This document outlines the evolution of recruitment from traditional methods (1.0) to more advanced approaches (5.0) at Allegheny Health Network. It describes Allegheny Health Network's operations with 7 hospitals, 2,000 affiliated physicians, and 17,000 employees. The document then details the progression of recruitment from basic online job boards and applicant tracking systems to more advanced strategies like social networks, gamification, personalization, and augmented reality. It emphasizes building communities, driving value, and realizing the benefits of recruitment as a profit center.

1. Recruiting Excellence
Irv Naar
Allegheny Health Network
Corporate VP, Talent Acquisition, HRIS & HR Operations
The Journey from Recruiting 1.0 to 5.0

2. Allegheny Health Network
• Hospitals: 7
• Affiliated Physicians: 2000
* Healthcare is the largest industry in the world *
• Hospitals: 7 with 2400 licensed beds
• Primary Care & Specialty Care Practices: 200
• Physicians: 2100
• Employees: 17,000
• Residents & Fellows: 500
• Nurses: 4850
• Admissions: 88,000
• Out-Patient Visits: 1,138,000
• Emergency Room Visits: 285,100
• Cancer Institute Clinics: 43

4. Recruitment
1.0
Recruitment
2.0
Recruitment
3.0
Recruitment
4.0
Recruitment
5.0
TheEvolution of Recruitment
Traditional recruitment – posting,
print advertising, basic ATS. Focus
on process.
Move to online – job boards,
ATS searches, applicants
respond. Basic 1.0
methodology.
Building begins.
Focus on “talent”
not applicants.
Build 2 way communities.
Engage “every one”, not
just those seeking
Employment.
Branding, social networks
& mapping competitors.
Driving value.
Realizing the values of
the 3.0 communities. TA as
a profit center. Gamification.
Personalization,
predictability,
mobile apps,
relationships,
augmented reality.

5. Automation
Brand
Staff
Reputation
Leadership
January 1, 2011
Agency
Fees

6. Dick Fosbury
High Jump
Gold Medal
1968 Olympics – Mexico City

7. Talent
Acquisition
“Hire”
Authority
Focus on
Talent Not
Requisitions
Recruiting
is a
Profession
Candidate
Experience
Is Your
Brand
Talent
Acquisition
Corporate
Competitive
Advantage
BLUEPRINT

8. Internal Sourcing
External Sourcing
Hiring
&
On-Boarding
Screening
&
Assessment
College & Community Relations
Employer Branding
Organization&Governance
Compliance
Talent Acquisition Center of Excellence (COE)
Metrics & Reporting
Tools & Technology
Planning & Strategy
Vendor Management/Temp Staffing
Candidate Relationship
Management (CRM)
Executive Search
FRAMEWORK

9. ……Transformation
5 Steps to……..

11. Agency
Temporary
Staffing
Full Time
Staffing
Talent
Acquisition
Recruiting
Engine
Talent Needs
7 Recruiting
Departments
Executive
Search
HIRES
Talent
Clusters

12. SYNERGY
Single Set of
Forms
Consistent
Background
Screenings
One Set of
Instructions
from a Central
Source
Discipline
Representation
for all Facilities
Single Network
Orientation
One
Application
Process

14. RECRUITING
PROFESSIONALS
• Sourcing
• Selling
• Assessing
• Closing
• Influence
• Technology
• Team Dynamics
Skilled at: On-going training:
• Closing
• Overcoming Objections
• Competitive Landscape
• CBA’s
• Elevator speech
• Cold calling
• Messaging
• Interviewing
• Generating referrals

15. 2.6M Active Nurses
2.9M Openings
“There is a shortage of Nurses”
Think
Differently
How many do YOU need?

16. Shift
the
Prism
Hard to Find So what - influence
Heavy Requisition Load View them differently
I don’t have time Are you working smart – is there a plan
Candidate won’t call me Messaging
This job is hard Go do something else
Manager is Difficult Empathy

18. Interview
Types for
Onboarding
Reporting as a
Communications Tool
Embedded
Interview
Guides in
Requisitions
JOBVITE
Extensive
Use of
Collections
Automated Forms
Job Specific
Prequalification
after Application

20. Constant
Engagement
Soliciting
Referrals
Trial
Closes
Recruit
The
References
Build The
Network
One Person
At A Time
Train Managers
Behavioral
Interviewing
Encourage
Initiative
&
Creativity
Revel
In
Success

22. Vacancy Rates
Time-
to-Fill
Turn
over
Temp Agency
Spend
Vacancy
Rates
Time-
to-Fill
Overtime
Vacancy
Rates
Time-to-Fill
Inter-Relationships
Manager Response Time
Time
to Fill
Overtime
Quality of Hire
Turnover
Time to
Productivity
Interview-to-Hire Ratio
Pre
Qualify
Manager
Relationship

23. Dashboards
Executive

27. 5 Point Scale 1 2 3 4 5
Tenure (<2/Total) 5% 10% 15% 20% 25%
Age (>60/Total) 5% 10% 15% 20% 25%
Turnover (Actual) 2% 4% 6% 8% 10%
Revenue Impact Low………Med………..High
Patient Care Impact Low………Med………..High
Points X 4 = possible scores of 20 to 100
Score of:
<30 = Green 31-65 = Yellow 66 – 100 = Red
Difficulty of Replacement Factor
1= Low (Green) 2= Medium (Yellow) 3= High (Red)
Tenure: <2 years most vulnerable.
Age: >60 most vulnerable.
Turnover: Patterns provide insight.
Revenue: Bottom line is vulnerable.
Patient Care/Safety: Bottom line & HCAP Scores
Replacement Difficulty: Timeframes a cost factor.
Talent Management
Factors
Measurement Scales
DANGER
CAUTION
OK
Talent StatusTraffic Light

28. Averages by Position/Unit/Facility (compiled from 24 + months of data)
Size of
Talent
Pool
# of
Applicants
# of
Candidates
# of
Interviews
# of
Hirable
Candidates
Closure % Time to Fill
Time to
Start
Time to
Productivity
Predictability
Now we are dealing in probabilities rather than possibilities
Strategic rather than Tactical

29. Agency Fees
$0
Time-to-Fill
32 days
8K
Applications
per Month
Affirmative
Action
Compliance
100%
Manager &
Candidate
Satisfaction
1 – 1.5
Closure
Rate
>95%
Temporary
Labor Costs
Controlled
Vacancy
Rates
< 3%
Hiring Up
20% Year
over Year
Turnover
Down
34%
Employee
Referral
Rate
25%
Hiring Costs
$250-$300
Recruiter
Turnover
0
Candidate
Review
<72 hours
Advertising
Costs
$0
Union
Compliance
100%

30. The Intangibles

31. We are pursuing recruiting nirvana…………

32. Clones are people TWO

33. Irv Naar
Allegheny Health Network
Corporate VP, Talent Acquisition, HRIS & HR Operations
inaar@wpahs.org
THANK YOU!