DoubleStar Helps Regional Healthcare Leader Re-Think Their Recruiting Implementation to Handle Surging Growth Demands

Client Challenge

A leading pediatric healthcare provider and research facility was experiencing increasing demand for specialized pediatric research services at the same time that competition for top doctors, nurses and therapists was fierce. To address these new demands, the provider recognized the need to change their recruiting approach from a decentralized model and to create a proactive, highly effective, centralized shared service talent acquisition function.

Our Solution

DoubleStar assigned a consulting team to conduct a Gap Analysis between desired future state and the current state of operations and developed a roadmap for transitioning the organization from their current state to a model that would handle the business demands their growth would create.

Our assessment included:

  • Face-to-face interviews with executive leaders, including COO, CFO, CNO and CMO
  • Interviews with key HR and Recruiting Team stakeholders
  • A detailed review of their current operational processes, recruitment practices and candidate-facing communications
  • A gap analysis against current best-practice methodologies in the pharmaceutical, healthcare and technology industries
  • A Findings Report containing a detailed description of current strengths/weaknesses and insights for improvements across all areas of the recruiting value chain

Deliverables for this client included a Current State to Future State Gap Analysis, a Roadmap for Improvement, a Future State Organizational Design and a Transition Plan to the Future State.

Business Impacts

The client realigned the recruiting organization by creating a centralized operating unit to standardize services across the enterprise. In addition, specialist roles in recruiting were defined and staffed, leveraging the strengths of their staff where they could have the greatest impact. Finally, models for budgets, resource planning and service levels were created based on anticipated growth.

As a result, the recruiting function was able to realign itself under a new model quickly and efficiently, and service delivery was improved within 3 months of the changes.

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