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Episode Overview

The relationship between recruiters and hiring managers is a key factor impacting talent acquisition processes in healthcare. When these parties clearly understand each other’s roles, demands and processes, and when they effectively communicate and support each other as team members, together they hire more of the right people, faster.

But this relationship can often be challenging. How can healthcare organizations address this?

In this podcast, we were joined by Christy Andrews from the Talent Board. We discussed some of the common challenges in this important relationship and how hiring processes are impacted. Based on the Talent Board’s candidate experience benchmark research and her experience delivering customized “Talent Acquisition & Hiring Manager Relations” workshops, Christy shared key strategies healthcare organizations can implement to improve communication between recruiters and hiring managers. This will enable you to streamline processes, reduce time to hire, and ultimately make more quality hires.


Improving the Talent Acquisition-Hiring Manager Relationship

The relationship between recruiters and hiring managers is a key factor impacting talent acquisition processes in healthcare. But this relationship can often be challenging. How can healthcare organizations address this?

We recently spoke with Christy Andrews from The Talent Board for our webinar on ‘Improving the Talent Acquisition-Hiring Manager Relationship”. Christy shared key strategies healthcare organizations can implement to improve communication between recruiters and hiring managers, so together they can hire more of the right people, faster.

Markers of Success

All well-functioning and thriving healthcare organizations have a common set of procedures they follow to ensure success. The CandE (candidate experience) benchmarking reports show us what these success markers look like. First, candidate disposition should ideally occur within 3-5 days; if you know they are not a fit, let them know quickly. For those candidates within the application and hiring process, consistent communication is important to ensure candidates remain up to date on any decisions that have been made. Responses should be courteous and swift, allowing an unsuccessful candidate to move on and likewise for the organization to shift their focus to those more suitable for the vacancy. Interviews should be a fair experience, with each candidate being asked the same questions as those before them. Offers should ideally be made within one week after interviewing, with expectations set there and then regarding next steps.

Strategies to Address Roadblocks in the Hiring Process

Christy points out that for the talent acquisition team, “hiring managers and interviews are the unknown variable”. TA has control over processes and communications, and can even put in place policies to elevate the candidate experience and refine interviewing practices. However, this doesn’t necessarily account for the struggles and challenges faced by hiring managers. As such, healthcare organizations need to find ways of creating synergy between these departments to allow the hiring process to run as efficiently as possible. Ultimately, this comes down to fostering a culture of shared knowledge and support. Yet this shouldn’t simply be a top-down initiative. For example, Christy encourages recruiters to personally approach hiring managers in a consultative manner to achieve a common goal.

Setting Realistic Expectations and Playing a Consultative Role

Anyone working in healthcare TA will be acutely aware of the challenges facing healthcare organizations, particularly post-pandemic with nurse shortages, high turnover rates and a high reliance on travel nurses. As such, TA departments should proactively address these issues with their hiring managers, in order to set realistic expectations and find ways in which they can collaboratively address these challenges. It’s also crucial that hiring managers are aware of the number of candidates their TA department is reaching out to on a daily basis, and the time it takes to nurture a candidate and bring an interview or hire to fruition. In other words, each department should have visibility into the recruitment stages of their colleagues.

Again, it’s important for TA to support hiring managers in a consultative manner. Providing market insights to hiring managers is helpful in setting expectations. For example, inform them of the number of healthcare organizations that are recruiting within the area, and the competitive salaries and bonuses being offered to candidates. Having a firm grasp on the competition and communicating this effectively will enable TA professionals to help hiring managers understand the potential challenges they collectively face. In addition, having service level agreements in place between TA and hiring managers allows such expectations to be made concrete.

Final Thoughts on Improving the Talent Acquisition-Hiring Manager Relationship

Christy’s insights demonstrate two fundamental tenets of a successful TA-hiring manager relationship. The first being a set of protocols and practices that allow both respective departments to refine the candidate experience and mitigate the challenges posed by both the current nursing climate and their competitors. Secondly, and perhaps most importantly, is effective communication. In order for any healthcare organization to flourish, TA and hiring managers must work collaboratively, with two-way transparency into their recruiting and hiring processes.

And do you need help using job advertising to hire dozens more nurses? Book a call with us to learn why Overlake Medical Center and Clinics said “We are finding Nurse Recruitment Experts to be very responsive to our needs and open to feedback…they have been able to find candidates who had not responded to our ads or outreach..” – You can find more reviews on our Testimonials page.

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