How to Effectively Work with Recruiters

March 23rd @ 11:00 AM PST/12:00 PM MST/1:00 PM CST/2:00 PM EST

During your job search, you may encounter third-party recruiters as well as corporate recruiters.  These individuals understand the needs of their clients and are very effective making appropriate matches.  During this session you will learn the following:

  • How to position yourself with third-party recruiters
  • What it takes to impress a corporate recruiter
  • How to proactively get a recruiter to pursue you

Register for free at our Career Portal

Baby Boomers and Hospitals

In the link below the Mississippi Hospital Association offers great insight about the impact Boomers will have on hospitals

In addition to how hospitals provide care to the Boomers, there is also an employment implication that hospitals must recognize.  Just because Boomers retire it doesn’t mean they want to quick working.  They will rapidly become an important part of hospital staffing as temporary and contract employees.  Over the next ten years more than a half million nurses and almost 160,000 physicians will retire.  The current nurse and physician shortages will only increase over this time.  In fact, the BLS forecasts more jobs in health care than willing and able workers.  Hospitals will not be able to maintain acceptable staffing levels with full-time employees.

Contract and temporary assignments are highly desired by outgoing Boomers.  They have the skill, knowledge and expertise that hospitals need.  By incorporating this talent pool into their overall strategy, hospitals will enjoy advantages such as:

  • Reduced overhead
  • Higher levels of job satisfaction
  • Less start-up training
  • Increased quality of care and patient satisfaction

For this to be successful organizations need to throw out their traditional view of temporary staffing.  This is no longer a situation of just “filling in” until a full-time person is hired.  Contract Boomers should be a permanent part of hospitals long-term strategy.

10 Ways to Take Your Talent Strategy to the Next Level

Now that the economic recovery seems to be advancing, health care executives have to turn their attention to attracting and retaining professional talent.  Many key company employees put off retirement or career transitions until the economy improved.  Strategic leaders should ask themselves what steps have they taken to protect and transfer the departing corporate intelligence to new people?  What retention strategies are you implementing to avoid loosing even more?

Business and Human Capital pundits hypothesize that in a recession-altered workplace, employees are often adrift, without well-defined roles and accountability or managers who have a grasp on how to actually execute the business leaders key strategies and metrics.

Employers who need to drive more profitability, who need to maintain and sharpen their competitive edge recognize that it will be their people who create the differentiating factor.   This is especially true in our global economy.  The old way of recruiting people, interviewing, selecting, and retaining doesn’t work any longer.  In fact, it turns off the very top talent you seek.  Strategic leaders recognize the available workforce will actually shrink by 15% or more over the next 10 years.  Companies need to be more careful about who they hire because there will be fewer of them to choose.  Talent strategy then becomes a revenue generator. Executives have to take their corporate talent strategy to a new level.

Here are ten ways to supercharge your talent acquisition, selection, and retention strategies:

1.    Throw out old job descriptions and create performance profiles for each key contributor role.
2.    Benchmark your best performers in each job and create Key Performance Indicators.
3.    Re-engineer your interviewing process to ask the RIGHT questions.
4.    Make Organizational Development & effective Recruitment a priority.
5.    Alter the objectives, roles and accountability of HR Management.
6.    Hire the right people who shared common values and purpose.
7.    Establish an on-line employment presence flaunting their EVP.
8.    Implement a top grading culture.
9.    Make rewards personable and customized.
10.  Provide employee development, mentoring and coaching for high impact employees.

Don’t waste time; implement some or all of these TODAY.  If you haven’t started by now you are already behind.

How To Do More With Less

Few companies have taken notice of what’s happening today in their workforce.  According to the Department of  Labor,  one Baby Boomer retires every eight seconds. That means that during one thirty-second Super Bowl commercial three senior sales people have left a company, or three CEOs have moved on, or three icons of corporate knowledge have moved to Florida, or three … well you get the picture.  Never before has so much talent exited the workforce at such a rapid pace.  The  Department of Labor also predicts this will accelerate over the next ten to fifteen years.  This depletion of talent, however, is not the biggest problem companies’ face.  There is a much bigger challenge ahead and very, very few have any attack strategy.

Does your company  understand there are 15% few workers in the generation behind the Boomers – Generation X?  There will be fewer people to fill the Boomer’s shoes.   This creates two levels of challenges for organizations; 1) Attracting the right people, and 2) sustaining high, cost effective productivity with fewer workers.  While technology, efficiency, and process changes will help, quality and job “fitness” of the right people will have the most impact on profits and competitive edge.   The need to do more with less simply becomes an overriding business priority.

Doing more with less starts to happen when company leaders understand which jobs drive profitability and competitiveness.  It is impossible to create an effective strategy unless companies know who is going to implement the strategy.  They should start by profiling the key positions.  Scrap the old job descriptions.  They don’t describe the position’s success metrics.   When there are fewer people companies have to know who they are hiring before they hire.  Companies need to know their real needs.  It is too expensive to hire a person you know nothing about for a job you don’t really understand.  Nail it down today.

Winston Churchill said, “I have nothing to offer but blood, toil, tears and sweat.”  Although very inspirational, few leaders today believe that is all it will take to maintain profitability and competitive edge.  Start by understanding who the company really needs and what the person needs to do to be successful.  This is how companies get the right person in the right job at the right time.  This is how they can do more, a lot more, with less.