Lean talent acquisition: one team’s journey of improvement
| Pages | 188-193 |
| Date | 12 October 2015 |
| DOI | https://doi.org/10.1108/SHR-07-2015-0056 |
| Published date | 12 October 2015 |
| Author | Eric Van Duren,Jim D'Amico,Kurt Knoth |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Lean talent acquisition: one team’s
journey of improvement
Eric Van Duren, Jim D’Amico and Kurt Knoth
Eric Van Duren is based
at Process Improvement
Coach, Spectrum Health,
Grand Rapids, Michigan,
USA. Jim D’Amico and
Kurt Knoth are both
based at Spectrum
Health, Grand Rapids,
Michigan, USA.
Abstract
Purpose –This paper aims to describe how lean performance improvement principles helped
transform an integrated healthcare system’s talent acquisition team to best in class.
Design/methodology/approach –Spectrum Health’s talent acquisition team is needed to change its
functional processes to better achieve its recruitment goals. In 2013, the system’s talent acquisition and
process improvement teams partnered to conduct a value stream analysis, followed by five rapid
improvement events and project work. Structural and institutional changes were defined and
implemented. Significant cultural change toward a philosophy of continuous improvement was
accomplished through the use of managing for daily improvement huddles and other efforts. The focus
throughout was on lean thinking, change management and achieving meaningful results.
Findings –After the lean process implementation, time to fill for open positions was reduced by 10 per
cent. The offer acceptance rate increased from 96 to 99.6 per cent, with fewer than 25 turndowns
annually. Customer and candidate satisfaction has been maintained at above 90 per cent and operating
in a culture of continuous improvement has spawned several additional benefits.
Originality/value –Lean principles applied within human resources functions can drive significant
business results.
Keywords Performance, Lean, Change management, Continuous improvement, Recruiting,
Talent acquisition
Paper type Case study
Spectrum Health is a regional integrated health system located in West Michigan.
The system includes 12 hospitals, more than 170 physician practices and
ambulatory service sites, and a health insurance company. With 23,000 people in
total, Spectrum Health is the largest employer in the region and one of the largest in the
state.
As with any large and growing organization, Spectrum Health has robust hiring needs,
opening and filling approximately 6,000 positions a year. This high volume of open
positions, whether through attrition or expansion, keeps its talent acquisition team members
in high demand. In late 2012, the Spectrum Health’s talent acquisition team was functioning
at a “good” level, but a change was needed. The team, which hires for positions across the
organization, was focused on quantity over quality. Team metrics were becoming outdated;
they did not correlate to business outcomes, and a differentiating factor was lacking. With
market competitiveness in healthcare quickly rising, the team needed to stay flexible,
redefine its purpose and find a competitive advantage.
Formal improvement support
To help guide the team’s change, the Talent acquisition team partnered with Spectrum
Health’s internal lean process improvement team to conduct a value stream analysis (VSA).
The VSA was launched in January 2013 and brought together a multidisciplinary group for
The authors gratefully
acknowledge the assistance of
Beyond Words, Inc., in the
editing and preparation of this
manuscript. The authors
maintained control over the
direction and content during
its development. Although
Beyond Words, Inc., supplied
professional writing and
editing services, this does not
indicate its endorsement of,
agreement with, or
responsibility for the content of
the article.
PAGE 188 STRATEGIC HR REVIEW VOL. 14 NO. 5 2015, pp. 188-193, © Emerald Group Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2015-0056
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