Training Top 125 Best Practice: C&A Industries’ Medical New Hire Program
Staffing and recruitment company C&A Industries has experienced tremendous organic growth over the last 10 years, including 30 percent growth over just the last two years. C&A Industries is the parent company of workforce solutions firm Aureus Medical Group, which accounts for more than 70 percent of C&A Industries employees. The Medical New Hire Program has experienced many alterations over time to encourage a reduced time to competency while still recognizing the need for individual supplemental preparation. Under the direction of Executive Director Liz Hall, the Training and Development (T&D) team took the initial 12-week course and condensed the formal training efforts down to 10 weeks. Additionally, rather than complete a standardized training program, each employee experiences variable training that is tailored to address the individual’s challenges and successes while ramping up.
The organization addresses all learning styles by offering multiple modes of training, including in-class facilitation, on-the-job training, Q&A panel sessions with subject matter experts, online simulations completed in the computer lab, role-playing, mentor feedback discussions, and online videos.
This training is outlined as follows:
Week 1: Getting Started
Week 2: Learning to Qualify
Week 3: Completing the Hire Flow
Week 4: Matching and Pitching Jobs
Week 5: Putting It All Together
Week 6: Candidate Management
Week 7: Getting Creative with Recruiting
Week 8: Home Stretch
Week 9 and 10: One Foot Out the Door
The first week includes an in-class opportunity for Q&A with the CEO and general manager called the “Executive Forum.” By week three, each individual has a diversified day according to his or her respective divisions, allowing T&D to identify alternative training methods and materials to best equip the employee as he or she moves forward. During week 4, new employees are moved from the training cubes to their full-time desks on teams. They also begin to have weekly one-on-one meetings with a trainer, as well as the branch manager of their corresponding divisions. One-on-one meetings between employees and branch managers occur on a monthly basis for the duration of their employment to identify if additional training opportunities are needed. Mentorships are pivotal to the new hire training program, as mentors meet weekly with employees throughout the duration of the training and are tasked with completing weekly progress sheets. Mentors aid T&D in identifying where new employees are at and what needs to be done to better support them.
In addition, by the time an employee has reached week 6, action plan training is available as an option for successful competency training, and can be extended beyond the initial 10-week training time frame if needed.
The learning specialists, executive director, and CEO continue to evaluate the Medical New Hire Program on a quarterly basis.
The initial reduction in training time from 12 weeks to 10 weeks saves the company $1,600 per employee.
The company has experienced a decrease in employee turnover from 18.28 percent in 2016 to 10.42 percent in 2018. Results from customer satisfaction surveys also have increased—from 4.30 to 4.43 in the client category; from 4.55 to 4.56 in the employee category; and from 3.95 to 4.03 for total assignment appraisal.
Furthermore, the company has experienced an increase in all quantifiable report measures, including:
- Phone time increased from 1.6 hours to 1.7
- Outbound dials increased from 216 calls per week to 233
- Candidate login count increased from 46 to 74
Completed applicant profiles as a result of login increased from eight to 17