concurrent session unleashing the power of · tanya tesseyman, vp, rpo division, supplemental...
TRANSCRIPT
September 8‐10, 2014 | Sheraton Dallas
Concurrent SessionUnleashing the Power of Direct HireModerator: Subadhra Sriram, Global Editorial Director,
Staffing Industry AnalystsPanelists: Nancy Dean, Director, OHA Solutions, Ohio Hospital Association/OHA Solutions John Gramer, President, Cejka Search Katie Molloy, Sr. Director and GM, RPO & Direct Hire,AMN Healthcare Tanya Tesseyman, VP, RPO Division, Supplemental Health Care
WED, SEPT 10 10:15 AM DALLAS BALLROOM A3
The Power of Recruitment Partnerships
Direct HireRecruiters work with multiple clients
Client continues to commit internal resources to recruit for positions
Typically no service level agreement
Candidates not tracked in client ATS; limited reporting
Limited visibility and compliance
Less efficient model;positions not exclusive
RPORecruiters dedicated to a single client
Client commits NO internal fixed resources to recruit for positions
Service level agreement accountability
All candidate activity tracked in ATS with full reporting
Enhanced compliance and control
Greater efficiencies with the opportunity to manage volume hiring
What’s the Difference?
Recruiters face as agency; Can cause candidate confusion
Recruiters use client’s email address
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Direct Hire and RPO Partnerships
• Not agency; a recruitment partner• Both sides with responsibilities• Shifts the heat away from HR/TA• Shifts customer’s marketing budget
• Flexible pay models• Scalable solutions• Competition for talent• Metrics and reporting• Patient Satisfaction
Why Direct Hire and RPO?
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Is it Really RPO?
Direct Hire Hybrid RPO
Staffing Industry Analysts2014 Healthcare Staffing Summit
Unleashing the Power of Direct Hire
Presented byJohn W. GramerPresidentCejka Search
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Nurses Advance Practice (nurse practitioners & physician assistants)
Health Information Management Professionals Diagnostic and Lab Technicians Healthcare IT Physicians Senior Executive Management (C-Suite)
Direct Hire Segments
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Most Lucrative Hiring Segments(Gross Profit Realized)
Senior Executive Management New focus on cost structure
Advanced Practice (NP and PA) Extreme projected shortage of doctors in Family Medicine
HIM Professionals Increasing information being generated
IT Professionals Ever-changing technology arena and continued need for complex
information
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Fee Structure Retained vs. Contingency Senior level management
Usually retained, with fees at 33% of total compensation Physician Executives
Usually retained, with fees as above Physicians (residents, family medicine, segmented areas)
Flat fee ($25,000, retained or contingency) Advanced Practice, HIM, IT, Nurses, etc.
Fees are usually contingent-based Calculated from base salary; usually at 20-25%
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Account Management
Managing Director
Engagement Manager
Recruiters Researchers
Cejka Executive Search (retained)
StarMed (contingency)
Managing Director
Physicians
Managing Director
Non-Physicians
Recruiters Researchers
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Best Practices
Total understanding of client’s needs & culture Transparency Continued communication with client and candidate Full and complete knowledge of the candidates being
presented Flexibility Make the hiring process easy for both client and candidate
(true double agent)
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How to Make Direct Hire Work
Be flexible in pricing and structure Utilize latest mobile, digital and social technology for 24/7
sourcing Engage with passive candidates LinkedIn Referrals Phone (relationship building)
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How to Make Direct Hire Work (cont’d)
Be relentless Be innovative Deliver what you promised
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UNLEASHING THE POWER OF DIRECT HIRE
Nancy DeanDirector, OHA Solutions Staffing ProgramOhio Hospital Association
Staffing Industry Analysts Healthcare Staffing SummitSeptember 8-10, 2014Dallas, Texas
Agenda1. Who2. Why3. Recruiting4. Challenges5. Attributes6. ACA
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Why? Why? Why?• Why not use temp?• Why hire direct?• Why (or why not) “try before you buy?”
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Recruiting• Tools• Hardest to Fill• Challenges to Successful Recruiting• Agencies/RPO’s• Recruiters – Agency versus Hospital
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ResponsibilitiesOrientationBenefitsUCPoliciesOnboardingAffirmative ActionLabor LawEmployee RelationsPayrollHRISPre-employment TestingBenefits
ContingentsCE’sEventsCredentialingOutplacementJCOSafetyScholarshipsWellnessRetireesRecruitingACA
Agency WorkersWorkers’ CompensationOutside VendorsWellnessEAPSpecial ProjectsPhysician RecruitmentOutplacementData & StatisticsStaffing
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Challenges• Agencies• Permanent Hires• Orientation• Outsourced Services
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Attributes• Temporary agencies• Permanent placement companies• Recruiters
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ACA• PRN’s and Float Pools• Permanent Staff • Temporary Staff• Future Hires
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From Ohio Hospital Association Members:• Buyers enjoy one point of contact and the accountability to high fill rates
• Care more about quality of staff than bill rates
• Prefer to work with the same companies
• More hospitals buy through a regional or state association, GPO or large network of providers
• Monitor compliance with own audits and contract managers
• Quality is valued more than the cost of clinical staff yet are valued equally for IT or EMR project staff
• Consequences for not fulfilling promises: poor performance, low morale with staff, lose contract, or drop from list of agencies
• Over 61% hospitals in use the same process and oversight to manage their local per diem nurses as do their travelers
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As always, thank you for serving Ohio’s hospitals and for your interest in
OHA Solutions!
Nancy DeanDirector, OHA Solutions Staffing [email protected]
SIA Overview – Direct Hire PanelTanya Tesseyman
Transformation from Temporary Staffing to Direct Hire
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Internal Strategy
Recruiting Strategy
Sales and Performance Management
Internal Strategy
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Executive Team
IT
Marketing
HR
Finance
Training
Local/Travel Divisions
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Recruiting and Marketing StrategyClient Branding
Benefits/Career
Exclusivity?
Sales and Performance ManagementSalesChange in approachUnderstand the “why” in temp usage
Performance ManagementPrioritize ChallengesEstablish KPI’s
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