Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them? In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss: • Why hiring in Healthcare is different and the difficulties companies typically face; and • What tools and strategies companies can used to address Healthcare hiring challenges Participants can learn: What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees. Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices. Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.

1. Rx for Hiring
Healthcare Workers
January 20, 2016

2. Copyright © 2016 Deloitte Development LLC. All rights reserved.1 Rx for Hiring Healthcare Workers, January 2016
Symptoms
• High turnover, but paradoxically,
lower recruiting costs
Diagnosis
• Causes of high turnover in healthcare
Rx for Health
• Optimizing Talent Acquisition
Today’s Agenda and Presenters
Robin Erickson, PhD
Vice President, Talent Acquisition,
Engagement & Retention Research
Bersin by Deloitte / Deloitte Consulting LLP
rerickson@deloitte.com
@RAEricksonPhD
Join the conversation
on Twitter
#TAHealthcare
@RAEricksonPhD
@DrTomTonkin
@Bersin
@CornerstoneInc
Tom Tonkin, PhD
Principal, Advisory Services
Cornerstone OnDemand
ttonkin@csod.com
@DrTomTonkin

3. Copyright © 2016 Deloitte Development LLC. All rights reserved.2 Rx for Hiring Healthcare Workers, January 2016
Retention, Engagement, and Talent Acquisition are
urgent issues
2015 Global Human Capital Trends
% of Surveyed Organizations Rating Issue as Urgent or Important
Source: Predictions for 2015: Redesigning the Organization in a Rapidly Changing World, Bersin by Deloitte / Josh Bersin, January 2015
63
68
69
73
74
74
76
79
81
84
86
87
THE OVERW HELMED EMPLOYEE
SIMPLIFY W ORK
DIVERSITY & INCLUSION
FIX PERFORMANCE MANAGEMENT
INTEGRATE HR TECHNOLOGY
GLOBALIZE TALENT MANAGEMENT
TALENT & HR ANALYTICS
TALENT ACQUISITION
RESKILLING HR
REINVENT LEARNING & DEVELOPMENT
GAPS IN LEADERSHIP PIPELINE
RETENTION & ENGAGEMENT

4. Copyright © 2016 Deloitte Development LLC. All rights reserved.3 Rx for Hiring Healthcare Workers, January 2016
Our lives depend on healthcare workers
Yet, healthcare workers often face
burnout from:
• Constant emergencies
• Fear of error
• Long shifts
• Heavy workloads
• Unpredictable work
• Physical demands
• Understaffing
Source: “Burnout Syndrome,” M. Polikandrioti, Health Science Journal 3.4 (2009) pp. 195-196.

5. Copyright © 2016 Deloitte Development LLC. All rights reserved.4 Rx for Hiring Healthcare Workers, January 2016
Symptoms

6. Copyright © 2016 Deloitte Development LLC. All rights reserved.5 Rx for Hiring Healthcare Workers, January 2016
Research shows Healthcare spending on Talent
Acquisition increased in 2014
3%
12%
16%
7%
13%
0%
5%
10%
15%
20%
25%
30%
Banking /
Financial
Services
Business
Services /
Consulting
Healthcare Manufacturing Technology
Average
Overall
Increase in TA
Spending:
7%
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Year-over-Year Change in Talent Acquisition Spending by Industry,
2013–2014

7. Copyright © 2016 Deloitte Development LLC. All rights reserved.6 Rx for Hiring Healthcare Workers, January 2016
Cost per hire is typically lowest in Healthcare . . .
$4,323 $4,300
$3,033
$5,611
$4,325
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
Banking /
Financial
Services
Business
Services /
Consulting
Healthcare Manufacturing Technology
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Average
Cost per
Hire:
$3,976
Cost per Hire by Industry, 2014

8. Copyright © 2016 Deloitte Development LLC. All rights reserved.7 Rx for Hiring Healthcare Workers, January 2016
But Healthcare tends to have the highest new-hire
turnover
14%
11%
17%
10%
11%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Banking /
Financial Services
Business Services
/ Consulting
Healthcare Manufacturing Technology
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Average
New Hire
Turnover:
14%
12-Month New-Hire Turnover by Industry, 2014

9. Copyright © 2016 Deloitte Development LLC. All rights reserved.8 Rx for Hiring Healthcare Workers, January 2016
Diagnosis

10. Copyright © 2016 Deloitte Development LLC. All rights reserved.9 Rx for Hiring Healthcare Workers, January 2016
Type of work affects turnover
RN Turnover Rates by Specialty
Pediatrics 13.5% Women’s Health 13.8%
Critical Care 16.8% Surgical Services 17.2%
Step Down 18.0% Telemetry 18.5%
Medicine/Surgery 20.7% Emergency 21.7%
Behavior Health 30.7%
Source: 2015 National Healthcare Retention & RN Staffing Report, B. Colosi, NSI Nursing Solutions, Inc., March 2015

11. Copyright © 2016 Deloitte Development LLC. All rights reserved.10 Rx for Hiring Healthcare Workers, January 2016
Other factors contribute to high turnover
 Helping others is often the primary motivation for healthcare providers
 ACA is helping to make healthcare more entrepreneurial
 Changes in technology can make care less personal & require constant training
 Not enough doctors to meet demand for care
 Retirement of aging healthcare professionals

12. Three questions every employee answers
everyday
• Do I want to stay?
• Do I need to stay?
• Should I stay?
Most employees formulate their long-term organizational commitment in their first 30 days

13. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
12
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

14. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
13
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

15. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
Proposed
Action/Curriculum:
• Testimonial videos
• Professional Development
Classes that coincides with
employee's career
aspirations.
• Reoccurring team
meetings at every level (i.e.
regional or national)
14
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

16. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
15
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

17. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
16
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

18. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
Proposed
Action/Curriculum:
• Exposure to all of the
organization through cross
line of business training.
• Have employee invest in
the organization and be
visible about it like filling
out their profile page.
• Special internal projects
that makes the company
better.
• Increasing employee
engagement
17
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

19. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
18
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

20. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
19
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

21. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
Proposed
Action/Curriculum:
• Early investments in the
employee, for example
during on-boarding
• Help employee build a
personal network
• Job satisfaction and career
advancement surveys
20
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days

22. Copyright © 2016 Deloitte Development LLC. All rights reserved.21 Rx for Hiring Healthcare Workers, January 2016
Rx for Health

23. Copyright © 2016 Deloitte Development LLC. All rights reserved.22 Rx for Hiring Healthcare Workers, January 2016
Optimizing TA matters in Healthcare
Having the right Healthcare employees who understand the work
and how to do it well can:
• Provide better care to patients
• Reduce burnout and mistakes
• Attract leading talent
• Adapt to changes
• Save both people and money

24. Copyright © 2016 Deloitte Development LLC. All rights reserved.23 Rx for Hiring Healthcare Workers, January 2016
Talent Acquisition Maturity Model
Reactive Tactical Recruiting
Level 1
Standardized Operational Recruiting
Level 2
Integrated Talent Acquisition
Level 3
Optimized Talent Acquisition
Level 4
BersinbyDeloitte
Source: High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, 2014
13%
23%
29%
35%

25. Copyright © 2016 Deloitte Development LLC. All rights reserved.24 Rx for Hiring Healthcare Workers, January 2016
Level 4 organizations surveyed spend more per hire . . .
$3,258
$3,852
$5,088
$6,465
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Level 1—Reactive
Tactical Recruiting
Level 2—
Standardized
Operational
Recruiting
Level 3—
Integrated Talent
Acquisition
Level 4—
Optimized Talent
Acquisition
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Average
Cost per
Hire:
$3,976
Cost per Hire by Maturity Level, 2014

26. Copyright © 2016 Deloitte Development LLC. All rights reserved.25 Rx for Hiring Healthcare Workers, January 2016
. . . but typically have lower new hire turnover . . .
17%
15%
11%
10%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Level 1—Reactive
Tactical Recruiting
Level 2—
Standardized
Operational
Recruiting
Level 3—Integrated
Talent Acquisition
Level 4—Optimized
Talent Acquisition
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Average
New Hire
Turnover:
14%
12-Month New-Hire Turnover Rates by Maturity Level, 2014

27. Copyright © 2016 Deloitte Development LLC. All rights reserved.26 Rx for Hiring Healthcare Workers, January 2016
. . . and shorter time to fill
55
50
52
44
0
10
20
30
40
50
60
Level 1—Reactive
Tactical Recruiting
Level 2—
Standardized
Operational
Recruiting
Level 3—Integrated
Talent Acquisition
Level 4—Optimized
Talent Acquisition
Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte /
Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015
Average
Time to
Fill (in
Days):
52
Time to Fill (in Days) by Maturity Level, 2014

28. The Unified Talent Management Platform
Most employees formulate their long-term organizational commitment in their first 30 days

29. Do I want to Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Applicant
Workflow (all)
• Applicant
Experience (all)
• Employer
Branding (1)
• Mobile (all)
• Assign Tasks (2)
• Onboarding
Tracking (2,3)
• Universal
Profile(1)
• Communities (3)
• Teams and
Tasks (3)
• Discussion
Forums (2,3)
• Feedback (3)
• Relevant
Learning(2)
• Goals and
Feedback (3)
• Clarity in
compensation
• Alignment to
Ascension (2)
• Empower
Employees to be
active in their
career planning
(1,2)
28
Actions/Recommendations
1. Testimonial videos
2. Professional Development Classes that coincides
with employee's career aspirations.
3. Reoccurring team meetings at every level (i.e.
regional or national)
Most employees formulate their long-term organizational commitment in their first 30 days

30. Do I need to Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Social Sourcing
(2)
• Employer
Branding (3)
• Applicant
Experience (3)
• Goals and
milestone
planning
(1)
• Accommodates
various roles
(1,3)
• Universal
Profile(2)
• Communities (2)
• Discussion
Forums (3)
• Real-time
Feedback (1)
• Groups and
Communities (2)
• Social Review
(2)
• 360-degree
reviews (1,2)
• Provide visibility
on their future (1)
• Internal
Recruiting (1)
29
Actions/Recommendations
1. Early investments in the employee, for example
during on-boarding
2. Help employee build a personal network
3. Job satisfaction and career advancement surveys
Most employees formulate their long-term organizational commitment in their first 30 days

31. Should I Stay?
Recruiting On-Boarding Connect Learning Performance Compensation Succession
• Assign learning
courses and
content (1)
• Real-time task
reporting and
reminders (4)
• Support all
employee
lifecycle events
(all)
• Universal
Profile(2)
• Communities (2)
• Discussion
Forums (1,3)
• Real-time
Feedback (1)
• Social
Collaboration (4)
• Specific content
to assist with
different skills (3)
• Competency
Model Alignment
(1)
• Personalized
career
development
plans (2,4)
• Transparency in
Promotion (4)
• Identify
Overlooked
employees (2)
30
Actions/Recommendations
1. Exposure to all of the organization through
cross line of business training.
2. Have employee invest in the organization and
be visible about it like filling out their profile
page.
3. Special internal projects that makes the
company better.
4. Increasing employee engagement
Most employees formulate their long-term organizational commitment in their first 30 days

32. Copyright © 2016 Deloitte Development LLC. All rights reserved.31 Rx for Hiring Healthcare Workers, January 2016
Key Takeaways
1. Constant change and lack of control over the
work and schedule contribute to healthcare
worker burnout and high turnover rates.
2. Because demand for healthcare workers is
high, it tends to be harder to retain them
since they can easily find a job elsewhere.
3. Look at your TA strategy and practices to
see where you are in maturity.
4. Optimizing TA typically involves not only
filling openings, but also creating a work
environment where people want to stay.
5. Address the full lifecycle of an employee.
Engagement and retention strategies
support your acquisition strategy.
6. No matter where you are in the maturity
model, relationships are important,
especially hiring manager/recruiter and
manager/employee.

33. Copyright © 2016 Deloitte Development LLC. All rights reserved.32 Rx for Hiring Healthcare Workers, January 2016
Questions?
Robin Erickson, PhD
Vice President,
Talent Acquisition, Engagement, &
Retention Research
Deloitte Consulting LLP
111 S. Wacker
Chicago, IL 60606
Email: rerickson@deloitte.com
Office: (312) 486 5368
Twitter: @RAEricksonPhD
Tom Tonkin, PhD
Principal,
Advisory Services
Cornerstone OnDemand
1601 Cloverfield Blvd
Santa Monica, CA 90404
Email: ttonkin@csod.com
Office: (303) 619 3950
Twitter: @DrTomTonkin

34. Copyright © 2016 Deloitte Development LLC. All rights reserved.33 Rx for Hiring Healthcare Workers, January 2016
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Member of Deloitte Touche Tohmatsu Limited