It is clear that the healthcare industry strives to provide excellent customer and clinical service to their clients. As we know, there are an extensive number of awards and mechanisms to measure the level of commitment to excellence and quality that a healthcare organization demonstrates, from The Baldridge Award to Magnet and Joint Commission to the multitude of Best Hospital awards. In order to achieve a certain level of excellence and recognition, an organization must make a conscious choice to dedicate time and attention to key areas. An attitude of doing work that is "good enough" simply will not work because it will not advance the cause, the goal to achieve excellence and the external recognition that accompanies excellence.
With this perspective in mind, it is surprising how frequently I hear the refrain from recruiters that a process or recruitment strategy they utilize is "good enough." Often times, the proposed solution to a recruitment challenge is perceived as good enough because that's the way it has always been done, or the work itself is not a priority, or sometimes the recruiter might be pulled in multiple directions, or has no ability to influence change. In most recruitment challenges the perspective of "it's good enough" is a losing proposition. They need to be dynamic, timely and customer-centric while being continuously reviewed and analyzed.
In the spirit of exceeding expectations and going beyond "good enough", I urge you to take some time to take a step back and consider not only your individual approach to recruitment, but also a broader view. Imagine your organization's recruitment experience from the perspective of a hiring manager, a job seeker, an applicant or as someone who is being on-boarded. Is there a clear commitment to excellence and service, and a desire to create an award winning WOW factor or is it simply just "good enough"? If you agree that the recruitment experience should convey your organizations commitment to excellence and quality you might want to take a closer look at these particular areas:
Branding - what does your recruitment message say about the organization? When was the last time it was refreshed or redone? Does your introduction to job opportunities communicate unique qualities and differentiate the organization, or is it the same old, same old? How does your website look? Is it engaging, clean, easy to navigate? What about your personal branding as a recruiter? Are you representing the organization in a professional manner? Do you keep yourself current? Do you keep a pipeline of top candidates ready for when you will have a job that fits their skill set? Do your job applicants thank you for your efforts â€“ regardless of the outcome?
Sourcing Strategies - Do you know what works and what doesn't? Do you get rid of the strategies that don't work ...even when the hiring manager insists that a failed solution must be implemented? Are you willing to try new solutions to attract candidates in a different way? Can you accurately measure your recruitment plans and modify a plan easily? Do your strategies consist of a mix of solutions â€“ some guerilla recruitment, some tried and true and some use of new media?
Interviews - When was the last time that you reviewed your interview format? Are the questions relevant? Is the format consistent? Do you take time to discuss the organization and it's commitment to excellence? Are you respectful of applicant's time? Do you arrive prepared and on time? Do applicants have a positive experience regardless of the outcome? Do you provide the same level of professionalism for each and every interview â€“ from housekeeping to departmental director? Do you collect data post-hire regarding the interview and on-boarding experience to determine if there are gaps?
On-boarding - What is the experience like for a new hire prior to the first day of work? How many times do they have to return to the organization? Are the hours flexible? Is the required paperwork available to complete online or at least download prior to the day they are needed? Is the paperwork current? Is there consistency in the messaging or are there random pieces of paper from various departments? Are the new hires required to schlep from point to point simply because that's the way it's always been done? Is it a professional experience created not only with the intention of fulfilling necessary requirements but also clearly communicating the vision and the values of the organization in a welcoming manner?
Sure, there are times when good enough is in fact just fine â€“ generic vs. brand name or used vs. new. However, in the world of recruitment, excellent strategies and processes simply can't be dialed in and the pack of status quo is not where you want yourself or your organization to be. Striving for excellence, whether it is to achieve Baldridge status or your own personal satisfaction, is worth the time and effort that it takes. It simply takes your commitment and accepting that "good enough" is really not good enough.