Transforming the supply chain for health care providers

Part 1: Making sense of a complex web

Posted by Eileen Radis, Paul Atkins, and Kurt Banas on December 17, 2019. Supply chain is rapidly becoming a key strategic function across the health care provider ecosystem,  with a seat at the C-suite table. Providers increasingly recognize that an effective and efficient supply chain can improve the quality of care delivered to patients and generate significant cost savings for their organization. And they can see that trends such as cloud Enterprise Resource Planning (ERP), automation, and analytics are driving how supply chain is evolving and how this can generate even more benefits. In this series, we’ll look at how health care providers can tackle the challenges associated with supply chain transformation, starting with why an all-in approach that accounts for the supply chain’s many interdependencies is essential. Continue reading “Transforming the supply chain for health care providers”

Sizing the TA organization

Posted by Stefan Lint and George Hoffmaster on September 5, 2019.

On par with “source of hire,” which has become even more complicated with the introduction of “source of influence vs. source of application,” the burning question of talent acquisition operations today concerns the TA team itself. Sizing the TA organization appropriately is critical to its success. Too many, too few, or the wrong mix of roles can keep TA from meeting the talent demands of the business, not only causing stress within the team, but also raising questions about alternatives (outsourcing, anyone)? Given the importance of getting it right, just what types of roles—and how many of each—should you have on your recruiting team?
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Talent community: It’s the relationships you build that matter

Posted by Nicole Brender à Brandis on July 24, 2019.

In this previous post, we discussed the rightful passage of the evergreen requisition into the annals of history to be replaced with talent pipelines. Talent pipelines have been around quite a while. If you’re like me and were really sad when the dinosaurs died, then you remember the days of using index cards, your rotary address file, and your planner to create “tickle files” to keep in touch with talent who possessed certain critical skills. This was decidedly one-way communication (typical of pipelines) that involved mailing articles or calling from time to time to see if the candidate was “ready” to hear about jobs. Technology has greatly improved the ability to communicate quickly and more effectively with large pools of talent—but has it improved overall recruiting success?

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Talent sourcing solutions: Offering improvements beyond efficiency


Posted by Matthew Shannon on January 11, 2019.

Healthy economic growth in recent years has spurred talent markets in which job openings currently outnumber job seekers.1 Yet, recruiters still spend an average of more than 12 hours per week seeking new candidates.2 The challenge many talent acquisition (TA) organizations face is finding additional resources that can help them identify and engage top candidates before their competitors. Fast-changing technological advances position the TA function to benefit from new tools to augment the time-consuming task of sourcing talent. Our new research assessing different talent sourcing solutions provides insights into which next-generation capabilities can streamline the recruitment process, improve recruiter productivity, and enhance candidate experience.3

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Maintaining the talent pipeline during M&A

Maintaining the talent pipeline during M&A

Posted by Tom Joseph, Bill Cleary, and Bhawna Bist on March 21, 2017.

It’s no secret that mergers & acquisitions (M&A) can disrupt ongoing business activities. This disruption also impacts HR customers, both internal (executives, managers, employees) and external (applicants, retirees, vendors/suppliers). Leaders often turn their attention inward during M&A, leaving one group critical to the growth of the business overlooked: the external talent market.

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Recruiting: Renaissance or retreat?

Recruiting: Renaissance or retreat?
Posted by Art Mazor and Gary Johnsen on January 27, 2015

Talk to an executive or read the business journals and you’ll likely find that one of the most taxing and challenging issues facing organizations today is the attraction and acquisition of skilled talent. Confirmed in Deloitte’s 2014 Business Confidence Report, C-level leaders named the shortage of skilled workers as one of their top obstacles to growth. This was validated again in Deloitte’s Global Human Capital Trends 2014 report, which identified recruiting as one of the respondents’ topmost urgent needs. A clear majority (72 percent) of the 2500 leaders from 90 countries who participated in the survey realized and reported that recruiting is an urgent and important challenge for their organizations. Unfortunately, HR may not be ready to address this urgent need. Forty-three percent of those surveyed business executives pointed out that their HR function was not ready to answer this critical 21st century challenge. Even more, recruiting is perceived as underperforming by an overwhelming 65 percent of those same surveyed leaders. As distressing as these trends are, they could be reversed: Companies could address what ails recruiting and a recruiting renaissance could occur.

To understand where HR should begin to focus and start a recruiting transformation, we need to look beyond the statistics and trends data and witness them come to life in a real story — an actual candidate’s experience with the recruiting system and process. John’s (not his real name) story gives deeper meaning to the statistics and personalizes the struggles of the recruiting function, along with providing lessons and insights for recruiting leaders about the priorities and potential quick wins for recruiting transformation.

After 18 years as a military officer, John decided to transition to the civilian workforce. While he secured employment, his re-entry into the private labor force was marred by a number of recruiting missteps, blunders, and process inefficiencies. The good news: the issues can be fixed. Here are a few of the lessons to be learned from John’s experiences.

  • Lesson Learned 1: Don’t let machines overtake the personal side of sourcing and recruiting. The benefits of Applicant Tracking Systems (ATSs) in handling online job postings, applications, assessments, and requisition management are clearly defined in terms of efficiency and cost-effectiveness. But John’s experience included technology tools replacing people and many impersonal, form-driven responses that presented organizations as cold, aloof, and distant in an age of relationships and personalization. Think about how your organization can take advantage of technology without losing the human element inherent in the employee-employer relationship. Social media and industry network groups present opportunities to enhance the connection with candidates.
  • Lesson Learned 2: Don’t stigmatize the unemployed as unemployable. Many talented people count themselves as part of the fallout of the economic downturn. Though, as a new veteran, John’s situation was slightly different, he still experienced subtle but present bias to his unemployment status, with questions around his work ethic, networking abilities, and desire for employment. Even though he sent out numerous resumes each week, attended job fairs and networking events, and actively interviewed throughout the months of his career transition, he got indirect messages from employers that he was not quite the same as an active employee seeking a job change, because he was unemployed. Deloitte and The Rockefeller Foundation, in support of the White House National Economic Council, have put together these two handbooks for employers and job seekers as a helpful resource to understand and counteract these biases.
  • Lesson Learned 3: Follow through on commitments; tap into candidate relationship management. John recalls countless recruiters making commitments to call him back or managers saying they’d be making hiring decisions in a few days, with no follow-through. For John, hearing something, even “no,” was better than going into a black hole and hearing nothing. He often chased recruiters and managers, felt he invested time in their companies, and yet experienced delayed or no follow-up to his inquiries about the companies’ promise to be in touch with him. How is your organization handling candidate communications? Are you tapping into technology tools to help manage the process, while still serving the broader need for relationship-building?
  • Lesson Learned 4: Shorten the end-to-end cycle time. John experienced days turning into weeks and sometimes weeks turning into months. In our fast-paced society, everything is moving faster; this should include the recruiting cycle. Redesigning the processes, updating technology, incorporating newer techniques like video conferencing and recorded video responses as part of accelerating the initial screening interactions, and investing in recruiting resources can all shave time off the recruiting cycle and get needed talent on board sooner.>
  • Lesson Learned 5: Invest in recruiting. John encountered many overwhelmed and stressed recruiters. The recruiters shared their stories of managing large number of requisitions, heavy workloads, and little downtime for development and training. In Deloitte’s Global Human Capital Trends 2014, 57 percent of surveyed leaders stated their organizations are weak in addressing workloads and schedules. John heard two recruiters tell him they were managing upwards of 150 active professional-level requisitions at one time. If recruiting is one of an organization’s marketing channels into the marketplace, why under-invest in the recruiting resource team? This can make a bad first impression to potential future employees. Instead, how can you use the recruiting experience as a marketing tool to position your organization as an employer of choice?

John’s experience confirms what surveyed leaders tell us themselves: Recruiting isn’t working as it should. Old ways of recruiting are often ineffective, causing organizations who cling to them to lose out on valuable talent. This is an issue keeping many CEOs up at night, and keeping many organizations from securing the talent to drive their business plans. Based on the 65 percent of surveyed leaders who view recruiting as underperforming, HR leaders have received their mandate: It’s time to think strategically about revitalizing the recruiting function, both with short-term fixes and long-term transformation initiatives.


Art Mazor Art Mazor is a principal in Deloitte Consulting LLP’s Human Capital practice. He collaborates with complex, global clients across industries to transform Human Resource strategy, service delivery, and organizations with a business-driven focus.
GaryJohnsen Gary Johnsen is a specialist leader in Deloitte Consulting LLP’s Human Capital practice. He has a passion for building the intersection between business and people strategy, helping organizations design and implement HR operating models, practices, structures and processes that drive meeting business strategy.

Are you missing out on a rich source of needed talent?

The case for hiring the long-term unemployed

Stay focused

Posted by Alice Kwan and Danielle Hawkins on October 16, 2014

There’s a very good chance your organization is turning away viable, high-quality candidates for one reason: They’ve been looking for work longer than other candidates.

As of August 2014, 3 million Americans1 of all ages, ethnicities, geographies, industries, and education and experience levels are considered long-term unemployed (LTU), meaning they have been actively seeking work for more than 27 weeks without success. The LTU apply to 3.5 times more jobs than recently unemployed job seekers, yet receive 45 percent fewer callbacks for interviews.2 Evidence shows no difference in capability or quality of work produced between the LTU and the recently unemployed,3 yet the stigma associated with lengthy employment gaps persists.

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