Enterprise RPO Program Enables Healthcare Business to Continue Global Expansion

Roles:

Pharmacy, Technology, Network Management, Behavioral, Marketing & Communications, Compliance, Legal, Sales, Nursing, Healthcare Delivery, Medical & Clinical Operations 

Specific Challenges:

• Scalability:
  • M&A activity created fluctuating volumes; this, coupled with a growing and diversifying business intensified the need for a scalable dual provider RPO solution.
• Diversified hiring:
  • Challenged with short deadlines to fill a variety of positions across a global portfolio that range from general to highly specialized and include both high- and low-volume job families.
• Internal mobility:
  • Executive-level initiatives focused on employee mobility; a lack of internal skills mapping functionality created the need to advance an internal mobility program with best-in-class solutioning.
• Virtual solutions:
  • With pandemic restrictions, previous face-to-face solutions needed to quickly be replaced with innovative virtual solutions.
• Innovation imperatives:
  • In addition to general process recommendations and optimizations, there was an increased need for providing creative, innovative ideas in a systematic way to meet the growing needs of the business.
• Healthcare hiring:
  • Limited and highly competitive talent pool for licensed healthcare professionals; volume demand spikes due to global COVID-19 pandemic.
• Speed:
  • Rapidly evolving business needs due to acquisitions and extreme growth was compounded when COVID-19 added an additional layer of complexity and compressed timelines. Delivery became even more timebound with critical projects tied to COVID-19 testing readiness, vaccine distribution, and other global healthcare needs.

Highlighted Strategies:

• Robust implementation & training program:
  • Hosted multiple roundtable and voice of the customer (VoC) sessions across 9 sites prior to go live:
    • Conducted a full examination of existing processes and operating rhythms in order to develop an optimized workflow complete with robust reporting and integrated technology systems.
    • Nearly 100 total hours of self- or trainer-led instruction, a two-week training boot camp for the client delivery team, a robust onboarding training plan, and individual site visits prior to go live – all of which aided in the Sevenstep team gaining a strong understanding of the business before launching the program.
• Culture & value alignment:
  • Developed continuous, collaborative feedback loops to ensure alignment on marketing strategy, hiring priorities, and optimization opportunities.
• Stakeholder engagement:
  • Aligned with leaders at all levels of the organization to ensure streamlined, responsive communication.
• Communication & reporting:
  • Structured review cadence, including daily, weekly, monthly, and quarterly checkpoints for all levels of stakeholder groups.
• Disciplined, custom quality assurance:
  • 7 SLAs and 19 KPIs, including compliance, candidate care, requisition management, and innovation.
• Agile recruitment strategies:
  • Virtual and onsite career fairs to deliver on all job families and hiring needs. Example here.
• Community engagement:
  • Pipeline talent ahead of demand by building relationships with local schools and workforce centers.
• Proactive pipelining:
  • “Chase the sun” sourcing with 24-hour efforts across the globe for high priority projects and volume spikes.
• Employee referral program (ERP):
  • Leveraged a designed employee referral program to contribute to a robust talent pipeline ahead of demand.
  • Held virtual rallies to educate employees on the importance of the ERP, how to refer friends and family, and what to expect upon submitting a referral.
• Internal talent mobility:
  • Prioritized the sourcing of internal candidates and developed internal marketing materials to educate hiring managers on “internals first” initiative and how to post and advertise jobs for internal audiences.

Year 1 of Global Enagement

• 5:1 ratio of hiring manager interviews-to-offers accepted is now 3:1.

• Reduced aged requisition percentage from 28% to 16% can be “28% to 12%.

• Replaced 64% quarterly volume stat with: 81% annualized volume growth over three year period.

• Replace 20% quarterly class hiring growth with: 98% fill rate for class-based hiring training cohorts across diverse areas (pharmacy, telesales, shared services).

• Replace 5 scope expansions with: 8 major scope expansions within first 3 years of program launch.