Enterprise RPO Program Enables Healthcare Business to Continue Global Expansion

CASE STUDY

  • Challenges
  • Approach
  • Results
Challenges

Hiring Volume: 8,000 – 10,000 hires annually

Geography: North America, EMEA, APAC

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.
Approach

Solution Type: Enterprise RPO

Delivery Mode: End-to-end

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.

Results

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.