So, let’s consider the trends:
Hiring the best available rather than best possible staff - desperate times are driving desperate measures with practices hiring who they can rather than the very best fit for their organisation. This in turn leads to churn as clinical staff under-perform, don’t fit in and leads to further recruitment costs.
‘’Our advice is to slow down, hire a suitable locum as a stop gap then focus on values as part of the process’’
Candidates who buy into your values will stay longer and contribute more. When recruiting look at the potential of the person and how they will grow with your practice.
Engaging increasing numbers of agencies rather than getting more from a lower number of quality suppliers. This is a big de-motivator for agencies as there is only a finite number of candidates looking for work. Spreading the net wider reduces agency commitment and leads to poor practices of submitting unsuitable, uncommitted candidates quickly just in case another recruiter gets there first. This is then compounded as the recruitment process slows and means that quality, highly relevant candidates can slip through the net or are put off as they’re contacted by multiple agencies about the same clinic so assume there must be something wrong with working there.
Our advice is to engage with select agencies who really understand your offer and can work to develop your employer brand. Consider building your own recruitment function or outsourcing it to a managing supplier, it’s not simply about who can send you CV’s and the recruiters sending them. A great service and contributor to your growth and success can be unlocked with more symbiotic supplier relationships - knowing the owners and managers of agencies and working with them to determine the strategy… Such relationships take time, work and give and take and long term will yield results.
Hiring new staff on variable salaries and packages. News gets around and can cause unrest especially where there is no performance and competency matrix to benchmark against.
Our advice is to create a talent matrix and map your staff against it to ensure consistency and fairness that is connected directly to individual contribution within the context of your variables.
‘’Overly fixed salary banding can reduce access to talent and can be a barrier to retaining very high performers.’’
Well thought out remuneration systems will go some way to increasing return on your talent investment.
As a recruitment director who has experienced very similar dynamics in other industries, such as medical, pharmaceutical and technology, I can say there’s no magic wand solution to the challenges we face. Simply a series of well thought out and planned processes that create access and improve engagement with the talent that will take your clinic closer to your vision.
Please feel free to get in touch should you require further information on the areas covered in this article. www.recruit4vets.co.uk