44 HR Magazine November 2017
ready to consider
a change,” says
managing director at
Health eCareers Network, a
career hub for the industry based
in the Denver area.
Earlier this year, McDaniel at
JHACH began experimenting with geofencing and retargeting advertising, which
are among the hottest trends in talent acquisition.
“They’re not new ideas in the world of marketing,
they’re just new to recruiting—and have been wildly successful,” she says.
Geofencing helped McDaniel to attract highly specialized
acute-care certified neonatal nurse practitioners from across
the U.S. to work at the Florida children’s hospital. Recruiting for these positions has always been a struggle, since there
are only about 385 people with the right qualifications in
the entire country, McDaniel says. To get an edge,
she partnered with a marketing agency to identify
potential candidates from schools that offer relevant
certification programs and then set up a virtual fence
around where they live, work, study and even attend
industry events. That’s her target area for advertising the job.
This approach—perhaps best known as a tactic
retailers use to send advertisements to potential customers in their proximate area—allows McDaniel to
identify nurses with the sought-after skills and certifications and to send job postings and recruitment materials
to their mobile devices. “We have gone very targeted,”
she says. “We don’t want lots and lots of leads; we want
the right leads. We’re bypassing the application process
… [and] the careers site and directly targeting talent.”
JHACH also uses retargeting tactics to ensure that
people get maximum exposure to job ads. In other
words, if candidates don’t click on an ad initially, or if
they do but don’t provide their contact information, the
hospital retargets them with ads that follow them across
the Internet. “We went from zero responses to ads from
big pushes on Facebook and LinkedIn to starting to use
this tactic in May, and I’m up to 102 leads in July that
we’re actively working on,” McDaniel says.
But don’t let these high-tech options cause you to
Create Training Partnerships
lose sight of the power of high-touch, personal inter-
actions—which is what Callan relies on to recruit
experienced nurses. In 2016, he borrowed a page from
the athletic program playbook and hired two “talent
scouts” to cover the Midwest region. “Their job is to
connect with nurses all over the area, by going to meet-
and-greets in restaurants in small towns, holding job
fairs in midsize towns, visiting area schools and cre-
ating online chat groups,” he says. MU Health Care’s
talent scouts are “fearless at approaching people in person and
experts in social media sourcing,” Callan says.
Coordinating with local colleges, universities, government agencies and workforce development entities to educate and train
students and existing staff in high-demand fields can also help
alleviate health care staffing challenges. Try offering registered
apprenticeships, internships, externships, residency and fellowship programs, and in-house talent incubators.
Geisinger Health recently launched an in-house training
program in partnership with a local college for certified medical coders, which are in short supply. “Instead of going externally and looking for new hires, we offered current employees
who were interested in becoming coders the opportunity to be
trained and sit for certification,” says Julene Campion, SHRM-SCP, Geisinger’s vice president of human resources for talent.
It’s a stellar example of aligning career advancement opportunities with recruiting needs and boosting employee engagement
and retention along the way.
For Health Care Staffing
To meet the challenges of health care staffing, HR professionals may need to get creative. Here are some ideas:
■ ■ Provide debt relief. Help doctors pay down their often-substantial school-related debt through student loan repayment plans, signing bonuses and stipends.
■ ■ Offer flexible scheduling. Ease the burden of long
hours and prevent burnout by letting health care workers
choose their shifts and hours.
■ ■ Brand yourself. Attract people for hard-to-fill jobs and
hard-to-sell locations by standing out from the crowd and
clearly defining yourself and your mission.
■ ■ Use technology to target candidates. Leverage geofencing and other recruitment marketing tools to pursue
only qualified candidates.
■ ■ Use the personal touch. Hold job fairs, visit schools
and create chat groups to find and connect with candidates.
■ ■ Create training partnerships. Work with local colleges,
governments, and business groups to educate students and
staff in high-demand fields.
■ ■ Sponsor apprenticeships. Partner with the U.S.
Department of Labor’s Office of Apprenticeship to help
close the staffing gap for medical occupations that typically
require an associate degree or less.
■ ■ Redefine job responsibilities. Use highly qualified nurse
practitioners and physician assistants to stand in for doctors when there are shortages.