In the healthcare industry of 2012 — where we find the search for the best talent an
ongoing challenge, HR professionals often seek national and statewide data to
compare their performance. Although this can usually be obtained, it isn’t
always easy. Some of the most valuable data can be found through organizations
such as NAHCR, ASHHRA and Staffing.org.
NAHCR is the National Association for Health Care
Recruitment, an organization of healthcare recruitment professionals that seek
education, information and resources. One valuable resource they offer is a
partnership with Lean Human Capital to do their Healthcare Recruitment
Benchmark Study each year. Covering such analyses as process efficiencies,
responsiveness metrics, cost of vacancies and performance management, this is
valuable survey data for an organization to add to their participation list.
For additional information, contact: www.nahcr.com
ASHHRA (the American Society for Healthcare Human Resources
Administration) of the American Hospital Association is an organization
“dedicated to meeting the professional needs of human resources leaders in healthcare.”
To participate in the ASHHRA/PwC Saratoga HR Metrics Tool Survey, 2011 data can
be submitted at http://www.ashhra.org/products/metrics.shtml. Measuring tenure, diversity, turnover
(including first year), cost per hire, time to accept, internal vs. external
hires, etc. — this too
offers valuable information for the direction of the recruitment department.
Staffing.org provides “corporate HR professionals with
recruiting metrics, benchmarks, best practices and sourcing strategies.” (www.staffing.org) They offer various surveys
and reports throughout the year such as Candidate Attitudes and Behaviors,
Sourcing and Marketing, Trends, Recruiter Workload and the Annual Corporate
Recruiting Report. Although Staffing.org includes all industries, they do offer
some separate reports for the healthcare industry.
Associations that relate to the specific job title such as
APTA, AORN, ASHP, etc. are also a great source for surveys along with
individual state chapters and organizations.
There are some basic guidelines in what benchmarks can be
and should be used for.
1. Don’t put all your eggs in one basket! Changing
procedure based on a small amount of data is not a wise choice. Look for
trending over time, outside influences, geographic issues, time of the year,
2. Balance benchmarks against other metrics they
may influence. For example, to measure recruiters on days to fill would only
make sense if they have control over all aspects of the hiring process. Also
influenced by hiring managers and the process, it is difficult to totally lay
this metric at the feet of the recruiter. The larger the portion of the hiring
process that sits within HR, the more accountability the recruiter has for days-to-fill.
Yet, if the recruiter merely functions as a depository for applications that go
right to the hiring manager, it is difficult for them to own the process and be
evaluated on days-to-fill.
3. Days-to-fill should also be balanced with new
hire “quality” and “turnover rates”. It isn’t too difficult to lower days-to-fill
if turnover rates aren’t factored into the equation. It isn’t always about decreasing
days to fill — but hiring
the best talent.
4. To obtain the best benchmarks with quality data,
it is a good idea to be a part of the survey. If more organizations would take
part in surveys like ASHHRA, NAHCR, etc. there would be a wider range of
valuable data and, as a participant, it would be available to you.
5. Keep your data! This is probably the most common
issue in not always being able to
obtain quality information from all organizations. It is difficult to take part
in an in-depth survey if the HR professional has no access to the metrics in-house.
So, start internally by deciding the benchmarks that are important to YOU. Make
sure your formulas are consistent with the survey you want to be using for
comparison and gather your data without fail.
6. Use the data! This too, is often an issue when
data is gathered and available yet sits in the computer or in a drawer and
isn’t used to drive change and strategy. Use what you count or ask yourself if
you need to count it at all.
7. Justify any survey data that you use to
benchmark against making sure the survey is current and statistically valid.
against yourself. All organizations are different, recruiters function at
different levels, processes are different, competition varies geographically
and strategic visions are unique. For the best measure of performance, trend
against yourself — month over
month and — year over
year. Only then will you be able to see true trending that adds value to your