# Action Item Description Responsible Owner(s) Completion Date 28 Feb 2015 Submitted, pending approval

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1 RN Vacancy Meeting Roland Pickens, Iman Nazeeri-Simmons, Jim Marks, Terry Dentoni, Karen Hill Notes and Action Items from SFGH Hiring strategies meeting January 30, 2015 SFGH # Action Item Description Responsible Owner(s) 1. Hire a recruiter DPH HR will hire a recruiter, a new classification CCSF DHR will assist in identifying a qualified candidate with nursing and or health care experience. Cathy Abela Projected Notes: Completion Date 28 Feb 2015 Submitted, pending approval 2. RN Job postings will be open and continuous The typical cycle for job postings in the City is post a job, create a list of qualified applicants off an eligible list, issue a referral list with candidates high enough on the list, close the posting, make hires. Under the new process, RN positions will be open for continuous application. This will allow for applicants to apply at any time and be added to an eligible list. Cathy Abela, Saru Cownan 23 Jan 2015 We will work with SFGH management; one additional recommendation is that when we have a group of vacancies in one area we attach only one position to generate a referral list. If we get a large pool of qualified applicants it is easy to add additional positions. If we get a poor list, it is difficult to remove positions.

2 3. Lean Process Improvement actions A separate list of lean continuous process improvement actions is being managed by the Kaizen Project Improvement staff and HR. ALL ongoing 4. LHH and Central Staff to take over some recruitments Starting with the Critical Care Training program, central office and LHH HR staff will take over some hiring from start to finish. The same will be done with other key classifications. Willie Ramirez, Cathy Abela 30 Jan 2015 This will allow us to multiply staff working on recruitments at SFGH. 5 Entering of the Form III's into HRIMS (Rebuild) 6 Active Recruitment / Posting on external career sites Terry will provide Karen with the new FTE's position info / supervisors so that HR Ops can begin submitting the Form 3's on behalf of. James - please confirm whether budget can be skipped in the routing since these positions were just recently entered by the budget staff has already started this with Indeed.com, but what additional sites could be included? Please provide the posting information, language, etc., to HR so they can review posting language and help with these other potential sites. Terry Dentoni Karen Hill & HR Ops with collaboration from HR Ops 30 Jan 2015 Friday the 6 th of February There is a large delay when a position becomes vacant and the Form III gets approved. Our lean process showed on average a loss of 37 days. Nursing administration probably needs to be out of the Form III submission role, it should be the manager or HR even when there is a vacancy. A few weeks ago a list of sites to advertise on for various nursing positions was requested. As soon as we receive this we will start posting on new sites, advertising, to increase our size and qualify of applicant pools.

3 7 Simultaneous Reassignment posting 8 Continuous and Open Postings for positions other than RN Collect and post for reassignments simultaneously with the vacant position posting. Saru Cownan and Karen Hill to discuss standard work for making this process happen and begin doing this with the next reassignments/postings. This may be dependent upon the survey sent to RNs about reassignment interest and opportunities. DPH HR has allowed CCSF HR to hire a staff person to work on the RN process for us. That work is largely done and we have agreed to pay to have them work on expanding the open and continuous process for the following tentative areas: 1. Clinical Nurse Specialist 18 specialties 2. Nurse Practitioner 12 specialties 3. Nurse Manager 10 specialties Saru Cownan and Karen Hill Saru Cownan / Merit Division 20 Feb Mar 2015 Also, CCSF DHR is purchasing a new product for our use (with our$) which will streamline our reassignment process. With these open and continuous postings we have to figure out how to quickly manage our referrals, getting people off the list to bring on alternates as fast as possible. 9.1 Hiring Fair External Attracting More Applicants External Fair for New Applicants, with the goal of attracting new grads and experienced RN's. Next Steps: Confirm the specialty areas to be included Determine dates / location / stewards Advertisement strategy How/where will these attendees hear about and rsvp to this event? (Early-Mid Feb) Exact dates TBD This needs to be pinned down asap. 9.2 Hiring Fair External The Processing One-Stop Shop Invite the candidates from the referral(s) who were selected for interview to attend this "onestop shop" for the interviewing process and to also collect as many of the requirements as possible upfront to expedite the process (degree, license, cpr card fingerprinting, etc.). If the decisions are made by the end of the fair day, verbal conditional offers could be given and the candidates could work with HR on attending (Contingent upon referrals being issued and a sufficient amount of candidates (Early-Mid Feb) Exact dates TBD This needs to be pinned down asap.

4 the medical, fingerprinting, and appointment processing at the CHN building. selected/qualifie d for interview) Next Steps: Confirm when the next Referrals will be received and for which specialty areas. Determine dates / location / interview panel Invite the selected interviewees and notify of the event details, what to bring, and process if selected. 9.3 Hiring Fair Internal Gauging Reassignment Interest This would be based upon the responses received from the survey sent out to RNs. Next Steps: Create a survey and send to RNs to understand the current reassignment interest and skills. Based on the responses, determine if there is a need for this fair or whether it could be done internally based on survey answers what work could be achieved at this fair The time / dates / location / attendees. (with HR Ops kept in the loop around potential reassignment results) (Early to Mid Feb) Exact dates TBD This needs to be pinned down asap. 10 Hiring Process Data More data is needed around the length of time to process (Eligible list posted to the new employee start date). Having this will info will help verify/alleviate the concerns around the current rate of hiring with new bldg. opening date approaching. Chris Dunne I will see what I can pull for the next vacancy meeting on 2/02/15

5 11 Quick interviews, quick decisions, quick return of packets to HR 12 Focus on Food Service positions in order to transition Sodexo out As soon as a referral list is issued managers should be doing interviews and making selections within 30 days. Sodexo needs to be transitioned out in March, all Food Service positions are critical Hiring Managers, Nursing office ALL Immediately Worst case managers (various classifications) take 5 months to finish interviews, make selections, and provide the information to HR. This can be because of leaves, etc. If everyone is on top of this we can hold everyone accountable to knock this number down to 30 days or less. This is not about RN s, this is about all positions. Immediately 13 Improve screening of applicants prior to placement on a referral list We have to ensure that applicants are qualified prior to placement on an lists, this has gotten better with the elimination of paper supplemental questions. But, we have to make additional improvements. Saru Cownan Immediately 14 Analyze current projected vacancies and develop contingency planning It is common when a hospital is opening for an employer to have a surge in the use of contingency (registry and temporary staffing) in order to be fully staffed and to allow for some flexibility as staffing needs in the new facility are tested and finalized. Sue Currin, Roland Pickens, SFGH senior management and HR 13 Feb 2015 This will require ongoing analysis and planning

6 15 Add staff to create referral lists DPH HR will deploy two additional staff to the CCSF DHR to increase our ability to issue referral lists. Staff will not come from SFGH HR. Cathy Abela, Willie Ramirez 9 Feb Establish an expeditor or other method for aggressively following up on positions 17 Use the broadest list possible DPH HR and SFGH Management will establish a position or mechanism for aggressively tracking all positions and reaching out proactively when action needs to be taken by anyone in the process (e.g. Manager, HR, DHR, Mayor, Finance). On every classification prior to posting we will work with the union try to establish a rank of 10 rather than the Charter rank of 3. This will give us more qualified applicants to select from. Iman Nazeeri- Simmons, Karen Hill Willie Ramirez, Saru Cownan, Louise Brooks Houston 13 Feb 2015 Immediate and ongoing