Why Your System for Recruiting and Hiring is Not Working

Sep 22, 2022Practice Growth, Practice Management, Practice Staff

If you’re simply running ads and waiting for people to apply for your open positions, you may be struggling to find good applicants. In today’s competitive environment, a passive recruiting strategy will not help you find the best people, much less get them to work for you.

We’ve found that a practice’s “designated recruiter” typically devotes only 10% to 20% of their time to seeking out talent. There is no effective recruiting process in place. Yet the entire office relies on that 10% to 20% of one person’s time. Many talented people are on the hunt for a new career. How will they find your practice?

Effectively recruiting these people requires a reasonable amount of time and effort. And using strategies that have proven to be successful, not necessarily easy. Scheduling Institute is known for practicing what we preach in terms of using the same strategies we share with our clients.

The following strategies are highly successful when it comes to recruiting the people you need to help run a thriving practice.


Separate Recruiting from Human Resources

Recruiting is typically considered a Human Resources (HR) function. And as a result, it tends to get lost in the shuffle or disseminated throughout the organization. No one is given the time or resources to learn what to do and how to do it well.

Unless you’re such a large multipractice business that it makes sense for you to have one or more HR specialists, consider separating the recruiting function. Assign the role to one individual and set that person up for success.

You may already have someone on your team who’s a natural recruiter. The most important characteristic is to have the personality of a promoter—someone who can sell others on why your practice is a great place to work. This team member may even already have a track record of referring friends and tapping their network.

This person may be reluctant to take an HR role for which they feel unqualified, so be sure to make their responsibilities clear. The right person will appreciate the development opportunity and will enjoy getting to do the fun and creative aspects of HR.

Depending on the size of your practice, the recruiter’s role can be part time. But, it should not be less than 50%. Otherwise you risk sending the message that recruiting will always be of secondary importance. And it will constantly taking a backseat to other responsibilities.


Never run a job ad

Strike “Run a job ad” from your vernacular. Replace it with “Market a career opportunity in our unique business.” When you post a job ad titled assistant, front desk/receptionist, etc., you put yourself in competition with countless other employers who are trying to attract the same people.

Given the multitude of generic ads for these positions, an applicant will often choose based on salary and perhaps proximity to their home. Is that why you want people to apply? Hopefully not.

Instead, you should share more information that will attract the kind of talent you want, and that takes some thought. If your practice has a vision or mission statement, you’ve already thought about why you’re in business—besides earning a decent living for yourself and your family.


Today’s top talent is interested in much more than money

They want to enjoy coming to work, perform meaningful work, and be part of an organization that contributes to the community.

They also want a boss who…

  • genuinely cares about and listens to his or her employees,
  • invests in training and development,
  • and provides growth opportunities.

These are all things that define your culture and make your business unique. Culture cannot be duplicated by the competitor down the street. Your culture is your biggest competitive advantage, which means it’s also your biggest recruiting advantage. Use it to sell the position and opportunity you’re offering.


Leverage the right marketplaces

Once you shift your mindset from “posting an ad” to “marketing your opportunity,” you need to choose the marketplaces likely to deliver the best results.

Look around your office and identify the employee who has the personality of a recruiter. Talk to them about the opportunity and value they would bring to the organization, then share this blog post so they can understand the job.

By the time the next post runs, they should be ready to add our recommendations to their own!

 

Interested in learning more by attending a live training on this exact topic with you and the person that is ready to dig into this responsibility?

 

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