Long gone are the days where healthcare recruiters and hiring managers were able to select from a deep pool of candidates whom all were competing for the opportunity. Back then, in the rare case where a candidate wouldn’t accept an offer, another half-dozen qualified candidates were standing by thrilled to be presented an offer.
As the baby boomers continue to retire and fade from the workforce, the competition for talented healthcare leaders intensifies and the challenge of identifying dynamic leaders increases. Today’s candidate-driven market calls for healthcare organizations to reevaluate their approach to healthcare recruiting. One particular change is understanding how the market is affecting the traditional interview process.
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Candidates Today Are Interviewing Employers
Employers used to possess all of the leverage in a job interview. Their interviews were designed to identify which candidate represented the best fit for their company, typically following a strict question-answer format. However, with the shift in the labor market, old-fangled and traditional interviews that probe the candidate are no longer sufficient. Today’s talent has the leverage, which means that when you are interviewing them for a job, they are also interviewing you.
It’s essential in today’s labor market that healthcare organizations understand that an interview is a two-way street. Don’t fire questions at candidates and leave them the final five minutes to ask a few in return. Instead, embrace the shifting interview dynamic and structure your interviews to be open dialogues. Invite the candidates to pilot the conversation, if they would like to.
Candidates will want to know about your clinical culture, work environment, business philosophy, succession plan, and overall vision of the organization. In the traditional interview, when a candidate offered canned or weak responses to an employer’s questions, their chances of receiving an offer decreased.
In today’s market, when candidates ask you questions, and you give them a weak response, their interest in joining your organization will drop. Make sure that your organization is not only open to letting the candidate drive the interview experience but be prepared to sell your organization to them.
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Speed Up Your Process
To compete for the limited talent on the market, healthcare organizations need to speed up their interview process. Candidates have plenty of options, and if your interview process is slow and unresponsive, the talent you want will take another offer.
You, of course, want to be thorough in your vetting but be mindful of how long your process spans from initial contact to offer. Despite the dip in talent, the average interview process today is 22.9 days, which is nearly double the average in 2010. To be competitive and win the services of talent before your competitors, you need to get your process down to 12-16 days.
Even if you have decided they’re not the right candidate, give them a timely response informing them they’re no longer in consideration. Going a step further, give them a clear reason why. Maybe they lacked experience, or another candidate simply blew you away with their proposals. By respecting the candidate’s time with transparent and timely communication, they will leave the experience feeling positive about your organization. A candidate that you turn down today might be perfect for your team in two or three years. You’ll want them to think highly of your organization for that potential eventuality.
Today the average interview process is 22.9 days (double what it was in 2010). To be competitive and win the services of talent before your competitors, try and get your process down to 12-16 days.
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Healthcare Recruiting at Versique
By modernizing your interview style and expediting your hiring process, you’ll make your healthcare organization more competitive in the search for talent.
However, having a seamless interview style and a tight-knit hiring process only works when you have a satisfactory pool of talent to pull from. If you’re in need of talent, contact Versique’s healthcare division today.
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