NurseSource Inc. Recruitment Strategy
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This document summarizes NurseSource Inc., a healthcare recruitment firm. It introduces key recruiters on the NurseSource team and their experience. It then discusses challenges in healthcare workforce recruitment like an aging workforce. The rest of the document outlines NurseSource's recruitment process, including screening candidates, interviewing, reference and background checks. It also discusses aligning with clients' employer brands and tracking the recruitment process. The goal is to help clients efficiently fill healthcare vacancies.
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NurseSource Inc. Recruitment Strategy
- 2. “ ” The key to retention is hiring the right person in the first place.
- 3. Taffy Jackson National Recruiter for Medical Services 20 years experience recruiting for health authorities in small and rural communities Experts in Healthcare Recruitment in British Columbia for over 20 years. Specialized top recruiters of our firm, have real industry knowledge including Registered Nurses, National Recruiters and Clinical Recruiters Your NurseSource Team Suzanne Chung Retired RN & Recruiter 10 years experience as a nurse with 5 years recruiting Tammy Trinh Clinical Recruiter & Industry Analyst 3 years experience recruiting for BC health authorities Farid Gharavizad National Recruiter for Medical Services 25 years of experience recruiting for health authorities in Canada and previously Iran.
- 4. Full Service Reputable Nurse Recruitment Firm Overview of the opportunities and challenges we face Workforce Recruitment & Selection Processes Call to Action! NurseSource Island Health Recruitment & Selection Strategy Summary/Benefits Fees NurseSource Inc. has altered the course of my life. The fateful day that they called me is seared in my memory. I have worked with employment agencies in the past but not with such great trust and reliability. Jill, Nurse, FSHSSA I can assure you that they have been a fantastic recruiter and has provided me with some of the best candidates. Extremely through and continually maintains contact with you throughout the process! – Judy, Director of HR, VCH Today’s Agenda
- 5. Strengths Strong strategic direction across the organization. Organizational culture committed to prioritizing patient health. Positive relationships with management through front-line staff. Weaknesses Aging workforce. Large workload and staffing shortages. Collective Agreement challenges. Absence of Culture of Safety. Service disruptions due to staffing limitations. Inter-generational workforce differences. Threats Global labour shortage and competition for health professionals. Aging population stressing the health care system. Economic downturn. New technologies requiring new skills & knowledge. Legislative changes. Opportunities Inter-professional support for full scopes of practice and optimizing teamwork. Attractive location and community to work within. Economic downturn and high cost of living in urban centers. Staff lay-offs in other provinces. Innovative new electronic health management system. New hospital expansion. Island Health Employment SWOT Analysis
- 6. Demographics The Campbell River area is home to approximately 42,000 people. 9% identify as Aboriginal. 7% are aged 75 and over. The population is expected to grow by 14% over the next 20 years. The over 75 population is expected to more than double. Community Profile
- 7. Canadian Institute for Health Information RNs/NPs by Selected Age Groups, Canada, 2003, 2009 and 2013 7 Source Health Workforce Database, CIHI, 2014. 32.0% 32.1% 35.0% 61.1% 56.3% 51.3% 6.9% 11.5% 13.7% 0% 10% 20% 30% 40% 50% 60% 70% 2003 2009 2013 <40 Early-Career 40–59 Mid-Career 60+ Late-Career © Canadian Institute for Health Information, 2014.
- 8. New Graduates Low Experience Levels Few Specialties Licensed Practical Nurses Registered Nurse/Registered Psychiatric Nurse Established Nurses Medium to High Experience Levels Multiple Specialties Staff Nurses multiple wards Community Care Nurses Target Candidate Profiles
- 9. In a recent study by Harvard Business Review, companies are focusing on employer branding objectives to: • Secure long-term recruitment needs [5 yrs] due to impeding global nursing shortage and aging workforce. • Build employer brand on a local/global level • Differentiate yourselves from competitors Impacts of a strong employer brand: • Improved company culture • Minimize time to fill vacancies • Reducing cost per candidate • Access to a pool of better quality of hires Aligning the Employer Brand Increases Employee Engagement
- 10. Aspire … to grow our hospital to a robust and healthy community. Empathy … for the best healthcare experience we can offer our community. Courage … to adopt a cutting-edge comprehensive patient management system, iHealth. Respect … to continue a well-managed hospital, respecting our staff and patients. Leveraging Island Health’s Brand: C.A.R.E.
- 11. … to adopt a cutting-edge comprehensive patient management system, iHealth. Courage … to grow our hospital to a robust and healthy community. Aspire … to continue a well-managed hospital, respecting our staff and patients. Respect … for the best healthcare experience we can offer our community. Empathy Aligning Island Health’s Brand
- 12. Promoting the North Island Projects Program Campbell River Hospital Extension New facilities New equipment 95 more beds Coming in 2017
- 13. City of Campbell River Enriched by Land and Sea Nestled on the east coast of central Vancouver Island, and long known as the "Salmon Capital of the World" and more recently as an adventure and eco-tourism hub, Campbell River is a natural destination choice, in more ways than one.
- 14. Sourcing Target Candidate We have four accredited nursing schools on the island that provide excellent education and is a steady source of nurses for your applicant pool. ◦ University of Victoria ◦ Vancouver Island University (VIU) ◦ North Island College (partnered with VIU) ◦ Northwest Community College (partnered with UNBC) Programs to help new nurses break into the workforce that we can promote and leverage during campus recruitment events in early winter. ◦ Employed Student Nurses’ Program, Co-op Opportunity ◦ New Graduate Nurses’ Program, Practicum Opportunity ◦ Aboriginal Employment Program New Graduates Low Experience Levels Few Specialties
- 15. Canadian Institute for Health Information Percentage Growth in the Supply of Regulated Nurses, Canada, 2003–2013 15 Source Health Workforce Database, CIHI, 2014. 14.5% 51.2% 7.8% -10% 0% 10% 20% 30% 40% 50% 60% 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 RN/NP LPN RPN 106,447 296,029 5,617 © Canadian Institute for Health Information, 2014.
- 16. Sourcing Target Candidate Established Nurses Medium to High Experience Levels Multiple Specialties Canadian Nurses Association College of Registered Nurses of BC Association of Registered Nurses of BC LPNABC - Licensed Practical Nurses Association of BC BCNPA - BC Nurse Practitioners Association College of Licensed Practical Nurses of BC National Emergency Nurses Association BC page Occupational Nurses’ Specialty Association of BC BC Nurses Union Health Sciences Association Union of BC
- 18. Minimum requirements for listed jobs • Use an objective rating system to improve reliability and validity ratios to find the best person for the job. • Use a combination model of cut-off and hurdle deciding making to objectively determine which candidates are best fit. • Minimize false positive/negative error • Top-down strategy (banding) LICENSED PRACTICAL NURSE, RESIDENTIAL SERVICES - 34663 STAFF NURSE - 18707 REGISTERED NURSE/REGISTERED PSYCHIATRIC NURSE - RESIDENTIAL SERVICES - 36690 Graduate from accredited nursing program Registered with CLPNBC 2 yrs experience for specific focus 1 yr of other focus Registered with CRNBC Post-basic education for clinic areas or educational training Basic Life Support Advance Cardiac Life Support for ER ICU and Critical Care 1 yr related experience or combined with education. Graduate from accredited nursing program Registered with CRNBC/CRPNBC
- 19. Weighted Application Blanks (WAB) determines if a candidate pass/fails the minimum requirements. (Pass/Fail decision) Resumes are rated according to a structured rating scale regarding work experience, desired designations and areas of nursing focus. (Cut-off score 70/100) All applications are stored in our applicant tracking system (ATS) for easy perusal. 01 Online Application (WAB) & Resume Submission Screening Process: Multiple Hurdles Decision Making
- 20. Confirm their continued interest in the job Verify that this job and the candidate is in a situation to work at Campbell River Hospital. Verify the terms of employment with the candidate, casual or full time position (Pass/Fail decision) Once a reasonable applicant pool has been established for the job postings, NurseSource Inc. will contact you to follow up on our progress. 01 Online Application (WAB) & Resume Submission 02 Phone Interview Screening Screening Process: Multiple Hurdles Decision Making
- 21. Sample Interview Questions Verify candidates’ applicable qualifications and aspirations (Cut off 15/30) Panel interview format with 3 expert interviewers. (Cut-off score 65/90) Situational questions for the candidate: • Nursing work often involves a number of frustrations; describe to me a situation that would frustrate you and how you would go about resolving it. (10) 01 Online Application (WAB) & Resume Submission 02 Phone Interview Screening 03 Interview Process
- 22. Sample Interview Questions Behavioural questions for the candidate: • It is common for our patients and staff to make simultaneous requests of you. Please describe a similarly complex or difficult situation you have faced. Be specific about the nature and number of the requests, and how you prioritized them. Describe whether or not the patients’ expectations were met. (10) 7 – 10 pts. – Response shows extensive aptitude for prioritizing tasks. • Directed discussion toward identifying the most urgent tasks prioritizing them 3 – 6 pts. - Response shows adequate aptitude. • Directed discussion at considering urgency of some tasks and attempts at prioritizing 0 – 2 pts. – Response shows little aptitude. • Does not appear to have considered all tasks and any attempt at prioritizing
- 23. Reference and Background checks We check all references to confirm work experience dates, duties performed, and performance levels in previous positions. (Cut-off score 5/10) We perform full service background checks and criminal record checks. We investigate any record of critical incidents to thoroughly vet your candidate. (Pass/Fail decision) 01 Online Application (WAB) & Resume Submission 02 Phone Interview Screening 03 Interview Process 04 Checks
- 24. NurseSource Dashboard Progress you can track
- 25. Crossing the T’s and dotting the I’s. We build strong relationships with the prospective candidates throughout the process to ensure we monitor the best candidates. Using our ATS software we can quickly generate reports to follow up with your hiring managers. This way when we check in, your hiring manager can pick and choose the top candidates available to hire. Once the decision is made, we will quickly contact the candidate to extend an offer. We will monitor the situation and follow up with accepted offer typically in a week.
- 26. Recruiting and generating an applicant pool Selecting the best candidates Extended and accepted offer the offer 30% 30% 40% Fee Schedule
- 27. ROI What will my savings be? Every situation is different. NurseSource Inc. will work closely with you to develop and “fine-tune” your estimates. Then we will assist you by calculating your Return-on-Investment. 19 job vacancies x $31.70/hour salary X 12 hour shift = $7,227.60/week $7,227.60 X 52 weeks = $375,835.20 working 1 day/week X 0.5 OT rate $187,917.50 estimated overtime the vacancies can cost the health authority when positions are not filled over a years time. NurseSource can provide an efficient and effective remedy to minimize costs.
- 28. NurseSource Inc.
Editor's Notes
- Expendable
- The positive relationships with management in the Strengths is compilation of Indeed and Glassdoor reviews of current and ex nurses. So now that we’ve established where Island Health stands in the mix, we can look at some concrete data.
- The number of RNs age 60 and older more than doubled between 2003 and 2013. In 2003, 17,871 RNs in Canada were age 60 and older; by 2013, that number had reached 40,625.
- Casual Employment (sticking point) New Graduates looking to get their foot in the door. Established Nurses looking for more flexibility. Looking for more time off to pursue other interests, education, family.
- Get the word out that we’re looking for strong candidates We need a strong employer brand that draws in candidates now and in the future
- This is just a sample of the material created to bring awareness to your brand. It’s material we would use to target a specific type of candidate which we will discuss in 2/3 slides but this is also made to be used by your current staff to share on their social media networks that they frequent and anybody they know with the right fit.
- Promoting the city in a way that highlights all the different outdoor activities that you enjoy at your doorstep, the strong presence of community, arts and culture will draw attention to any candidates living off the island and make it a viable option for those attracted to this lifestyle. Using the interest that we will generate by promoting your employer brand, building of the new hospital, and all that the community of Campbell river has to offer we will generate a large number of applicants for the jobs you need filled.
- The schools on the island are going to be the biggest source of new graduate candidates, being that they’re local. We will also recruit from schools in the Lower Mainland but with the requirement of relocating to Campbell River, this applicant pool will be a bit smaller.
- The supply of regulated nurses has continued to increase in Canada, with growth rates climbing in recent years. In 2013, there were 408,093 regulated nurses eligible to practise in Canada: 296,029 RNs (including 3,655 NPs), 106,447 LPNs and 5,617 RPNs. Between 2003 and 2008, the supply of regulated nurses increased at an average annual rate of 1.8%. Between 2009 and 2013, the average annual rate was 2.1%. Between 2009 and 2013, average annual growth rates were 1.0% for RNs/NPs combined, 15.7% for NPs alone, 5.7% for LPNs and 1.4% for RPNs.
- Reaching across the country leveraging specialty nursing job boards Remember a few slides ago we gave you a peek at employer brand banners? These are the forums (continuing education gatherings etc) and associations that we would post the banners on.
- What would you do if you discovered the work of a physician, fellow nurse or care aide was not up to expectations? Can you provide some insight into the reasons behind why you would do that? (10) Ethical issues are something that we as nurses face every day. If a family wanted to deny telling the patient the truth about his/her medical condition. What should you do when a family insists telling the patient the prognosis will cause harm? (10)
- In this position as staff nurse in the Post Anaesthetic Care Ward, you’ll be alongside a diverse workforce and sometimes will have to work with staff or patients that disagree with you. Describe the a situation that you faced a similar challenge. Include the scenario and the differences in opinion. Be specific about the actions you took and what you said when resolving those differences. (10) 7 – 10 pts. – Response shows extensive aptitude for resolving differences. Directed discussion toward identifying common ground and possible solutions; Involved all parties in development of alternatives that fulfilled their interests and needs; Helped all parties understand the key issues from others’ perspective; and, Resolved differences in a way that each person felt his or her concerns were respected and addressed. 3 – 6 pts. - Response shows adequate aptitude for resolving differences. Listened to all parties and impartially re-stated and acknowledged all positions, Clearly identified areas of agreement & disagreement, and focused on those issues in need of resolution, Identified and collected all necessary information relevant to the differences, and Identified circumstances necessary for a successful resolution to occur. 1 – 2 pts. – Response shows little aptitude for resolving differences. Does not appear to have considered all positions equally; Made little attempt at unbiased mediation of the differences in opinion; and/or, Allowed differing parties to “work it out among themselves.” This scoring system makes it relatively easy to compare several candidates on the merit of their responses. It goes a long was toward eliminating distortions caused by interviewer bias, differences in questions and interpersonal factors.
- Roi hire additional recruiters