STRATEGIES FOR A TIGHT MARKET
THE FAST-GROWING TECHNOLOGIES THAT AUTOMATE HIRING
“Robots” surround us: Automated commu- nication and decision-assisting tools help us with everything from scheduling a dentist ap- pointment to deciding what to watch on TV. The senior living workforce environment
is no exception. An automated service can send texts to a candidate as a reminder of an interview time and what to bring. Or predict whether a candidate is likely to stay with the job. There’s a big variety in such solutions,
with more being developed and added all the time. But representatives with the com- panies that create them say deciding what to use starts with knowing your business culture, strategy, and resources. As anyone in hiring and staff develop-
ment knows, gathering and interpreting data about people is complex and ever- changing—because people themselves are. While an applicant tracking system (ATS) can do a lot on its own, automated solutions that work with it can make a difference.
Shorter hiring time The first benefit to using automated systems is to streamline hiring time. “Good people are off the market in three to five days now,” says Mark Woodka, CEO at OnShift, a hu- man capital management software compa- ny with many solutions specifically for the senior living employment market. Its auto- mated text responses system can cut time to hire in half and lead to 60 percent fewer no-shows, the company says. That’s a use David Wilkins also applauds.
He is chief strategy officer at Healthcare- Source, which provides talent management software and services and also has senior living as an area of specialization. “I think the best use of this tech is via process au- tomation—like AI-based chat-bots that can interact with a candidate or applicant and, in the process, take over for some of the
simple stuff that recruiters do, to free them up for more critical tasks,” he writes in an email interview.
Seeing what’s ahead Then there is the exciting—and potentially more problematic—idea that automated services can predict a job applicant’s behav- ior. Will that bright, skilled, and enthusiastic interviewee decide in six months that she always really wanted to be a trapeze artist, and leave you in the lurch? More and more companies say they can help you see that coming, but they use different methods to get there.
8 SENIOR LIVING EXECUTIVE SEPTEMBER/OCTOBER 2019
HealthcareSource, for instance, bases its
predictions on massive amounts of data from the past and today. It uses behavioral assessment tools to “evaluate compassion, stress tolerance, communication, account- ability, and customer focus, among other traits,” Wilkins writes. Their system then compares responses
to similar responses from workers with a strong track record. “We’ve looked at hun- dreds of thousands of hires and their sub- sequent job performance, which enabled us to create a predictive index, so that when someone scores a certain way, we have very high confidence in their job fit, their service
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