Hoag Memorial Hospital Presbyterian
Hoag Memorial Hospital Presbyterian
Hoag Memorial Hospital Presbyterian is a notfor-profit regional health care delivery network in Orange County, California, that treats nearly 30,000 inpatients and 350,000 outpatients annually.
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 made a significant amount of changes both internally and externally. We trained as a team to become Recruiter Academy Certified Recruiter (RACR) by Lean Human Capital Institute. This was to establish a foundation point so that we could remove waste from our process and look at improving efficiencies within our workflow. Also, we standardized our candidate screening process to establish consistency across our enterprise, so that the candidate experience would be the same no matter if you applied for a nurse position or a position in IT.
It’s hard to pinpoint just one improvement that makes us most proud. However, the two major ones that created the biggest impact was our “Talent Huddle” biweekly newsletter and incorporating Modern Hire (Montage) technology into our workflow. Our engagement/CTRs skyrocketed, and we received an overwhelmingly positive response from our talent community regarding our newsletter. Our team was building and curating content for job seekers that gave them the tools and resources to improve their career search and job interviewing skills and inform them of overall market trends related to professional advancement.
With regards to Modern Hire technology, this allowed our team to increase productivity by 20%. We recruit a lot of the people who work night shifts at other hospitals. Placing the freedom and flexibility of an on-demand video interview into the hands of a candidate proved to be a game-changer for us.
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 have always surveyed our hiring managers to gauge their recruitment experience but never our candidates. Last year was the first year we participated in the Talent Board CandE survey, and we were surprised by the comments and lack of engagement from our talent community audience. As a team we felt that it was our responsibility to create a positive and memorable candidate experience for ALL applicants regardless of whether they were hired or not.
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 have an “own it” mentality that’s part of our ethos. It was important to our organization that we develop recruitment processes that are reflective of our values and culture. We are here to support the community, and they deserve to have the same continuity of high-touch care in all aspects of their interaction with the Hoag brand.
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?
We look at a number of KPIs in our monthly talent acquisition dashboard from visits, CTR, open rates on newsletters and campaigns, drop-off rates and conversions. We even incorporated an NPS-style survey at the end of every candidate phone interview to make sure that we’re tracking feedback and recalibrating our delivery in real time. We’re not measuring financial impact yet, but we are using the data as part of the team performance goals and level-setting expectations with hiring managers.