NAHCR Directions Spring 16

Presidential Perspectives . . . . . . . . . . . . . . . . 1Board of Directors . . . . . . . . . . . . . . . . . . . . .3

NAHCR Transitions to a

New Management Company . . . . . . . . . . . . .4

NAHCR Board of Directors Update . . . . . . . .5

Letter from the Past President . . . . . . . . . . . .5

Bringing Science & Technology to

Hospital HR . . . . . . . . . . . . . . . . . . . . . . . . . .6

RNs at Risk . . . . . . . . . . . . . . . . . . . . . . . . . .7

Congratulations to 2011 CHCRs . . . . . . . . . . . . . . . . . . . .9

The 2011 Healthcare HR Initiatives Survey . . .10

Image 2011 Conference Recap . . . . . . . . . . . . . . . . . .12

A Graduate Student’s Perspective . . . . . . . . . . . . . .13

Award Recipients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

NAHCR Regional Updates . . . . . . . . . . . . . . . . . . . . . . . . .16

• Northeastern Regional Update . . . . . . . . . . . . . . .16

• Southern Regional Update . . . . . . . . . . . . . . . . . . . . .18

• Western Regional Update . . . . . . . . . . . . . . . . . . . . . .19

• North Central Regional Update . . . . . . . . . . . .20

NAHCR Chapter Web Sites . . . . . . . . . . . . . . . . . . . . . . . . .22

NAHCR Institutional Members . . . . . . . . . . . . . . . . . . . . .23

2011 Career Fairs and Job Fairs . . . . . . . . . . . . . . . . . .24

DIRECTIONSNational Association for Health Care Recruitment

Spring 2016Volume 40 Number 1

PRESIDENTIALPERSPECTIVESJulie Hill, BSN, RN, CHCR, RACR

The best...surpassing all in excellence, achievement, or quality. It is believed that most strive to do their best and be the best they can. In health care recruitment, we are

in the business of finding the best, hiring the best, providing the best care, and putting our organizations on the list of “the best”. For over 40 years, our members have embarked on a journey to make NAHCR the best. As we focus this issue on the “The Best of Directions”, it is an opportunity to look back in history on the best of NAHCR.

The founding members of NAHCR began the journey to build the best and only association dedicated to health care recruitment in 1974. A small group of professionals from New Jersey and Pennsylvania met for the first time in Philadelphia in 1975 and NANR (National Association of Nurse Recruiters), the predecessor of today’s NAHCR, was formed.

In the early years from 1975-1979, NANR grew from 52 members to 600, hired its first management company, instituted a Board of Direc-tors, and became a nonprofit organization.

During the 1980’s, NANR continued to experience tremendous growth in membership and also gained notoriety and national recognition through publications of Time, Working Woman, and the American Hospital Association. State chapters were formed beginning with Texas then New Orleans and Northern California. NANR became the present day NAHCR and membership continued to grow to 1,400.

The 1990’s continued to be some of the best years in the history of NAHCR and health care recruitment. Congress declared the first Tues-day of June as National Healthcare Recruiter Day (1991) as there was a heightened awareness and recognized value of the healthcare recruiter. The 1990’s set what are the best NAHCR numbers on record. NAHCR membership reached 2,010 and IMAGE conference attendance peaked at 585.

These early years laid the foundation for today’s NAHCR. Many things have changed and evolved through the years. While there are definitely

Presidential Perspectives . . . . . . . . . . . . . . . . 1

Top Five Reasons Why You Should Become a Certified Health Care Recruiter (CHCR) . . . . . . . . . . . . . . . . . . . . . . 2

A Strong Hiring Manager Relationship is Like a Successful Marriage! . . . . . . . . . . . . 3

Impossible Search? Or Are You Skipping a Strategic Step . . . . . . . . . . . . . . . . 4

Reducing Turnover Through Hiring – Improve Employee Retention Through Recruitment, Selection and Onboarding . . . . . 7

Recruiting Tips for All Positions. . . . . . . . . . . . . 9

Call for Authors . . . . . . . . . . . . . . . . . . . . . . . . 11

Reliable Leadership . . . . . . . . . . . . . . . . . . . . 12

Campaign – Does Your Local NAHCR Chapter Have What it Takes . . . . . . . . . . . . . 13

Member Spotlight . . . . . . . . . . . . . . . . . . . . . 14

Calling All Pets . . . . . . . . . . . . . . . . . . . . . . . 14

Chapter News . . . . . . . . . . . . . . . . . . . . . . . . 15

Recruiters Toolbox . . . . . . . . . . . . . . . . . . . . 16

Are You Team Member . . . . . . . . . . . . . . . . . 17

2015 Career and Job Fairs . . . . . . . . . . . . . . 18

continued on Page 2

http://www.nahcr.com

Spring 2016 Page 2

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: [email protected]

differences in numbers and faces, what remains constant, throughout our history, is the commitment our members and board have made to ensure NAHCR’s continued success. This commitment of the world’s very best group of professionals is evident and what produced the best of NAHCR yesterday and today. As NAHCR’s 41st President, I know that same pas-sion, dedication, and determination is also what will secure a solid future for tomorrow’s NAHCR with more “best of “ to come. n

2015-2016 NAHCR BOARD OF DIRECTORSOFFICERSPRESIDENTJulie Hill, BSN, RN, CHCR, RACR

PRESIDENT-ELECTMichele Snider, BSN, RN, CHCR

COMMUNICATIONS DIRECTORTheresa Mazzaro, RN, CHCR

EDUCATION DIRECTORJessica Quezada Jackson, CHCR

FINANCE DIRECTOR Claudia Cotarelo

REGIONAL DIRECTORJosh Cosby, BSN

INSTITUTIONAL MEMBER AT LARGEJennifer Henley, PHR

NAHCR STAFFEXECUTIVE DIRECTORSheila O’Neal

ADMINISTRATIVE ASSISTANT Candice Miller

MEETING PLANNERDebbie Jennings

EDUCATION PROGRAM DIRECTORChristie Ross, CAE

ADVERTISE IN THE NAHCR DIRECTIONS NEWSLETTERThe NAHCR Directions Newsletter has a

circulation that reaches more than 800 health care recruiters a year in electronic copy.

For advertising information, contact: the NAHCR Executive Office at

[email protected] 913.895.4627

Reach New Potential Customers

PRESIDENTIALPERSPECTIVES continued from Page 1

Top Five Reasons Why You Should become a Certified Health Care Recruiter (CHCR)1. Demonstrate your value. Certification enables you to show your

value to your company and your colleagues by focusing on the skills and knowledge that is critical in health care recruitment.

2. Set yourself apart from the rest. Gain industry recognition with a validation of your expertise in health care recruitment strategies and processes.

3. Join an elite team of professionals. Become a member of an exclusive group of professionals who met eligibility requirements and passed the certification examination.

4. An unbiased measurement of your skills. Certification documents your mastery in the area of health care recruitment management.

5. Align with the industry leader. Since 1975, the National Association for Health Care Recruitment has been widely recognized as THE preeminent organization for health care recruitment professionals.

In today’s market, every individual you hire affects your patient satisfaction rates and ultimately your company’s bottom line. Take advantage of this opportunity to demonstrate your value to your employer by becoming CHCR certified.

“I was very proud to have earned my CHCR certification from NAHCR. I think it is an important validation of my experience and expertise. I encourage all NAHCR members to take pride in their career and become certified as well.”

Terry Bennett, RN, MS, CHCR

For more information visit: http://nahcr.com/Pages/Credential-Examination.aspx

Spring 2016 Page 3

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: [email protected] • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: [email protected]

We consistently hear that the key to having a successful marriage or relationship with your significant other is communication . Not only is communicating on a regular basis important, but the quality of the communication and understanding what the other person is saying is critical!

In order to do that, we need to understand how our significant other likes to be communicated with. This could include tone of voice, the type of language we use, when we communicate with them, how often we communicate, etc. All of these qualities influence whether or not we hear and comprehend what it is that our partner is sharing with us or us with them .

It is easy to draw a correlation between building personal relationships and how, as recruiters, we build strong and lasting relationships with our hiring managers .

Let’s look at some key steps to effective communication with your hiring managers:1 . Ask your hiring managers what method of

communication they prefer . Does phone, in person, email or texting work best for them?

2. Establish a Service Level Agreement (SLA) aroundresponse timeframes . Is an immediate response required for all communication (which is unrealistic), or is 24 hours a reasonable response time? I recommend providing managers with a commitment around response timeframe as well as being clear about the method you will be using.

3 . Use language that your hiring managers can relate to and that makes sense in their world . This also helps build credibility in your managers’ eyes.

4 . Do you display empathy to your hiring managers regarding their open position? It is important that you let them know that you understand how important it is to fill their opening quickly with a high quality candidate, and that this is also very important to you as their recruiter .

5 . Set SLAs for key steps in the hiring process . Especially important to your hiring managers is knowing when they can first expect to see candidates to review. For you, it’s important to communicate a realistic start date . If you would like an example of a detailed SLA, please email us at [email protected].

6. Establish a weekly communication rhythm with yourhiring manager. Our research suggests that a weekly update (via email) satisfies 72% of hiring managers surveyed .

There is nothing better than meeting with your hiring managers face to face in order to build a strong relationship. Think about your personal relationships . You may communicate regularly via text, phone or email, but how much better is it when you can talk with that individual in person?

It may be challenging from a time standpoint to meet with every hiring manager in person on a weekly or even monthly basis, but think about what you can do, versus what you can’t . Prioritize your hiring managers’ visits in order of importance or how critical their job opening is. I recommend using the following criteria to assist with prioritization:

� Does the open position impact Cost of Vacancy because they are using agency or overtime to backfill the opening? � Is the vacancy having a direct impact on lost revenue? � Is there high turnover in the department? � Is the position highly visible within your organization? � Is this a department or business line that regularly needs a little bit more attention and communication? � Is this a hiring manager with whom you need to work on building a better relationship?

During a recent LEAN Think Tank meeting made up of key thought leaders in recruitment across the country, we asked hiring managers their view of the importance of their recruiters being visible to them and the department. They overwhelmingly shared that when they do not see a recruiter regularly in their department, their view and evaluation of the recruiter’s performance diminishes significantly.

Building relationships requires a commitment to regular, effective communication that both parties can relate to and understand . For more tips, I invite you to visit our Recruitment Resources page at http://www.recruiteracademy.com/resources.php.

a Strong Hiring Manager relationship is like a Successful Marriage!

Deb Vargovick, lEAN Human Capital

Reprinted from Summer 2013 issue Vol. 37 No. 2

Spring 2016 Page 4


impossible search? or Are You skipping a strategic step?

Conni Ladouceur, R/RS, President and Chief Sourcing Strategist, ExecuQuest Research Corp.

We’ve all recruited for tough-to-fill openings, hard-to-please hiring managers, less-than-competitive salaries and even not-so-favorable company press. But what if you’re recruiting and you simply can’t identify the qualified talent? The list of must-haves is long; you’ve searched your ATS and external resume databases, posted your jobs on the most compelling sites and utilized all of the latest social networking tools, but the quality of the candidate pipeline is still lacking.

Did you know that 32 – 83%* of the US professional working population is UN-identifiable online?

Without a doubt, LinkedIn is our best-yet online directory for talent. There are currently more than 230 million LinkedIn profiles worldwide, 81 million in the U.S. “White-collar” workers (management, professional, sales and office administrative) nationwide constitute 37.7 million or 44% of the 88 million white-collar workers in the U.S. Surprisingly, fewer than half of these are degreed. Many pockets of talent consider it prudent and downright mandatory to be findable online. But what if the person you’re searching for is choosing to keep a low profile? Can you risk not considering what might be the best possible talent for your challenging need? What steps can you take to identify these qualified individuals? Sure, you can source for this talent when speaking with a contact and he or she may recommend someone qualified for the role. But do you want to take a chance on receiving suitable recommendations or do you want the ability to identify all of the passive, top talent from your hiring manager’s most sought-after target companies?

Many position openings, said to be “challenging” or “difficult,” are neither. It’s just that the qualified talent has not been identified, called and compelled to consider the opportunity. Many recruiters and talent acquisition and staffing specialists settle for nearly-qualified hires because they have forgotten the free resource that can produce the on-target talent they seek: the telephone. There is absolutely no substitute for calling into a company, identifying the individual who heads your hiring manager’s competing organization, and identifying that person’s entire team. We all can identify and reel in the heads-down, doing-their-jobs, gainfully employed, truly passive qualified talent from the very companies from which our hiring managers most want to hire…but not necessarily online.

Most recruiters today are “digital natives” but those of us who are “digital immigrants” grew up identifying the talent we needed by phone. Unfortunately, some were “raised to ruse,” given a phonebook and told to find the talent any way they could, and many still resort to misrepresentation in

developing telephone research. The fact is, most just don’t know that there are efficient and ethical ways to map the passive, qualified candidates we all seek.

Investigative, evidence-gathering, questioning skills, the what-you-say and what-you-don’t say over the phone, can raise the quality of talent you identify and hire, and build your reputation as the “Deliverer of Results.” These strategic pipelining skills have propelled many corporate recruiting, sourcing, and search professionals to excel in the most challenging of recruiting projects, and this identification technique is effective in all industries, all functions, at all levels, worldwide. Original telephone research delivers the added ROI your company seeks.

Telephone research is real-time, primary research while what we find online is secondary research. Utilize LinkedIn to identify a name that will get you into the target department and company, and then control the call to map the entire team and their respective levels. Titles are not synonymous from company to company, and also asking how many people a person manages can greatly shorten the search process and time-to-fill. The information we gather from calling into a company simply cannot be found online. The key to succeeding in recruiting is learning how to increase candidate quality, create talent-rich pipelines, and maximize your competitive intelligence, while spending a minimum amount of time managing the information overload. Just as your hiring managers are experts in their fields, your responsibility is to meet (and exceed!) their most pressing hiring goals via your skills, talents, and consultative solutions. Supplementing Internet findings with original telephone research elevates candidate quality and empowers the proactive pipelining we all seek.

It’s amazing what’s available for the asking! Polite, professional, and persistent identification is the tack we take to successfully obtain the information we need by phone. The lost art of telephone research has been called “audacious,” and rightly so. Other deserving describers might be courageous, creative, enterprising, tenacious, and undaunted. Wouldn’t you like to see these adjectives on your next performance evaluation?

We at ExecuQuest Corp. have been developing on-target telephone research, talent mapping, and passive candidate development for over 30 years. We develop our original telephone research while simultaneously searching online for the data we need to efficiently identify by phone. We also reverse-research* our telephone findings for three reasons: 1) to gauge our clients’ YFRI (Yield for Research

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Spring 2016 Page 5


Investment), 2) to measure our telephone results vs. our Internet findings and 3) to become better-skilled at online research. Our clients rely heavily upon the accuracy and insight of our primary research, which provides top talent otherwise unknown to them, and is the foundation of our success. We charge hourly for our research services and you are encouraged to hire one or all for the one-time research fee.

*The following are compelling telephone results: � Specialty Pharmacists for a top 10 worldwide healthinsurer: 92 on-target individuals were identified via ethi-cal telephone research and reverse-researching all the names found that 83% were not identifiable on the web.

� Physician Assistants from the leading competitor in (city) in New England: 9 qualified individuals were identified via ethical telephone research, 6 were UN-identifiable online.

� Director, Patient Care Services for a VA Hospital: 8 Nursing Directors were identified in two phone calls, 4 were UN-findable online.

** UN-identifiable? Challenge that!

How to Identify Qualified Talent by Telephone BEFORE THE CALL …..In order to identify qualified talent to minimize candidate development time:1. Gather previous research into this target company in

case this individual has been previously identified, do not reinvent the wheel. Online research will continue throughout the talent mapping.

2. Determine whether your target group is centralizedor decentralized. (If centralized, identification should take less time. If decentralized, ID into the two/three most appropriate or two/three largest or closest geographically to the position city)

3. Review the target companies’ career sites and indeed.com for job descriptions and respective titles.

4. Open available directories, consult www.Healthgrades.com, www.healthline.com, www.npidb.org, American Board of Medical Specialties www.abms.org, state and federal plan provider lists (Medicaid), insurance company provider lists, state licensure sites and hospital or provider group sites. To obtain additional information consult your local public library for resources i.e., Business, Science and Industry Department of the Philadelphia Free Library 215-686-5394 or a Medical Librarian associated with hospitals or providers in your target area.

5. Select the Objective Qualifiers, one/two mostappropriate phrases to begin the telephone inquiry, i.e., title, responsibility or qualifications, and begin the telephone research as you continue data mining

6. Upon reviewing directory listings and previous ID …breathe, relax, and practice efficient professionalism.

dURiNG THE id CALL …..7. Call the most appropriate number or the provider/

hospital’s main number and ask the operator: � “Who oversees (or Who is in charge of?) Physician Assistants. Who is the ___________ (Practice Administrator, Practice Manager or Supervising Physician over Neurology or Orthopedics)?”

� “What is his/her direct dial number for future reference? Cell phone number?”

� “What is his/her exact title please?” “And what is that department called in your facility, please?”

8. If “top-down” fails, try “bottom-up” … i.e., instead ofidentifying the head of the group and his/her reports (for example, call the receptionist, or administrative coordi-nator and never forget the “Interns”, CNAs or assistants.

9. When in doubt, ask another way to verify the data. (i.e.,once you’ve asked who is the Practice Administrator or Manager, and who reports to that individual you would say, “And who manages the Nurses or Administrative Staff” or “who manages the Physician Assistants at your satellite office in ____________?)

10. When rebuffed, don’t forget these other sources not tobe overlooked: � Supervising Physician’s Nurse or Assistant � Human Resources (ask them to check an organization chart)

� Scheduling/Appointments � Professional Organizations, i.e., American Academy of Physician Assistants www.aapa.org, Association of Family Practice Physician Assistants www.afppa.org, Physician Assistants Orthopedic Surgery www.paos.org, American Association of Surgical Physician Assistants www.aaspa.com

� Medical Records Department � Mailroom � Medical Librarians and Medical School Staff in the target area

� or call EQC to assist with Identification/Talent mapping via our 20+- additional sources

wHEN CALLiNG THE PROPSPECTivE CANdidATES:What if he or she is qualified and says “no”?

� “I encourage you to take a look at this opportunity until you know fully what you are saying no to.”

� “Do you see yourself as open-minded enough to consider a new opportunity?” (Could YOU say no to this??)

� “Don’t you owe it to your career to consider this outstanding opportunity?”

How do you fill your most challenging positions? Are you hiring the most qualified talent or the most available talent? Let us train you in our search strategies and techniques which focus on identification/talent mapping, candidate

Impossible Search?continued from Page 4

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We’d like to thank our Institutional Members for their continued support!Visit the website to learn more about each of these companies.

American Hospital Association

CareerBuilder

CKR Interactive

ExperiencedRN

Findly

Fusion Marketing Group

HealthCare Scouts, Inc.

HealthcareSource

Katon Direct

Lean Human Capital, LLC

MDLinx – PracticeMatch

NAS Recruitment Innovation

NEWS-Line

Nurse.com

Pinkerton

PreCheck, Inc.

Shaker Recruitment Advertising & Communications

SkillSurvey, Inc.

SLACK Incorporated

Talent Plus, Inc.

TMP Worldwide

Universal Background Screening, Inc.

Wolters Kluwer Health


development, the further building of competitive intelligence and sourcing for additional qualified talent, all via direct, ethical, telephone outreach and within the context of the consultative, proactive approach. We can develop a program specific to your recruiter learning needs with case studies on the very open positions and target companies that are most critical to the participants. These strategies and techniques are effective in all industries, all functions, all levels, worldwide. We have developed learning programs for international executive search firms, MetLife, HSBC, Microsoft, PepsiCo, Starbucks, Wells Fargo, TJx, etc., here and abroad, and are now developing programs in financial services, pharmaceutical, management consulting, defense, healthcare, retail, not-for-profit and mining.

The mission and commitment of ExecuQuest Corp. is to provide outstanding search/research solutions, truly passive candidates, expeditiously. As hourly research providers, we endeavor to impress search firm clients with our on-target talent mapping and insight and are careful stewards of our client’s research investment. We develop the information as efficiently as possible each and every time, for each and every client, with each and every phone call. We are relied upon for our primary research development, training and one-on-one coaching and take great pride in our work.

Call us to discuss our strategic search/research services, customized recruiter and sourcer training and one-on-one coaching.

About the Author:Conni LaDouceur Chief Sourcing Strategist and Trainer, ExecuQuest Corp., 1-410-667-8400, [email protected]

Conni LaDouceur is Founder and Chief Sourcing Strategist of ExecuQuest Corp. in Baltimore. Previously with Heidrick & Struggles, Inc., Conni and her team challenge identifying and developing the most qualified talent via their direct, ethical and efficient telephone sourcing. A graduate of the University of Maine, Conni speaks on Empowering Your Recruiters, The Art of the Call, Quality-First Sourcing, strategic search/research solutions, time vs. yield measurements, ethical identification of passive talent, the reeling-in of reluctant, qualified talent, adding value to the business via a consultative approach, improving recruiter/sourcer performance and developing internal sourcing groups at annual corporate recruiting summits and other professional gatherings. She has delivered workshops globally to executive search firms, Microsoft, PepsiCo, Starbucks, TJx, HSBC, GlaxoSmithKline, David Lord’s Executive Search Academy, NAHCR, IACPR, Executive Search Roundtable, Kennedy Information’s Recruiting Conference, the International Executive Search Federation, SourceCon, Corporate Sourcing Leadership Exchange, SHRM, NAPS, ASA and other organizations.

impossible search?continued from Page 5

Reprinted from 2013 Fall Issue Vol. 37 No. 3.

http://www.nahcr.com/Pages/Institutional-Members.aspx

Spring 2016 Page 7


Employee turnover rates are higher in health care than in virtually any other industry, including financial services, manufacturing or education. There are numerous reasons why this might be the case. For example, the work health care employees do is very different from work in other sectors. Although caring for patients is rewarding, it can also be stressful. The stakes are high if mistakes are made, and the 24/7 nature of health care services can result in unpredictable schedules. In addition, there are few barriers to switching organizations in health care. Nurses and clinical staff have a standardized skill set, coupled with chronic labor shortages, which makes it relatively easy to find employment at many different organizations.

Although specific estimates vary, there is no doubt that turnover can have a negative impact on patient care and the bottom line. For example, it has been estimated that nurse turnover costs between $42,000-$64,000 per departure. For a hospital that employs 600 nurses and experiences a 20% turnover rate, the yearly estimated cost would be $5-$7 million a year. In addition, it has also been estimated that the average hospital loses $300,000 per year for each percentage increase in annual nurse turnover. These are significant costs, suggesting considerable effort should be made to address turnover and retention issues.

Although health care HR teams often recognize that they need to take action to reduce turnover, it is also important to recognize that not all turnover is the same. Clearly understanding the different forms of turnover can help organizations better target their retention strategies and practices. Overall turnover can be divided into involuntary (the organization decides to dismiss the employee) and voluntary (the employee decides to leave) forms of turnover. Voluntary turnover, in turn, can be divided into “functional” and “dysfunctional” forms of turnover.

� From the organization’s perspective, functional turnover is desirable. It occurs when poor performers decide to leave the organization.

� Dysfunctional turnover, on the other hand, should be avoided. It occurs when strong performers quit their jobs.

Organizations must take steps as early as possible in the employee lifecycle to address dysfunctional turnover. That means re-examining different aspects of the hiring process, such as recruiting, selection and onboarding. Focusing on these three areas can result in new hires who are a good

match for their position and more likely to stay with the organization.

RecruitingTraditionally, the primary goal of recruitment has been to identify promising candidates and to fill open positions. Yet, it is possible that the recruiting process can fulfill another strategic objective: reducing turnover. Consider the following three approaches to lowering dysfunctional turnover through recruiting:1. Recognize that some recruiting sources deliver employ-

ees with higher retention rates than others. Online jobboards, employment agencies and organizations’ web-sites all attract different types of candidates with differentretention profiles. As a general rule, however, employeereferrals usually generate new hires with low turnoverrates.

2. Analyze different recruiting sources for retention. It’s agood idea to quantify the retention rates associated withdifferent recruiting sources. As new employees are hired,the HR team should record where they were recruitedfrom. If a staff member elects to leave, data should begathered about how long they stayed with the organiza-tion. This can be linked back to the recruiting source.Tracking data over time provides valuable insights intowhich recruiting sources are most likely to yield candi-dates who will stay with the organization.

3. Use realistic job previews during recruitment. One driverof turnover is when new hires begin work, but don’thave accurate expectations about what is required onthe job. When candidates don’t feel that a job is a goodfit, they are more likely to self-select out and leave theorganization. An effective way to combat this problemis to incorporate realistic job previews into the interviewprocess. This gives applicants a clearer view into theposition, what it will take to succeed and whether the jobis for them.

SelectionJust as the recruitment process can be tailored to reduce turnover, the new employee selection process can also be designed to identify candidates who will be less likely to leave the organization after they are hired. Past job performance is an important consideration during the selection process, but it’s also a good idea to evaluate characteristics that are predictive of turnover.

Reducing Turnover Through Hiring – Improve Employee Retention Through

Recruitment, Selection and Onboarding Dr. Frederick P. Morgeson, PhD, Professor, Michigan State University

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Spring 2016 Page 8


Although hiring managers are typically the experts when it comes to assessing candidates’ technical competencies, recruiters can play an important role in ensuring that candidates who are the best cultural fit for the organization make it further along in the hiring process. Two proven ways of improving the selection process are behavioral assessments and structured interviews.

� Behavioral assessments. These tools are used to evalu-ate personality traits and “biodata” (background informa-tion) that are known to influence employees’ likelihood to leave a job. For example, people who are self-confident and decisive tend to exhibit lower levels of turnover. Biodata relevant to turnover includes past work experi-ence and the presence of friends or supportive peers in the workplace. Behavioral assessment software enables candidates to answer a series of questions online. Their responses are analyzed, and a report is generated for HR and hiring managers. The report highlights the candidate’s strengths, as well as areas where further discussion dur-ing the interview process is advisable. Behavioral assess-ments are useful for recruiters because the results enable them to immediately identify the best fitting candidates for hiring managers. Before inviting promising candidates in for face-to-face interviews, recruiters can also use assessment results to guide phone screening questions.

� Structured interviews. This is a standardized process to evaluate how well candidates fit with job requirements and the organizational culture. Structured interviews can determine whether an applicant is a good fit on three important dimensions: – Does the candidate’s needs match what the job

provides?– Do the candidate’s abilities match what the position

demands?– Are the candidate’s values in alignment with those of

the organization?

It is possible for the HR team, including recruiters, to develop structured interview questions for different positions. Alternatively, behavioral assessment software will often cre-ate custom structured interview guides that are tailored to each candidate’s assessment results.

OnboardingOnce a candidate accepts a job offer, the recruiter’s job isn’t finished. For many new hires, the strongest relationship they have at a new employer is with the recruiter. Because indi-viduals who have a strong relationship with their employer tend to have higher levels of job satisfaction, it is often helpful for recruiters to act as the point person for new hires during the first 30 days on the job.

Onboarding is a great way to strengthen the relationship between new employees and employers. Onboarding can inoculate against turnover in several ways. When employees

have clear expectations and objectives at work, they per-form better. Onboarding provides an opportunity to set those expectations. It also helps new hires adjust more rapidly to the social and performance aspects of their jobs. This is important because in many organizations, employees have a limited amount of time (typically 90 days) to prove themselves in a new job. The faster new hires feel comfort-able with their work, the faster they can contribute to the organization.

The most effective approach to onboarding is a structured and systematic one. This is preferable to taking an informal “sink or swim” approach to onboarding which creates unnec-essary ambiguity and stress for new hires. When organiza-tions don’t manage or monitor onboarding activities proac-tively, new employee learning and adjustment is haphazard at best. A set of standard processes helps employees make the transition into a new position. Here are eight tips for creating a structured onboarding program that will contribute to employee retention:

1. Develop a written onboarding plan

2. Have clear goals for the onboarding process, specifyingwhat the process will achieve

3. Consistently implement the program so that all new hiresgo through the same process

4. Engage stakeholders, including recruiting, in the planningand keep them in the loop

5. Make the onboarding process participatory for new hiresand others

6. Clarify employees’ objectives, roles, and responsibilities

7. Periodically check on employee progress to see if anyissues have arisen

8. Monitor the program over time and make adjustments asneeded

Using technology to support the onboarding process can be a win for both employers and employees. Some appli-cant tracking systems handle the administrative aspects of onboarding, such as sending new hires all the forms they need electronically. This leaves more time during face-to-face meetings to focus on important topics like job expecta-tions and organizational values.

ConclusionIn health care, finding and keeping good employees is essential for delivering quality patient care. Given the cost of replacing staff, it’s never too early in the employee lifecycle to think about reducing dysfunctional turnover. HR teams can play a central role in designing recruiting, selection and onboarding processes in ways that maximize the likelihood of hiring talented professionals who will stay with the organi-zation for years to come.

Reducing Turnover Through Hiringcontinued from Page 7

Reprinted from 2013 Winter Issue Vol. 37 No. 4.

Spring 2016 Page 9


Recruiters in healthcare industry are kept busy with both newly created positions and old posts that either seem to pop up over and over again, or are very difficult to fill. These types of positions exist in nursing and allied health and arise at both the entry- and upper-levels. Filling these positions take persis-tence and multiple recruitment strategies to be successful.

One of the best strategies a recruiter can use is their existing or past pool of candidates. If you use an applicant data base, search the candidate files for those who were interested in a position at your organization when you did not have one to offer them. Many applicant databases and Web services have the option of Emailing candidates who view your openings when a new position opens for which they applied or viewed in the past. If you don’t have an applicant database, try to code your files for easy review. Other recruiters say they keep a “stars list” of those they might re-call when a new opening occurs.

Another great source of new candidates is the people already working for you. Employee referral programs, no matter what form they take, are a rich source of good candidates. Gina Falco, from Potomac Hospital in Woodbridge, Va., says that their employee referral program has been a “tremendous asset” for them. It is also a way to retain the new employee and the referring employee. By having someone they referred working with them, they have a friend at work—and so does the new hire. Employee referral programs can be simple and inexpensive, with prizes such as mugs and umbrellas or more expensive programs that include referral bonuses or drawings for BIG prizes like lap tops, vacations or plasma screen TVs. There is an employee referral program for every budget.

Recruitment of new grads from any program; nursing, phar-macy, radiology, PT/OT or respiratory, can be recruited while they do their clinical rotations at your institution. If your hospi-tal has students doing clinical rotations, you have an opportu-nity to recruit them to your organization. Most importantly, you make an impression on them while they are with you by the way they are welcomed on the unit where they are doing their rotation. Is your staff friendly and welcoming? If not, or not enough, by coaching your employees you can make a good first impression. You can also recruit good students through their clinical instructor. The instructors know their students and know who would work well in your organization. Many hospitals also provide “treats” to the students while onsite for clinical rotations. This can include recruitment brochures and/or simple giveaways, thank you lunches or good-bye cake and cookies. Again, there is a wide variety of budget options and many ways to make a lasting impression.

Another way to recruit this new grad group is to offer them PT jobs with your organization while they are still finishing their degree. Krista Sauvageau, from Women and Infants Hospital in Rhode Island, says they hire students. She says that way, when “they graduate, they stay.” This is a great tool because they know your organization and your staff knows them. She says they get to bid first on positions before the outside applicants do, which is another advantage to them especially if there is a tight job market.

Falco starts retaining as soon a she finishes recruiting. Her hospital provides New Hire Support and On-boarding Pro-grams to help new hires feel welcome at her organization. Like others, they have found the turnover rate has been reduced by these extra efforts.

Many hospitals have enhanced their “new grad” programs as a way of improving the recruitment and retention of their new grads. Many new grads are looking for organizations that help ease their way to into practice by providing a substan-tial orientation. They are all afraid they will be thrown to the wolves before they feel prepared. Extended orientation with seasoned preceptors and mentors are a very positive way to impress the new healthcare professional. Many organiza-tions report improved recruitment results with these extended programs and significant improvement in retention as well.

As is always the case, recruiters are trying many tactics to identify the broadest possible pool of candidates to fill their vacancies. Some of the other strategies are the tried and true and still work. Many organizations continue to rely on (and have good success with) targeted print media sources for advertising. Many organizations have limited the print ads in favor of increased presence on the Web with job postings, Ecards and banners. Most experts say there will continue to be a need for both strategies to maintain visibility.

Most of the recruiters here in the northeast have continued to attend college career days, job fairs and professional con-ferences too. Even though these events take you out of the office, it is another way to be visible and recruit candidates that you might otherwise not have access to. These events do provide you access to a targeted audience, and even if you don’t hire them right now, they might refer someone who is looking now or they may apply later when they are ready for a career change or ready to move to a new part of the country.

Another commonly used event is the on-site open house. These give you a chance to bring candidates to you and show off your organization. This strategy also provides you a chance to do interviews during the event and make

Recruiting Tips for All Positions Terry Bennett, CHCR

Northeast Regional Chair

continued on Page 10

Spring 2016 Page 10


on-the-spot offers. Open houses can be very elaborate with full dinners and keynote speakers or simple events with cook-ies and friendly people to talk to.

As you can see by the many examples listed above, the suc-cessful recruiter must have many tools in their toolbox. As you learn of new programs or test new ideas, please share your stories with your colleagues at NAHCR. We are always look-ing for new ideas and appreciate your willingness to share. Success in recruitment is a combination of good programs, timely responses and detailed follow through. n

Lydia Ostermeier, MSN, RN, CHCRNorth Central Region [email protected] you think of best practice recruitment tips for health-care, several things immediately come to mind: rapid follow-up with candidates; top-notch service, excellent skills and the ability to sell the organization to the candidate. But many times we hear the horror stories of the HR “black hole:” recruiters who don’t follow-up with candidates and when they did, they were either rude or not very helpful. Is it truly time to get back to the basics of recruitment? Indeed, it is nice that we all attend the national conferences to get name recogni-tion for our organization and that we conduct extravagant open houses for potential candidates. But, when it comes down to candidates deciding on an employer, the literature consistently tells us that the front-line recruitment process plays a very large factor in the recruit’s decision-making process.

There are many things that I feel are vital to this process and are essentially the “grass roots” of recruitment. What is the candidate’s first impression of the facility? Is your Web site, job line and job listing up to date? Is the Web site easy to navigate? Is the telephone contact, if any, helpful? Does the after-hours voice mail provide adequate information? How easy is it to find parking once the candidate arrived to the facility? What does the HR office look like? Is it clean and organized? Is the receptionist friendly and helpful? Is the can-didate allowed access to a recruiter while on site at the facil-ity? Is the recruiter knowledgeable, enthusiastic and able to sell the organization? After applying online, how long does it take for initial follow-up? If you don’t know how your front-line recruitment process sizes up to other organizations, it is time to find out. Otherwise, you may loose top talent to your com-petitors. Does your HR office conduct customer satisfaction

surveys with the new hires? Do you routinely conduct secret shopping on your recruitment process? There are several consulting firms that can assist you in this process. They will provide very crucial feedback on your employment process and provide quality improvement suggestions that you can’t afford to neglect. If you need a suggestion on a vendor to use, I would be glad to refer someone to you.

Mary Warnock from ProHealth Care in Waukesha, Wis., said that she and her SEWHCR colleagues suggest the following recruitment tips:

� Re-energize the employee referral program. Re-do the look and feel and start offering a “hot job of the month” where a pop-up would show up on every computer on your network with an alert that if they referred someone who was hired to the featured role they got double the referral bonus. Pay 1/4 of the referral up front and the remainder of the amount on the referred employee’s six-month anniversary.

� Offer a benefits/wellness fair. A lot of jobs are filled by internal candidates and this allows an opportunity for your staff to learn about all of the benefits you offer. Invite vendors from companies to come, but also showcase information about the employee referral program and offer a drawing to make it fun so people would want to attend. You can also set aside a portion of the event to focus on wellness. Ask employee health to offer flu shots, info about Weight Watchers at work, smoking cessation, etc. ... This is a great retention tool but also gets the word out about your referral program and helps you generate more quality candidates.

� Focus your advertising to niche sites/publications—these draw candidates who are truly invested in their profession.

� Get management more involved in their professional groups. This initiative came around for leaders at our facil-ity as part of their leadership development training. They have become some of the best recruiters for their own staff. This has helped to generate excitement and many hires!

� One organization purchased a mailing list of therapists that included phone numbers. They were able to hire two therapists based on cold calling. They used a script and scheduled an interview with the hiring manager right away

Thanks to Mary and her colleagues for these wonderful tips!

What are your key recruitment strategies? Are they working? Is your vacancy at or below benchmark for mission critical positions? Is it time to for your recruitment team to get back to the basic? Examine your roots – maybe it is a good time for some de-weeding. Hope to see you all at Image! n

Recruiting Tips for All Positions continued from Page 9


Spring 2016 Page 11


Recruiting Tips for All Positions continued from Page 10

Sharron Hadick, RN, BSN, MPAWestern Regional ChairPharmacy is and will continue to be a great challenge for us in recruitment in the west. Two of our members have developed innovative outreach programs to become more proactive in recruiting pharmacists, especially considering the additional difficulty in attracting pediatric pharmacists.

Julie Murchinson from Lucile Packard Children’s Hospital in Palo Alto, Cailf., has been growing their program for the past four years. She formed a close partnership with the chief pharmacist and began sponsoring dinners at the pharmacy schools with panel presentations and question-and-answer sessions. Through her efforts, the pharmacy residency pro-gram has been greatly enlarged and they now hire a couple of pharmacy interns every year who later become residents. Pharmacists assist her in the exhibit booths at all confer-ences, which she has found to be highly effective. Pharmacy school is very expensive and a big drain on the newly gradu-ated student. A financial retention program was started that returns the new pharmacists an increasing bonus at the end of year 2, 3 and 4 of employment.

Dennis Yee from Children’s Hospital of the Central Valley, Fresno, Calif., took the sponsorship of dinners a step further. Recently, Yee learned that one of his staff pharmacists was a part-time, adjunct professor at the University of Pacific School of Pharmacy who teaches a pediatric pharmacology class to second-year pharmacy students. Yee inquired as to the size of the class and how often the class met. There

were 30 students that met every Monday afternoon for two hours of lecture. The class was generally taught on the UO P campus in Stockton, Calif., whish is about two hours north of his hospital. Yee asked the pharmacist/professor if he would allow the hospital to host a class on site, the students could attend the lecture and then rotate through the main pharmacy and two satellite pharmacies with pharmacists serving as tour guides. A quick tour of the hospital, greeting by the pharmacy director and dinner was provided before the students were transported back to their campus. The professor/pharmacist and students were very interested because they never had the opportunity to go on a field trip. Yee was able to obtain approval from the HR vice president to pay for a charter bus, he arranged dinner provided by the hospital’s catering service, conference room space and tour guides. The total cost of the event was $1,100. Twenty-four students attended, resulting in at least five who were plan-ning on doing their clinical rotations with the hospital next year (three-year program). Currently, there are two third-year students doing their clinical rotations at the hospital and they have applied for full-time staff pharmacist positions. Due to the positive feedback from the students and their professor, the event will be held again next year.

Yee also noted that approximately 40 percent of his phar-macist staff are UOP alumni, with UOP being their closest pharmacy program.

These programs do require extra dedication and energy on the part of the recruiters but have produced very positive outcomes.

Great work Julie and Dennis! n

Call for AuthorsNAHCR Directions newsletter needs YOU!

The NAHCR Communications Committee is issuing a Call for Authors!

NAHCR members are our best resource for information on current events, innovations and concerns that affect health care recruitment. We need your help keeping fellow members up to date.

Directions is printed and posted electronically four times per year and is distributed to all active, associate, institutional, government and subscription members. Directions is read cover-to-cover by our members and the information is often cited in reports and recruitment plans. Overall, NAHCR members see Directions as a valued membership benefit.

Directions is directed towards articles of timely interest. If you have a question as to whether an article would be appropriate for Directions, please contact the NAHCR Executive Office.

If you have an idea for an article, but don’t feel you may be the right person to put pen to paper, contact us at the Executive Office so we can connect you to a member on the Communications Committee. Send in all ideas!

If you are interested in contributing to Directions, please contact the NAHCR Executive Office at [email protected]

We would love to have your input as a part of upcoming newsletters!

Reprinted from 2008 June/July Issue Vol. XVX No. 34

Spring 2016 Page 12


Reliable Leadership The Influence of Details

Paul Vitale

“It’s all in the details,” or at least that is what I have been told my entire life. It is not the mountain; it’s the tiny grains of earth that make up the mountain that really count. When exercising a Google search for examples that speak to the significance of details, you are likely to find pages and pages of interest-ing dialogue. Hemingway coined a quote that is quite resounding,

“Every man’s life ends the same way. It is only the details of how he lived and how he died that distinguish one man from another.” In a world where everyone seems to be looking for the next “big thing,” it’s the smaller happen-ings that are so often overlooked.

Recently, I had the distinct pleasure of pre-senting during a “Year Beginning Meeting” to associates at Walmart. Prior to arriving in Bentonville, Arkansas, I sat down with the book, Made in America, written by the company’s founder, Sam Walton. A wealth of sound knowledge and intriguing history was shared throughout, but I found myself most engrossed in Sam’s ten rules for building a business. Traits including commitment, com-munication, motivation, and sharing were all at the forefront of this remarkable man’s phi-losophy. When dissecting all ten, it was quite obvious that a detailed approach, along with reliable follow through, made the rules more than just a handful of slogans; they were methods on how to prevail for the long-term. They were strategies of a reliable leader.

Regardless of whether it is the founder of the world’s largest employer, an assembly line employee who works countless overtime hours, an elementary schoolteacher who tutors students on weekends, or a carpenter building homes in the next subdivision; possessing the ability to be depended on to handle details consistently is a key attribute in steadfast leaders.

Reliable leadership today is just that—individuals who can be counted on under routine circumstances as well as dur-ing unfavorable or unexpected situations. When asked, “What is Reliability?”, Kendra Cherry, author of The Every-thing Psychology Book, gives this answer: “Reliability refers to the consistency of a measure. The Research Methods Knowledge Base supports this response in its own theory

of reliability. In research, the term reliability means ‘repeat-ability’ or ‘consistency.’ A measure is considered reliable if it would give us the same result over and over again; assum-ing that what we are measuring is unchanged.”

Seven behaviors are easily identifiable and worth consider-ing in the quest to become a reliable leader.

Trustworthiness—Do you consider yourself a trustworthy person? Many criticize political leaders, news commenta-tors, our children’s teachers, and so on, for lacking trustwor-thiness. Despite the area of life, dedicated leaders model the words they speak again and again. A loyal devotion is part of their makeup, and approachability is a direct result of the fact that they can be trusted with matters of large or small

proportion.

Dependability—Those who lead others well exercise one critical action: They show up. Not only once in a while, but all the time. Their names are often called because others can depend on them. Why is dependability so crucial and do you consider yourself depend-able? Businessman Floy L. Bennett once remarked, “Dependability is more important than talent. Dependability is a talent, and it is a talent all can have. It makes no difference how much ability is possessed if we are not responsible and dependable.”

Commitment—No other word means as much in the realm of leadership. Commit-

ment is defined as simply being dedicated to a cause or activity. From warriors, coaches, and parents, to presidents and prime ministers, the utterance of the word commitment spells “gut-check” time. Regardless of where the commit-ment lies, ask yourself: Is it sound or does it waver; is it built on truth or is it pretentious? Even though they often find themselves stretched too thin, influential people are faithful to a cause and see it through, start to finish. When you com-mit, do you bring your best?

Empowerment—Negativity is often one of the primary culprits that burden individuals at home, within their com-munities, and in the workplace. Empowering others with the choice to find the optimism in any given situation is a prac-tice that is employed by strong leaders. Through a sincere and steady approach, those in charge communicate empow-erment by encouraging people, both verbally and nonver-bally. Are you willing to be the lightning rod for others?


• Larger successes are made up of smaller happenings.

• Reliability refers to the consistency of a measure.

• Those who lead strong live strong.

• A leader’s steadiness is the direct result of details.

Spring 2016 Page 13


Respectfulness—Countless examples of disrespect can be seen in any corner of the world. According to the American Psychological Association, incivility is a growing problem, and one of the places where it becomes “toxic” is at work. Is extending respect to others part of your daily routine? Researcher Jennie Trudel of Indiana Wesleyan University-Marion discovered that 75 to 80 percent of people have experienced a lack of respect from a fellow colleague at some time. Forty-one states now have anti-bullying laws due to the fact that 71 percent of American students report incidents of bullying as a problem in their schools (National Education Association). Those who lead strong live strong; and respectfulness toward others plays a major part in posi-tive outcomes. What begins at home spreads throughout the landscapes of everyday life, and leaders who influence oth-ers realize how habit-forming home practices can become, especially in regard to respect.

Flexibility—Making any type of modification can feel uncomfortable and awkward; yet, being able to implement this strategy is essential to overall achievement. Is adapt-ability one of your strengths? When asked about the signifi-cance of change in his own life, Steve Jobs, the founder of Apple, once said, “For the past 33 years, I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.” Through their inherent ability to listen and learn, those who lead others to new heights do so by making the necessary adjustments when a change is required.

Accuracy—When your name is called, can you be counted on for your accuracy? The responsibility that is shouldered

by the masses is of great weight. Nonetheless, accuracy as it relates to all areas of life is monumental. From being on time for a parent-teacher conference, to making a sales pitch without any errors, accuracy is another characteristic that breeds confidence in the minds of those being lead. Much like depend-ability, the experience of effective leaders is maximized when things must be accomplished in a timely and accurate manner, and when the ability to avoid errors is of the essence.

If you ask me, the speed of each passing day has only increased. Practicing reliable leadership is more important today than ever before. At a time in our history when tech-nology continues to be amped up, lawmakers are struggling to find compromise, the economic recovery isn’t yet where we hope it to be, gun violence is prevalent on the streets, and common courtesy is lacking in our schools; reliable leaders are imperative.

A leader establishes his or her steadiness in the details. Each time trustworthiness, dependability, commitment, and empowerment are exercised, along with respectfulness, flexibility, and accuracy; the foundation of reliability grows stronger.

Legendary basketball coach John Wooden once said, “It’s the little details that are vital. Little things make big things happen.” In the end, it’s the basic fundamentals that sepa-rate the reliable from the unreliable…the influence of details.

© Vital Communications, Inc. Paul Vitale, founder of Vital Communications, Inc., is a professional speaker and author based in Little Rock, Arkansas. He travels the globe pre-senting seminars and keynote presentations to various orga-nizations while contributing content to regional and national publications. For additional information, visit paulvitale.com or call 501-663-1454. n

Reliable Leadershipcontinued from Page 12

Does Your Local NAHCR Chapter Have What it Takes

The National Association for Health Care Recruitment would like to invite your chapter to compete in the 2016 “What NAHCR Membership Means to Me” Video Contest.

How it Works ...

Step 1: Record up to a two-minute video on what NAHCR membership means to you.

Step 2: Submit video in .wmv format to [email protected] by March 15, 2016.

The NAHCR Board of Directors will vote on the best two videos and the chapters that submit the winning videos will each win $250 to be used towards a chapter meeting in 2016! The winning chapter presidents will be notified by email and congratulated on www.nahcr.com and social media outlets. Videos may be used on www.nahcr.com as well.

Thank you to our contest sponsor HealthcareSource.To be eligible for the prize, the local chapter must be in good standing with NAHCR as of December 31, 2015.

Videos will be posted on the NAHCR YouTube channel – videos can be quirky, humorous or serious; please ensure content is appropriate.

Spring 2016 Page 14


Member Spotlight Michele Snider, BSN, RN, CHCR, President-ElectBy Theresa Mazzaro, RN, BA, CHCR, Communications Director

As we look to 2016 and already we are predicting an amaz-ing year for healthcare recruitment, it’s comforting to know that we have NACHR bringing best practices to help us suc-cessfully navigate the changes in our organization’s recruit-ment needs.

Premier organizations like NAHCR need innovative leadership. As health-care recruiters, we all understand succession planning and the need for strong leaders to carry us forward.

We’ve got it right with Michele Snider, BSN, RN, CHCR – our President-Elect.

Michele has been a Registered Nurse for thirty years. According to Michele, becoming a nurse was an easy deci-sion – “I knew at a very young age that nursing was my profession of choice. I followed in my mother’s footsteps and spent many evenings as a young child going back to the hospital with my mom when she got called in.”

Michele’s passion for recruitment evolved as her nursing profession grew, from staff nurse to hiring leader to CEO of a nursing agency. Now the Manager of the Talent Man-agement Team for Indiana University Health, Michele has been in this role since July, 2012. Prior to this position, she worked as a Nurse Recruiter with IU Health beginning in 2005. Her passion and mission is clear: “Today I get the pleasure of helping healthcare professionals achieve their dreams of working in a complex healthcare system.”

Michele has been a member of the Indiana Association of Healthcare Recruiters (IAHCR) since 2006. She served as the President Elect during 2010 and the President for 2011 and 2012. She currently serves as an advisor to the board. The Indiana chapter successfully hosted the IMAGE confer-ence in the summer of 2012.

Knowing she could do more and excited about having a national asso-ciation for best practices, Michele has been an active member of NAHCR since 2006 and has attended the IMAGE conference for the past 7 years. She has actively served on the confer-ence planning committee every year. Michele obtained her CHCR in 2009.

When Michele isn’t changing people’s lives in healthcare, she is enjoying her friends and family. Her son “Yogi” just recently graduated from law school in

2015 and is a practicing attorney in downtown Indianapolis. “One of my biggest accomplishments was raising Yogi as a single mom while working full time – I couldn’t be more proud of his accomplishments.”

When you see Michele at IMAGE, ask her to share her favor-ite recipe as she loves to entertain friends and family in her home. She’s always up for a wine tasting and loves to travel. She and her dog Boo Boo (a 7 year old Cavachon) are always up for new adventures – be it at home or abroad. n

CALLING ALL PETS! Does your pet have what it takes to be the first NAHCR Mascot?

Our President-Elect, Michele Snider thinks her dog Boo Boo does!

However, our Communications Director, Theresa Mazzaro thinks her dog Gracie is the top dog!

Pets are family. NAHCR is family.

Nominate your pet between now and February 29th – submit your pictures to [email protected]. You can also post on our NAHCR Facebook page: NAHCR Facebook and share with your friends and family.

The Board will vote and the NAHCR Mascot will be revealed at the July IMAGE Conference in Las Vegas, NV (July 12-15 NAHCR IMAGE)

mailto:[email protected]

https://www.facebook.com/National-Association-for-Health-Care-Recruitment-NAHCR-308100289235831/

http://nahcr.com/Pages/IMAGE-Conference.aspx

Spring 2016 Page 15


Greetings from the Pacific Northwest! Oregon Southwest Washington Health Care Recruitment (OSWAHCR) had a busy 2015.

As an effort to share information amongst all chapters, we wanted to share what our chapter completed in 2015. Maybe it will give you and your chapter some new ideas!

Our Year in a nutshell:

January: Judith Russell, “Healthcare 2015: What Lies Ahead”

March: Kyle Abraham, Employment Attorney, Barran Liebman

May: Sarah Dorn, David Douglas High School, School to Career Coordinator

August: NACHR Update

September: Think Tank

a. How to keep generation Y’s in your organization after the hire.

b. Technology: What keeps you up at night?

November: Education Day

Our Education Day included the highly respected Sandy Henderson from Human Resource Specialties, Inc. who spoke to us about OFCCP. As recruiters, we need to abide by rules and regulations, but many times we do not know the history as to why. Sandy gave a very detailed two hour presentation on this topic.

Michael Tierney from OnCourse Learning presented “Audi-ence Profile Study and Recruitment”.

Kyle Abraham, our favorite Lawyer from Barran Liebman, brought us legal updates, such as

■ Recruitment Issues:o Ban the Box o Personal Social Mediao Noncompetition Agreements

■ Trending Discrimination Issues■ New Benefits■ Recreational Marijuana

Our last speaker of the day was Rekah Strong, MSW from Willamette Columbia who gave us insight on National Trends: “Recruiting the Best”.

What a great success this day was, and the new core of officers announced during the meeting assumed their roles January 1, 2016.

This year we had a learning experience and some wins. Some of the new information we learned as a chapter included information about copyright law. We learned that if your website is public that when you post PowerPoint presentations for the general public to review (not password protected) that any images or pictures included in those presentations have to have the correct permission for use. The chapter was fined because some of the pictures did not have the appropriate copyright or use authorization.

Additionally, we successfully completed two outreach oppor-tunities. For one of these opportunities, we invited a David Douglas Career to School Coordinator to come and speak about what they do, and in turn we helped her to understand what recruiters look for when sourcing candidates.

At our Education Day we raffled off some prizes and col-lected $580.00 that was donated to Dress for Success Oregon. Dress for Success Oregon helped a record 620 women secure jobs in 2014.

Lastly, we have an increase in membership for our 2015-2016 year and we are now at 64 members and growing!

Marie ChambersPast President of OSWAHCR

Chapter News:Oregon and Southwest Washington

Health Care Recruitment (OSWAHCR)

Spring 2016 Page 16

NAHCR • P.O. Box 14365 • Lenexa, KS 66285-4365 • Phone: 913.895.4627 • Fax: 913.895.4652 • Email: [email protected] • 2501 Aerial Center Parkway Ste. 103 • Morrisville, NC 27560 • 866.616.4020 • 919.459.2075 Fax

Recruiters ToolboxNetworking is vital to a recruiter’s success; creating productive relationships is requisite in connecting with candidates, referral sources, professional mentors and resources, and even future employment prospects. Below are some tips to successful networking:

1. Ask open-ended questions in networkingconversations, which open up the discussionand show listeners that you are interested in them.

2. Keep in mind that networking is about beinggenuine and authentic, building trust and relationships, andseeing how you can help others.

3. Become known as a powerful resource for others so that people remember to contact you for suggestions, ideas,names of other people, etc.

4. Follow through quickly and effi ciently on referrals you are provided. When people present you with referrals, youractions are a refl ection on them. Don’t forget to thank anyone who provides a referral.

5. Call those you meet who may benefi t from what you do and vice versa. Express that you enjoyed meeting them andsuggest ways to interact in the future.

6. Ask yourself what your goals are in participating in networking opportunities so that you select groups that will help youachieve what you are seeking.

7. Visit as many groups as possible that spark your interest.

Opportunities to network exist:1. Inside Your Organization: Everyone in the organization, whether staff, volunteers or students, should know how to

contribute to the recruitment mission. It is critical that the recruiter network with his or her customer base to learn as much as possible about the organizational culture and determine how to identify applicants best suited as hires for the organization. Likewise, networking with other organizational staff adds valuable perspective about the work environment and what it takes to be successful employees. This internal networking can increase the recruiter’s knowledge and ability to provide a realistic job preview to prospective applicants and potential future employees.

2. Outside Your Organization:• Always carry your business cards, as you never know when you might encounter a potential future applicant or

resource for future referrals.• Participate in college/university career fairs; offer to teach a class or volunteer for an advisory

board of schools whose graduates you seek to hire.• Professional organization meetings/events are great places to network — NAHCR as well as

your local NAHCR chapter are ideal places to interact with other recruiters facing similarchallenges who can become mentors and resources.

• At career fairs, capitalize on opportunities to interact with other recruiters andvendors; again, this is a great chance to increase your network of professionalcolleagues.

• Participation in community groups affords other opportunities to promoteinformation about one’s organization as a potential employer as well as tomeet individuals who can become leads to future applicants andreferrals.

Reprinted from 2010 Jan./Feb. issue Vol. XVX No. 42

Spring 2016 Page 17


Membership Referral Program Win valuable prizes by simply referring a friend! The Active Member who

recruits the highest number of new members between July and June will receive an award plaque at IMAGE, a $150 gift card and one year’s free membership.

For more information on NAHCR’s Membership Referral Program,follow the link: http://tinyurl.com/ktsmojm.

Are you a Team Member?You are at the event (conference, meeting, etc.) and you are really enjoying the moment. You’ve seen so much, you’ve had the opportunity to network with your peers, and you’ve learned quite a bit as well.

Then it happens – the call to action…you try to look away and do your best to avoid all eye contact when you hear those words “Who’d like to volunteer for our Committee?” You look down and immediately your pulse quickens…com-mittee…time…meetings…COMMITMENT!! You try to find the escape and realize you are in the front row and the walls seem to be closing in…

All kidding aside, Gamophobia (fear of commitment) is a real part of our everyday life. We want to contribute, we have lots of ideas, and it’s just the idea of setting aside a monthly or weekly time to meet that gets us all a little stressed.

Now, imagine this. It’s the annual IMAGE conference. It’s all hands on deck and we want to spread the word. You are tapped on the shoulder by the Team leader for the Educa-tion Team to work with a Communications team member and make 5 phone calls to spread the word about IMAGE 2016. You are given a script and the information and asked to report back. Or, it’s membership renewal time, and you

are asked by a Membership team member to reach out to 3 of your favorite vendors and give them information on being an Institutional member for NAHCR. It feels a little better, right? You can manage this and at the same time keep your heart rate normal and your feeling of accomplishment high!

NAHCR recognizes, now more than ever, that your time is valuable. We also know that you want to and most of you are actively volunteering on one of our various committees (Edu-cation, Membership, or Communications). We know it’s just a name change, but starting at the first of the year, we are changing our volunteer opportunities to teams: Communica-tions Team, Membership Team, and Education Team.

Teams are agile and can easily move in and out of a proj-ect. Team assignments aren’t long commitments – instead, they are sudden bursts of activity that require all hands (or voices) on deck, and then you are done….until the next tap on the shoulder. TEAMS are everyone working together but and taking an otherwise insurmountable tasks and breaking it down in to bite-size (and easily digestible) work!

We appreciate your hard work and effort and early adoption of our TEAM concept! n

Spring 2016 Page 18


2016 NURSE.COM/NURSE WEEK/ NURSING SPECTRUM CAREER FAIRS

No events scheduled at this time

New York, NY | Monday, May 2, 2016 | New York Hilton Midtown

NAHCR MissionNAHCR provides health care recruitment professionals education, networking and resources

to become strategic business partners within a dynamic health care environment.

NAHCR VisionNAHCR will be the preeminent organization for health care recruitment professionals.

Follow NAHCR on:

2016 ADVANCE JOB FAIRS

http://www.nahcr.com

https://www.facebook.com/pages/National-Association-for-Health-Care-Recruitment-NAHCR/308100289235831?ref=hl

https://www.facebook.com/National-Association-for-Health-Care-Recruitment-NAHCR-308100289235831/?ref=hl

https://www.linkedin.com/company/national-association-for-health-care-recruitment?trk=top_nav_home

https://www.linkedin.com/company/national-association-for-health-care-recruitment?trk=top_nav_home

https://twitter.com/NAHCR

https://www.youtube.com/user/NAHCRIMAGE

Documents

NAHCR Directions Spring 16