This is a supplement to a series of reports by ManpowerGroup Solutions analyzing the results of a proprietary Global Candidate Preferences Survey.

INSIDE THE HEADS OF JOB SEEKERS: U.S. Healthcare Candidate Preferences

Human resources executives hear a lot these days about how they have to think more like consumer marketers in order to compete for top talent. What is not discussed is what every good consumer marketer knows: that a market is not monolithic. Companies go further faster by segmenting and customizing their products for identifiable target audiences.

Now, new research shows healthcare candidates are unique among job seekers. Savvy companies need to know what motivates them, how to reach them in a credible and authentic way and how to craft a candidate experience that engages and retains this particular group. And companies need to understand that even among healthcare candidates, job seekers are not uniform. Preferences can and do vary by job role.

Healthcare candidates represent one of today’s most competitive talent markets. In the ManpowerGroup 2016-17 U.S. Talent Shortage Survey, nurses ranked among the top 10 hardest jobs to fill for the second year in a row.1

To better understand how employers can leverage global candidate preferences and perceptions, ManpowerGroup Solutions, the world’s largest Recruitment Process Outsourcing (RPO) provider, surveyed nearly 14,000 job seekers for the third year in a row. The Global Candidate Preferences Survey was fielded in 19 influential employment markets around the world during the fourth quarter of 2016. In the United States, 1,384 candidates between the ages of 18 and 65 were surveyed. Special emphasis was given to some of the fastest growth industries: healthcare, information technology, retail and financial services.

The first in a series exploring candidate preferences by industry, this insights paper provides a new understanding of the successful recruitment and retention of healthcare and pharmaceutical candidates. The results reveal how employers can be led astray by presuming that all candidates think, feel and behave exactly the same way. Or worse, employers assume they are all like the information technology (IT) candidates that receive so much ink and airtime. Even within the healthcare industry itself, the motivations and preferences of an IT coder differ significantly from a physician, nurse, Certified Nurses Assistant (CNA), lab tech or administrative assistant.

1 ManpowerGroup, 2016-17 U.S. Talent Shortage Survey, 5

Introduction

1 INSIDE THE HEADS OF JOB SEEKERS. Healthcare Candidate Preferences

2

Recruiters should be cautious about grouping all healthcare candidates together. Motivations and preferences may vary significantly by job role or specialty. The

candidate experience needs to be not only maintained but tailored to your target group. There are a lot of people involved in the candidate experience, and the process should be managed by an experienced recruiter who understands what the candidate is looking for

and how to guide him or her through the process as both a resource and a partner.

Sara McCarvilleDirector, Healthcare Business Development,

ManpowerGroup Solutions

Healthcare candidates highly value schedule flexibilityMore than half (52 percent) of healthcare candidates consider schedule flexibility as a top-three motivator for career decisions — significantly more important than average U.S. candidates (45 percent). For healthcare candidates, schedule flexibility ranks a close third behind compensation and benefits in importance. As further evidence of its value, schedule flexibility ranks second behind only compensation as a reason to immediately look for another position — ahead of type of work and opportunity for advancement.

In recent years, schedule flexibility has gained attention as a motivator for women. Given that the healthcare candidates surveyed skewed strongly female (75 percent women versus 25 percent men), it would be easy to assume that the motivator is tightly correlated. Further analysis, however, reveals, schedule flexibility as a motivator transcends gender and applies to all healthcare candidates. It may, in fact, be a key reason that workers are drawn to the industry.

In comparing schedule flexibility preferences between healthcare candidates and the U.S. average, healthcare candidates desire flexibility in their arrival and departure times, remote work options and choice and control over their shifts. Specifically, more than one in four healthcare candidates would like the ability to have some control over their arrival and departure times.

Schedule flexibility manifests itself in different ways. While on average Americans prefer flex options that involve working from home or location independence, healthcare candidates understand that this is not always practical in clinical settings. For example, medical transcriptionists may prefer working remotely, whereas clinicians may be interested in flexible scheduling options, such as seven days on, seven days off shifts.

3 INSIDE THE HEADS OF JOB SEEKERS: U.S. Healthcare Candidate Preferences

Opportunity for Advancement

Compensation

Schedule Flexibility

Geography

Industry

Brand/Reputation

Type of Work

Benefits

Top Motivators For Career Decisions: Healthcare Candidates

45%52%

51%54%

51% 51%

55% 55%

33%34%

9% 14%

14%15%

Healthcare U.S. Average

28% 35%

Schedule flexibility does not necessarily translate to geographical flexibility. When healthcare candidates were asked how far they would move for a job, they were less mobile than average. More than one in three healthcare candidates would not consider moving at all for a job opportunity — suggesting that personal and/or professional ties are a factor in career decisions.

I have seen flexibility as a significant motivator for clinicians at multiple employers. One of the most recent innovative solutions was our approach to the nurse

resource pool. Nurses could design their own schedules. However, when the hospital started placing more restrictions on scheduling, turnover increased — proving the more schedule flexibility offered,

the more candidates an employer attracts.

Stacy Carson Registered Nurse and Program Delivery Lead,

ManpowerGroup Solutions

3 INSIDE THE HEADS OF JOB SEEKERS: U.S. Healthcare Candidate Preferences

4

How Healthcare Candidates

Research Job Opportunities

Healthcare U.S. Average

60%

56%

54%

38%

31%

32%

39%

26%

24%

18%

19%

14%

18%

14%

14%

13%

20%

59%Company Website

Search Engines

Peers

Social Media

Recruiting/Hiring Manager

Mobile Apps

Industry Associations

Outside Recruiter

News Sites

Healthcare candidates obtain information from peersWhen it comes to job searches, healthcare candidates are unique as well. As they research job opportunities, they are significantly more likely to use peers as a source of information. Nearly four out of 10 healthcare candidates (38 percent) rely on their colleagues for job information. In contrast, they are less likely than average to use social media in this way.

Like most candidates these days, healthcare candidates use search engines and company websites as their primary sources of information. And as is the case with all candidates, the use of mobile apps is on the rise. However, healthcare candidates demonstrate a clear preference for engaging with their peers to obtain job-related information.

“Healthcare candidates talk to each other. My biggest source of referrals

is from candidates. I may get four candidate leads from just one nurse.”

Stacy Carson Registered Nurse and Program Delivery Lead,

ManpowerGroup Solutions 4

5 INSIDE THE HEADS OF JOB SEEKERS: U.S. Healthcare Candidate Preferences

41%29%

27%

20%

18%

18%

11%

11%

11%

Career Sites Visited by Healthcare Candidates

Indeed.com

CareerBuilder.com

Craigslist.com

Glassdoor.com

Monster.com

LinkedIn.com

SimplyHired.com

Jobs.comSnagajob.com

The preference for information from people over technology is further validated by the sources that healthcare candidates believe are most reliable when it comes to information about employer brand. Forty-six percent of healthcare candidates seek information from current employees versus only 36 percent among U.S. candidates generally. Although employer review sites (e.g., Glassdoor,com, GreatPlaceToWork.com) are gaining in popularity among many candidates as a proxy for this type of information, healthcare candidates are less likely to use them than other job seekers.

When healthcare candidates do visit career websites, however, their behavior differs significantly from other job seekers. Indeed.com, Craigslist.com and LinkedIn.com attract significantly more healthcare candidates than sites such as Monster.com or CareerBuilder.com. Indeed.com is by far the preferred job search website among healthcare job seekers; four out of 10 candidates visit the site.

“Postings on employer review sites, like Glassdoor.com, often do not cover the kind of information that healthcare clinicians might be seeking. They may want to know how many people are lined up when a clinic opens its doors in the morning or what the composition of the patient population is like. They seek information from someone who has worked there or knows someone who does.” Raleen Gagnon

Director, Market Intelligence & Strategy,ManpowerGroup Solutions

5

6

Healthcare candidates’ preference for personal interaction continues throughout the interview process. Seventy-one percent prefer an in-person interview with a hiring manager (versus 65 percent average in the U.S.). They are also comfortable with telephone interviews — whether it be an initial phone interview with a recruiter (70 percent report they are comfortable) or an interview via teleconference with a hiring manager or other decision-maker (62 percent report they are comfortable). However, a significant number of healthcare candidates are not comfortable with video technologies in the interview process. Thirty-five percent report they are not comfortable with video-conference technologies (e.g., Skype) and 57 percent report they are uncomfortable with video introduction technologies (e.g., YouTube).

Healthcare candidates prefer not to be bombardedHealthcare candidates also prefer less frequent electronic outreach from potential employers than candidates in other industries. While IT candidates, for example, expect outreach emails once per week or more, healthcare candidates prefer one or two such emails over a 30-day period.

Desired Frequency of

Email Outreach

Financial services37% 38% 4%6% 3% 11%

Healthcare/Pharmaceutical33% 41% 5%7% 14%

All Industries39% 35% 4% 4% 16%

IT35%55% 5%3%

Retail37% 41% 3% 16%2%

2%

2%

1%

Once per week or more often

Once a year or less often Never1-3 times

per monthEvery 2-3 months

Every 6 months

Building relationships with candidates is key. If you earn their trust, candidates will be your best source of referrals. After earnestly listening to a nurse’s interests and priorities for his own career and how they were not

a match for the position I was offering, he called me unsolicited and suggested three quality referrals.

Stacy Carson Registered Nurse and Program Delivery Lead,

ManpowerGroup Solutions 6

Healthcare workers want education and feedbackOnce employed, healthcare candidates want their employers to take the lead in their ongoing education. Forty-nine percent of healthcare candidates disagree with the idea that they bear the primary responsibility for their ongoing education. This is important because healthcare workers are far more likely than average to identify access to continuing education as one of their personal career challenges. And healthcare is unique among industries because some candidates have continuing education requirements.

Another aspect of job satisfaction for healthcare workers is their strong preference for ongoing performance feedback instead of an annual review. Seventy-five percent of healthcare candidates feel this way. One in three very strongly agree that this type of performance feedback is preferable — which is 50 percent higher than candidates generally. As a result, healthcare candidates stand united in their preferences in the ongoing industry debate about the efficacy of annual performance reviews in clinical settings, where the pace and volume of work can be daunting. From the messaging to the messengers, healthcare candidates are unique among today’s job seekers. The data reveals communication is key to effectively reaching and retaining healthcare candidates. Once properly recruited into an organization that delivers on its promises, they can become a stable and loyal workforce. Unlike other candidates, they do not believe that changing jobs frequently is the best way to advance their careers or increase their compensation. More than half (55 percent) of healthcare candidates do not ascribe to today’s ethos that “every job is temporary.”

Preference for Ongoing Feedback versus Annual Review

7

Ongoing feedback, both positive and critical, are imperative for healthcare workers. It not only boosts morale, but it also supports career progressions

and encourages teamwork. Waiting for annualized reviews, or other formal processes, serves neither the employees or patients. Corrections

fosters a more engaging work environment that support career growth, improved clinical outcomes and employee loyalty.

Sara McCarvilleDirector, Healthcare Business Development

ManpowerGroup Solutions

48% 42%

21% 23%18%33%

7%6%

1% 1%

Agree Strongly

Agree Strongly

Agree Agree

Neither Agree nor Disagree

Neither Agree nor Disagree

DisagreeDisagree Disagree Strongly

Disagree Strongly

HealthcareU.S. Average

8

ONE

TWO

THREE

Expert Insights

“Some employers are using schedule flexibility to differentiate their companies. As healthcare entities become more vertically integrated, companies may also be able to offer the flexibility that comes with home health care, hospitals, nursing homes or other facilities.”

Stacy Carson Registered Nurse and Program Delivery Lead, ManpowerGroup Solutions

“With advances in Electronic Medical Record (EMR) technologies and systems, healthcare providers may want to look beyond hiring from other healthcare systems and consider suppliers or distributors for some implementation roles. Employers need to think creatively about their future talent needs.”

Raleen Gagnon Director, Market Intelligence & Strategy, ManpowerGroup Solutions

“One of the biggest mistakes recruiters make in the healthcare space is to approach candidates with the expectation of immediate response. To reach out to a candidate three different ways in the same day about a specific job and expect a response in unrealistic. It goes back to the way healthcare candidates are wired, particularly those in high-demand clinical care. Take the time to understand and mirror their career motivations. Contact them periodically with opportunities that align with their goals and motivations, and you will see increased response and better overall tenure.”

Sara McCarville Director, Healthcare Business Development, ManpowerGroup Solutions

9 STRATEGIES FOR ENGAGING HEALTHCARE CANDIDATESThe Global Candidate Preferences Study shows that a more nuanced approach to recruitment and retention is warranted when recruiting in healthcare. Here are nine recommendations that can help:

Acknowledge flexibility as a way of life, not a Band-Aid

Do not assume that candidates are looking for flexibility as merely a means of addressing childcare issues. Work-life balance is no longer primarily a women’s issue; it is a generational issue. Millennials — both female and male — are optimistic that workplaces will be flexible in the future. They expect work environments to accommodate the integration of home and work, rather than it being a balancing act.

A variety of options beyond the traditional 12-hour shifts are available at today’s healthcare providers, yet many healthcare employers are resistant to change. Headcount and resource planning significantly impact shift rotation. Block schedules of four- and eight-hour shifts are increasing in popularity. In a consumer-driven market for healthcare talent, the needs and preferences of the caregivers will become more important that the preferences of the institutions that employ them.

Think outside the box on employer branding

When writing job postings, carefully consider the employer-branding paragraph that often appears after the job description. Most healthcare companies emphasize how large they are, the range of services they provide and their geographic footprint. Consider adding or substituting elements that are more relevant to healthcare candidates, including employee retention and satisfaction statistics, schedule flexibility options, continuing education opportunities or performance feedback policies. Emphasizing the career path opportunities for potential employees can differentiate a healthcare employer in this sector.

Get a referral program

In 2016, it was estimated that companies would spend over $13 billion on healthcare recruitment advertisements. Given the strong influence of peers in the job search and information-gathering processes, the potential inefficiency of such spending suggests that a robust employee-referral program will generate better return on investment.

One way to fine-tune an employee-referral program is to create a referral database that can be searched to identify the employees with a high likelihood and track record of referring high-quality candidates for specific jobs. Referrals from employees with track records of successful hires should be prioritized and expedited. Incentives for referrals hired may increase as an employee proves him or herself an effective talent pipeline for the company.

9 INSIDE THE HEADS OF JOB SEEKERS: U.S. Healthcare Candidate Preferences

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FIVE

SIX

SEVEN

Use employee ambassadors

In the healthcare field, employee ambassadors are often volunteers in the community that communicate the organization’s mission and values. Given candidates’ reliance on peers as an information source, however, healthcare employers should consider ways to leverage current employees in the engagement of future employees. Extending their reach into local educational institutions, increasing their presence at job fairs and engaging selectively with social media can be powerful ways to share credible information about what it is like to work at a company or institution. If social media is used, organizations should establish clear social media policies to avoid the inadvertent publication of privileged or confidential information.

Be creative when creating a pipeline

Much has been written about the mismatch between supply and demand on the clinical side of healthcare. A shortage of physicians is projected. Many colleges and universities do not have the faculty necessary to support increased admissions. This is particularly challenging for healthcare providers in rural or low population areas. Data from the Global Candidate Preferences Survey shows that U.S. healthcare workers are not particularly mobile; they have little interest in moving cities, states or regions for jobs. Portability of credentials is a contributing factor. As a result, some providers have gotten creative by partnering with their local educational institutions to fund clinical faculty in specialty areas — resulting in increased student admissions and the formation of a long-term pipeline of candidates.

Talk, do not stalk

Healthcare employers with short time-to-fill positions often emphasize quantity of contact over quality of connection. For example, candidates who receive three voicemails in one day about a single job opening and never hear from that recruiter again are less likely to take those calls in the future. Job seekers in the healthcare industry are often motivated by an overriding interest in caring for others. Bombarding a candidate with messages is not the same as building a relationship. Trust is important, and demonstrating that you understand what is important to healthcare candidates goes a long way. For a nurse, it may be the opportunity to work at a magnet facility, such as a teaching or research hospital. For personal care techs, it may be a pay increase.

Educate when you communicate

When building a talent community through email outreach, include educational content. Content that actually helps candidate learn something new reinforces an employer brand that supports continuing education opportunities. Since the data shows that healthcare candidates prefer less frequent communication, companies can use educational content to increase the perceived value of the employer communication and open the door to more frequent engagement. By educating through communications, an employer authentically builds its brand. Healthcare candidates are often curious by nature and the information they seek varies widely by job description. Physicians value research and innovation, whereas administrators or IT personnel may be interested in new EMR technologies or cloud-based databases and delivery systems.

10

EIGHT

NINE

Emphasize the personal over the technological

Many healthcare candidates choose to enter the field because of its impact on human lives. And despite the presence of more technology in the healthcare workplace than ever before, there is an increasing emphasis on teamwork as a means to increasing quality and navigating new integrated delivery systems. Whether in acute care hospitals, inpatient rehabilitation facilities, skilled nursing facilities, home health agencies, ambulatory surgery centers or hospices, teamwork has clinical and fiscal repercussions for providers. In non-clinical settings, teamwork is no less important. An interview process that emphasizes interpersonal communications will not only make the candidate more comfortable, but it also will provide hiring managers and other team members with a clearer view of what working shoulder-to-shoulder will be like. Again, understanding the audience is key. Sending an IT coder a link to schedule a phone interview is appropriate, whereas a personal phone call to a clinician is more in line with his or her values.

Communication does not end with a contract

Employee turnover is one of the most costly expenses facing healthcare companies today. The survey data shows that how healthcare candidates approach the job search process is indicative of how they expect to be treated in the workplace. They value employer-employee trust most highly as a part of an employer’s brand. Companies that do not carry that through to the workplace may unknowingly create a bait-and-switch dynamic that increases turnover.

ConclusionCandidates gravitate toward particular industries for many reasons — a complex combination of personal interest, skill, growth potential, employment opportunity, educational credential and some degree of serendipity. It should not be surprising, therefore, that there are common values, attitudes and behaviors strongly correlated with candidates in a given industry. While it is true that HR professionals must increasingly take a page from consumer marketers’ playbook to recruit and retain top talent, it is foolish to assume that a healthcare candidate is much the same as a financial services, IT or retail job seeker. Even within the healthcare industry, job seekers in various roles are quite different from one another.

It is equally as naïve to blindly adopt and apply the hottest recruiting techniques and messaging to all prospective employees. When it comes to engaging candidates, and especially healthcare candidates, one size does not fit all. Industry customization and sub-segmentation is a vital tool savvy companies should employ to maintain competitive advantage in today’s global search for the recruitment and retention of top talent.

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More About the RespondentsOverall, the job seekers surveyed were between 18 and 65 years old and currently in the workforce (not retired or homemakers). In total, there were 1,384 U.S. respondents from the South (39 percent), Midwest/Great Lakes (22 percent), Northeast (21 percent) and West (18 percent). They represented a cross-section of age, income, employment status (i.e., full-time, part-time, contract), career level and industry. With respect to career level, experienced non-managers accounted for the largest group at 28 percent, followed by managers (22 percent), entry-level employees (16 percent), students (15 percent), executives (4 percent) and senior-level executives (6 percent).

About ManpowerGroup SolutionsManpowerGroup Solutions is a global leader in outsourcing services for large-scale recruiting and workforce-intensive initiatives. Our offerings include Recruitment Process Outsourcing, TAPFIN-Managed Service Provider, and Talent Based Outsourcing. Facing increasingly complex challenges, our clients rely upon our innovative workforce models and outsourcing solutions to deliver measurable results and business success.

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