing positions?

SS: We’re doing a trial with CareerBuilder’s Recruitment Edge. In addition to a standard team of recruiters, they’ve got talent scouts at Mercy whose job is to get out there and identify/find nurses who are not applying via traditional methods.

We use other tools — such as social media, etc. — to get out there and start networking and building relationships with these people, to understand their intent, what’s missing, what they’re looking for — and to convince them to join Mercy.

We receive about 20,000-plus applications a month, but the quality is still missing, so how do we get out there to find people to fill those positions — that’s why we’re doing a lot more proactive sourcing. Talent scouts don’t even go into the ATS; it’s a much more proactive strategy to go out there and create interest.

You still have to use the other tools — posting and pushing jobs out on social media, etc. — you don’t get away from that piece. It’s more about adopting a blended strategy of traditional and getting out there.

CB: How are you leveraging your own nurses to find the talent you need?

SS: We’ve had good success with taking nurses and converting them into recruiters or talent scouts. It’s advantageous to speak the language of a nurse — they know what hot button issues are. We’re wired to know enough about a position, but someone who has “been there done that” really resonates with candidates.

In each of our communities we’ve converted at least one nurse who’s a recruiter or scout now.

CB: Do you find that there’s more of a sense of urgency to find the right talent faster than before?

SS: You can’t have a long drawn-out interview process — once a candidate is engaged and interested, you have to move fast. We’ve even expanded the team so we’re not turning talent away. We have the same philosophy with our onboarding strategy; we don’t delay our new-hire class to the next month.

CB: How do you leverage employment branding in your organization?

SS: We like to highlight the fact that we’re a great place to work, a faith-based organization. We like to get out there and talk to nurses and ask them what keeps them here. In our job postings, we try to highlight the messaging that we serve a bigger purpose — we help to make the communities we serve better places to live. It’s about more than the quality of health care — it’s about helping those in need and making a difference.

We spend more time in the workplace than anywhere else, so there has to be a higher purpose and cause to what we’re doing — and we need to convey that to candidates. If we’re solely chasing the dollar, we’re going to lose them; there needs to be a sense of pride and purpose.

Put insight into action: Learn more about how you can find nurses right now to fill your open positions.


Celebrate National Nurses Week with a Free Guide from CareerBuilder

May 6th, 2016 Comments off
Medical team

Today marks the beginning of National Nurses Week, which runs May 6 through May 12, and celebrates the hardworking women and men and women who help improve the health and wellness of millions of people every day. Given the integral role they play in ensuring patients receive quality health care, it should come as no surprise that nurses are one of the most in-demand jobs today.

In fact, in a 2015 CareerBuilder survey, 46 percent of health care employers said the role they struggled to fill above all others was that of qualified registered nurses.

As our own way of recognizing National Nurses Week, CareerBuilder created a guide that highlights the best places to find qualified nursing talent. The data is based on research from Emsi, a CareerBuilder company that analyzes labor market data from over 100 sources — and the findings may surprise you.

For example, would you be able to identify the top colleges graduating registered nurses with bachelor’s degrees? Think you can predict which cities will add the most registered nurses over the next five years?

Download the free guide from CareerBuilder to find out.


Highlights From the Spring 2016 Health Care Guide

May 4th, 2016 Comments off
Highlights from CareerBuilder's Spring 2016 Health Care Guide

Spring has sprung, and while the weather continues to warm up, hiring is already hot for those in health care.

According to CareerBuilder’s Q2 2016 U.S. Job Forecast, 44 percent of health care organizations are planning to add full-time, permanent headcount in the second quarter — exceeding the national average by 10 percentage points.

If you’re a recruiter or hiring manager in the health care industry, you’ve got to stay on your toes and at the top of your game if you want to woo the best talent to your organization.

Never fear, we’ve pulled together exclusive market research, industry insights and tools of the trade into one handy guide to help you remove your biggest recruitment hurdles and come out ahead of the competition.

Here’s a look at what you’ll find in the Spring 2016 Health Care Guide:

  • Takeaways from CareerBuilder’s latest Pulse of Recruitment survey, including what’s preventing health care organizations from overcoming hiring challenges.
  • A look at the latest ASA Skills Gap study and how health care jobs rank when it comes to hardest-to-fill positions.
  • Ways data can solve your hiring problems and get you the best candidates faster and more efficiently.


Ready to win the race for top talent? Download the Spring 2016 Health Care Guide now.


45% Health Care Employers Say Lack of Time is No. 1 Recruitment Challenge

March 29th, 2016 Comments off
Pulse of Health Care Webinar

Whether you work in a hospital or home health agency, at the end of the day you probably feel like time has slipped away – and your to-do list hasn’t even been touched. This can be especially frustrating if you have specific recruitment challenges you are attempting to tackle.

According to CareerBuilder’s latest Pulse of Health Care Survey, nearly half (45 percent) of surveyed health care employers cited a lack of time as the greatest factor preventing them from solving challenges in their recruitment process. This is consistent with last week’s report on corporate/enterprise entities. However, 26 percent say “lack of budget” is their main challenge — a higher number than any other sector we surveyed. Other responses included “lacking the right internal people to do the job” (15 percent) and “lack of access to the ideal software or technology” (14 percent).

Health Care Pulse Graph

What does this mean for you?

Recruitment challenges come in all shapes and sizes. Solutions to these problems often take time and money to get it just right, so it’s no surprise these factors are of great concern. When you’re looking to implement a new process or technology to ease major hiring headaches, it’s important to take time, money, personnel and technology into account so you can choose a solution that is not only fast, but also easy on your budget.

6 of the Top 10 Hardest-to-Fill Positions Are in Health Care

February 29th, 2016 Comments off

It’s no secret that open positions in some occupations are a LOT harder to fill than others — and, evidently, health care is high on that list. As many as 6 out of the top 10 hardest-to-fill positions are in the health care industry, according to the latest ASA Skills Gap Index release.

Take a look at the chart below to get an idea of the average change in salary for some of the hardest-to-fill occupations in the U.S. between the second and third quarters of 2015. The difficulty to hire these positions has caused 6 in 10 of these occupations to increase compensation rates. You’ll notice a particularly noteworthy wage increase for podiatrists with 1.29 percent. If you think about it, that’s a significant raise given it’s over a 3-month period.

ASA skills gap nationwide

What does this mean for you?

First and foremost, take a look at the data to determine what the average compensation is for your open positions. While money isn’t the sole consideration for candidates, it does help to make you’re offering competitive salaries and benefits — especially for hard-to-fill positions like these.

Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.

3 Ways Data Can Help You Overcome Health Care Hiring Challenges

January 26th, 2016 Comments off

If you’re a hiring manager in the health care industry, you don’t have to be told that it’s a challenging time to make new hires. You’re faced with a candidate-centric economy and an ongoing skills gap issue, while at the same time you’re busier than ever and often have less resources available to help you do your job.

While every open position has its own set of obstacles, one that likely keeps many health care hiring managers up at night is that of the registered nurse. Considering there are more than 200,000 registered nurse job postings in the U.S.*, competition for the best candidates is steep (to say the least).

So, how do you overcome the challenges that come with hiring for RNs? We’ll show you how using the right data solutions can make your life easier and get you those top candidates faster and more efficiently – whether you’re searching for RNs or another tough-to-fill position.

1. Use Data to Target the Right Markets

If you’re only searching for RNs in your backyard, you could be making a critical mistake. While on paper it might seem easier to recruit local nurses, if supply is low and you’re surrounded by health care organizations hungry for these hires, you’ll end up wasting more time and money than if you were to look beyond your location.

With Talentstream Supply & Demand, you can easily determine which locations have a higher supply than demand, enabling you to better target your recruitment efforts. The Hiring Indicator within the Supply & Demand portal tells you how easy or difficult it will be to source your positions based on marketplace trends. The Hiring Indicator score shows a number between 1 and 100, with a lower score revealing a more challenging position in that market.

Looking at Texas, for example, Austin has a score of 30, meaning it’s more challenging to hire for RNs in the Austin market. Yet the city of San Antonio, with a high volume of candidates and a score of 41, makes it an attractive alternative option to seek out RN candidates. To find the right people, you’ll either need to invest more resources in the Austin market or identify another city like San Antonio, which has a higher Hiring Indicator score.

Hc post - hiring indicator

Screenshot of Talentstream Supply & Demand Hiring Indicator scores, active candidates, job postings and compensation ranges for registered nurses in Texas markets

2. Use Data to Advertise Better

We’ve already told you why your business needs job postings in 2016. Not only is having job postings important, but it’s just as crucial to think about the exposure of your postings and the content included within them.

You need to know where your competition is advertising for a similar position, so you can maximize your visibility – and receive the best candidates. The Job Posting Analytics feature within Emsi Analyst helps you do this by comparing the volume of job postings for a particular position to the number of hires made, demonstrating how much effort other organizations are putting in to attracting candidates for a position. Based on this data, you can determine whether you need to step up your efforts and increase resources to source talent.

You also must think about what you’re putting into your job posting. If you’re trying to stand out by giving your open positions unique or complicated names, you may be missing out on candidates who wouldn’t know to search for those names when looking for jobs. The Talentstream Supply & Demand portal leverages candidate profiles to show you the most common job titles used, so you can tailor expectations to what’s available in the marketplace.

Screenshot in Talentstream Supply & Demand of the top 10 recommended job titles that closely match the keywords candidates have on their resumes

Screenshot in Talentstream Supply & Demand of the top 10 recommended job titles that closely match the keywords candidates have on their resumes

3. Use Data to Predict a Market’s Hiring Trends

It’s hard enough to find time to devote to your current job openings, so thinking about future hiring plans might be low on your priority list. Yet understanding the changing labor market is crucial to your organization’s long-term success.

Emsi Analyst allows you to identify key economic trends and plan strategically for future opportunities with 10-year projections. For instance, you can see the projected health of nursing jobs in a particular market, which will help inform your talent acquisition strategy in that market and determine whether new markets for sourcing talent should be identified.

Analyzing data can seem scary – but not finding candidates to fill open health care positions can be scarier. With Talentstream Supply & Demand and Emsi Analyst, you have access to key recruitment analytics at your fingertips, allowing you to focus more of your time on winning over those top candidates.

*Based on demand data from Talentstream Supply & Demand

Learn more about how Talentstream Supply & Demand can help you fill your hard-to-fill positions now.


43% Health Care Employers Plan to Hire Full-Time Workers in 2016

January 11th, 2016 Comments off

Hiring in health care is looking pretty, pretty, pretty, pretty good for 2016.

So good, in fact, that 43 percent of health care employers plan to hire full-time workers in 2016, outperforming the national average (36 percent) for employers adding full-time staff, according to CareerBuilder’s 2016 U.S. Job Forecast. Other industries are expected to outperform the national average as well: 46 of employers in financial services and 44 percent of those in information technology plan to hire full-time workers. Manufacturing (37 percent) is expected to mirror the national average.

What Does This Mean for You?

If your organization is planning on hiring for health care-related positions this year, you already know you’re up against a challenging task. To recruit the best people you need to find ways to stand apart from your competition — and your employment brand must be strong across multiple platforms. Get our tips to help you hire the best health care talent in 2016.

Whether you’re hiring for health care, STEM or customer service, CareerBuilder’s U.S. Job Forecast will prepare you for what’s ahead in the labor market this year.

Get more insights by reading the full forecast here.

Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.

How to Train Vets to Succeed in Civilian Jobs

October 23rd, 2015 Comments off
Training Veterans

Editor’s note: This is part two of a two-part series exploring how health care companies are finding creative, effective ways to address the skills gap.  

The experience, qualities and skills that our military veterans possess make them of great value to employers. Yet many former service members struggle to transition from the military to civilian jobs.

Leah Nicholls, talent acquisition manager and veteran liaison, Epic Health Services

Leah Nicholls, talent acquisition manager and veteran liaison, Epic Health Services

At the same time, health care organizations are struggling to find talent with the right combination of hard and soft skills to fill their open positions. Recognizing the value veterans can bring to organizations like theirs, Epic Health Services runs a Veteran Recruiting Program, led by Leah Nicholls, talent acquisition manager and veteran liaison, to provide specialized training to help military veterans achieve success in their civilian careers.

We interviewed Nicholls to learn more about the program and how it’s not only making an impact on the lives of veterans, but on Epic Health Services as well.

CB: Tell me about your role as a veteran liaison at Epic Health Services.
LN: My role as a Veteran Liaison is to first and foremost provide resources and support to our veterans within the organization and to make sure that they are being retained through proper backing as needed. I am also in charge of our veteran recruiting program, EVE, or Epic Veteran Employment. I find, screen and recruit veterans and their close family members such as spouses and children into our company to provide jobs and a stable, safe, friendly work environment where they are appreciated and well taken care of. Lastly, I participate in any event, planning or program that benefits veterans and their transition. Epic Health Services as a whole is dedicated to our military service members and their families, past and present, and we are involved in all levels to make sure that they know the appreciation and gratitude we have for their actions and sacrifice.

CB: How is your program benefiting veterans?
LN: We are trying to get rid of stigmas and the bad raps that some service members have within the civilian sector. We want them to have a sense of normalcy and again express our deepest gratitude for all that they have done. This is not about meeting quotas or the tax write offs, because if it was we would just throw numbers out and I’d just be a “veteran recruiter” for our organization. We pride ourselves on the fact that we help people, because we genuinely care and are in fact invested in our employees. We want to make sure that not only are we offering our veteran community and their families job opportunities but also the care that comes with a transition, help for specific issues and overall support for our employees as a whole.

CB: What are some of the skills veterans possess that you find to be of great value to your organization?
LN: Some of the skills that we find to be very useful within the civilian sector – and specifically with our organization being in the home health industry – are selfless service, willing to go above and beyond, integrity, honor, commitment and sacrifice. Discipline is also a huge factor, since the military instills these core values within service members, and we are actively seeking out similar traits in our employees, so the match is a no brainer for us. Our slogan is, “Seeking Smart, Nice, Driven Talent” and the military sure knows how to make smart, nice, driven people.

It’s not hard to train on our process, software or anything as far as the job goes. It is hard to teach those ideals; why not find the people who already possess them and have proven that they uphold those standards? Hiring veterans is not a tough decision on our part; we know what we are looking for and we have found a group of people that holds the same ethics we do in most aspects of our work.

CB: What are the preliminary results you have seen to date related to the program?
LN: At the beginning of this year, I did not imagine this program taking off quite as quickly as it did. I had no idea that we as a company would have grown and allowed such a delicate thing to blossom as much as it has. I made notes, took constructive criticism and over the past few months began developing a nationwide platform that allows me to plug into various states and capitals, and provide the proper sustenance for our military members. In the first stages we were just networking and seeking out different assets to help us get started, and now we are involved in 20 states’ worth of our network.

CB: What were the key factors to getting this program implemented?
LN: Some of the key factors that were put into place to help us launch EVE were first and foremost coming up with a veteran to head up the project. That individual being myself, I took the knowledge I had from my own service and transition to the civilian sector and put it to use. Using my experience has helped mold things like our new military-specific marketing materials, the website change that has a tab for the military recruiting efforts, and building relationships with other veteran liaisons in different companies.

CB: What information did you provide to those who approved the program?
LN: I originally put together a PowerPoint for my own leadership within my current department to which it was then forwarded up to our senior executive leaders who endorsed and blessed me with the opportunity to move forward. I worked closely with our marketing director, Rachel Russell, and our CEO, Chris Roussos, who helped me to begin interacting and developing different processes, materials and ways of communication to launch and take off with it. I just had a vision that I brought to them with multiple ideas and scenarios; it turned into a ladder for a program that revolutionized our business and the way some of our employees past and current think, sending us to the top. Overall, I would say that even the “bumps” along the way have been nothing but successful in helping us build this, and each bump proved to be a stepping stone for our ladder to success.

CB: How do you see this program evolving over the next five years?
LN: I see this program taking off and not stopping. I see it picking up speed and winning over everyone. One thing I tell all of my candidates as a recruiter and what I mention to anyone I meet in dealings with Epic: “We are taking over the world with exceptional care and service, and we want leaders with us who share the vision of making that happen.” We are not slowing down – we are only continuing to make and clear headway for more. We have hired 300 vets since we started, and next year we are going to hire 800. The only way is up in my eyes, and I am grateful that I get to be a part of the dream that will impact our service members, their families and our community for the better.


Finding a Cure for the Health Care Skills Gap

October 20th, 2015 Comments off
Health care skills gap part 1

Editor’s note: This is part one of a two-part series exploring how health care companies are finding creative, effective ways to address the skills gap.  

skills gap

Tony Pentangelo, executive vice president of managed services, Parallon Workforce Solutions

Hospitals across the U.S. are facing an all-too-common recruitment roadblock: They’re struggling to find qualified nurses to fill their open positions. Yet the problem isn’t a shortage of applications from licensed nurses; it’s that these nurses don’t yet have the clinical experience the hospitals are seeking in a candidate.

Knowing this was a pressing issue that needed to be solved, Parallon Workforce Solutions created StaRN – Specialty Training Apprenticeship for Registered Nurses – a program designed to tackle this skills gap head on. We recently interviewed Tony Pentangelo, executive vice president of managed services, to learn more about this award-winning program.

CB: Tell us about how the StaRN program started. What was the major pain point the creation of the program addressed?
TP: The StaRN program started in the southeast Florida market. At that time, there was an interesting dynamic there in that many hospitals were competing for specialty trained nurses and offering significant financial incentives to entice nurses to their organizations. At the same time, there were many new licensed nurses in the market that were unable to get work in hospitals, simply because they didn’t have the clinical experience and the hospitals couldn’t commit the time and resources needed to get them ready to work. The StaRN program helps bridge that skills gap and prepares newly licensed nurses to be productive on the job on day one.

CB: What does the StaRN program entail?
TP: The program is designed for newly licensed nurses – so these are people that have just graduated and passed their NCLEX Exam. The training is 13 weeks long, and during the first six to seven weeks [the length varies depending on what units they’re going to], the program is based on the AACN’s core curriculum, which is the essentials of critical care orientation. Then, our educators meet with the client facilities to customize the additional content based on their individual hospital requirements – but every program contains the ECCO Module, BLS certification, ALS certification, stroke scale certification and EKG certification. In addition, there is a fair amount of skills training with experienced nurses, and simulations covering four to five different clinical scenarios each day.

In summary, the first six or seven weeks is a combination of home study, classroom, skills and simulation. And once they complete that successfully, they will rotate to the hospital that they are going to be working in and spend the remaining number of weeks in a clinical preceptorship – one-on-one with a facility preceptor at the hospital.

CB: How did you gain buy-in across the organization in order to launch the program? What type of information was provided to the decision makers?
TP: Our east Florida division had significant success with StaRN, and the program began to garner some attention and support in other markets. The Parallon team revamped the EFL curriculum and presented the concept to the various clinical, operational and human resource leaders across the company. Today, the program is highly regarded and gaining national momentum.

CB: What impact has the StaRN program had on your organization overall?
TP: The StaRN program has resulted in an improvement in vacancy rates by providing better prepared nurses to work in the facility. The nurses are much more confident and are better able to deal with the challenges of a new graduate nurse. Facilities that have implemented the program have seen a significant improvement in vacancy rates and 0-12 month turnover. In addition, in those markets where graduates of the program are replacing contract labor FTEs, they are experiencing more than $100,000 in savings over the two-year commitment period of the nurse.

CB: What are the plans for the program going forward? What does StaRN look like in five years?
TP: StaRN will continue to expand geographically for all of our current specialty areas including Med-Surg, Telemetry and Critical Care. We are also developing an ED specific program that will be available in early 2016. From there, we have had interest from clients in Operating Room, Mother/Baby and Behavioral Health. I would see us adding additional specialties to further enhance our unit-specific content and coverage.

CB: What advice do you have for other organizations looking to implement similar programs to strengthen their candidate pipeline?
TP: Focus on quality, and evaluate your content and delivery methodology. The newly licensed nurses have expectations of their training that are important to understand and meet. If you can’t design a program that satisfies all your constituencies, identify a partner that can help build a turnkey program with you.

CB: Anything else you’d like to share?
TP: We always talk about the Catch-22 of not being able to hire new graduates en masse because the hospitals can’t afford to train them.

The advantage of this type of training is that, although they don’t have on-the-floor nursing experience, they’re still going through clinical situations and simulations that mirror real life. That gets them some additional skill that they wouldn’t ordinarily have, even if they may be working in the unit for a year, because they don’t see those types of patients all of the time.

48% of Health Care Workers Would Opt Not to Get Care at Employer

October 12th, 2015 Comments off
Talent Factor

Employees can be an organization’s biggest advocates – or adversaries. An unhappy employee may discourage their peers from applying to their organization, thus impacting the talent pipeline, or may be less likely to be a consumer of their company’s products or services.

According to the 2015 Health Care Workforce Study, 48 percent of health care employees who haven’t already received care at their organizations would choose not to. What’s more, only 2 in 5 employees have referred someone to receive care at their employer in the past six months.

What does this mean for you?
As a health care employer, you know that your employees are a trusted, qualified source when it comes to patient referrals.

If they aren’t choosing to receive care at your organization, or aren’t referring others do so, it’s important to understand their motivation. Is it because they don’t trust the quality of care? They don’t think your organization is staffed up enough to handle the patient load? Or are they just not satisfied with their jobs and therefore have a negative opinion of your organization?

By getting to the root of the issue – and finding ways to address their concerns – you’ll help to improve your employees’ perceptions of your organization, and ultimately the perceptions of potential patients.

Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.  

Empower 2015 Recap: 6 Ways to Strengthen Communication With the C-Suite

September 30th, 2015 Comments off
Blank white speech bubbles

One of the biggest challenges many HR professionals face is communicating effectively with their organization’s C-suite. This is especially true for those in health care, as the industry landscape continues to evolve, putting increased pressure on the workforce.

To explore this issue and discuss real solutions to overcoming it, CareerBuilder invited Dawn Rose, JD, PHR, executive director of the American Society for Healthcare Human Resources Administration, to moderate a panel of HR leaders at Empower 2015, CareerBuilder’s annual customer event.

The session, entitled “Opening the Lines of Communication Between Human Resources and the C-Suite,” included the following panelists:

Here are six takeaways from the session about how to better communicate with the C-suite, navigate the changing environment and become a more effective HR leader:

1. Build a culture of communication. When asked what their CEO does to reinforce the value of HR, a common theme was to build a strong culture based on communication. For example, the CEO of Brookdale Senior Living hosts town hall meetings with employees across its 1,160 communities as a way to connect with them. According to Swatzell, the further away you get from the “front lines,” the bigger the gap becomes between the C-suite and the rest of the organization, so you need to find a way to bridge that gap.

2. Become a subject matter expert. To get the attention of the C-suite, the HR team should be perceived as subject matter experts and constantly find ways to share their knowledge of the market with their senior leaders, according to Miron. While Miron notes she isn’t always confident that what she’s sending will resonate with the C-suite, it’s still important to take those risks.

3. Speak their language. HR managers are often dealing with a less than approachable C-suite, so in order to break through, Saavedra says they need to “learn to speak the language of the individual you’re going to be presenting what your needs are [to].” For example, he says that if you’re speaking to the CFO or the finance group, you must do your research and come to them with numbers, such as showing them how much it costs every time there is turnover. You’ll not only get their attention, but you’ll more effectively communicate with them, leading to better results.

4. Take a fully integrated approach to talent acquisition. During this time of rapid change in health care, recruiters must think ahead to how they’re going to approach recruiting for roles that are coming down the pike – or may not yet exist. At Presence Health, where they are doing a complete rebuild of their Centers of Excellence from a talent perspective, they are taking this opportunity to rethink not only how they recruit, but also whether they have the right programs in place from a retention and employee engagement perspective.

“What we’re doing differently is more of a fully integrated approach to talent and making sure that we think about all of the stages in the lifecycle and help make sure that we identify the right capabilities – and that we’re putting programs in place to not only bring people in but to really develop and keep them,” Sternburgh says.

5. Embrace the right technology. Technology has done much to advance medicine, but at the same time it can get in the way of the personal connection that’s so important to patient care. The key to finding the right balance is utilizing technology that’s right for your organization – whether it’s providing tablets to all of your caregivers or leveraging ratings-type websites to help boost your employer brand.

6. Be bold. Health care human resources is a tough business, and it can be easy to get discouraged or frustrated when you’re trying to move your initiatives forward within the organization. To overcome this, it’s important to stay connected to a purpose, Saavedra says. “Stay strong, be bold, and don’t give up on your ideas, even if they are met with silence. Be your best champion … and just push forward.”

Want the truth about what’s happening in health care recruitment today? Check out “Empower 2015 Recap: ‘The State of the Health Care Workforce’”.  

Millennials May be the Lever that Forces Change in Health Care

September 11th, 2015 Comments off
Millennials impacting health care 9.9

By Paul Barr, H&HN Senior Writer

As millennials start to become consumers of health care in a significant way, their online habits and social ways could be a catalyst for transforming health care.

Yes, the baby boom generation continues as a potentially big problem for health care, as the throngs of boomers get older and sicker and, at the same time, reduce the size of the health care workforce.

While the aging boomer challenge might seem more immediate, a new survey reinforces the possibility that the millennial generation threatens to force an even more fundamental — and rapid — change in the way health care is provided.

The survey, conducted by Nuance Communications Inc., shows that those people roughly of millennial age use online ratings and their social networks for selecting a physician at greater rates than do the two earlier generations, Gen Xers and boomers.

For example, even now when the availability of online ratings of physicians is somewhat limited, 18 percent of those ages 18–24 and 24 percent of those 25–34 use such ratings for choosing a doctor. For groups 35 and older, the percentages range from 7 percent for retirees to 17 percent for those 35–44.

No surprises there, really.

And millennials, of course, are more likely to share their experiences with their peers, be it via Snapchat, Facebook or text. “Clearly, they’re using social media,” says Tony Oliva, M.D., national medical director for Nuance.

Other factors come in to play. Like the boomers, millennials have the power of numbers. The U.S. Census Bureau shows that millennials, those born between 1982 and 2000, total 83.1 million people, which now is greater than the boomers’ total population of 75.4 million people.

But combining millennials’ numbers, inclination to share, willingness to use the Internet for research with the growing transparency taking place in health care, and explosive change could be coming.

Already, outcomes data are becoming available that weren’t before. Oliva says that the detailed surgery ratings unveiled this summer on the ProPublica website should not go unnoticed. “I really think that’s a game changer,” he says. “This is the first time [physicians] have seen their names in lights.”

And ProPublica is working with Yelp to find more ways to rate health care, while more health systems are publishing physician ratings on their own websites.

Millennials are more likely to use that information going forward and, once that ball gets rolling, there will be no stopping it.

Some physicians think this is a fad that will go away, but it won’t, Oliva says. “This is just going to accelerate,” he says.

This article was originally published on hhnmag.com. HOSPITALS & HEALTH NETWORKS is a B2B brand intended for hospital system executives and emerging leaders. Through peer-to-peer guidance and analysis of best practices, innovative strategies and real-world solutions, H&HN identifies emerging trends and presents hospital and health system leaders with ways to transform their organizations to meet the Triple Aim: better health, better health care, more efficient costs. The content of every issue is also available to subscribers globally via the online digital version and the website.

What Health Care Candidates Want Out of Their Next Employer

July 9th, 2015 Comments off
health care employment

When filling an open position, you have an ideal candidate in mind, and the qualities, education and skills the candidate should possess are detailed in the job description. While you may be looking for that perfect fit, don’t forget that the candidates themselves have their own wish lists of what their desired position and the company they’d work for can offer them.

And in this candidate-centric economy, candidates can be picky.

A new CareerBuilder survey provides insight into what today’s health care candidates want out of an employer, what roadblocks they face when it comes to locating that perfect employment match – and the implications these findings have on your recruitment strategy.

Cultural Connection

Factors such as salary and benefits will always be important to most candidates when it comes to a job opportunity, but fitting in continues to be more and more vital to a health care candidate’s decision to pursue a company.

When asked which attributes where most important to pursuing a new health care position, 62 percent of respondents named “company culture,” up considerably from 32 percent in 2013. It’s clear that candidates are looking for companies that they can identify with and can see themselves working for.

chart 1

Conversely, when asked what factors would be considered grounds for eliminating a potential employer, “Not a fit with company culture” ranked high on the list, increasing significantly from two years prior (55 percent in 2015 compared with 31 percent in 2013).

Why it matters: It’s more crucial than ever to have a strong employment brand, one that tells the authentic story of what it’s like to work for your company. Shout these messages from the rooftops – starting with a robust career site and including an engaging social media presence. And the emphasis here is on authentic – if candidates don’t feel like what they’re seeing and hearing from your company is accurate, they won’t be afraid to eliminate themselves from the running.

Challenge Accepted

Click to see larger image

Click to see larger image

One of the biggest indicators that health care organizations are living in a candidate-powered world is the perceived ease in which some candidates find the hiring process. The number of respondents who didn’t encounter any roadblocks when applying for a health care position, while still relatively low, doubled from 10 percent in 2013 to 21 percent in 2015.

Why it matters: This once again reinforces the intensely competitive environment health care organizations are facing due to high demand and low supply of qualified talent. Candidates are finding it easier to land their desired job, which makes it your job to provide a hiring experience that stands out from the rest of the competition. It also means you need to know where your candidates are looking and make sure you’re in front of them so you don’t miss any opportunities to interact with your next potential employees.

Training Days

While some candidates say they are breezing through the hiring process, others are still facing hurdles to their happy employment ending. “I don’t have the proper education/training/degree” was one of the top answers to, “What are the biggest challenges you encounter when applying for a health care position?”

Why it matters: Your organization may be struggling to find qualified talent to fill open positions, and that could in part be because you’re overlooking candidates who don’t – on paper – have all of the qualifications necessary to fill your open positions. But with a little extra training or reskilling, they could be a great fit.

Considering that 71 percent of respondents have increasingly seen the negative impact that extended vacancies can have on employee morale – and in turn – patient care, there’s merit to providing on-the-job training to help close the skills gap. It may be an investment – but it’s worth it if it means filling positions more quickly and efficiently and avoiding the cost of turnover caused by low employee morale.

What do candidates really think about you when they’re going through the hiring process? Find out in “4 FACTS ABOUT HEALTH CARE CANDIDATES TO REVIVE YOUR RECRUITMENT STRATEGY.”













Empower 2015 Sneak Peek: Health Care Sessions

June 25th, 2015 Comments off

Do you often experience communication breakdowns between the HR team and the C-suite?

Do you wish you could get inside the minds of today’s health care employees and candidates?

If you answered “yes” to these questions, you’ll want to join us at Empower 2015 (Sept. 8-11, 2015 in Chicago), CareerBuilder’s conference for talent acquisition leaders. We’ve put together two breakout sessions designed to address the unique recruitment challenges of the health care industry.

Session No. 1: Opening the Lines of Communication Between Human Resources and the C-Suite

Date/time: Thursday, Sept. 10; 10:15-11:30 a.m.

Description: As the health care industry landscape evolves and there is increased pressure on our workforce, it’s imperative that clear and direct paths of communication exist between these groups. Dawn Rose, executive director of the American Society for Healthcare Human Resources Administration, will lead this thought-provoking discussion with HR leaders from hospitals, long-term care, home health and senior living about the challenges they face when communicating with the C-Suite and how they’ve overcome them.


  • Angela Sternburgh, Ph.D., system director, talent acquisition and management at Presence Health
  • John Saavedra, vice president of human resources at Easter Seals Southern California
  • Ray Swatzell, director, talent recruiting and systems, at Brookdale Senior Living
  • Michele Miron, recruiting director at BAYADA Home Health Care

Session No. 2: State of the Health Care Workforce Study Findings

Date/time: Thursday, Sept. 10; 2:15-3:30 p.m.

Description: Eric Gregg, founder and CEO of Inavero Inc., will highlight key findings of the latest Health Care Workforce Research Study, including:

  • How the satisfaction of your workforce directly impacts patient referrals
  • What employees are looking for when it comes to recognition, feedback and training
  • How candidates feel about the overall application and interview process, and how that perception impacts their feelings toward your organization
  • The impact of mobile on your recruitment strategy and why the health care industry can’t keep up with other industries without an effective mobile strategy

Recertification credits

The above breakout sessions have been approved for 2.75 recertification credit hours toward California, GPHR, HRBP, HRMP, PHR and SPHR recertification through the HR Certification Institute. Please visit www.HRCI.org to find out more about certification or recertification.

For more information or to register for Empower 2015, visit: CareerBuilder.com/Empower2015.

4 Facts About Health Care Candidates to Revive Your Recruitment Strategy

May 28th, 2015 Comments off
Group of health care workers

If you’re like many health care employers, you’re under increased pressure to hire more efficiently, with less resources to get the job done. Yet at the same time, you’re facing an uphill battle to find qualified talent to fill your open positions. How do you meet your talent acquisition needs, while also giving candidates what they want – and expect – out of a recruitment experience?

CareerBuilder’s 2015 Candidate Behavior Study provides a behind-the-scenes look at the expectations and frustrations of today’s health care candidate, to help arm you with the knowledge needed to recruit smarter in the ever-changing health care landscape.

Here are four facts about health care candidate behavior, and how you can align your recruitment strategy to meet their needs:

1. Health care candidates are savvy searchers

According to the study, U.S. job seekers use up to 18 resources when searching for a job. Looking specifically at health care candidates, 71 percent will use Google search and 52 percent will use job boards when researching job opportunities.

What this means for you: Increased access to technology and resources have created savvier and more sophisticated job searchers. They’re utilizing all tools available to help them find their future career. If you aren’t where the health care candidates are when they’re searching, you could be missing out on opportunities to connect with your next potential employee.

2. Health care candidates want to interact with you before applying

What will the work culture be like at this company? Does the organization make an effort to interact with current and future employees? These are the types of questions health care candidates may be asking as they near the application stage of their job search. They’ve identified the organizations they’d potentially like to work for and are finding ways to connect with them: 82 percent of health care job seekers use a career site and 66 percent use social media to discover more information about an organization.

What this means for you: Health care candidates want to know if they’ll fit in with an organization before applying, and they’ll look to an organization’s career site and social media pages for clues. If they can’t find the answers they’re searching for, or if what they find doesn’t seem authentic, they may move on. That’s why it’s important to have a robust career site that gives candidates a taste of what it’s truly like to work at your organization, as well as an active presence on social media that provides a more transparent view of your company.

3. Health care candidates give you an “F” for responsiveness

According to the study, more than half of employers across all industries say they respond to less than half of the candidates who apply. It’s no wonder then that just 19 percent of health care candidates consider employers to be responsive throughout the application process.

What this means for you: If you’re already facing a lack of resources, the idea of responding to every candidate who applies can seem unrealistic. Yet if job seekers have a bad experience throughout the hiring process, it may dissuade them from applying again in the future or recommending your organization to their peers. By taking small steps to increase responsiveness, you can help build a network of talent that you can tap into down the line – and that will be happy to hear from you when you do.

4. Health care candidates are looking for more than just money

If a candidate has made it to the job offer phase and has had positive interactions along the way, they’ll be more enthusiastic about joining that organization, even if it means accepting a lower salary. The study found that 69 percent of health care candidates would compromise on salary for a good experience.

What this means for you: This finding further reinforces the importance of a strong employment brand, which is built from the moment the job seeker starts searching. By investing a little more to improve candidate experience throughout the hiring process, you could end up saving your organization money, while at the same time hiring workers who believe in your brand.

For more insights on candidate behavior, including customized data on specific job types such as nursing and allied health care, view the full 2015 Candidate Behavior Study.

Taking the Pulse of Your Talent Acquisition Strategy

May 6th, 2015 Comments off

National Nurses Week (May 6-12, 2015) was created as a way to thank nurses for the vital part they play in delivering the best care to their patients. “The 2015 National Nurses Week theme ‘Ethical Practice. Quality Care.’ recognizes the importance of ethics in nursing and acknowledges the strong commitment, compassion and care nurses display in their practice and profession,” according to the American Nurses Association.

Employing the type of nurses who exemplify these values is a testament to an organization’s recruiting strategy – by hiring the best talent, and providing training opportunities to sharpen their skills, it creates a positive work environment, which ultimately leads to successful nurses.

Yet, we know it isn’t always so easy to recruit top talent. So we conducted a survey to hear what some of those challenges are – directly from you. Here are six survey findings that diagnose the pain points you feel when recruiting nurses – and some prescriptions for a better talent acquisition strategy.

No. 1: What do we need? Nurses! When do we need them? Now!

A whopping 81 percent of respondents say their organization currently has open nursing positions. Of those with open jobs, 23 percent have more than 20 openings.

No. 2: Put your boxing gloves on – it’s going to be another competitive year

When asked how they anticipate the number of nursing jobs in their organization will change in 2015 compared to 2014, more than half (53 percent) believe they’ll increase, while 46 percent say they’ll stay the same. With virtually no respondents anticipating a reduction in number of hires, the competition for talent won’t be easing up anytime soon.

No. 3: Registering the hardest-to-fill nursing positions

Fifty-one percent of respondents say it typically takes them four to six weeks to fill an open nursing position, with 23 percent lamenting it takes seven weeks-plus. The toughest position to fill? Registered nurses, with 46 percent struggling to find qualified candidates for this in-demand role.

No. 4: No quick apply? Candidates may be saying “goodbye”

Seventy-five percent of respondents say their organization doesn’t offer a “quick apply” – or shortened version of the application process – for nursing positions. In a separate CareerBuilder study, 3 in 5 job seekers who’ve begun an application say they didn’t finish it because there were too many steps or it was too complex. With the amount of open nursing positions needing to be filled, the odds of candidates expressing interest increase when they can quickly leave key information that determines if they qualify for the job prior to going through a lengthy application process.

No. 5: To make a long (application) story short…

According to the study, 11-15 minutes is the most common length of the application process for a nursing position, with 36 percent of respondents citing this time. However, 14 percent say it takes more than 30 minutes to complete a nursing application at their organization. To avoid frustrated candidates dropping off before they press “submit,” consider shortening the length of your application, and instead, saving some of the more in-depth questions for the interview.

No. 6: Not interested in recruiting new blood

Fifty-one percent of respondents say their organization does not actively recruit new/recent graduates for their open positions. When asked why not, 79 percent cite that recent grads lack the proper experience/skills needed. Forty-four percent say that, on average, just 5-24 percent of nursing new hires are recent grads. There’s a potentially huge, untapped market of candidates, who, with some on-the-job training, could be the answer to your organization’s talent shortage prayers.

The CareerBuilder Q1 Nursing Pulse Survey was conducted from March 4 – 15, 2015 among a sample of 156 employers of nurses or those responsible for their recruitment.  

For more health care insights and trends, check out the Spring 2015 CareerBuilder Health Care Insights Guide

90 Percent of the Highest-paying Non-desk Jobs are in Health Care

April 20th, 2015 Comments off

While the U.S. workforce may be gradually shifting toward office-based jobs, hundreds of non-desk occupations are still thriving, according to a new CareerBuilder/Economic Specialists Intl. study.

A variety of industries boast non-desk jobs that are experiencing growth, yet when it comes to the highest-paying occupations, health care is the clear leader. Ninety percent of the 20 highest-paying non-desk jobs are in health care, according to the analysis.

While most of these health care jobs require a doctoral or professional degree, there are still several others that are well-paying and don’t necessitate a four-year degree for a typical entry-level position. The top-paying non-desk health care occupations that don’t require an advanced degree include:

Median hourly earnings 2010-2014 job growth
Dental hygienists $34.19 9%
Diagnostic medical sonographers $31.93 15%
Occupational therapy assistants $26.57 14%

What does this mean for you?

Whether you’re an HR professional in health care or you’re in another industry, arming yourself with data on industry trends such as occupation growth and average earnings will ensure that you have the information you need to make the smartest hiring decisions for your organization and stay ahead of the competition. For more on how to do that, check out the following articles:


Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.

A Doctor’s Perspective: Why Support Staff are the Unsung Heroes of the Office

March 30th, 2015 Comments off
Group Of Happy Doctors

 March 30 marks National Doctors’ Day, a time to honor physicians for the care they provide to their patients. Yet, if you were to ask any physician what helps them to be the best doctor they can be, they’d likely say the support they receive from their staff.

From the nurses who work with patients, to the administrators working behind-the-scenes coordinating medical services, each support staff member plays his or her own part to ensure the success of a health care practice, which ultimately means patients receive the highest quality of care.

“The most significant team members in the practice of medicine, whether it be office or hospital, remain the medical staff involved in direct patient care. They include registered nurses, licensed practical nurses, clinical nurse assistants and office medical assistants,” says Dr. Bruce Parisi, a family practitioner at Horizon Healthcare Associates in Calumet City and Flossmoor, Ill.

“Becoming ever more significant due to the mounting pressure from the insurance industry and governmental oversight agencies, however, are the activities of our care managers, care coordinators, social services and clinical documentation specialists,” Parisi adds. “Information technologists are also an integral part of the medical spectrum today.”

The skills needed to succeed

While there are certain hard skills that support staff need to possess in order to get a job, it’s the soft skills that are crucial to doing their jobs effectively – especially for those working directly with patients.

“[Support staff members] all need to have the appropriate skills associated with their respective specialty roles but additionally should have good medical knowledge/training, good medical terminology skills, good communication skills both with patients and physician medical staff, and should be [culturally] sensitive to patient needs,” Parisi says. “They should also be highly organized individuals with the ability to multitask.”

Parisi also believes support staff could benefit from additional training around clinical guidelines and hospital-delivered care. “They should exhibit some knowledge of and/or willingness to explore clinical documentation requirements needed to justify hospital-rendered care where appropriate,” he says.

What to look for when hiring support staff

Hiring managers in need of adding medical support staff to their teams can find value in getting a doctor’s perspective on what would make the perfect candidate.

“Medical team members – in addition to their respective medical skills – should be flexible regarding schedules, have IT capabilities and be able to function efficiently within the increasingly complex medical management quagmire that now exists,” Parisi recommends. “Medical coding skills will also become increasingly important in the next few years due to changes in the ICD coding structure.”

Support staff are the beating heart of a physician’s office, keeping the office operating at its highest potential. Hiring support staff with the right hard and soft skills and the willingness to continue their education and training will provide doctors with the true support they need so they can focus on the No. 1 priority – patient care.

So this Doctors’ Day, as we thank physicians for all that they do to ensure good outcomes for their patients, let’s also thank their support staff.

How is your organization celebrating National Doctors’ Day? Tell us in the comments section.