Online Recruiting Resources
Finding job boards that really deliver value
By Kenneth Gould

Over the last few years a completely new industry has evolved where Web sites exist for the single purpose of displaying job openings. There are literally hundreds to choose from. Remember the song from the '60s where a guy was faced with a quandary of which girl he would pursue? "Did you ever have to make up your mind? It's not often easy ," he croons. In the same way, when choosing an online job board to post your job openings, a number of factors need to be looked at so you can make up your mind.

The question is, "How do I evaluate job boards and determine which ones really deliver value?"

The Checklist

What criteria should you consider when searching for the best job board? There are a number of different factors that are important when evaluating a job board to decide if it's a good place to start.

Site Traffic. A good job board needs traffic and lots of it. High placement in search engines and effective marketing are a must to be successful in this area. Evaluate the number of "unique visitors" a site receives each month. This number tells you how many people actually use the job board. More visitors mean a greater chance that candidates will see the ad. If a site reports their statistics in "hits" or "page views," you need to remember that these numbers cannot accurately represent how many people will actually see your job posting.

You'll need to decide whether to post jobs on generic sites or dedicated niche sites. Job boards covering all fields will have more traffic than small, focused sites. However, keep in mind that the majority of people visiting "catch-all" sites will be uninterested parties as far as you're concerned. To keep comparisons fair between the large sites and the industry-focused sites, get information regarding only the field for which you are recruiting. Job boards that cover all professions might not have this information, and you then need to decide if you could be comfortable working with an organization that doesn't have stats for your specific needs.

Registered Users. The more registered users the better. People surfing to "see what's out there" aren't as likely to respond to a job listing as people who are signed up for routine searching. Find out how many active candidates a site's database contains and what the term "active" means. If candidates are considered active even though they haven't logged into their account in quite some time (and therefore aren't actually pursuing a position), the active designation will mean very little. Also ask if visitors are required to register just to view jobs. If they are, the site's active registration number could be inflated and include people who are just curious and not really looking for work.

There is also some value from the people who visit without registering. Although they may not be pursuing a new position diligently, they still might respond to something of interest. The better job boards allow visitors to search jobs and contact you without registering. This is preferred by job seekers from a confidentiality standpoint and should increase the number of candidates that view and respond to your ad. In fact, if you're in a market where qualified candidates are in short supply, this can be a significant factor.

Customer Service. It is important to test the level of customer service by making both phone and e-mail inquiries early on. Note how quickly each resource responds. It is reasonable to assume that if customer service is lacking before you make purchases, the level of service will not likely improve once your business is secured. Getting a quick and helpful response is a positive sign.

Web Presence. A good job board should be easy to find. Aside from word-of-mouth referrals, people find job boards primarily through search engines and directories such as Google, Yahoo! and others. To determine whether a job board is easy to find, check the major search engines or directories for common terms related to your search. If you can't find the resource, neither will potential recruits. Job boards that consistently rank well in your search will rank well with job seekers.

Communication Tools. Making connections should be simple. Consider how well the site assists you in connecting with potential candidates. A good job board needs to offer communication options that are easy to use and effective. Important features to look for include automatic e-mail notification for candidates when jobs matching their criteria are posted, the ability to contact a candidate directly through information in the candidate's profile and the ability for the candidate to apply online directly from the job posting. It can also be helpful to see a history of contact attempts for both candidates and employers.

Account Tracking and Reporting. An effective job board will help you measure results. Your account activity and history should be presented in a simple and concise way that is easy to understand. Look for a summary on the status of your account, such as how many jobs you have posted and how many open slots remain, when your account expires and what categories you're posting under.

You'll want access to statistics for each job you post. These should include details about how many people have viewed each posting, how many e-mail notifications were sent out announcing new jobs you entered, the number of candidates that have applied for each position and access to the records of those responses.

Additional Products. Sometimes add-ons can make a big difference. As such, a job board that offers additional services, when combined with job postings, can give you a faster start. A mailing list or additional opportunities to advertise with banner ads may be worth the investment. It could give you an edge when recruiting tough-to-fill positions.

Price and Value. It's important to look at value, rather than cost. The reason price is placed so low on the list is because focusing on price alone can be misleading. It's better to focus on value for your dollar. Although cheaper cost-per-posting rates might initially seem like a positive factor, it can be a case of "you get what you pay for."

An easy way to compare the value between job boards is to divide the daily visitors by the daily cost per job. This is like return on investment for job boards, the higher the number the higher the value – and more value means more exposure for your dollar.

Selection Process

Internet job boards have become a major tool for recruitment. There are too many boards to place ads on all of them, so you'll need to be selective. Sites that attract the most candidates, and give them opportunity to not only learn of your position, but to also contact you with ease and confidentiality, will give you a better return on your investment.

Niche sites should be strongly considered over catch-all sites, because they will be more likely to attract appropriately qualified candidates. Be sure your money is not being spent attracting people that have no interest in your field. The more a site can do for you attracting the right candidate, the more success you will have with your online advertising campaign.

— Kenneth Gould is the CEO of RadWorking (www.radworking.com), a job board site serving radiology professionals since 1997. Questions and comments can be directed to editorial@rt-image.com.

Weathering the Perfect Storm
The RT shortage and staffing effectiveness
By Janice Eurton, RT(R)(M)

Once or twice each century, a series of intense weather systems collide to create what meteorologists call the "perfect storm." When these conditions are just right, they provide a roadmap for disaster. Today, radiologic technology is facing its own "perfect storm." (ASRT Web site, 2003a)

The demand for radiologic technologists increases daily as our population continues to live longer and technology continues to advance diagnoses and preventative healthcare.

The U.S. Bureau of Labor Statistics estimates that more than 50,000 additional RTs will be needed by the year 2008. Factor in that the current average vacancy rate runs from 15.3 percent to 18 percent and that more than one-half of the current RTs were born in the late 1950s to early 1960s and that projected estimate of 50,000 could go much higher.

But radiology is not alone. The healthcare field has lost its glamour. Once preferred fields of interest, all areas of healthcare are now facing critical shortages. There are a plethora of careers that offer better pay, less stress, more advantageous hours and little to no bureaucratic paperwork. Those who entered the healthcare profession to care for and nurture the sick now find they no longer have time to interact with those patients. Staffing shortages allow only the most basic patient needs to be met.

Labor shortages are not new to radiology. The shortages have always been cyclical in nature, seeming to evolve approximately every five years. National projections call for the current shortage, now in its third year, to last seven more years. This is now being referred to as a long-term shortage. (Thompson, 2001)

Historically, radiologic technology programs enrolled more students to resolve the problem, but nearly all hospital-based programs have ceased to exist and the overall number of college-based programs has declined as well. It is now up to hospital administrators to step up to the plate and take a proactive approach to both recruitment and retention.

Staffing shortages will result in a decline of patient care, an increase in length of stay and a decrease in patient satisfaction. This can and will reflect financially upon those institutions that choose to ignore this shortage. Projected staffing shortages are expected to be at crisis level by the year 2020, and this issue needs to be addressed proactively by hospital administration and governmental agencies. The future aging population will be affected by the actions that are taken today to avert this impending crisis.

Cause and Effect

Like a perfect storm, there is no one specific cause of the current RT shortage, but many smaller issues come into being at the same time. Low unemployment in the general workforce has meant that hospitals have been competing with other businesses for all workers from professional staff to unskilled workers. (Lovern, 2001) Decreased reimbursement has forced hospital administrators to implement staffing cutbacks, which, in turn, cause the remaining staff to look for other less demanding employment. The high-tech computer age has caused those just entering the workforce to look to the development of technology rather than the final implementation of that technology. Radiology is still a front-runner in state-of-the-art technology, but given the growth rate of technology outside of healthcare, it is losing its appeal at a rapid pace.

An aging population continues to have its impact on the radiology department. The general population undergoes about 130 imaging procedures annually per 100 people. By 2020, the annual number of imaging procedures is expected to grow by 140 percent, according to the American Society of Radiologic Technologists.

As the general population age rises, so does the age of the radiographer. The average age of a radiologic technologist is 41, one of the oldest averages among allied health professions. (ASRT Web site, 2003a) The younger generations are no longer attracted to the healthcare industry as they once were.

In our current technologic era, patients are becoming more aware of their own power in their healthcare decisions. They now have access to information at their fingertips via the Internet that once would have required many hours of research. As a result, they now request the procedures they would like performed as either diagnostic tests or preventative medicine. This has caused a dramatic rise in radiology department procedure volumes.

Reimbursement from both Medicare and Medicaid programs has declined, which is compounded with a decline in payment from other health insurance companies through HMO- and PPO-type plans. This decrease in reimbursement has forced hospital administrators to implement staffing cutbacks to reduce operational costs.

What effect does this have on patient care? Many believe the patients are left to suffer. In a 2002 national survey conducted by AFT Healthcare, patient care was identified as one of the victims of the labor shortage. In the survey, 70 percent of RTs said that quality of care has suffered as a result of the shortage; 37 percent further stated that patients might have been at risk as a result.

Healthcare professionals are reluctant to admit they may play a part in diminished patient care. Most entered the profession in order to better the patient's life, not become a detriment to it. Diminished staffing could put patients at risk. Departments that operate short staffed also put their patients in harm's way because the staff often rush through procedures trying to keep up with the ever-increasing patient load. It's a fact: Over-worked technologists make more errors.

Patients are also adversely affected by the lack of compassionate and caring conversation. An overworked technologist only has time to give their patient basic instruction and education in regard to the procedure that will be performed. The patient needs far more than basic information. They need to feel that someone is listening to them – that they are seen as an individual and not as just another patient or "the barium enema in Room 9."

An example of this is the outpatient who is agitated because of a long wait for a procedure. When called for the examination, the patient responds negatively, often demanding to see "someone in charge." A technologist can easily diffuse the situation by listening to the patient, understanding the patient's point of view and giving the patient an honest explanation of the delay. Unfortunately, this process takes a fair amount of time that the overworked technologist does not have.

Just as we all bring issues with us to work each day, the patient also has worries and concerns that he or she brings to the radiology department. If we fail to take the time to validate the patient's concerns, oftentimes just by the act of listening, then we are adversely affecting this patient's care and they become a victim of the staffing shortage caught in the storm's fury.

Making the Commitment

Most agree that there is no short-term solution to the staffing crisis. Radiology programs cannot mass-produce quality technologists. They must adhere to strict admission standards. This will result in technologists who are committed to the profession upon graduation. Far too many of our current new graduates are disillusioned and leave the profession soon after entering the real world.

Hospital administration must make a commitment to look realistically at the volume of procedures that go through the imaging department each day. They must commit to a proactive approach and rethink staffing cuts from an across-the-board approach to making needed cuts in staffing from low volume, low revenue areas of the hospital.

The concept of recruitment and retention needs to be re-addressed. We need to intercede at the junior high school level in creating the desire in the young to enter the field of healthcare. Most career decisions are made at the freshman level of high school, and studies in high school are directed toward the student's long-term goals. Scholarships continue to draw technologists into the field as employers offer to pay the cost of education in return for a set amount of expected employment, usually one to two years maximum investment on the part of the employee. Some employers go as far as offering a monthly stipend and/or health insurance to scholarship students. (ASRT Web site, 2003b)

Retention efforts need to be put into effect to keep the qualified technologists that are currently in place. Healthcare is now viewed as "low tech," unstable, strapped with regulatory compliance and documentation problems, requiring long, thankless hours. Without immediate action, burnout will devastate employee morale and revenues will tumble. (Roederer, 2001)

Three qualities define a leader: commitment, courage and credibility. These qualities can be developed in anyone who is willing to exert the effort. (Sanchez, 2000) It is now up to those leaders to exert that effort in earnest.

Leaders needs to take a strong stand in their efforts of employee retention. They need to be creative in alternative scheduling, recognition, career pathways and training in multi-modalities. Employees need to feel that they are a vital part of the organization and to patient care. Banners placed in lobbies and small advertisements in local newspapers recognizing the outstanding contribution a group of employees make to the hospital during special times of the year (i.e., National Radiologic Technology Week) oftentimes mean as much or more to staff than a 3 percent raise in salary. Employees want and need to feel valued.

Solving the Problem

Research reflects that the staffing shortage is at near-crisis level and that the aging population and increased demand for radiology services will only continue to cause us to see a rise in the need for many more qualified RTs in the future. As the conditions for a "perfect storm" continue to develop, leadership needs to commit to making the profession more appealing to future healthcare employees. We need to make a concerted effort to create career ladders that allow staff technologists the ability to move up in the organization and be compensated for their additional efforts. We need to ensure that the areas of the facility that are bringing in the revenue from high-volume workloads have enough staff to perform their work in a manner that is safe not only to patients, but to the employees themselves.

There is not enough information available to leadership in regards to career ladders and employee advancement. I believe that further research in this area would be beneficial not only to management, but to the front-line employee. Patient care is currently suffering due to increased wait times, unsafe numbers of staff to take care of patients and lack of time and resources to properly communicate with them. Hospital administrators need to realize that dissatisfied patients will impact their bottom-lines far worse than decreased insurance reimbursement. The patient has to become the main focus of healthcare once again.

— Janice Eurton, RT(R)(M), is the manager of medical imaging at the Jewish Hospital and Healthcare Services, Louisville, Ky. Questions and comments can be directed to editorial@rt-image.com.

References: ASRT Web site. (2003a). "The Personnel Crunch: A Crisis in the Radiologic Technology Work Force," retrieved Sept. 18, 2003 from www.asrt.org/toolkit/references/shortage_overview.pdf. ASRT Web site. (2003b). "Recruitment Case Studies," retrieved Sept. 18, 2003 from www.asrt.org/toolkit/recruitment/recruitment_case_studies.htm. Lovern, E. (2001). "This Shortage Needs CPR." Modern Healthcare, Vol. 31 (No. 24), p 4. Roederer, C. (2001). "Strategic Planning for the Recruitment and Retention of Health Care Professionals." Oncology Issues, September/October 2001, pp 31-34. Sanchez, T. (2000). "RTs Take the Lead at Work." ASRT Scanner, Vol. 3, pp. 9-20, retrieved Sept. 18, 2003 from www.asrt.org/foundation/workforce_march9_00.htm. Thompson, D. (2001). "The Blues: Hospitals Cope with Labor Shortages," retrieved Sept. 8, 2003 from http://triad.bizjournals.com/triad/stories/2001/03/12/focus2.html.

So You Want to Travel?
Tips for successfully choosing a staffing company
By Carlos Hagler

So you want to leave your permanent job and work across the country as a "traveling" technologist? You may have heard the stories about higher income, free travel and housing, excellent benefits and working in exotic places across America. Well, all of the above is true. But be careful. Choosing the right staffing firm is essential for the best possible experience.

Because of the increased interest in becoming a traveling technologist, there are many staffing companies that will welcome your call. You need to be able to trust them to take care of your needs. How do you find the right one for you? Ask questions. Knowledge is the key to having a successful partnership with a staffing firm. The following are some of the most important factors to consider.

Word of Mouth. One of the best starting places is to ask other technologists what companies they have worked with and how happy they were with the organization. You can also ask hospitals which companies they have used for staffing and see if they were happy with the service.

Your First Call to a Staffing Company. Many things will happen in your initial call with the staffing company's recruiter. The recruiter will ask about your background:

• What's the size of the hospital where you work?
• How long have you been in your current job?
• Why do you want to travel?
• When do you want to start traveling?
• How much do you want to work in a year?
• Are you cross-trained in specialties?
• In what areas of the country do you want to work?
• If you have a family, will they travel with you to assignments?
• Do you have pets that will travel with you to assignments?
• Do you have any special requirements?

You should expect this call to last between 30 minutes and 40 minutes. If a recruiter does not ask about you and what you need, you should be wary of working with the company. This is the time you need to ask questions about the company. It is very important to get all your questions answered at this time.

Customer Service. Good staffing companies provide excellent customer service. The most important thing is for you to feel comfortable with the staffing company. Your representatives need to understand you and the specific things you are looking for in a position. You don't want to be inundated with potential assignments in which you have no interest. For example, do they provide assistance 24 hours a day, seven days a week? You need to know someone will be available to help you if you have a problem or emergency at 3 a.m.

A Stable Company. As the demand for technologists grows, many new staffing companies are entering the marketplace. Make sure the company is stable and will be around for years to come to handle any situations that may arise in the future.

Most companies are privately held so it is difficult to get financial information. Ask how long they have been in business and how many recruiters they have in their organization. Ask for some current travelers' names and phone numbers and call the technologists. Ask if they get paid on time and if they receive reimbursement for their expenses on a timely schedule.

Benefits and Compensation. As you evaluate staffing companies, benefits and compensation will be one of the most important issues to discuss and understand. You need to make your decision on your particular needs and lifestyle. Most companies offer the following benefits:

Hourly Compensation. This will vary by company and by assignment. Don't expect the same pay on every assignment.

Health Insurance. This will vary by company. Ask what you will have to contribute for your individual coverage (if any) and what family coverage will cost. Find out when the coverage will begin (first day of the month or 90 days after you start with the company). As a traveler, you will be in different areas of the country, so make sure you have access to medical care anywhere you might go on assignment.

Housing. Most assignments last for 13 weeks to 15 weeks. Ask the company what type of housing they provide. Will it be private or will you have to share housing? Will it be an apartment or a hotel? Will the company take care of setting up the utilities? This is important for you to know ahead of time. You also need to know how the company will resolve any housing problems that might occur.

Travel. You may be traveling many miles from home, so ask if the company will cover the complete cost of travel (i.e., plane tickets and rental car) or if you will be expected to drive your own car and be given a subsidy.

401(k) Plan. Be sure to ask what type of 401(k) plan the staffing company offers. When can you join the plan and how will they match your contributions? If you already have a 401(k) plan from previous employment, can you roll in your existing plan?

Bonuses. Bonuses vary by company. Companies may offer completion bonuses when you successfully finish your assignment. This will vary by assignment and company. Some companies may pay a higher salary and not offer the bonus. Many companies offer referral bonuses if you refer a technologist who works for them. Ask the right questions about bonus programs.

Direct Deposit. Since you will be on the road, you will probably want to set up direct deposit into your bank accounts. Know the company's procedure and time frame for putting this in place.

Licensing Assistance. You may be required to get licenses in states where you will be working. Find out what licensing services the company offers. Will it reimburse you? Will it assist in the paperwork and follow up with the state boards?

Per Diem. When you are on the road most companies will pay you a per diem to be used for food. This amount will vary by location. You should receive a per diem seven days a week while you are on assignment.

Malpractice Insurance. For your protection, staffing companies should provide you with malpractice insurance. Make sure the policy is with a top-rated carrier. Ensure the policy coverage extends to cover you after your assignment ends.

Credentials. Ask about the company's credentialing process. Early in the process you will have to provide the staffing company with all of your credentials. Companies will verify your licenses, certifications and perform current reference checks. If you have any past problems, make sure you tell your recruiter at the beginning. You also will be required at some point in the process to complete a physical and most companies will run a background check and drug test.

While a career as a traveling technologist can be exciting and rewarding, you can also have a very disappointing experience if you work with an inferior staffing company. Take the time and steps necessary to ensure the staffing firm you choose to work with will take care of you. If you ask the right questions, and know what to expect up front, you are well on your way to making a successful career transition.

— Carlos Hagler is president of CompHealth Ft. Lauderdale, allied staffing division, in Florida. Questions and comments can be directed to editorial@rt-image.com.