In a recent speech on winning the health care IT talent war, Tiffany Crenshaw, president and CEO of Greensboro, N.C.-based consultancy and recruiting firm Intellect Resources made a pretty obvious point: You've got to have a plan and execute on that plan. But it would probably surprise you how many companies - not just in health care - fail to establish a specific strategy for recruiting.
As health care's IT needs grow, so does demand for workers already in that field. Crenshaw cited Labor Department statistics that 50,000 workers in health IT will be needed in the next few years, according to HealthcareITNews. I wrote last week that health informatics is growing particularly rapidly.
Turnover in IT overall remains lower than normal, reports Dice.com, but as health IT workers gain more experience and see more opportunities, that could change. Without sustained structural improvements in hiring and onboarding, Crenshaw said, turnover could reach 28 percent by 2013.
According to the article:
Every part of your organization should be under the microscope, said Crenshaw. What is your company culture like? Your salary/benefits/relocation package? How aggressively are you recruiting? Have you framed your approach with a strategy and process, or is it haphazard? Do you make use of recruiting technology, to track resumes? Do you laud your employees with awards and recognition? Do you offer professional development opportunities? How is your employees' work/life balance?
A piece at ere.net on recruiting for startups could apply to health care organizations - or any business, really. It made two key points: Know the main selling features of the opportunity you're offering and get to know the candidates personally. Especially in this age of resume-scanning technology, job candidates especially appreciate a potential employer who understands his or her priorities and motivations.