By Staff Report
Jul. 17, 2012
Dear Quality Not Quantity:
Well-managed organizations, in health care and elsewhere, pay attention to the time it takes to fill open positions. But the importance of this metric falls far, far behind the importance of filling each position with the best person available.
We can guarantee that no patient in your hospital has ever said anything such as, “I was so impressed—the nurse who cared for me accepted his position after it had been vacant for only 3.4 weeks.” Patients instead judge their health care experience on the basis of the quality of care rendered by skilled and committed professionals. No health care provider can afford to promote time-to-fill over the more critical factors of finding the best talent and the right “fit” for the job and the organization.
Ask your employees which they would prefer: a) to fill open positions with less than the best or b) to work a little harder for a little longer until the right person can be found. We suspect that we—and you—know the answer.
Time-to-fill is, however, a telling statistic—not so much as a measure of the firepower of your human resources department, but as an indicator of the organization’s reputation as an employer.
Hospitals with well-founded reputations as employers of choice—Griffin Hospital in Derby, Connecticut, and East Alabama Medical Center in Opelika, for example—experience significantly lower employee turnover and time-to-fill statistics than do other providers in their respective areas.
Time-to-fill is useful for determining how effectively leadership, at all levels, is distinguishing your organization as a great place to work. A culture of leadership, appreciation, reward and high standards goes a long way toward attracting top talent.
A time-to-fill measurement is rarely useful in isolation. It can be valuable, though, to track year-over-year variations in the metric, as well as in some cases to make comparisons among departments within an organization. If your time-to-fill is increasing measurably from year to year, or if it varies widely among departments, it may suggest a need to investigate the underlying causes.
It is vitally important to bear in mind that it is not the exclusive responsibility of human resources to recruit talent. It’s the job of every leader, from first-line supervisors to CEO, to be out there beating the bushes every day for talented, committed people. When you do that, and create a great place to work, you’ll see your time-to-fill stats drop like the cholesterol of a patient on the latest statin drug.
SOURCE: Richard Hadden and Bill Catlette, co-authors, Contented Cows Give Better Milk, Jacksonville, Florida
LEARN MORE: Read how using verifiable data can help your organization improve recruiting.
The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.
We build robust scheduling & attendance software for businesses with 500+ frontline workers. With custom BI reporting and demand-driven scheduling, we help our customers reduce labor spend and increase profitability across their business. It's as simple as that.
HR AdministrationRest and lunch break laws in every US state
Summary Federal law does not require meal or rest breaks Some states have laws requiring meal and rest ...
Staffing ManagementWhat is labor forecasting?
Summary Labor forecasting helps businesses determine where, when, what kind, and how many employees are...
demand forecasting, labor forecasting, labor modeling, staffing
Staffing ManagementHow staffing agencies can better manage a remote workforce
Summary As remote work continues its rise, modern workforce management technology is being adopted – st...
remote employees, scheduling, staffing, time and attendance management