1. Proprietary & Confidential

2. About Us Don’t forget to hashtag us! #iCIMS

3. iCIMS’ Healthcare Expertise

4. Speakers Scott Clatur Director, Talent Acquisitions Susan Vitale Chief Strategic Officer

5. Why Track & Benchmark Metrics? We want a seat at the table with executives Are we aligning our staffing and sourcing strategy to the hospitals Mission/Vision/Values? Can we provide a cost justification/ROI analysis for our HR/staffing business initiatives? Can we quantify HR/staffing ROI to the organization? How can we generate a Management by Fact (MBF) or DATA? Top Strategic Healthcare Initiatives Reducing costs Quality - Improving Patient Satisfaction & Patient Safety 69% chose “streamlining HR processes” as the key HR initiative to cut costs Aligned myself and partnered with LEAN Human Capital Group LEAN delivers a radical approach to Analysis, Process Optimization, and Continuous improvement for your organization. “Metrics are meaningless. What you do with them is Priceless”. - David Szary

6. What is Expected of Our Function? Expectations: Expectations: Filling positions “ASAP” or “yesterday” Having pipelines of candidates ready to interview J.I.T Finding “Purple Squirrels” Upgrading quality of talent Why it is our fault: Why it is our fault: We don’t hold them accountable Don’t quantify what we need to meet their needs Don’t publish our results

7. Unique application process- we have several locations and folks filling out paper applications. ( sifting through paper) High applicant volumes Manage multiple hire types (hourly, management, administrative, internal transfers, etc.) Duplication of work (same candidates apply at multiple locations/positions) Being reactive vs. proactive (build pipelines of talent) Keep in contact with prospective candidates (CRM) Union compliance and contracts – posting periods Recruiter alignment to customer and workloads vary Inconsistent candidate experience – timeline & response * An Applicant Tracking System makes it easier for recruiters and Hiring Managers to successfully execute these points

8. Understanding the Model for Recruitment In order for GHVHS to move on the continuum toward best-in-class, we needed to blend a proactive recruiting culture that can streamline processes and infuse ATS automation into every staffing practice by looking to the future of innovation in recruiting that will set us apart and differentiate us from the competition and maximize synergies across the system. A restructure of the recruitment organization, processes and technology was conducted to positively impact our talent selection strategies and to link talent selection initiatives to improved business outcomes like retention, cost and quality.

10. Thousands of hours are wasted on non-value added, non-revenue producing staffing activities Incremental improvement in process efficiency exponentially reduces the resources required to achieve hiring objectives Allows us to implement a J.I.T hiring solution with less resources and no impact to quality/ delivery of service

12.  Automation of Reports & Scheduling  Managing Process Flow (Time-Saver)  Candidate Experience  Onboarding  Why we chose iCIMS

13. Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization, or both. Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.

14. Sourcing is the biggest challenge for recruiters Find new outlets to attract candidates Locate talent pool by deploying our core search skills to identify prospective talent with the right combination of knowledge, skills, and abilities. Constantly build candidate pipeline by tracking candidate resumes and contact history in a database. Create a successful employment brand that helps create a positive candidate experience What we need to do: Improve productivity in the acquisition process Report on source effectiveness? (which recruiting methods are working/lacking?) Embrace social media? (post jobs via Facebook, Twitter, LinkedIn)

15. Why do organizations struggle to afford technology? Use the unsophisticated metric - “requisitions-per-recruiter” as their resource planning tool Emphasis on activity versus efficiency Inability to educate Hiring Managers on the importance of a LEAN, J.I.T staffing function Can’t present business case using the common language of business... $ and NUMBERS!

16. Increase customer satisfaction and employee morale Decrease in cost associated with turnover, OT, etc. Cost of vacancy (especially with critical-to-fill positions) Educate Hiring Managers/Key Executives on significance of COV Helps engage Hiring Managers in process improvement initiatives Helps hold them accountable to engaging in process Quantify the ROI of eliminating waste, streamlining processes, etc. Increase respect level from finance/executives!? Justify resources (sourcing/recruiting) required to decrease TTF. Including the purchase of iCIMS

17. Aligning Annual Workforce Planning with Business Strategy Management by Data – Case Study Hiring Need:646 hires/Annually Production Schedule: Roughly 54/month - 2011 calendar Staffing Supply Chain - Process Efficiency: Recruiters route roughly 50% of candidates to hiring Managers. Hiring managers interview 20% of the candidates submitted for consideration 33% of the people interviewed would be extended an offer 83% of the candidates receiving offers would actually start NOT VERY EFFICIENT – Applicant to Hire 52:1 – Route to hire – 20:1

18. How Efficiency Rates Affect Production

19. Strategic Business Case Efficiency Analysis50/52/44/7750/62/54/8760/80/50/95 Total Sourcing Hours Required to Fill Positions 1,8341,1091416 Sourcing Hours to find 1 "Submitted Candidate" 0.25 0.50 Recruiter Pre-Screens7,3344,4362,833 Submittal to Hiring Manager3,6672,2181,700 Hiring Manager Interviews1,9071,3751,360 Offers839743680 Hires646 10% improvement in 3 steps of process Interesting Observations: 1. Incremental improvement in process equals exponential savings in time, money, and resources. 2. Even if you increase sourcing time per candidate, increase in process efficiency will dramatically reduce overall sourcing time required to fill a given requisition load. 3. Measuring the efficiency of the process, not the quantity of activity, will provide better results with fixed amount of assets.

21. Justify Your Headcount with Real Data *We are averaging 1.3 hours for on boarding. This helped build my business case to automate this process with an on boarding solution, allocate my dollars, and obtain approval to purchase iCIMS’ on boarding portal.

22. Quantifying Your ROI Why a Management by Data/Fact – Summary “Can’t manage what you don’t measure” Ask customers to rate what is most important – Quality, Cost, Responsiveness/Delivery Scorecard is used to benchmark against internal/external metrics to: Quantify how well you are performing to key stakeholders Identify areas for improvement and develop strategies for improvement You should align recruitment organization’s initiatives with additional key business objectives of the Healthcare System Reduce costs & improve patient safety and patient satisfaction! Convert metrics from time, %, #’s into - - $$$ to great compelling business case and/or to quantify ROI Make visible (using trend charts) to staff, key customers, etc.!! Track, trend, and present meaningful metrics using the common language of executives - $ and numbers!

23. 2011 Year End Recruiting Metrics

24. Cost of Vacancy-Usage/Significance Educate Hiring Managers/Key Executives on significance of C.O.V Helps engage Hiring Managers in process improvement initiatives Helps hold them accountable to engaging in process Quantify the ROI of eliminating waste, streamlining processes, etc. Justify resources (sourcing/recruiting) required to decrease TTF Increase respect level from finance/executives!?

25. Overview – Healthcare Registered Nurse # of hires/year: 27 Cost of Vacancy (provided by finance): $368/day. Ave time to hire currently: 94 days. Total Cost of Vacancy: $1.00M Reduce time to hire by 22 days (72 days TTF). 200K Cost of Vacancy Reduction How much are you really spending on OT/Agency/PD?

26. Dashboard

27. LEAN Human Capital 2011 Healthcare Recruitment Metrics Benchmark Study

28. Aggregate Data Information: 80+ participants with over 460,000 FTE employees! Participants processed over 5 million applicants. Routed over 850,000 candidates to Hiring Managers. Filled over 123,000 positions. 48% are academic/teaching facilities. 52% of US News & World Report’s ‘BEST HOSPITALS Honor Roll’ participated in our study in 2010/2011.* 30% of our 2010/2011 participants ranked by US News & World Report as ‘Honor roll’ in at least 1 of 16 specialties* 22% are Magnet facilities. *17 hospitals were named to US News & World Report’s ‘BEST HOSPITALS Honor Roll’ for ranking as honor roll in at least 6 of 16 specialties *140 out of 4825 hospitals ranked by US News & World Report as ‘Honor roll’ in at least 1 of 16 specialties

29. Honor Roll - Key MetricsORMC25th %Mean75th % Productivity Staff Productivity90112147176 Process Efficiency Overall - Applicants Routed to Positions Filled Ratio1211.09.16.1 Overall - Percentage of Positions Filled from Extended Offers87%88.2%91.9%95.7% RNs - Applicants Routed to Positions Filled Ratio47.263.6 RNs - Percentage of Positions Filled from Extended Offers97.6%91.9%92.4%96.0% Responsiveness OVERALL - Ave Time to Fill (TTF) - (date req posted to date offer accepted)57.5514437 OVERALL - % of Positions Filled in 60 Days or More11%25.0%21%15% OVERALL - Average TTF for Positions Filled in 60 Days or More134 127 116102 RNs - Ave Time to Fill (TTF) - (date req posted to date offer accepted)53523530 RNs - % of Positions Filled in 60 Days or More21% 33% 23%13% RNs - Average TTF for Positions Filled in 60 Days or More92 129 10890

30. The Ultimate Recruitment Technology Checklist!

31. Web-based system (Eliminate paper; no IT reliance) Robust searching & reporting It’s fast and easy to make changes within the system Ability to grow with your company ( scalable ) According to Gartner, Inc. “Vendors should supply sufficient evidence that their platforms will scale to meet your current peak and future application processing and user demands.” Product Features

32. Intuitive features- feel comfortable using the software Limited technology knowledge, limited training Key Questions:  Client retention rate?  Customer case studies?  Awards for ease of use of their software? Ease of Use

33. Speed and Security “Sensitive data & critical business information will be exposed to the provider, the provider should demonstrate a higher level of security and it should be constantly monitored”- Gartner, Inc. System availability Constant improvements and updates Slow systems aren’t used

34. Customer Support Experts should work directly with you to ensure: Implementation Timeliness Overall satisfaction Provide free training so the system is used! Satisfaction ratings Customer Support Awards?

35. Value Best price-to-ratio-value Greatest ROI According to Bersin & Associates, value should be measured by:

36. ? Questions for Speakers ? Scott Clatur Director, Talent Acquisitions Susan Vitale Chief Strategic Officer

37. Questions? Email us at: marketing@icims.com Be entered to win a Kindle Fire® by viewing a 1-on-1 live demo by 4/24/12. Contact marketing@icims.com!