From: Subject: Talent Management Report Date: Mon, 3 Nov 2008 13:52:33 -0600 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C93DBB.6BD6AEA0" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3350 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C93DBB.6BD6AEA0 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.tngconsulting.com/TMR2_08/index.htm Talent Management Report

October=20 2008

 


Rapid Growth, Great = People, Bold=20 Vision: Take Care Health Treats Its Talent Growing = Pains=20

 

Find = out how=20 convenient care leader Take Care Health is evolving = talent=20 acquisition for continued growth in the highly = competitive=20 healthcare industry.
Read=20 More Below



Competing for=20 Talent in a "Fully Employed" Industry: The EVP=20 Equation

 

When = the=20 competition is fierce, how can you sharpen your = employment=20 value proposition to help you succeed in attracting = and=20 retaining critical talent?
Read=20 More=20 =

<= /TD>

 

Feature:

Rapid Growth, = Great=20 People, Bold Vision:

Take Care = Health Treats=20 Its Talent Growing Pains

 

When it comes to growing an = enterprise,=20 one challenge looms large: acquiring talent. Without new = talent,=20 growth is impossible. Without the right talent, service will = suffer.=20 Competitors are vying for the same talent, and in terms of = hiring=20 volume and timelines, the talent organization in a = fast-growing=20 company usually finds itself in new territory. If you are = leading=20 such a talent organization, what do you do?

Margery Geers faced these challenges when she joined Take = Care=20 Health Systems as the company=92s Chief People Officer in = March 2007.=20 A pioneering provider in the expanding convenient care = industry,=20 Take Care Health Systems operated 50 centers across the = Mid-west=20 region of the U.S. at that time. In May 2007, Walgreens = completed=20 its acquisition of the company. Take Care=92s mission of = becoming a=20 national network of convenient care clinics was now = supported by a=20 blueprint for growth driven by the largest retail pharmacy = chain in=20 the U.S.

In the months following the acquisition, Take Care = successfully=20 expanded operations from 50 centers in the Midwest to 130 = locations=20 across the U.S. By the end of 2007, talent leadership knew = they had=20 met a tremendous challenge in finding the top talent needed = to staff=20 those new locations. They had done so while continuing to = provide=20 the high-quality healthcare and exceptional service that had = been=20 the key to the company=92s success.

=93Take Care and Walgreens = had the=20 culture, the dedicated leadership and the staff to make that = growth=20 possible,=94 notes Geers. =93Staffing the centers to triple = our=20 footprint in such a short time was almost a heroic = feat=97but we had a=20 lot more growth ahead of us. Over the

"...it = was time to=20 look beyond being heroic. We needed to make sure we = had a=20 blueprint for working = smarter..."

next year, we were looking to = double in=20 size again. We knew it was time to look beyond being heroic. = We=20 needed to make sure we had a blueprint for working smarter = as we=20 moved forward. We needed to analyze our entire talent = acquisition=20 process to understand what we were doing right and where we = could=20 improve.=94

To gain an accurate snapshot of its talent processes, = Take Care=20 Health turned to a talent industry consultant to assess its = existing=20 processes and identify areas for evolving those processes to = support=20 future growth. The result is a talent strategy snapshot that = has=20 given Take Care Health the clear insight it needs to drive = the=20 evolution of its talent processes for the future.

Defining=20 the Challenge: A Focused Analysis = Process
Take=20 Care=92s success as a convenient care leader is a compliment = to the=20 nurse practitioners (NPs), physician assistants (PAs) and = support=20 staff who operate its clinics. =93There are always = challenges in=20 recruiting a fully employed workforce of NPs and PAs,=94 = Geers notes,=20

"We not = only have=20 practitioners in the field, we have practitioners in = our=20 corporate leadership. That is unique in our = marketplace, and=20 it=92s reflected in our = culture."

=93but Take Care Health Systems = has been=20 able to wow its candidates with an exceptional corporate = culture and=20 desire to support its NPs/PAs in all they do. We not only = have=20 practitioners in the field, we have practitioners in our = corporate=20 leadership. That is unique in our marketplace, and it=92s = reflected in=20 our culture. We need to make sure that we continue to stand = out as=20 an exceptional employer as we grow.=94

Working with Take Care staff, talent consultants = conducted an=20 in-depth evaluation of the company=92s processes. The study = included=20 interviews with Take Care officers, nurse practitioner = leadership,=20 human resources and recruitment staff, ex-competitor = colleagues,=20 recent hires, and operations and marketing staff. The = assessment=20 also examined vendor partners, including talent acquisition = systems=20 providers, advertising agencies, and sourcing and job = posting=20 partners, as well as the talent processes and resources of = parent=20 company Walgreens.

The discovery effort yielded a wealth of detailed = information. To=20 understand how well Take Care was competing for talent in = its=20 industry, results of the discovery processes were compared = against=20 those of convenient care competitors and against = best-practice=20 benchmark data from talent management industry forums such = as the=20 Electronic Recruiting Exchange (ERE), the Human Capital = Institute=20 (HCI) and Staffing.org.

The analysis revealed a clear picture of Take Care=92s = talent=20 operations, its strengths, areas for improvement, and = opportunities=20 for facilitating further growth and scalability. These = findings and=20 recommendations formed the basis for what would ultimately = be a=20 direct presentation to the executive team. Understanding the = real-world need to balance priorities, the recommendations = were=20 classified into act now items and future=20 considerations.

Evolving Talent=20 Acquisition: Detailed Needs and Objectives

Take Care = Health=92s=20 assessment focused on key drivers of talent acquisition = performance.=20 Those areas included organizational structure, process, = sourcing=20 strategy, metrics and measures, technology and vendors.=20 Organizational structure and processes are challenges common = to=20 successful fast-growing companies. As Take Care grew, its = talent=20 acquisition function had growing needs to meet, but roles = had grown=20 indistinct and resources had become stretched. Today, the = company=20 has clear visibility into the needs in this

=93Bringing on=20 talent leadership is an important step for us. It=92s = essential=20 for bringing our talent vision to=20 life.=94

area, including the need to = clarify=20 roles, ensure effective leadership, add resources, and = regionalize=20 talent acquisition managers and teams. Recently, the = company=20 added to its leadership by hiring a Senior Director of = Talent=20 Acquisition. =93To address our continued growth plans, we = needed a=20 dynamic, recruitment thought leader, and that=92s what = we=92ve found,=94=20 notes Geers. =93Bringing on talent leadership is an = important step for=20 us. It=92s essential for bringing our talent vision to=20 life.=94

On a similar note, consistency of talent acquisition = processes is=20 also a priority. Once again, clarifying roles and = responsibilities=20 is important, along with the emphasis on candidate = communication.=20 The alignment of processes is critical to maintaining = maximum=20 contact with candidates and enhancing the overall candidate=20 experience. On the sourcing front, strategy needs range from = refocusing the colleague referral program to improved = collegiate=20 recruiting. Finally, the study identified significant = potential for=20 cost control by reducing the use of third-party agencies for = hiring=20 activity.

"We=20 are working on ...eliminating activity-based metrics, = and=20 looking instead at business-driven=20 measures."

Metrics and = measures=20 are also significant in Take Care=92s planning. =93Measuring = performance=20 of any talent operation is always a challenging = undertaking,=94 Geers=20 notes. =93We are no

exception. We have identified a = challenge=20 that is common to talent management, and in HR in = general=97that is=20 the tendency to measure activities rather than results. We = are=20 working on shifting that emphasis, eliminating = activity-based=20 metrics, and looking instead at business-driven = measures.=94

On the technology front, Take Care has a solution in = place to=20 support its talent operations and is = considering areas for=20 future evolution. Plans for improvement moving forward = include=20 improving candidate access and enhancing reporting=20 capabilities. The final piece of the talent puzzle is Take = Care=92s=20 recent acquisition by Walgreens. =93Walgreens has tremendous = resources,=94 Geers notes. =93It=92s exciting to be part of = a family that=20 is committed to top performance=97not only in talent = operations, but=20 across the board. It also helps to know that we now have a = specific=20 blueprint for talent success that we can translate into = action and=20 results.=94

Staying True to Principle: A Path = for=20 Continued Growth
Thanks to honest objective = assessment=20 and planning, Take Care Health has the vision and specific = needs=20 identified to continue on its path for growth. =93We have an = excellent=20 team of individuals who are committed to the business, so = gaining=20 buy-in to support our goals has never been an issue,=94 says = Geers.=20 =93Once again, I also have to credit our clinical leadership = for=20 fostering a culture that is recognized by our candidates and = colleagues as one of the most supportive in the = industry.=94

Today, the company continues to expand the breadth and = depth of=20 service in its healthcare offering. Take Care Health Systems = is now=20 part of Walgreens Health and Wellness division, which = encompasses=20 both convenient care clinics at Walgreens drugstores for = consumers,=20 as well as health and wellness services for large companies = to=20 provide to their employees. Meanwhile, the company continues = to=20 evolve its talent operations. =93We=92ve considered ways to = enhance the=20 candidate=92s experience and our employment brand, ensuring = our=20 colleague brand mirrors our consumer/patient messaging,=94 = says Geers.=20 =93We=92re in the process of re-launching programs in a new = and exciting=20 way that will be streamlined and aligned across the Consumer = and=20 Employer Solutions Groups to help us achieve our divisional = goals.=20

=93Take Care Health Systems has incredible growth = planned;=20 expansion that will no doubt be met with challenges and = bumps along=20 the way,=94 she notes. =93But we=92re now in a place that is = much more=20 comfortable than before. We have the right plan, and with = addition=20 of new talent leadership, we have the right people in place = to drive=20 that change. While our business needs and approach continue = to=20 evolve, we stayed true to our core mission: delivering an=20 exceptional colleague and patient experience. Whether we = have 100=20 locations or 1,000, that=92s what we=92re here for, and = that=92s what=20 we=92ll continue to do.=94

Back=20 to Top

Copyright = =A9 2008. Korn/Ferry=20 International

and = Korn/Ferry=20 International Futurestep, Inc. 

All Rights=20 Reserved.

 =

IN THIS ISSUE:

FEATURE:

Take Care Health Treats Its Talent = Growing Pains=20 >>

STRATEGY:

Competing for Talent in a =93Fully = Employed=94=20 Industry: The EVP Equation >>

 


SUBSCRIBE

Printer-Friendly=20 Version
Download PDF =

 


Evolving=20 Talent Acquisition
for Rapid=20 Growth


Challenges:=20

  • A roadmap for exponential growth over the = next two=20 years
  • A highly competitive talent environment=20 (healthcare industry)
  • A need to evolve talent acquisition = processes to=20 support growth
Strategy:

Conduct a=20 complete assessment of talent operations, = including:

 

  • Detailed examination of existing processes =
  • Examination of market drivers
  • Specific recommendations for evolving = operations=20 to support continued growth

Results:
A blueprint = covering=20 key areas of talent acquisition, including:


  • Organization=97role = definition,=20 resources and leadership
  • Process=97including = consistency of=20 execution, documentation of processes and = candidate=20 communication
  • Sourcing Strategy=97use = of=20 agencies, tracking of source of hire, campus=20 recruiting and colleague referral
  • Technology=97including = requisition=20 ownership, ease-of-use, data integrity, = reporting=20 capability and training
  • Vendors=97sourcing, = background=20 checking, use of agencies, cost vs. in-house = functions=20
  • Competitors=97examination = of talent=20 acquisition at industry competitors, including = similarities and differentiators=20 =

 



mailto:editor@tngconsulting.com<= /A>

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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