ADEQUATE AND DIVERSE PUBLIC HEALTH SYSTEM WORKFORCE
Goal: Attract and Retain a High Performing Public Health System Workforce
D
uring the current Strategic Plan,
significant efforts have been
made around our recruitment
time to fill a position. When time
to fill exceeds a manageable threshold, it
puts additional pressure on
employees and programs to make due with
fewer resources. This added stress can
impact a program’s ability to deliver their
results and can increase employee relations
issues in a stressful environment. A high time
to fill can also have a reputation
impact with candidates and set the wrong
tone for the new hire experience.
To improve the recruitment time to fill a
position, the Health Department made
process changes such as changing
background check vendors, shifting
reference checking to be primarily
completed by email, standardizing its
internal hiring process flow across all
programs, doing more phone screens (as opposed to in-person interviews for the first round), and having intake
meetings to start each recruiting event to ensure the hiring manager and recruitment team are on the same page.
As a result, it has seen its average time to fill drop from 90 days in 2013 to 65 days in 2015. For the second half of
2015, it exceeded its target by achieving a time to fill of 56 days.
Goal: Strengthen the Public Health System Workforce and Future Workforce Pipeline to
Improve the Public’s Health
A
s a partner in the public health system, LCHD/CHC has made a commitment to not only grow awareness to
public health careers for today’s needs, but also to be a leader in promoting public health careers and
trends to students from elementary school through college. These events include participating in career
days, visiting classrooms, talking to youth groups, and hosting “bring your child” to work day. In 2015, the
LCHD/CHC Human Resources staff participated in eight promotional events, up from five in 2014.
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