Baylor Scott & White Health
As the largest not-for-profit healthcare system in Texas and one of the largest in the United States, Baylor Scott & White Health was born from the 2013 combination of Baylor Health Care System and Scott & White Healthcare. Today, Baylor Scott & White includes 51 hospitals, more than 800 patient care sites, more than 7,300 active physicians, over 49,000 employees and the Scott & White Health Plan.
1. What changes have you made to your candidate experience recently? What improvements are you most proud of? How do you know that your changes are making a difference?
We have made several changes during the last 12 months to enhance the candidate experience. Some of these changes include (but are not limited to) job posting optimizations, creating an application acknowledgement email, creating a monthly newsletter, careers website chatbot improvements, revision of application questions, creation of a “featured jobs” page on careers website, creation of region-specific landing pages on careers website, decrease time from application to hiring manager interview, hosting information sessions/virtual hiring events with candidates, incorporation of policy acknowledgement into application privacy agreement, and revisions to candidate communications.
We are most proud of decreasing the time from application to hiring manager interview and the virtual events. We know that these changes were effective because we saw an increased conversion rate from application to HM interview. In addition, we saw as much as 101% increase in candidates after hosting virtual events.
2. Why did you decide to make changes to how candidates were being treated? What data or evidence prompted you to make a change?
We had a candidate experience audit performed, as well as competitor studies showing us our opportunities to improve the candidate experience. Candidate drop-off rate, average time to complete an application, along with candidate audit recommendations prompted these changes.
3. How did you build support and commitment within your team and the broader organization? How did you demonstrate the importance of candidate experience?
We shared the results of the candidate audit and competitor analyses, and candidate drop-off data that highlighted our opportunities.
4. How do you measure candidate experience? How do you report on your recruiting process? How do you use that data to demonstrate financial impact as well as manage recruiter and hiring manager behaviors?
Prior to the CandE survey, the only data collected was from new hires within the 10-day survey limiting our view of the candidate experience. We report on our recruiting process by looking at the volume of candidates and funnel activity. We measure and track cost per hire, perform source-channel analysis and brand awareness. We also applied SLAs for recruiters and hiring managers, response time and interview feedback.
