Healthcare Recruiting Lexicon

Hiring the right candidates is critical for any healthcare organization looking to stay ahead of the challenges facing the healthcare industry. However, the terminology and processes involved in the world of healthcare recruiting and talent acquisition can seem daunting. Below, we provide a healthcare recruiting reference glossary to help you decipher healthcare recruiting terminology.

Common Healthcare Recruiting Terms

Allied Health Personnel: Trained and licensed healthcare workers other than physicians, dentists, optometrists, chiropractors, podiatrists, and nurses. The term is sometimes used synonymously with paramedical personnel, all healthcare workers who perform tasks that must otherwise be performed by a physician, or health workers who do not usually engage in independent practice.

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Applicant Tracking System (ATS): An ATS is a software application that enables the electronic management of recruitment functions. An ATS stores candidate data to allow recruiters or hiring managers to search, filter and route applications. ATS software can also be known as Talent Management Software (TMS), Candidate Management System (CMS) or Recruitment Management System (RMS), with some ATS platforms being tailored or designed specifically for healthcare recruiting. ATS solutions are often used in conjunction with an RPO program for more efficient hiring.

Assignment: An assignment is a temporary task, project or job performed by a contingent worker. Assignments may also refer to the length of time a temporary employee, such as a traveling nurse, will be working for a healthcare organization.

Blended Workforce: A blended healthcare workforce uses both full-time and contingent, or temporary, workers. Blended healthcare workforce planning uses both RPO and MSP programs to fill positions and manage talent and vendor services.

Business Intelligence (BI): BI tools provide a powerful analysis of program-specific data and metrics. BI tools are used with RPO, MSP and Total Workforce Solutions programs and provide transparency between a healthcare organization and healthcare staffing providers.

Business Process Outsourcing (BPO): BPO uses third-party business service providers to perform business activities and functions vital for running an efficient healthcare organization. BPO services may include payroll, medical coders, insurance specialists, healthcare IT, HR, accounting or customer service.

Candidate: A candidate is a person who has applied for a job and is qualified for temporary or full-time consideration by a healthcare organization. Candidates can apply to positions that are managed by an internal healthcare HR team or a Healthcare RPO provider.

Consultant: A consultant is another term used for temporary employees or contingent workers. Consultants often perform professional work for healthcare departments such as IT, medical billing, revenue cycle management, policy, project management and clinical roles.

Contingent Worker: Contingent is an overarching term that covers freelancers, independent contractors, consultants or any other outsourced, non-employee workers. They are generally hired on a per-project or temporary basis.

Clinical Staff: Clinical roles often have face-to-face contact with patients for the purpose of diagnosis, treatment and ongoing care. Some clinical professions are behind-the-scenes, such as laboratory professionals whose work supports diagnosis and treatment. Clinical roles often require certification or licensing by the state and local government.

Contingent Workforce Management (CWM): CWM is the strategic approach to managing an organization’s contingent workforce.

Contract Worker: A contract worker is also known as a 1099 or independent contractor. There are very specific guidelines for classifying workers as independent contractors, including whether the worker controls when and where work is to be completed if the worker provides their own work equipment and supplies, and how the workers are compensated.

Customer (or Contact) Relationship Management (CRM): CRM systems manage a company’s interaction with current and prospective customers or contacts – including employees.

Direct Hire: Direct hire positions are permanent, usually full-time with benefits.

Diversity Supplier: Diversity suppliers refer to minority, woman, disabled or veteran healthcare recruiting and staffing suppliers.

Employee: An employee works directly for an organization in a job with no specific end date. Employees may be full-time or part-time.

Employer Branding: A talent acquisition strategy designed to make a healthcare organization an appealing place to work. This targeted marketing effort attempts to shape the perceptions of potential candidates and current employees.

Employer Value Proposition (EVP): A unique set of offerings, associations and values to positively influence target candidates and employees. EVP benefits recruiting, healthcare employee engagement and retention and can reduce the need to pay a wage premium for top talent.

Exempt Workers: An exempt worker must be paid at least $23,600 per year on a salary basis and perform exempt job duties Exempt workers are not entitled to overtime pay for hours worked outside of normal 40-hour work week.

Healthcare Locum Tenens Staffing: Staffing of physicians, advanced practitioners, physician assistants, nurse practitioners, nurse anesthetists and dentists who take temporary assignments which involves temporary relocation and staffing firm coverage of housing expenses. Locum tenens workers are typically paid as independent contractors rather than employees.

Healthcare Skills Gap: The healthcare skills gap is the difference between the skills required for a healthcare job and the actual skills possessed by a candidate or employee tasked with the job.

Healthcare Staffing Services: Provide temporary hires that include supplemental staffing to medical facilities such as hospitals, nursing homes and outpatient clinics as well as the provision of licensed nursing personnel RNs, trained medical technologists, and unlicensed staff home health aides, homemakers, personal assistants, etc.

Healthcare Workforce Planning: The process a healthcare organization takes to develop a holistic, long-term and proactive approach to strategically assessing and accessing all forms of talent. Specifically, healthcare workforce planning links strategic objectives and their associated workforce implications with multiple avenues of talent engagement and resourcing such as direct hire, contingent, SOW and temporary staffing.

Non-Exempt Workers: Non-exempt workers are entitled to overtime pay for work done outside of a standard 40-hour work week.

Independent Contractor (1099): The general rule, according to the IRS, is that an individual is an independent contractor if the employer has the right to control or direct only the result of the work and not what will be done and how it will be done. Independent contractors are also known as contractors or freelancers or gig workers.

Job Board: Job boards are internet-based talent acquisition websites that aggregate either local, national or international job offerings.

Job Requisitions: Refers to a request to a staffing firm or employment agency to supply applicants for a specific position. A job order is the specific set of requirements set forth by an employer for an actual open position.

Per Diem Nurse Staffing: Staffing of registered nurses, licensed practical and licensed vocational nurses and nursing assistant on assignments of less than four weeks, which typically does not involve relocation for the worker.

Permanent Physician Staffing: Staffing an open physician position with a permanent hire.

Predictive Analytics: In an HR and healthcare recruiting context, this refers to the ability for a healthcare organization to use information and analytics to determine future outcomes for better workforce management. For example, predictive analytics may be used to analyze data from resumes, job descriptions, ATS and HRIS systems to predict various talent management outcomes.

Pre-employment screening: Pre-employment screening services are critical to healthcare staffing, ensuring candidates are certified and include background verification, drug screening, skills assessment and behavioral assessment tools. A thorough background screen verifies important factual information about a prospective employee (i.e. identity, employment history, education credentials). It also helps gain critical information about an applicant’s character and past history that isn’t always apparent in an interview or application, such as criminal history, credit history, driving record, etc.

Key Performance Indicator (KPI): A KPI is a measurable goal that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs to evaluate their success related to specific business metrics.

Machine Learning: Machine learning is a type of artificial intelligence (AI) that provides computers the ability to learn without being explicitly programmed. In an HR setting, an example of machine learning is the ability for a computer program to identify patterns and relationships in data to predict a specific outcome such likelihood of a candidate changing jobs within a certain period of time.

Managed Service Provider (MSP): MSP programs provide end-to-end workforce and vendor management for users of contingent labor.

Non-Clinical Healthcare Staffing: Non-clinical staffing encompasses positions in a healthcare setting such as front and back-office roles across a variety of departments and patient care settings.

Non-Traditional versus Traditional Employee Benefits: Traditional benefits include life, retirement, health and disability benefits. Non-traditional benefits include various types of perks such as child and elder care options, work-from-home days, casual dress code, lunch allowances, etc.

Recruitment Process Outsourcing (RPO): RPO programs provide direct-hire talent acquisition services for professional and non-professional positions that solve compliance, scalability, cost, quality or other recruiting challenges.

Service Level Agreement (SLA):  An SLA is a commitment between a service provider and customer. Aspects of the partnership – quality, availability, responsibilities – are agreed upon between the service provider and the service user.

Social Media Healthcare Recruiting: Social media recruiting is a technique that sources or recruits candidates through the use of social media platforms as promotional and/or advertising channels.

Statement of Work (SOW): An SOW is a document that captures the work activities and deliverables to be supplied as part of a contract or project timeline. SOW arrangements are used in contingent workforce programs.

Supplemental Staffing: The provision of temporary workers to a company to supplement the current workforce for peak loads, special projects, or planned and unplanned worker absences. Also describes the regular practice of using contract healthcare staff in hospitals and other medical institution settings.

Temporary Workers: Temporary workers are generally hired to fill short-term positions or to complete specific projects with a set time frame. Temporary workers also fill positions that have irregular or seasonal work schedules.

Temp-to-Hire Workers: A temp-to-hire worker is hired as a temporary worker with the knowledge that the short-term position may transition to a full-time job. Temp-to-hire workers can be managed by an MSP program and then transitioned to the employer once they become permanent employees.

Total Workforce Solutions: Total Workforce Solutions blend Recruitment Process Outsourcing (RPO) and Managed Service Provider (MSP) capabilities in one integrated program.

Travel Nurse Staffing: Staffing of primarily registered nurses (RNs) on assignments of four weeks or more. A traveling nurse assignment can involve temporary relocation and housing expenses are paid for by an employer, but not always. Despite the use of the word “travel,” local nurses are sometimes used for travel assignments. The most common assignment length is 13 weeks, which may be renewed.

Vendor Management System (VMS): VMS platforms help businesses manage and procure staffing services – temporary, and, in some cases, permanent placement services – as well as outside contract or contingent labor. VMS platforms are generally used with MSP programs.

Workplace Diversity: Workplace diversity refers to a collective mixture of differences and similarities that may include: individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.

Regardless of the size of a healthcare organization, recruiting the right candidates is an integral part of growth and sustainability. By understanding some of the most commonly used terms in healthcare recruiting, you will be better equipped to meet with healthcare recruiting service providers and more efficient in sourcing, screening and hiring top healthcare talent.

PeopleScout Jobs Report Analysis – January 2018

The Labor Department released the January jobs report with higher than expected job gains and accelerating wage gains.


The Numbers

200,000: The U.S. added 200,000 jobs in January
4.1%: The unemployment remained at 4.1 percent
2.9%: Wages increased 2.9 percent over the past year

The Good

The 200,000 jobs added to the economy beat economists’ expectations for the first month of 2018. January marks the 88th consecutive month of growth for the economy. The unemployment rate has remained at the low of 4.1 percent since October 2017.
The biggest highlight in this report is the wage growth. Throughout 2017 many economists questioned what held back wages as the unemployment rate fell. Toward the end of the year, we noted that there were signals that wage growth could accelerate in 2018. January’s jobs report shows hourly wage growth of 2.9 percent, which is the highest since 2009, according to CNN. However, the New York Times warns not too read too strongly into January’s numbers because there have been short spikes at other points in the recovery from the Great Recession.

The Bad

The bad news in this jobs report isn’t immediately obvious, however the markets did fall Friday morning. The New York Times reports that this may be because January’s jobs report gives signs that future U.S. growth could be slower than expected.

The Unknown

Heading into 2018, there are still questions about how the tax cut will impact the U.S. economy. Some employers have offered one-time bonuses to employees, citing the tax cut. Those bonuses are not counted in the hourly wage numbers in this report. According to the Wall Street Journal, that means that consumers have more purchasing power than the wage gain number reflects. Additionally, the increased tax savings could lead some employers to increase wages.

The Global Unemployment Report – Q3 2017

PeopleScout partnered with HRO Today to produce a quarterly summary of international unemployment metrics for key countries in North America, Latin America, EMEA and APAC, including highlighting the countries with the most highly skilled workers. This issue of the report focuses on Q3 2017.
Click below to access the eBook.

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2017 Jobs Report in Review

2017 Jobs Report in Review

The Numbers:

2.1 million: The economy added 2.1 million jobs in 2017
4.1%: The unemployment rate fell from 4.8 percent to 4.1 percent in 2017
2.5%: Hourly wages increased 2.5 percent in 2017

The Good

The U.S. economy saw continued growth in 2017, marking 87 straight months of growth, according to the New York Times. The 2.1 million jobs added in 2017 brought the unemployment rate down to a low that the U.S. hasn’t seen in 17 years.


The Washington Post reports that there is now nearly one job opening for every unemployed person in the U.S., with 6 million vacancies and 6.6 million unemployed people. While this is good news for anyone who is looking for a job, employers are struggling to fill open positions. Economists expect the job growth to continue into 2018, causing the unemployment rate to continue to fall.

The Bad

While the economy is still growing, that growth is slowing. According to CNN, the economy added nearly 3 million jobs in 2014, 2.7 million in 2015 and 2.2 million in 2016. The two weakest months for hiring in 2017 were March and September. However, economists attribute that to weather. March was cold and snowy, and hurricanes Harvey and Irma impacted hiring in September.


Retail hiring was another weak point in 2017. The retail industry shed 67,000 jobs. More than 20,000 were lost in December alone. The rise of e-commerce hit retails stores particularly hard in 2017.


Additionally, despite the continued job growth and falling unemployment, wage growth has remained sluggish. Economists have offered a variety of explanations; however, many expect increased wage growth to start soon. Some industries, particularly the finance and leisure and hospitality sectors are already seeing wage growth that is significantly higher than the national average.

Looking Toward 2018

Looking forward to 2018, economists expect more good news. According to the Wall Street Journal Economic Forecasting Survey, economists expect the unemployment rate to fall to 3.9 percent in June and 3.8 percent by December. They also expect the economy to add slightly fewer jobs than 2017.


As far as any impact from the tax bill, economists are skeptical it will have any immediate effect on either job or wage growth, according to Business Insider. However, according to the New York Times, 2018 could see more wage growth, as industries where they labor supply is tighter are seeing wages rise.


Review the monthly 2017 jobs reports to see how things changed month to month, and check back each month for our analysis of the 2018 jobs reports.


March 2017 Jobs Report
April 2017 Jobs Report
May 2017 Jobs Report
June 2017 Jobs Report
July 2017 Jobs Report
August 2017 Jobs Report
September 2017 Jobs Report
October 2017 Jobs Report
November 2017 Jobs Report
December 2017 Jobs Report

The Global Unemployment Report – Q3 2017

PeopleScout partnered with HRO Today to produce a quarterly summary of international unemployment metrics for key countries in North America, Latin America, EMEA and APAC, including highlighting the countries with the most highly skilled workers. This issue of the report focuses on Q3 2017.

Medical Staffing: How to Engage and Retain Healthcare Workers

Retaining healthcare staff and medical staffing are more important than ever. The lifeblood of a healthy healthcare organization is a happy and well-engaged staff, from food service and facility maintenance employees to clinical professionals like physicians and nurses. To ensure a happy healthcare workforce, medical staffing, employee engagement and retention need to be top priorities of healthcare HR professionals.

Unfortunately, many healthcare organizations lack concrete plans or programs for healthcare talent management, or the programs they have in place are antiquated and in need of updating. In this post, we educate healthcare HR professionals on ways to improve medical staffing by better engaging and retaining employees.

Why Engagement and Retention is Important for Medical Staffing

medical staffing

Healthcare employee turnover is high, according to a Leaders for Today (LPT) survey report, which included 852 participants of both clinical and non-clinical healthcare workers. The survey found that 43 percent of respondents reported they have been with their current organization for fewer than two years and 65.7 percent reported they have been with their hospital for fewer than five years. More than one-third of LPT survey respondents plan to leave their current organization within two years, and 68.6 percent plan to leave in five years.

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What’s more, the financial costs of high turnover can be significant for healthcare organizations. The turnover of a physician represents a $200,000 loss for a healthcare organization, according to a 2016 report from B.E. Smith, while the loss of a bedside nurse can cost up to $56,300 annually according to NSI Nursing Solution’s report. By better engaging employees, healthcare organizations will not only raise morale and lower employee turnover, but they will also improve their bottom line.

Four Key Areas of Medical Staffing and Employee Engagement

Developing an effective medical staffing strategy is a challenge, especially with the healthcare industry experiencing a shortage of medical professionals. Healthcare workforce planning can help resolve some medical staffing issues. However, organizations also need to factor in the following areas to ensure strong employee engagement and retention:

  • Onboarding new employees: Involves training, educating and getting new employees comfortably situated in their new position.
  • Engaging employees: Involves managing and developing employees to become more engaged with the organization.
  • Retaining employees: Involves expanding responsibilities of employees as well as offering incentives to stay with an organization.

Medical Staffing Basics: Onboarding New Healthcare Employees

Making sure new hires are comfortable, connected and productive as soon as possible is essential for the success of a comprehensive medical staffing program. New hires need to know how they fit into an organization and understand how their roles support the healthcare organization’s goals. When a healthcare organization takes the time to cultivate relationships with new hires, those employees feel like part of the team from day one and are more likely to stay in their positions.

Having a strong support structure is vital for new hires, managers should work to create a support network for their new hires in their departments to help them get up to speed as soon as possible. Managers should also be as available as possible to answer questions and provide feedback to new hires.

Instead of waiting for new hires to introduce themselves to their new co-workers, healthcare HR professionals should actively introduce new hires to their teams before their start date. This can be done with email notifications or a brief in-person meeting. Veteran employees should also conduct regular follow-ups with new hires once they have started to make sure they are acclimating well to their new environment.

Additional on-boarding suggestions:

  • Appoint point persons and mentors to welcome and orient new hires for the first 90-days of employment.
  • Before a new hire’s start date, send him/her a card or letter welcoming them to the organization and include important paperwork, employee handbook and benefits package along with an agenda letting them know what to expect on their first day.
  • Make sure the employee’s work area is ready.
  • Create lunch plans for new hire’s first few days, helping her/him feel at ease and welcome. This can also can serve as a way to introduce them to the team.
  • Promptly educate new hires on the healthcare organization’s culture and unwritten rules. For example, what is the preferred method of communication – email, phone, chat programs or in-person meetings?

Successfully onboarding employees can be one of the most effective weapons in a healthcare organization’s arsenal. Studies have illustrated that well-designed onboarding programs can quickly transform new hires into dedicated employees, reducing the costs associated with turnover and improving overall employee morale.

Engaging Healthcare Employees

Employee engagement is one of the most important elements of successful medical staffing. Highly engaged employees often have persistent feelings of work fulfillment. This work fulfillment can often translate into increased enthusiasm and passion in employees, resulting in higher than average levels of focus and energy put into their jobs.

Employee engagement has become more important to healthcare HR professionals because there is growing evidence that employee engagement correlates to positive outcomes for individual, group and organizational performance in the areas of productivity, retention, turnover, patient care and loyalty. Here are a few practices healthcare organizations can do to better engage employees.

Professional development: For healthcare professionals—especially clinical employees—the opportunity to learn and grow professionally is very important. To better engage employees, healthcare organizations should look to create a positive learning environment for employees who seek additional skills and professional experiences. Learning opportunities can pay long-term dividends, the skills and new experiences gained by employees through education and training can be utilized to improve performance in their current position, or they can transition into vacant positions, lessening the need for hiring new personnel.

Offer better work-life balance

Healthcare workers experience the same challenges in their personal lives as employees in other industries, they are trying to balance childcare, school schedules and needing time away from work. Adding some freedom to an employee’s daily, weekly or monthly schedule is often seen as a big plus for employees and can be more important than compensation in some cases.

Working relationships and mentorship

Strong bonds and relationships between team members are important for professional growth. Veteran employees who have been with an organization for years have a lot of experience, knowledge and advice to impart to younger and less experienced employees looking for career guidance. To build better employee engagement, healthcare organizations should create a formal mentoring program. Healthcare organizations can ask seasoned employees to guide younger ones in their careers to help engage both the mentor and mentee, giving a sense of purpose and direction to both parties.

Additional employee engagement suggestions:

  • Make staff meetings a time to celebrate successes and highlight individual achievements.
  • Have managers involve employees in determining their career path goals and development plan.
  • Promote values such as integrity, empowerment, perseverance, equality, discipline and accountability into the organization.
  • Let employees know they matter and make a difference within the organization.
  • Give employees responsibilities and new challenges.
  • Give employees thank you cards for going the extra mile.
  • Implement employee suggestions and ideas to show you care and value their input.
  • Create opportunities for employees to become a “leader” in something they are interested in and knowledgeable about.
  • Ask employees work-appropriate questions about their family life, hobbies and interests.
  • Always provide staff the care, tools and resources needed to be successful in their position.

By better engaging employees, medical staffing efforts will see reduced turnover and higher levels of job satisfaction among employees. Remember, managers are key in engaging employees and must pay attention to staff needs to help create a positive working environment.

Medical Staffing Retaining Healthcare Employees

Employee retention is certainly one of the most important ingredients for success for healthcare organizations. Improving employee retention allows organizations to avoid the high cost associated with replacing employees, improves patient care and enhancing the overall quality of service to the communities served. Below are a few ways healthcare organizations can improve their employee retention efforts.

Offer flexible scheduling: Scheduling can be a rather difficult part of medical staffing. A healthcare workers’ schedule can be exhausting, as they often have to work long and unpredictable hours. To better retain employees, healthcare organizations should consider offering a wide array of scheduling options. Employees will appreciate an organization’s attempts to accommodate their personal lives and needs, and in turn, become more loyal to an organization as a result. Employees who have more control of their schedules tend to feel more job satisfaction and often stay with an organization longer.

Remove frustrating obstacles: Many employees may truly love their jobs, but due to obstacles and unnecessary challenges associated with performing their duties, they become burned out. For instance, nurses might get inundated with never-ending paperwork. This may result in nurses feeling unsatisfied with their work. A solution to this challenge could be to implement a new technology to streamline the paperwork process. Without an overload, nurses will most likely feel greater satisfaction because their workload is more balanced between administrative and clinical work.

Conduct stay interviews: Interviewing employees is often reserved for before hiring or after an employee resigns their position. Stay interviews should be conducted at least once a year with employees on a one-on-one basis in a neutral setting. Employees should be asked questions about their frustrations and issues and about ideas on how improvements can be made for them.

Questions to include in stay interviews:

  • What about your job makes you eager to get to work?
  • What makes you want to hit the snooze button instead of coming to work?
  • If you were to leave the organization, what would you miss the most?
  • What would be the one thing, if it changed in your current position, would make you consider leaving?
  • What would be the one thing you would change about your department if you could?

Employees who are treated well will often feel a sense of obligation or duty to their organization. As a healthcare employer, each action an organization takes to improve employee job satisfaction, morale and productivity is a step towards improving retention and improving medical staffing outcomes.

Conclusion

For healthcare organizations, medical staffing is only as successful as their ability to engage and retain the best healthcare professionals. To achieve this end, organizations must be consistently vigilant of their employees’ needs and must develop talent carefully to keep employees engaged and committed to their job.

Recruiting a Traveling Nurse: What You Need to Know

Traveling nurses have become more popular in the past few years. The Bureau of Labor Statistics estimates more than a million registered nurse openings by the year 2024, twice the rate seen in previous nursing shortages. With current nursing shortages, healthcare organizations are looking for ways to recruit additional nursing staff quickly. Because of this, how to recruit a traveling nurse is a growing concern in healthcare.

What is a Traveling Nurse?

Traveling nurses are healthcare professionals who provide care for chronically-ill or homebound patients, or assists medical facilities with staffing shortages. Traveling nurses assume all of the duties associated with nursing, however, they are travel from location to location, from patients’ homes to a variety of healthcare facilities such as hospitals, clinics and out-patient care facilities. Education prerequisites may vary, though a basic requirement is a nursing license.

According to the Bureau of Labor Statistics, traveling nursing are projected to grow by 19 percent by 2022. Recruiting a traveling nurse who possesses all the qualities and qualifications a healthcare organization requires for its clinical staff can be difficult. For starters, traveling nurses enjoy more competitive salaries than traditional nurses. According to the Bureau of Labor Statistics, regular licensed practical nurses and licensed vocational nurses earn $43,170 per year on average, while according to Payscale.com, a travel nurses’ salary can reach up to $103,893.

The higher wages and a higher level of freedom make it essential for healthcare employers to understand how to hire traveling nurses in a cost-effective and timely manner. In this post, we inform healthcare organizations of the best practices when it comes to hiring traveling nurses.

Set Up for Success

Creating a robust recruiting infrastructure is the key to successfully recruiting traveling nurses. The goal of healthcare HR professionals should be building a cost-effective recruiting program that fosters a talent pipeline filled with candidates that meet all of the organization’s traveling nurse requirements.

The recruiting program should be focused on quality and include processes such as clinical liaison reviews of nurse applications and yearly reference checking to ensure compliance and licensing issues are minimized. Once a healthcare organization had established the groundwork for successful travel nurse recruiting, they can then focus efforts to ensure they attract the most qualified candidates to their organization.

Assessing Traveling Nurse Staffing Needs

Because of the transient nature of their work, recruiting a traveling nurse requires a longer lead time than that of a traditional nurse. Healthcare hiring managers who are able to assess future staffing needs accurately have an advantage in recruiting traveling nurses because they can reach out to candidates proactively, long before the start date of an open position.

The closer a healthcare organization reaches out to a position’s start date, the higher the risk that qualified candidates will have already extended current assignments or accepted new ones. Early outreach also allows healthcare organizations the luxury of additional time to find candidates that are best suited for open positions.

Hiring managers need to take inventory of current nursing staff and account for maternity leave, retirement, medical leave, turnover and available local talent pool. This enables hiring managers to forecast staffing needs well ahead of time and provides the opportunity to source and recruit travel nurses who can provide a high level of patient care quickly.

Provide Detailed Traveling Nurse Job Descriptions

When recruiting a traveling nurse, it is important to provide very detailed job descriptions. The more information provided in a job description, the better the chances of finding an ideal match in terms of skills, licensing, experience and cultural fit.

Job descriptions should provide traveling nurse applicants with full details about the type of unit they will work in, specialty training or licensing requirements needed for the position and what shifts they will be required to work. For example, is there special equipment a potential candidate should be proficient in using? Should candidates possess training in multiple specialties? By providing a clear and detailed portrait of requirements, a healthcare organization will better filter out candidates who are poor fits and find better matches more quickly.

Reaching Out to Candidates and Conducting Traveling Nurse Interviews

Speed is essential for healthcare organizations looking to hire the best traveling nurse talent. Once applications are submitted and qualified candidates screened, HR teams need to move swiftly to schedule phone interviews with candidates. The availability of a traveling nurse can change in an instant, so it is imperative that top candidates are made aware of an organization’s interest as soon as possible.

When hiring traveling nurses, telephone or video interviews sometimes take the place of traditional in-person interviews. When interviewing candidates, it is best to ask unambiguous straightforward questions about the candidate’s clinical expertise and experience, so the candidate clearly understands what will be required of them in the position. Candidate’s responses to questions should clarify their specific skills and experience in detail. Aside from analyzing the candidate’s credentials and experience, the interview should also give a sense of the candidate’s personality.

While conducting an interview, it is important to remember that interviews are a two-way street. While a healthcare organization is evaluating the traveling nurse candidate’s credentials, experience and abilities, the candidate is simultaneously assessing how well an organization measures up to their expectations. Traveling nurse candidates may ask healthcare organizations the following questions:

  • What is the nurse-patient ratio at the facility?
  • What is the demographic make-up of your patients? Seniors, children, women, low-income?
  • How are the hours scheduled? Is there schedule flexibility?
  • What are the responsibilities of this position? Will the scope be expanded?
  • What is the housing policy and stipend? Will I be assisted in securing housing or am I on my own?
  • What are your orientation and onboarding policies for traveling nurses?

After interviews have been conducted, hiring managers should identify the candidate who exhibited traits of a quick learner that can adapt to new situations easily and someone who is a team player. Besides strong clinical skills, hiring managers should look for a positive attitude, enthusiasm, flexibility, good interpersonal skills and the ability to communicate effectively with others.

Selling the Position

In a tight labor market, healthcare recruiting is more than just sourcing and interviewing candidates; it is also about selling the job to talent. Healthcare organizations need to keep in mind that most traveling nurse candidates will have multiple options when it comes to selecting their next nursing assignment. To keep a candidate interested, healthcare organizations need to provide as many details as possible and take care in explaining the advantages of the offered position.

Bearing this in mind, healthcare organizations should work to foster favorable impressions of their staff and facilities during interviews and while extending offers to candidates. Healthcare organizations should also ask candidates about their interests and highlight amenities and attractions in the surrounding area that may be of interest.

Common selling points for traveling nurses:

  • Awards, recognition, rankings and accolades earned by the organization
  • State-of-the-art equipment and medical treatment being performed by staff
  • Recent renovations to the facility
  • Commitment to nursing staff and how well travel nurses are treated
  • Opportunities for professional development

Conclusion

Given the demands and challenges of today’s healthcare talent landscape, applying each of these hiring suggestions may not always be possible. However, if given the opportunity, these tactics can help ensure a successful and mutually beneficial arrangement between a healthcare organization and a traveling nurse.

PeopleScout Jobs Report Analysis – December 2017

The Labor Department released its December Jobs report with lower than expected job growth and an unemployment rate that remains at a 17-year low.

Jobs Report Analysis – December 2017


The Numbers

148,000: The economy added 148,000 jobs in December

4.1%: The unemployment rate remained at 4.1 percent

2.5%: Wages grew 2.5 percent over the past year

The Good

The 148,000 jobs added to the economy in December marks the 87th straight month of growth, the longest on record, according to Business Insider. The 4.1 percent unemployment rate also marks the third straight month at the 17-year low. Both numbers mark the end of another strong year of growth for the U.S. economy. Though the job growth fell below economists’ expectations, the number is still high enough to handle the number of people entering the job market and chip away at the unemployment rate, according to the Wall Street Journal.

The Bad

The biggest weight on December’s jobs report is the loss of retail jobs. Despite the growth in other sectors, the retail trade lost more than 20,000 jobs in December, most of those losses were in general merchandise stores. The New York Times reports that the rise of e-commerce hit especially hard this December. However, the retail sector has shed 67,000 jobs throughout 2017.

The Unknown

The biggest question that remains at the end of 2017 is when the sluggish 2.5 percent wage growth will begin to increase. According to the Wall Street Journal, some employers are feeling pressure to increase wages to retain employees. In 2017, the financial, leisure and hospitality and transportation and warehousing industries saw significant wage growth. While manufacturing has seen strong job growth, wage growth has been slow in the industry, falling short of the average at just 1.6 percent. According to one economist quoted by the Wall Street Journal, wage growth will be the indicator to watch in 2018.

2017 in Review: PeopleScout Thought Leadership

Throughout 2017, we’ve covered the biggest technology trends impacting talent acquisition and we’ve seen the growing gig economy increase the need for Total Workforce Solutions programs. We’ve also seen a low unemployment rate and a large skills gap impact a variety of industries. As 2017 draws to a close, we’re looking back on our most important thought leadership from the past year.

Technology

To stay ahead in the constantly shifting talent landscape, it’s important to take advantage of the best technology solutions. In 2017, PeopleScout launched Affinix™, our propriety tech platform designed to help connect our clients with the best talent faster. These blogs and ebooks cover the technology you need to know to stay ahead.

Artificial Intelligence, Machine Learning and Data Analytics: What Does it Mean for Recruiting

Defining the Terms of Data Analytics

New Ebook Download: Seven Tech Trends Shaping the Talent Landscape

Introducing Affinix – Empowering Faster Connection with the Best Talent

Does Your Candidate Experience Meet Candidate Expectations?

Four Applications of AI to Improve your Talent Acquisition Program

RPO, MSP and Total Workforce Solutions

RPO, MSP and Total Workforce Solutions are the core of what we do here at PeopleScout. As more people join the gig economy, Total Workforce Solutions are becoming even more important for employers who want a holistic view of their entire talent strategy

Lexicon for RPO, MSP and Total Workforce Solutions Terms

Whitepaper: Total Workforce Solutions: Optimizing Talent Acquisition by Blending RPO and MSP

The Outlook for Total Workforce Solutions: Why Now?

Designing a Total Workforce Solution

Ready, Set, RPO: What to Expect in a New RPO Partnership

Leave it to the Pros: Why Contingent Labor is Better Managed through an MSP

Gig Economy: Beyond the Buzzword

Recruiting in the Gig Economy

Five Key Drivers of MSP Programs

Diversity and Inclusion

Diversity and inclusion are important in every workplace. A diverse workforce increases business outcomes, but it can be difficult to attract diverse talent.

Getting it Right: Understanding and Managing Diversity in the Workplace

Creating an Effective Diversity and Inclusion Program

Workplace Diversity: Benefits of Hiring LGBTQ Individuals

Improving Racial and Ethnic Diversity in the Workforce

Age Discrimination in the Workforce: What Employers Need to Know

Veteran Hiring

The veteran hiring landscape has transformed over the past several years, and it’s important for employers to understand the needs of veterans and military spouses so that they can build veteran hiring programs to meet their needs.

Exploring the Veteran Talent Landscape: Why it’s Time to Focus on Turning Veteran Jobs into Veteran Careers

13 Best Practices to Hire Veterans

Ebook Download: Best Practices for Hiring Veterans

Hiring Our Heroes: A PeopleScout Commitment to Veterans and Military Spouses

Recognizing Our Veterans

Industry Outlooks

Disruptive technology and talent shortages are impacting different industries in different ways. It’s important to understand the factors impacting an industry to build an effective talent acquisition program.

The Commercial Driver Talent Landscape – Candidates are in the Driver’s Seat

Healthcare Talent Shortage: A Generational Divide

Managing the Skills Shortage in Healthcare

HR Functions

There’s more to building an effective talent program than just making good hires, you need to attract and keep the best talent.

Three Ways to Increase Employee Engagement

Four Ways to Strengthen Your Employer Brand and Recruit Top Talent

The Economy

It’s important for all talent acquisition professionals to understand the job market and the economic factors that could impact hiring. Throughout 2017, we dug deep not only into the U.S. Jobs Reports, but also the international unemployment landscape.

Dissecting the March Jobs Report

Dissecting the April Jobs Report

Dissecting the May Jobs Report

Dissecting the June Jobs Report

Dissecting the July Jobs Report

Dissecting the August Jobs Report

Dissecting the September Jobs Report

Dissecting the October Jobs Report

Dissecting the November Jobs Report

PeopleScout Events

Throughout 2017, we’re proud to have attended several industry events and to have hosted our client forum on the changing world of work. Additionally, we were honored to be named the Skills For Chicagoland’s Future 2017 Corporate Champion for the Unemployed.

PeopleScout 2017 Client Forum Wrap Up

Skills for Chicagoland’s Future: A PeopleScout Partnership to Aid the Unemployed

PeopleScout at the 2017 CWS Summit North America

PeopleScout APAC 2017 Innovation Forum

Dissecting the November Jobs Report

November Jobs Report

The Labor Department released the November jobs report with higher than expected job growth and an unemployment rate remaining at a record low.

The Numbers

228,000: The economy added 228,000 jobs in November
4.1%: The unemployment rate remained steady at 4.1 percent
2.5%: Wages grew 2.5 percent over the last year

The Good

Both the job growth and unemployment rate signal a strong economy. The Wall Street Journal reports economists anticipated job growth of 195,000, so the numbers surpassed expectations. This is also the first jobs report since hurricanes Harvey and Irma that doesn’t show significant impacts from the two storms. The 4.1 percent unemployment rate remained unchanged from last month and is the lowest since December 2000. However, job creation is still slightly behind the pace of 2016.

The Bad

The weakest point in the November jobs report is the continued sluggish wage growth. The 2.5 percent increase has remained steady throughout most of 2017 despite a consistently dropping unemployment rate. According to the New York Times, economists have been expecting wage growth to pick up with falling unemployment, but so far that hasn’t happened. However, other economic indicators suggest that increased wage growth may be on the horizon.

The Unknown

The biggest unknown in the November report is the consistent question surrounding wage growth. Marketwatch suggests that the skills gap may be partially to blame because in highly skilled positions raising wages doesn’t create qualified applicants and employers “aren’t willing to pay for skills that people don’t have.” While the rest of the jobs report shows a strong economic picture, wage growth will be the number to watch.

Improving Racial and Ethnic Diversity in the Workplace

In the modern workplace, companies are placing greater emphasis on diversity and inclusion initiatives to strengthen organizational adaptability, gain competitive advantage and reduce legal risks. Despite this trend, many companies still struggle with racial and ethnic discrimination and policymaking.

In fact, According to data collected by the EEOC, $112.7 million is collected from employers for racial discrimination violations on average each year. In this post, we outline what constitutes racial and ethnic diversity, its benefits to companies and best practices when it comes to implementing and monitoring a racial and ethnic diversity policy in the workplace.

The Benefits of Racial and Ethnic Diversity in the Workplace

ethnic diversity

Companies increasingly understand the value of recruiting and retaining diverse employees, as these workers play a critical role in a company’s ability to adapt, grow and sustain a competitive advantage in the modern business landscape.

However, some companies fail to recognize the benefits of having a racially and ethnically diverse workforce. Factors such as prejudice and stereotypes towards certain racial or ethnic groups, whether conscious or unconscious, can lead to discriminatory practices in hiring.

What’s more, to combat prejudice and internal resistance, companies need to create a business case for diversity by outlining the benefits of a racial and ethnically diverse workplace such as:

  • Gains in worker welfare and efficiency
  • Reduced turnover costs
  • Fewer internal disputes and grievances
  • Improved accessibility to new and diverse customer markets
  • Higher productivity and increased revenue
  • Increased innovation
  • Development of new products and services
  • Improved company reputation management
  • Greater flexibility and adaptability in a globalized world
  • More efficient risk management (e.g. legal risks due to non-compliance)
  • Prevention of marginalization and exclusion of categories of workers
  • Improved social cohesion

Companies are more likely to reap these benefits when they go beyond meeting the minimum requirements for legal compliance. Companies should strive to understand both the social and cultural complexities inherent in embracing diversity and strive to be diversity leaders in their industry.

Research Report

Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcomes

Key Racial and Ethnic Diversity Definitions

diversity statistics in the workplace

To effectively improve racial and ethnic diversity in the workplace, companies need to understand some of the key terms and definitions including:

Racial Discrimination: Racial discrimination in the workplace can be defined as any exclusion, restriction or preference based on race, color, descent or national or ethnic origin which has the purpose of impairing an employee’s ability to exercise their rights to equal standing in the workplace.

Ethnic Group: The term “ethnic group” refers to a group of persons whose members identify with each other through such factors as common heritage, culture, ancestry, language, dialect, history, identity and geographic origin.

Ethnic Minority: Ethnic minority does not only refer to ethnic groups that are a numerical minority. Instead, it refers to any ethnic group that is not dominant socially, economically or politically.

Implicit Bias: Also known as unconscious or hidden bias, implicit biases are negative associations that people unknowingly hold. They are expressed automatically, without conscious awareness.

Inclusion: Authentically incorporating traditionally excluded individuals and/or groups into processes, activities and decision/policy making in a way that shares power.

For more diversity definitions and terms, visit Racial Equality Tools.

Employer and Employee Responsibilities

Both employers and employees have responsibilities when it comes to promoting and monitoring racial and ethnic diversity policy in the workplace. Both stakeholders have to work together to ensure the success of a company’s diversity initiatives.

Employer Responsibilities

Employers should act as facilitators and purveyors of knowledge to improve relations among their diverse workforce. Employers should also continuously work on the development of diversity policy and implementation. Management should also be trained to ensure the improvement of awareness on racial discrimination and ethnic diversity in the workplace. Furthermore, employers can help build the capacity of managers to ensure that the ethnic diversity policy is effectively applied within the company.

Employee Responsibilities

Employees and organizations tasked with protecting workers rights should lobby companies for strong ethnic diversity policies, ensuring that all workers enjoy equal opportunities at all stages of the employment cycle, including access to employment, training, promotion and retirement. Employees also have an important role in raising awareness amongst themselves on the right to a workplace free from racial discrimination and in supporting their coworkers when they issue complaints.

Introducing Racial and Ethnic Diversity Initiatives in the Workplace

lack of diversity in the workplace

Improving racial and ethnic diversity in the workplace often challenges the values and worldview of current employees. For this reason, introducing diversity initiatives is both challenging and necessary for companies looking to create a more inclusive corporate culture.

How companies introduce racial and ethnic diversity initiatives matters. To successfully introduce diversity initiatives, companies need to take a structured approach that involves assuaging feelings of uncertainty about the future of the company and effectively communicating new policies aimed at protecting workers belonging to certain racial and ethnic groups.

At the same time, companies should communicate realistic expectations to members of minority groups regarding the new policies to ensure they understand the goal and scope of the initiative.

Companies can communicate new racial and ethnic diversity policies by creating a consistent message delivered and sent to all hierarchical levels through email, internal media networks (including social media) and placing posters in high traffic areas. Messaging should also be designed to accommodate the different languages and literacy levels of employees to ensure everyone understands the new policies.

Creating an Effective Response to Complaints

race vs ethnicity

Making it easy for workers to raise complaints helps demonstrate a fair and concerted effort to understand their concerns and issues surrounding diversity. If it can be shown that the complaints procedure is confidential, backed by prompt and effective action to investigate and settle them transparently and seriously, there will be not only greater acceptance of the policy but also greater commitment to practice the policy throughout the company. There are two processes to resolve complaints:

Formal Process

A formal complaint process is one that provides a written summary of the full investigation to the complainant and the alleged offender. Both parties should be given the opportunity to provide comments on the content of this summary before the full report is finalized. The final report should include who was interviewed, what questions were asked, the investigator’s conclusions, and what possible remedies, sanctions or other action may be appropriate.

Informal Processes

An informal process involves conciliation, mediation, counseling or discussions in order to resolve complaints. Peer mediators should be used instead of HR staff to facilitate dialogue between the parties but not making any recommendations, sanctions or hand down rulings.

In addition to the two processes of resolving complaints, companies should also look to the following persons, departments and organizations for help in resolving diversity-related issues:

Focal Point: Regardless of the size of a company, it is important to have one or more officials dedicated to overseeing that diversity policy is upheld. These “focal points” should be reliable, approachable and respected by staff and management, such as members of the executive board, department heads or employee relations staff. The size of the company will determine the number of focal points and how many workers are covered by each one.

Human Resources: If a company is large enough to support a human resources, transformation or diversity department; then consideration should be given to appointing the main focal point from within these departments.

Unions: If the employee base for a company is comprised of members of a union, they will need assurance that they have union support to raise issues regarding racial discrimination. Some workers, therefore, prefer to call their union representative when dealing with discrimination issues. Companies need to make sure that they have open and clear channels of communication with unions representing their employees and an established protocol when it comes to dealing with ethnic diversity policy.

Call Center: For large companies, it may be cost-effective to establish a call center for employees who are not yet ready to lodge a formal complaint with focal points, human resources or their union. These employees can anonymously contact the call center if they wish to voice concerns and seek further advice about an incident. Call centers can also be an effective means of monitoring incidents to ensure they are being tracked and followed up by managers who are responsible for the work or by the department where racial discrimination is alleged to have occurred.

Conclusion

To thrive in the current diverse times, companies need to lead the way in inclusion by creating workplaces that promote and celebrate racial and ethnic diversity. By creating diversity-friendly environments, companies gain an advantage in the competitive search for skilled talent.

Does your Candidate Experience Meet Candidate Expectations?

Candidate expectations are transforming, and in today’s tight talent landscape, organizations need to keep up or risk being left behind. To succeed, employers need to understand what these new candidate expectations are, where they come from and how to meet them.

A Transforming Workforce

Millennials have been the largest generation in the workforce since 2015, according to the Pew Research Center. They are disrupting traditional work environments. To attract the best millennial workers, companies have relaxed dress codes, redesigned offices and offered flexible work hours. However, for many employers, the application and hiring process has been left behind.

It’s not just millennials changing the way we work. As a society, we’re more connected than ever before. According to Pew, 77 percent of U.S. adults own smartphones they can use to communicate, shop and apply for jobs. Unfortunately, many organizations still have applications that haven’t adapted and require as much as an hour of sitting at a computer.

High Stakes

An outdated or poorly designed application process can have real business consequences. In late 2017, the U.S. unemployment rate fell to lows the country hadn’t seen in 17 years. Candidates have a lot more choice when it comes to applying for and taking new jobs. As employers compete for the best candidates, those organizations with poor candidate experiences will miss out on the best talent.

However, the impact goes far beyond that. In the 2016 Talent Board North American Research Report, research shows that candidate experience is a part of an organization’s employment brand, which affects the perception of their overall brand. Talent Board reports that 41 percent of candidates who have a negative candidate experience will take their alliances, product purchases and relationships somewhere else. Additionally, 64 percent of candidates who have a positive experience say they’ll increase their relationship with that brand.

In this connected world, candidates are also likely to share their negative experiences with their networks on social media. This is perhaps the worst outcome for many organizations because not only do they miss out on that candidate, other potential candidates will be discouraged from applying. Because everything can live forever on the internet, posts sharing negative experiences can remain visible even after an organization has worked to improve their candidate experience.

Candidates Expect: Mobile First

We live in a mobile world. According to Pew, 77 percent of Americans own smartphones. That’s even higher than the percentage of people who use social media, which is 69 percent. Consumers use their smartphones to get directions, shop, pay for goods and services and more. Increasingly, candidates are using smartphones as a part of their job search. In fact, a growing number of candidates expect to be able to apply from their mobile phones.

According to Pew, 28 percent of Americans have used their phone as a part of their job search. That number jumps to 53 percent for adults ages 18- to 29-years-old. Half of those have used their smartphones to fill out a job application. However, many organizations still have application processes that are difficult to navigate on a mobile device. A survey by Indeed showed that 78 percent of people would apply on their mobile devices if the process was better.

It’s up to organizations to make the process better and meet those expectations for a mobile-first application process. While it is still difficult to create and design a traditional resume on a mobile device, other job search tools, like LinkedIn, work seamlessly on smartphones. To make an application process mobile friendly, organizations need to think outside the outdated application process.

Candidates Expect: A Fast Process

Speaking of that long application form, it fails to meet another major candidate expectation. Candidates want a fast and easy application process. According to the Talent Board report, the application process is still one of the most challenging areas in the candidate’s journey, and candidates want to “understand the questions they are being asked and have the opportunity to share their skills and experience.” In fact, a quick Google search for “the worst part about applying for jobs,” turns up article after article lamenting the process of uploading a resume and then entering work history and education information into an application.

If an application process is too long or too complicated, candidates will abandon the process. According to Indeed, applications with 45 or more questions have an abandonment rate of nearly 90 percent. In this tight talent market, that leaves a huge chance that an organization will miss out on the best candidate for the job just because of the long application process.

Candidates Expect: Personalization

As a consumer, when you go online, it can feel like everything is personalized for you. The ads on social media and websites are based on your online shopping and web browsing habits. Your email is filled with promotions and deals from companies offering exactly what you’re looking for. However, the candidate experience lags behind.

Personalization is important, – in one survey, researchers found that 87 percent of people said personally relevant content improves how they feel about a brand. In a job search, that can mean a lot of different things. If a candidate opts-in to a talent community, it can mean sending them open positions that are actually a fit with their skills and goals. If a candidate has already applied for a position with an organization, it can mean prepopulating a new application with the information they’ve already provided. As the Talent Board survey points out, it can also mean providing a personalized portal where a candidate can track the status of their application.

Personalization is really just another form of communication. It’s communicating to the candidate that an organization recognizes and remembers them and that the organization sees them as an individual – not just a resume.

Tech to the Rescue

Implementing an application process that meets all of these candidate requirements doesn’t have to be difficult. There are many technology solutions available that can help build a fast, simple, personalized, mobile-first application process.

Organizations should look for tools that take advantage of artificial intelligence and machine learning to build a good candidate experience. AI and machine learning technology can streamline the process for candidates and provide personalization to reflect a strong employer brand. AI can also source active and passive candidates within seconds.

Video interviews and digital assessments are other important tools. Many positions require skills assessments, but they don’t need to be a part of the initial application process. By using a tool with video interviews and digital assessments, organizations can speed up the hiring process because candidates can accomplish these on their own time.

It’s also important to have secure tools that tie in with your organization’s applicant tracking systems and vendor management systems. That way the tool will work seamlessly for candidates and recruiters and hiring managers.

To meet these candidate expectations and help our clients stay ahead of the shifts in the talent landscape, PeopleScout developed Affinix. Affinix is a mobile-first, cloud-based platform that creates a consumer-like candidate experience and streamlines the sourcing process. Embedded within PeopleScout’s talent solutions, Affinix delivers speed and scalability while leveraging artificial intelligence, recruitment marketing, machine learning, predictive analytics and other emerging technology with one point ATS and VMS integration and single sign-on.

How well does your candidate experience measure up? Schedule a candidate experience evaluation today!