Why You Should Treat Everyone Like You’re Told To Treat Millennials

Why You Should Treat Everyone Like You’re Told To Treat Millennials

Why You Should Treat Everyone Like You're Told To Treat Millennials

Millennials. The internet is full of articles telling you how to treat them in order to get the most out of them in the workplace. I’ve read countless articles about how you should treat Millennials differently than individuals from other generations. I’m sure you’ve seen them too. Millennials are often touted as being needing extra attention or care. This article will explain why this wrong, and why you should treat all your employees with the same attention with regard to culture, recognition, and respect. The headlines below are pulled directly from articles that advise on how to treat Millennials differently.

Create A Healthy Team Environment For Millenials

Why would this apply to only Millennials? Creating a healthy team environment is good for everyone involved. We spend so much time with our coworkers it’s incredibly important to have a workplace that encourages healthy communication, work-life balance, trust, and cooperation. In doing this you’ll create a productive, collaborative environment for everyone, not just Millennials. It’s pretty straightforward.

Give Constructive Feedback To Millenials

This is good advice for any organization employing staff of any age. There’s a common misconception about treating Millennials with a gentle touch, providing more constructive feedback than you’re used to. But the truth of the matter is that employee retention and company culture has been increasing in importance in recent decades. It’s a good idea to focus on culture and happy employees, but not because they’re Millennials. It’s because research has shown that happy employees produce more and stay with organizations longer. By giving constructive feedback, you ensure that employees know how to do their job correctly and they feel valued. It’s the same for people of every age. Hiring new staff and training them is expensive. It’s more affordable to keep an employee happy.

Be Transparent With Millennials

This goes along with constructive feedback and company culture. Transparency is something that has become increasingly important in corporate culture throughout the last few decades. It just so happens that it coincides with Millennials becoming an increasing factor in the workplace. Transparency isn’t important because Millennials need transparency, everyone values transparency. It contributes to a good company culture in which your staff feels informed and trusted. Being honest and constructive with feedback is important but it’s also important to be upfront about company goals, organizational changes, and other major shifts that may be coming. Nobody wants to be caught off guard, it’s not just Millennials. Open communication has been promoted as a method for fostering positive personal relationships for several decades. Its the same when it comes to company culture. Just do the right thing and be a good leader, you don’t need to placate Millennials. An article I recently read on The Muse claimed that an employee from Generation X would simply say yes to a task rather than asking why they should do the task. Meanwhile a Millennial would want to know why they’re assigned the task. This is misleading because it assumes that Millennials are the only ones who want to understand the goal of their assignment. It also assumes that Millennials are the only generation that has curiosity or wants to know the purpose of their work. It’s completely hypothetical, and it’s an anecdote that can’t be applied to all 75 million Millennials.

Respect Their Individuality

I find it hard to read some of the articles that tout individuality as a trait that’s unique to Millennials in the workforce. Just because past generations may have had less freedom to express themselves in the workplace doesn’t mean that it’s a requirement unique to Millennials now. Respecting your staff will go a long way no matter their age. It’s a common decency that has become more culturally appropriate with society as a whole. This is a no-brainer.

Give Responsibilities To Millennials

Young people tend to be hungry for achievement and success. If you’re just starting your career you’re eager to move up the corporate ladder. This has always been true since corporate America has existed. We’re just now attributing this behavior to Millennials because they’re the young generation that’s now behaving in this way. Many want to argue that being raised with the internet, computers, and mobile devices Millennials are accustom to instant gratification. I’d argue that most people have become familiar with instant gratification at this point. The desire to contribute in the workplace and see the results of your contributions aren’t unique to Millennials. Nobody wants to be a cog in the machine. The idea that Millennials want purpose more than individuals of other generations is misguided. Some (infuriating) articles I’ve read aim to patronize Millennials by giving them menial tasks like organizing team lunches as a means to gratify this need. Meanwhile, other recommendations include obvious recommendations like recognizing individuals for their success with positive reinforcement. As if this method wouldn’t be applicable to staff of other generations. Again, recognition for achievements isn’t something that only Millennials value. It applies to everyone. Bruce Pfau, who is a Corporate H.R. Advisor & KPMG Partner, ellaborates on this idea in his article published in the Harvard Business Review:

“A growing body of evidence suggests that employees of all ages are much more alike than different in their attitudes and values at work. To the extent that any gaps do exist, they amount to small differences that have always existed between younger and older workers throughout history and have little to do with the Millennial generation per se.”

Embrace Their New Ideas

If it’s a good idea, it’s a good idea. You shouldn’t pay extra attention to the ideas of Millennials while ignoring the ideas of your older (or younger) staff. This is very closely related to having a healthy team environment and building company culture. Millennials have bad ideas too, they’re not the generation of brilliant ideas any more so than any generation before them. Treat everyone with the same respect, and be open to new ideas. Your organization should be open to feedback from all staff, not just Millennials.

Invest In Millennials

I’ve seen this recommendation more often than most. It makes sense if you buy into the misinformation campaign surrounding “how to treat Millennials in the workforce”. It makes even more sense if you substitute “Millennials” with “employees”. The argument from the misinformation camp is that you should train and build relationships with your Millennial workers. That building personal connections and investing in the things that Millennials value will help to grow your company. The problem is that this should be applied to all members of your workforce, not just Millennials. By investing in your people, you invest in your future, no matter their age. If you’re attempting to placate any age group you’re going to run into problems alienating other groups (or even alienating the group you’re trying to placate). Equality in the workplace applies here. Judge individuals on performance, not age.

Sources:

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Bullhorn Releases Staffing Speaks Out

Bullhorn Releases Staffing Speaks Out

On September 5th, 2018 I received an email announcing the release of “Staffing Speaks Out”, a conversation series with staffing & recruiting industry leaders by Bullhorn. The email quotes their intro video (seen below) and claims to be a place for learning, growth, and inspiration. All provided by industry professionals, experts, influencers, and… you guessed it, Bullhorn customers.

Needless to say I was intrigued. I followed the link in the email and was pleasantly surprised to find a number of high value video interviews and articles covering marketing in the staffing industry.

Topic: Marketing For Staffing Firms

One video in particular struck me as being highly valuable to a lot of agencies. The interview features Sr Director of Marketing Lauren Schuman of the NYC based staffing firm, Pyramid Consulting Group. Several of the topics covered in the interview relate to how Pyramid tackles obstacles in marketing to clients and candidates in the staffing field. The importance of mobile optimization for your website and the increased use of mobile devices by job seekers is emphasized. Shorter, more concise job descriptions are also recommended by Lauren. Her firm puts much of their attention to forward thinking technology and has been moving away from outdated practices such as cold calling in favor of sms notifications and text messaging.

“Just know your audience. I think cold calling is kind of an outdated practice, as well. I think that, again, there are some industries where it still works, but for us, our people aren’t responding to that. They’re not listening to voicemails. They’re not picking up the phone for a number that they don’t know.” – Lauren Schuman

Video content is also discussed as being a strategy Pyramid uses to reach potential candidates & clients. While search engines like Google still show a lot of love for long form text content, video can have a meaningful impact on the SEO of your website by improving user experience metrics. It has an even greater impact on users who are more likely to consume video content than text content.

Staffing Speaks Out LogoBullhorn is known for producing great content like this and for providing a robust marketplace for service providers such as those mentioned in the video. TextUs and Cube19 are both mentioned in the interview with Lauren Schuman. TextUs is a text messaging platform that integrates with Bullhorn and Cube19 provides analytics dashboards to better understand how your marketing efforts are working.

So Much Potential

There are a number of topics I’d love to see them cover, however I have some concerns that they may only be tapping Bullhorn customers for these video interviews. While I’m a huge fan of Bullhorn, there are industry experts outside of the pool of Bullhorn users that may have valuable insight into marketing, design, operations, sales, business development, and branding for staffing & recruiting firms. I see so much potential in the first few videos and articles that they’ve published under this brand that I worry it will be used to plug their marketplace too much and not give enough emphasis on tools and marketing platforms outside of the Bullhorn marketplace. These concerns may be premature but with such a strong start to the Staffing Speaks Out series, I’m optimistic that they’ll continue to churn out great content in the future. I’ve already learned quite a bit from the Staffing Speaks Out series, I hope you have too.

Topic Wishlist

My topics wishlist includes: ad targeting strategies for passive vs active candidates, content marketing strategies for the staffing industry, and how to best utilize sourcing tools such as Indeed and LinkedIn. Also, I’d love to see interviews with Joe Green (CMO of Medical Solutions), Sara Menke (SEO of Premier Talent Partners), or Amber Ireland (VP of Marketing at PPR Talent Management Group). I think their interviews would be insightful due to their different perspectives, industries, and experience with marketing at different levels of their organizations.

For more information about Staffing Speaks Out check out their blog or search for the hashtag #StaffingSpeaksOut on Twitter.

Introducing WP Staffing by Staffing Nerd

Introducing WP Staffing by Staffing Nerd

Staffing Software built for your WordPress site.

An introduction to WP Staffing by Staffing Nerd.

Tackling Issues Unique To Staffing

If you’ve been working in staffing-related marketing or operations, you understand that much pain is caused by the technical aspect of staffing, specifically around dealing with the limited functionality and performance of web application integrations. As experienced marketers and developers solely focused on how technology impacts staffing and hiring nationwide, the team behind Staffing Nerd sees this as a problem worth solving. Our drive to fill some of the major gaps in technology pushed us to evaluate how job listings are published and disseminated online.

One of the most common issues we deal with relates to the setup, configuration, and optimization of WordPress-related functionality. While addressing these issues we built elegant solutions which have grown into tools now accessible to the greater staffing community. WP Staffing is our answer to the question of how to build a job board with cost performance and reliability top of mind.

Cost Performance

Upfront costs can cripple budgets and hinder investment in other areas. There can often be penalties related to changing services & technology partners. You may find that your applications need to be rebuilt to route information properly between an application tracking system, on-site job board, and API feeds. Constant delays can add an unnecessary layer of stress and can harm your bottom line. By reducing upfront costs and eliminating slow implementation periods we’ve been able to mitigate these issues.

WordPress Reliability

In an effort to make our tools accessible we turned our attention to WordPress. If you’re not familiar, WordPress is a content management system and online framework used by one out of every three websites on the Internet today. Our team is very familiar with WordPress, developing on the platform for much of our careers. Nearly 90% of the websites our team has developed and maintained run on WordPress. This pushed us to consider how we can supplement existing applications and plugins to create a solution that offers flexibility and reliability. These tools are designed specifically for the staffing industry, solving problems unique to your business. Introducing WP Staffing.

Before we let you dive into WP Staffing, it’s important to understand how it works with the existing WordPress ecosystem. We asked Peter David, a senior developer, to help bridge the gap and gain a sense of what currently exists and why WP Staffing fills a need currently unmet, even by enterprise staffing developers such as Bullhorn.

How WP Staffing Works

Can you give us a rundown of how WP Staffing works?
So, the plugin hooks into a plugin by Automattic called WP Job Manager, and what Job Manager can do is either set up a simple job board for people that want to just post a couple of internal job postings, or it can help you create a job board on your website that people will pay to submit listings to your job board.

How We Cater to The Staffing Industry

This seems like a functional plugin for non-staffing companies. There are nuanced needs for staffing companies specifically that are sought out. How does WP Staffing handle these?

Right, so what it doesn’t do is set it up to act like a job board tool for staffing agencies. So, what our plugin does is add profession and specialty taxonomies so that those are sortable fields. Our plugin also allows you to scrub off all of the company data on job listings in the job details and replace it with your own company’s information.

Premium Benefits

What are some premium benefits to WP Staffing that strengthen the utility for staffing agencies?

There’s also a Pro version of the plugin that allows you to hide different things that you wouldn’t want job seekers to see. For instance, you could hide the posted on date so older jobs won’t appear less valuable, or sometimes an agency won’t want to show the city of a particular job is located in, but they still need to track that information at the back end. It also can hide other stuff, like shift information if you don’t want to display that. There’s also a couple other handy things that we’ve added, like color pickers to help you match the colors to your brand.

Integrating With WordPress

So why the integration with WP Job Manager instead of just rebuilding the plugin from scratch?

Working with WP Job Manager allows us to still use the plugin for what it’s good for, which is a really tight integration with the WordPress platform. So, all of your jobs are posts in the back end, and those posts can then be entered into your sitemap for Google indexing. They have Google schema on the page. It’s really solid mark-up, and for developers, the plugin is a really great platform for extending and customizing functionality any way a staffing company might need it to be customized. But then we added all the extra stuff shown below.

WP Staffing Customizer

This plugin takes WP Job Manager to the next level for professional staffing agencies.
Add extra filters to your job search form and taxonomies to your job listing:

  • Professions
  • Specialties

Add a recruiter to a job 
Set global information for all job listings:

  • Company Name
  • Company Logo
  • Company Website

WP Staffing Customizer Pro

 Add extra fields to the job listing:

  • Branch
  • Work Start
  • Shift Information
  • Job Source Information

Easily Hide info from your job listing page:

  • Posted Date
  • City
  • Company Name
  • Company Logo
  • Company Website
  • Company Twitter
  • Tagline

This plugin also hooks into the WP Job Manager Applications plugin to track candidate analytics tags. Find out where your leads are coming from:

  • UTM_source
  • UTM_medium
  • UTM_campaign

Widget areas for the job search page and job listing page

Change your layout between grid, list, 2 column easily

Customize the colors in your job search widget with a color picker.

Learn More About WP Staffing

The out of the box solution from many ATS systems and other SaaS job boards ignore the fact that your WordPress website should be the hub of your marketing efforts. Our job board options keep users and google bots on your domain and don’t send job seekers to another website or display your jobs in an iframe.

Executive Spotlight — Justin Allison, Director of Locum Tenens Recruitment and Marketing

Executive Spotlight — Justin Allison, Director of Locum Tenens Recruitment and Marketing

For the latest executive spotlight, we spoke with Justin Allison about his time starting and growing a healthcare staffing company, why it’s important to create content to attract new candidates, and ERO’s overall approach to gaining a competitive advantage through its marketing.

On starting a career as a recruiting working in healthcare staffing:

I can speak for at least 90 percent of the recruiters that I know, that most of us that are in staffing, in this game, are in it not because we sought it out. We happened to fall into it for various reasons, not really knowing much about it.

I didn’t really know that travel nursing existed, or hey, I didn’t even know what locum tenens existed until they’re having a conversation with somebody that’s in that industry. That’s common. It’s not extremely well known outside of the space itself.

I got into staffing at an extremely early age. I was literally fresh out of high school, and I moved out to the Sacramento area where my older brother was playing college basketball. We had an older cousin who was really big into IT staffing in the 90’s. This is the early 2000’s, by the way, is when I got into it.

Summer, right out of high school, I’m working as a lifeguard, and our older cousin, who we were living with at the time was reading the newspaper one day about the nursing shortage. He’s like, “Screw it. We’re going to start a healthcare staffing company.” And he did – him and his business partner. My brother and I, that’s how we got our foot in this industry. My very first experience in staffing, I was sourcing hospital organization charts, so I was calling into the administrative offices and seeing if I could source their org charts so we knew who the decision makers were, so we could go after those clients and get the contracts.

That was my initial entry into it. I learned a ton at a very early age. It was quite the experience, especially being that young. That’s where it all started, and from there, that company, Pulse Healthcare Staffing. It’s obviously long gone now. It grew like crazy for three years, and it was sold to a publicly traded company. A little time passed. We jumped on with Health One, which, they were an international nurse staffing company. Due to the laws changing, Visas et cetera in 2006, 2007, they weren’t going to be able to continue on as an international nurse staffing company, so they had to start a domestic travel nursing protocol.

I had come from a previous startup and been a significant part in building that, so it was a perfect match at that time. I came on board to essentially start the process of building that travel nursing vertical. I recruited my brother to come, and long story short, Health One became Rise, as Staffing Nerd met us. We rebranded about halfway through, after the great recession. The great recession, it was crazy. Everything tanked, and healthcare was one of the last things to tank, but what happened if the hospitals stopped buying the travelers, right? So, we had to shift a complete pivot from what we knew with contract travel nurse staffing to per diem. Per diem is brutal. We literally were on call 24/7. We’re making phone calls at 11 AM, three in the morning, to hospitals, to nurses, to get them a shift that day or that night, and we had to do that for a long time.

Not to mention, we had to take significant pay cuts so the company didn’t go out of business. So, came out of that and just blew up from there. Grew Rise, and Rise, as you guys know, got acquired. And then we exited and we launched ERO Workforce Solutions and pivoted into locum tenens.

On getting into clinician staffing and growth in the healthcare staffing space:

Locum tenens is growing. It’s crazy. We had never previously placed physicians specifically. We’d obviously done advanced practice clinicians off and on over the years, and the growth of the locum tenens space is pretty big. It’s not as big as nursing, it’s never going to be as big as travel nursing, but from not just the physicians, the MDs/DOs, but another huge, in-demand locum tenens practitioners are nurse practitioners, physician assistants, and CRNAs. PAs and MPs are probably the most in-demand in terms of overall growth percentage. They’re not using as many PAs and MPs as they are MDs and DOs, but it’s been trending the last year and a half. The upside for those is just going to continue to grow over the next couple of years, big time, as the physician population dwindles down a little bit.

So, that was one of the main reasons. It’s in health care. It’s close to what we’ve been doing for our entire 15 plus careers. The rates are a lot higher with locum tenens, so for one physician provider on contract, it’s equal to maybe two to four travel nurses. 

On hiring hospitalists:

They surfaced in the late 90s, that is the first time hospitals starting using hospitalists. But, they’re essentially physicians. If you guys know what a float nurse is, you can kind of parallel it with that to a degree. But basically, it’s a physician that provides care to patients 100 percent in the hospital setting only. They don’t have a primary care outside of the hospital. So, they’re covering for primary care physicians that can’t be in the hospital, and/or, they just simply do not want that additional piece to their career as far as managing a practice or a clinic.

So, they’re the ideal locum tenens traveler, from a physician standpoint, because they’re only working in hospitals. They don’t want to be tied down to a clinic, to a practice setting. So, those are extremely popular in terms of the demand and the growth upside.

On finding / sourcing the candidates that ERO places:

LinkedIn, primarily. LinkedIn is a massively successful platform for the recruiting world. When I started with LinkedIn, when I was still running the desk with Rise and I wasn’t managing, I got to the point with LinkedIn where I was solely placing nurses that I recruited off of LinkedIn, along with the nurses that were referred to me, from my former travelers.

So, LinkedIn was huge for me as a recruiter. As I start managing, building a team, leading a team, I train all my recruiters on LinkedIn, on how to hunt on LinkedIn. So, fast forward to now. Having a ton of experience recruiting on LinkedIn, and naturally, that was immediately what I was going to dive into source clinicians. That, coupled with Instagram, which is crazy. Because as a side note, I personally avoided social media outside of LinkedIn, which is more professional for networking, as you guys know. But I avoided social media like it was the black plague, for nine plus years.

All that changed, literally, in January when I watched Gary Vaynerchuk’s episode on that podcast and I was like, “Who’s this dude?” He completely, in that 50-minute episode, pushed my thinking on social media as a whole. For business, for recruiting, and frankly, you guys are in marketing, you live this daily, but I fully believe that this goes for us, ERO, and frankly, any small business, startup, wherever you’re at is this day and age, this era of the internet and internet 2.0 being social media, that every company should be a marketing company first, a healthcare staffing company second.

That’s a huge part of the strategy right now: where’s all the attention? All the attention is online, right? It’s on social media, and the phone is still always going to be the go-to tool for recruiting. You can’t build long-term relationships without talking to people on the phone or meeting in person, but you can start those relationships online and take them offline.

Justin: Gary. He was on Lewis House podcast in January, launching his latest book, Crushing It, which I’ve read that. I’ve read Crush It, I’ve read Jab, Jab, Jab, Right Hook. Those are the three top of his five books. Phenomenal. If you guys have not read any of those, I would highly, highly recommend it.

On the topic of social media use in healthcare staffing:

There are companies that are out there doing it, but I would say, no.

I had a former colleague that was really big into IT staffing. He was killing it on LinkedIn in ’08/’09. He’s telling me all about this, I was like … I’d never really considered that. I had a LinkedIn profile, wasn’t doing anything with it. I was like, I’ve got to figure this out because nobody in my space, healthcare staffing is doing this: recruiting nurses off of LinkedIn.

So, it’s more common now than six, seven years ago, but overall on social media, no, absolutely not. Frankly, even for the companies that have a presence … I say this with as much humility as possible and I’m very early in all this too, but I’ve just completely been consuming so much content, specifically on branding, on building a brand through social media. So, I’m watching. I’m seeing what others are doing. There are some people that are killing it. There are companies that are doing a good job. But overall, no. I would say, effectively, less than five percent, if I was to throw a number out there. Take it with a grain of salt, of course. But that’s what I would say from my vantage point.

On a top-down approach to getting content marketing and social media marketing off the ground:

Everything starts from the top and goes down, whether it’s to be your marketing strategy, social media branding, or your culture.

Social media was, frankly, never important. That was one of the things … Even myself, personally, as a recruiter. I still had control. If I wanted to build my recruiting personal brand, I could have done that over the years. But even then, like I told you, I avoided social media because I don’t like the spotlight. I’m not doing anything for fame. I have no interest in putting my personal information out there. This was my mindset in terms of putting my personal information out there on social media, I just don’t like that kind of attention.

This is extremely important and we are going to do it, but we’re going to do it by providing value. That’s it. There’s not going to be any expectations in return, it’s just simply, how can we provide value to our community, and to our audiences online, through social media?

On developing systems and style outside of the office:

So I’m a DJ at heart. There’s a lot of preparation that goes on behind the scenes.

Even before I have to do a performance I will research who I’m going to be playing for and try to figure out everything and have multiple sets to flow through to pivot in real time. I put in a ton of work behind the scenes for a performance or before I push out a mixtape. There is so much time and effort that goes into it behind the scenes that nobody has any idea that even exists. The same applies to social media.

I’m putting in early morning late nights in terms of content, ideas, and building out videos or doing audio recordings. I would say on one part is yes it is organized but too it’s also I’m just freestyling because I’m learning. I do have a little system that I’m developing but I’m so early to this game with social media and branding. I’m only five months into it.

I’m formulating a more organized plan of attack with it but a lot of this stuff, ideas, things that I put out, it’s just stuff that is coming up real time and so I’ll write something about it, I’ll record it, little minute video on it or whatever the case may be. But it’s a lot reactive, transparent.

On implementing small growth tactics to larger healthcare staffing firms:

What I know now I 100% believe it would have worked in our last companies, but it also ties back to starting from the top down. Is leadership in on this? Are they sharing this vision on it? Now I get to decide that this is going to be a massive part of building our company. 

On how to reach out and respond on social media channels as a recruiter:

So Instagram, trying to be more on the photo side of it, short videos work. The photos capture the eye, the attention, along with whatever the context of that message is, LinkedIn obviously you get the longer copy, you can write articles. Everyone wants to listen or watch.

I don’t know where that this is all gonna evolve to but frankly I just think even seeing when people just write these novels on Instagram or LinkedIn and Facebook, it’s like who has time to read that? The attention span from some of the stuff I read is that the attention span of people on social media is less than six seconds. It’s less than the goldfish’s attention span.

On consistency and developing a personal brand as a recruiter in healthcare staffing:

Patience is so key with all of this. Be consistent with the effort, you be committed to what your strategy is or just what you’re trying to do and the value you’re trying to provide, the impacts that you’re trying to make. And be patient, I now have 10000 followers.

Ninety-five percent of those are just they’re worthless essentially. It’s just to be patient and to provide value and not expect anything in return, not grasp, ask for anything in return. Because it will all work out over time. I do believe that. 

On how Justin spends his time and what an average day looks like: 

I start my days at 4 am, I get up at 4 am every morning. I go to the gym, I work out, and then from there I’m off and working. The transition, I’m so fired up about everything we’re doing, just building part of the journey, this is the next chapter in our journey. It’s an overwhelming feeling of just excitement and gratitude. 

Every day’s different though, other than my morning routine, I stick to that, I’m not perfect of course. I’m not gonna tell anybody that I’m perfect 100% of the time because I’m not but that is my morning routine. I stick to that and that’s probably the most consistent part of my day. 

And from there it’s creating content, it’s jumping on video conferences in order to work on operations. I’m trying to build out the recruiting platform and the training program for when we’ve started building out our team. And really growing this thing. There’s just so much going on it’s awesome, and I’m loving every minute of it. And a big part of that is who is on the internal team right now, the pillars of ERO, the group of us is just we got an insanely awesome team.

I’m so grateful for my brother, a couple partners. It’s so fun it’s exciting, it does not even feel like work. I know you guys hear people talk about and you guys may feel the same way but it’s not, dude, I want to be in my office on a Saturday because there’s just so much we’re trying to accomplish and we’re trying to make an impact. So let’s get after it, let’s go all in. And that’s the mindset. That’s the day to day and every day’s different.

On differences candidates will recognize when comparing ERO to another locum tenens staffing company:

You’ll have to go back here to gain a little bit more understanding to the answer to that question. What is our purpose, our why? If we have that and as a company, we know why we’re doing what we’re doing. As a collective group, we provide for our clinicians and what we provide for our internal team members.

For the clinicians specifically with all of our experience over the years with multiple companies for all of us, we’ve seen the good, the bad and the ugly of it all. All those lessons, everything we’ve learned, the good and the bad it’s creating what we believe into how we’re gonna take care and how we’re gonna provide for the providers. It starts with exceptional service. It starts with being authentic transparency and truly caring about that individual, that nurse practitioner or that physician assistant. Truly caring.

If you don’t care it’s not real, you’re gonna lose in the long run. You might win something in the short term but no thank you, we have zero interest in that. Our purpose for our clinicians is to provide them with that exceptional service, is to truly help them make the smart career choices that are best for them, that is not best necessary best for ERO, right? So it starts with that from the clinician standpoint.

For the clients, our hospitals, our clinics, the care centers — we developed over the years the standard that we have for the quality of our product from the client’s standpoint. From the types of clinicians we provide, the characters of these individuals, the experience is that we truly have set the bar for ourselves extremely high. We do strive for excellence.

I noticed that sounds cliché but it’s real. It’s crazy when you look, you guys interact with a lot of companies but it’s just, for what the majority of our industry does, that opportunity to separate ourselves from the crowd by just being real and authentic and the service we’re providing and truly caring about that individual and trying to really provide them value. That’s why that’s the difference for both our clinicians and our clients.

Now in terms of culture, for our internal team members, that at the end of the day is most important, it really all starts in there and then it radiates out to our clinicians and our clients. 

On personality types that might not be perfect for staffing or recruiting:

Character is extremely important, it’s the number one factor versus experience or education. We’re all about the individual, the character of the individual. High character, hard working, they’re passionate and they’re a great cultural fit. We have seven non-negotiable character traits that we look for in all of our team members which obviously includes your creators, account managers. And they’re not ranked in any order but those seven non-negotiables are grit, positive energy, integrity, drive, passion, inquisitiveness, and gratitude.

So that’s something we look for throughout the entire interview process when we’re considering someone to join our team. Those are very clear expectations that we set, starting with the interview process that we hammer home during training onboarding, and that is just calmly revisited because we believe in those traits.

We also know this is a very competitive industry that we’re in with recruiting. So we also aim to bring on fierce competitors, individuals that no matter how difficult a situation gets they’re still getting after it. They have that relentless effort, that relentless perseverance. They’ll never stop no matter how difficult a situation gets. So that’s what we look for in terms of the personalities. You have to be able to presevere.

That’s the number one. They’re not driven, that’s another huge one. I’ve seen so many different types of personalities succeed in the recruiter role. There are definitely some key traits which are some of the things that I’ve identified. There are definitely some key habits that … The ability to build long-term relationships is super important. How do we build long-term relationships? Being real. Being authentic. Being genuine. Caring about the other person.

That’s probably one of the top habits of a highly successful recruiter. Positive energy, it’s a character trait. Positive attitude, having that as a habit is so important to success.

Again, it’s the ones … the complainers and the excuse makers … the people that fail in recruiting are the ones that make excuses and complain. I guess it’s that simple.

On where Justin wants to see ERO become in the next five years:

My immediate thought is so much has changed in five years. So much has changed in the last 10 years. And the landscape for healthcare staffing, and I frankly, I believe this for any business, any niche that you’re in with the opportunity that exists, again, I know this is being a little repetitive here, but the opportunity that exists with the internet, with social media is so massive that it’s difficult to comprehend.

I was just telling Josh and Kyle this yesterday is we have very specific goals in what we’re trying to accomplish and we’ll re-map the course over and over and over along the way to achieve those goals, but because of what I believe in with us as a team and with the opportunity that exists, that not only are we going to build something great that doesn’t exist in our space yet in terms of a company, the internal makeup of the company and the team, that it’s … we’re going to violate our own expectations, our wildest expectations. Meaning we’re going to exceed them because of what the … the amount of opportunity that exists.

Recruitment Marketing Metrics: Which Are Most Important?

Recruitment Marketing Metrics: Which Are Most Important?

What Are Recruitment Metrics?

Recruitment metrics and KPIs are a standard set of measurements used to manage and improve the process of hiring candidates into an organization.

After you’ve found an agency to outsource marketing operations, you’ll want to establish your baseline performance metrics. This is one of the most important aspects you should be discussing in your weekly management meetings. Move with efficiency, sign a Non-Disclosure Agreement, and work with the marketing agency that will inform your decision-making to establish your benchmark metrics.

The minimum amount of information required is below. You’ll want to review monthly performance to set a modest yet sturdy plan to create an evolved marketing strategy. It’s best if you have multiple years of data, and your historical performance will be limited to channels that you have invested time and budget into. It’s best if the metrics have been either reviewed or compiled and audited by a third party.

1. Application Completion Rates

Definition: This metric is for the top of the funnel. Somewhere in your management structure, someone is monitoring application completion rates. This ultimately compares how many applications were started vs. how many turned into completed applications.

Inverted: When you invert this funnel, you’ll see abandonment rates. Breaking down this metric will enable you to understand the opportunity for performance improvement. The best option is to try and understand where and why people are dropping off on certain devices, how many form fields are too many, and which job categories tend to have higher drop-off rates.


 

2. Sourcing and Channel Effectiveness

Definition: Today more than ever before, you’ll find staffing companies using an ever-increasing number of channels – job boards, referrals, career sites, social networks, and advertising. If someone submits an application and you haven’t tracked how they found you, you will lose track of how your budget is being spent and may increase your wasted spend – marketing dollars spent without identifiable return paths to revenue generation.

Inverted: At a glance, you may be able to compare which channels are performing far and above the rest. You’ll want to get more information including how many times your site/ad was shown an impression, how often it turned into a click, and the rate at which a click led to an application. Simply because you aren’t getting many clicks from a source like Wikipedia or GlassDoor doesn’t mean you should stop investing in that channel. On the contrary, you may find that millions of impressions and thousands of clicks on Indeed isn’t achieving the return you expected, or were counting on.


 

3. Cost Per Hire

Definition: To control cost per hire, you’ll need to make sure your website forms are properly synced with your applicant tracking system, and that fields are merged properly. Calculating a cost per hire is not inherently difficult, however, the pieces don’t always fit together, and monthly changes in your current staff and client base – no to mention the impact of your resource pool – can dramatically influence your perceived cost of hire.

Inverted: We’ve seen plenty of staffing startups that began their agencies without a website. It’s useful but not necessary. As a starting point, viewing your website as a digital recruiter to collect applications will give you a better sense of the impact of digital vs traditional outreach and data collection. Once you start attributing any placements or client requests from the website, then you’ve shifted to include the website as an asset instead of a liability, and you can look more deeply into the interactions that led to those events.


 

4. Time to Fill

Definition: From the moment there is a need for a new position through the process up until the completion of a contract, you need to know the exact time from when the application arrived in your inbox to the date that candidate is placed. This number has several variables tied to it for breakdown further, however, as a starting point, you’ll want to be able to identify the lead time to assess and predict future performance.

Inverted: An awareness of your time to fill gives you healthy indicators, and once you have these data points aggregated you’ll be able to paint a clearer picture for your firm and investors. Ideally, you’ll want to track the total time between when a hiring manager formally indicates the need. From there you may spend time looking for candidates in your existing database, and you may eventually proceed to spend time conducting lead generation efforts. The metric of time spent filling a position may seem too simple if you’re just starting out, and too complex after you have IT set up your dashboards. If you’re the business owner or the marketing manager, you know that your ability to sell and service contracts comes in part or solely from your ability to demonstrate that you can conduct business transactions at a faster rate than your competitors.


 

5. Retention Rates

Definition: Another major metric that you will want to be able to emphasize is the retention rates of placed candidates. Tracking and analyzing organizational performance for this metric will give you critical indicators of the ability to hire recruiters that can place qualified, no-headache candidates with long-term net gain for all parties involved.

Inverted: While this staffing metric may at first appear light-hearted, the diligence of your staff combined with the optimism and integrity of your candidates should continue to enhance your work, and retention rates should be a percentage you can open and freely discuss with prospects, potential candidates, and your internal team. When you have the right reporting set up, decision-making is done for you to confer with those parties to identify gaps for innovation and improvement.


 

6. Offer Acceptance Ratio

Definition: While this ratio may seem simple at first, staffing analysts may disagree. Once a client signs off on a contract, you now have to convert candidates into contributing temp or full-time employees. This process may take months or years, and this is but one variation of how to conceptualize your data points on offer acceptance. For example, your data analytics or dashboards may shed light into how long offers were outstanding prior to acceptance, and you may even take into account the difference between the amount of time it takes for acceptance and rejection.

Inverted: From a management standpoint, your database is the list you need to live and breathe. New clients with new job orders will put a light but bearing weight on your recruiting team, and new candidate applying for jobs you don’t have orders for – yet. Neither of these circumstances is entirely unbearable at a glance, however, the optimal customer journey in staffing revolves around just-in-time applications to fill new or recent job orders. Build out your total number of contracts by looking for companies that need the talent you already have in your pipeline. Build out your candidate list by filling for new or anticipatory job orders. The happy medium is to maintain high offer acceptance ratios that don’t overextend your staff, your clients, or your candidates.


The best place to find the answers to the questions we’ve presented will likely be in some spreadsheets or reports sent to you quarterly or weekly. Connect with a Staffing Nerd for consultative conversation or to request an analyst to join your next quarterly conference call.

 

What Buyers Look for in a Staffing Firm Acquisition

What Buyers Look for in a Staffing Firm Acquisition

Preparing for a Sale of your Business

A merger or acquisition is a huge deal for any business, so you want your mergers and acquisitions (M&A) transaction to be a success from start to finish. Understanding the keys to M&A success helps you see the process through from step one to closing and integration.

1. Ensure that your financials are clean and clear, preferably audited or reviewed and easy for potential buyers to read.

2. Analyze the tax consequences of the sale in advance of going on the market. Can you sell assets or do you need to sell stock?

3. Make sure that you have employment agreements with your key staff members, preferably with a non-compete, which can be transferred to the new owner.

4. Strong, healthy companies will always be in high demand. If there is room for improvement in your firm, now is the time to make changes to enhance your future.

5. Limit your attorney’s participation to the legal aspects of the sale. The attorney’s job is to protect you legally, not run the deal. Attorneys are often more accustomed to win/lose transactions than dealing with the win-win approach needed with a prospective partner; some can set the wrong tone for negotiations.

6. Choose the correct method of valuing the business. Make sure all normal and accepted pro forma adjustments are included in your adjusted earnings. Consult an expert in the field, if needed.

7. Price your business in realistic terms. If an offer sounds too good to be true, it probably needs close examination to avoid the hidden pitfalls.

8. Continue to operate your business until your deal is closed; be careful to keep your eye on your key performance ratios.

Staffing Industry Specific Factors Influencing a Multiple

  • Maintaining earnings growth 96% 96%
  • Legal / insurance issues 73% 73%
  • Size and number of office locations 87% 87%
  • Good record keeping 86% 86%
  • Depth of management 71% 71%
  • Customer concentration 75% 75%
  • Business mix 85% 85%
  • Market position 90% 90%
  • Marketplace 92% 92%
  • Profitability and growth rates 97% 97%

Keys to Successfully Completing an M&A Deal

An M&A deal is the biggest deal of your life, so completing a successful transaction is key. Knowing a few key M&A tips — whether you’re merging or acquiring — increases your odds of successfully completing an M&A deal. Secrets to success include the following:

Retain capable and experienced M&A advisors.

You can’t complete this transaction alone, and a business owner who represents himself in a life-altering deal is asking for trouble. You need a dispassionate advisor, someone who has been through the process before and can guide you to a close. This advice is especially true if you’re selling a business.

Don’t allow yourself to get too high or too low during the process.

M&A is a roller coaster ride, with ups and downs around every turn as a deal you think is wrapped up one day falls apart the next day . . . only to come back together on the third day. You have to be able to keep an even keel.

Check emotion at the door.

Despite the frustrations of M&A, you need to keep your emotions in check. Yelling and screaming don’t get the deal done. Logic, facts, and a cool demeanor do.

Don’t jump at the first offer.

Ideally, you want to have multiple offers before deciding which deal to accept. Having options increases your chances of getting a great deal.

Don’t hold out for a marginally better offer.

If you want to do a deal and the offer is sufficient, take it. Part of something is better than all of nothing, which may be what you get if you wait around for the perfect deal that never comes.

Know when your position is weak or strong.

Overplaying a strong hand can chase off otherwise suitable deals; misplaying a weak hand can scuttle the deal and perhaps your career!

The market is the best way to determine your company’s valuation. In other words, business appraisal services have limited value. Get out in the market and have actual conversations with actual Buyers.

Mergers & Acquisitions in Staffing

A merger or acquisition is a huge deal for any business, so you want your mergers and acquisitions (M&A) transaction to be a success from start to finish. Understanding the keys to M&A success helps you see the process through from step one to closing and integration.

Compile a target list.

You can’t buy or sell a business unless you have a list of suitable Sellers or Buyers.

Contact the targets.

Making a phone call and discussing the target’s interest is important. That discussion allows you to gauge the target’s interest level and whether proceeding makes sense. Knowing how to make a pitch is an art, and believe it or not, being a Buyer is far more difficult than being a Seller!

Send/receive a teaser.

The teaser (sometimes called an executive summary) is the document Seller sends to Buyer to give Buyer just enough information (the product, the customers, the problem the company solves, and some high-level financials) to make Buyer want to learn more. The teaser is usually anonymous; that is, Buyer doesn’t know which specific company is sending the document.

Sign a confidentiality agreement.

Both sides agree to keep the deal discussions and materials confidential.

Send/review the confidential information memorandum (CIM).

The CIM or deal book is the Seller’s bible and provides all the information (including company history, product descriptions, financials, customer info, and more) Buyer needs to determine whether to make an offer.

Submit/solicit an indication of interest (IOI).

Buyer expresses interest in doing a deal by submitting this simple written offer, most often with a valuation range rather than a specific price.

Conduct management meetings.

Buyer and Seller get a chance to meet face to face. In these meetings, Seller provides Buyer with an update of the business and guidance for future performance. Additionally, both sides gauge how compatible they are.

Ask for or submit a letter of intent (LOI).

Based on the material in the CIM and on the updates from the management meetings, Buyer submits this detailed offer with a firm price.

Conduct due diligence.

In the due diligence phase, Buyer examines Seller’s books and records to confirm everything Seller has claimed.

Write the purchase agreement.

Buyer and Seller memorialize the deal in this legally binding contract.

Close the deal.

Closing is rather anticlimactic: Both sides sign lots of papers, Buyer gives Seller the money, and Seller gives Buyer the company.

Handle any post-closing adjustments and integration.

Closing isn’t the end of the deal. Buyer and Seller usually have some post-closing financial adjustments, and Buyer has to integrate the acquired company into the parent company or make sure it can continue to operate as a standalone business.

Steps of the M&A Process

Going through an M&A deal can be an intimidating process (for both the mergers and acquisitions teams), but that process thankfully follows some concrete steps. Here’s the step-by-step process that nearly every M&A deal follows:

Product mix: One of the first integration considerations for Buyer is dealing with the product and service offers of the acquired company and the parent company. Some acquirers largely leave the product mix alone, while others will cut (and perhaps sell off) various products due to customer overlap, low quality, low sales volume, or simply because the product doesn’t fit with Buyer’s vision for the combined companies.

Operations: One of the key reasons to make acquisitions is to realize costs savings in operations. An acquisition can mean Buyer is able to negotiate better terms with vendors and banks, condense operations into fewer locations, and institute improved accounting and inventory standards at the acquired company.

Personnel: After a deal closes, Buyer has difficult decisions to make about the personnel at the acquired company, including whether to retain the management team or insert her own team to run the acquired company. Buyers may be able to realize savings by eliminating duplicate positions.

Personnel decisions are sensitive issues, so handle them with compassion.