How to attract and retain talents better? This is a difficult problem faced by many medical institutions. 1On October 20th, at the Heilongjiang Great Health Talent Development Forum hosted by Heilongjiang Health Industry Association and Lilac Talent, many hospital administrators and medical human resource managers discussed this.
As a professional medical human resources service platform under Lilac Garden, Lilac talents have gone through 12 years with the changes of the industry, providing professional tools and channels for the maximum matching of medical talents and medical institutions. During the forum, Arterial Network (micro-signal: vcbeat) interviewed Tiantian Li, the founder and chairman of Lilac Garden, to explain how Lilac talents can help medical institutions solve problems and gain an advantage in the competition for talents.
12 years ago, Lilac Talent Online was launched. Its birth seems to be somewhat accidental-the founding team inadvertently found in the background that the keyword with the highest frequency of user search turned out to be "recruitment". At that time, the concept of "big data" was not popular, but since there was search, there must be demand, so the team decided to develop products and businesses for talent recruitment.
/kloc-in the past 0/2 years, clove talents have timely insight into the changes in the industry, constantly adjusting and improving the product line, and the service changes with the changes in the industry. Tiantian Li introduced that this is mainly reflected in three aspects:
The first is the change of demand subject. In the past, the demand for talent recruitment or brand promotion was mainly private medical institutions. In recent years, public medical institutions have more and more demand for talents. At present, half of the medical institutions served by clove talents are public and half are private.
The second is the change of demand region. Second-tier cities and economically developed third-tier cities are increasingly demanding talents, and they also want doctors, academic leaders, or talents with such potential to strengthen discipline construction. These cities are very enthusiastic about the investment and support of outstanding talents. This reflects the promotion of medical reform, the gradual sinking of medical resources, the gradual infiltration from big cities to second-and third-tier cities, and from top three hospitals to secondary hospitals.
"The desire of medical institutions for talents is no longer the patent of big hospitals in big cities." Tiantian Li said.
Third, while the demand of the industry has changed, many medical institutions have insufficient professional ability in the recruitment process. Some people's consciousness still stays at this stage: doctors are recruited within the system, and as soon as the recruitment information is hung up, doctors will submit resumes.
However, in practice, there may be two extreme problems: for example, a very good medical institution will have a large number of resumes. Originally, it recruited 10 positions, but as a result, 2,000 resumes were smashed, and the medical institution would not have the professional ability to deal with them; For another example, some medical institutions can't recruit people after three months, and they don't know what to do. Faced with these situations, professional recruitment agencies actually have many technical and operational means to solve them.
Clove talents are designed for these pain points in the industry changes. At present, the main products include:
Mainstream talent recruitment is the most basic recruitment service, and annual membership service and graphic advertisements provide more functional authority and greater exposure for recruitment units. This year, the team began to make efforts to provide talent service for large health enterprises, and new customers will use it free of charge within 1 year to help enterprises in the field of large health solve the problem of recruiting and employing people.
One-stop recruitment outsourcing RPO service can screen resumes, recommend talents, and make invitations to employers, mainly for those medical institutions whose resumes are too large to be processed in time.
Smart School Recruitment takes advantage of Lilac Garden1600,000 student users to meet the various requirements of biological and pharmaceutical enterprises for medical college students.
The training service "E-College" is mainly aimed at medical human resource managers, and excellent human resource management experts at home and abroad are invited to give online and offline lectures to improve the professionalism of medical human resource managers, so that they can design scientific recruitment and personnel systems to attract and retain talents.
China Medical Human Resource Managers Seminar and China Hospital Development Conference have been held for many years, which are platforms for medical human resource managers and hospital managers to communicate on talent and brand building.
At the same time, clove talents also output the data survey matrix, such as the best employer selection of medical institutions in China, the job-seeking survey of medical professionals, the recruitment development survey of medical professionals, the salary survey of medical institutions, etc., to provide reference for the talent decision-making of medical institutions.
It can be seen from the above development process and product composition at this stage that Lilac talents have realized the connection of medical students, medical staff, medical human resource managers, medical institutions and enterprise managers, forming a multi-point network system, in which the needs of each point are different. How to find the best match between their needs? Solving this problem is an important way to improve product professionalism.
"Lilac Garden has gathered a large number of professional medical talents. About 70% of doctors in China are users of Lilac Garden, and we have covered enough suppliers." Tiantian Li introduced that on this basis, clove talents have accumulated ten years of data, which is extremely valuable and valuable.
Two years ago, clove talents began to use the accumulated data for many years to create corresponding decision-making tools for the demand side and supply side of talents. For example, help the demand side use tools to attract talents, interact with talents, and make the brand of the hospital stand out; Analyze the resume for the supplier, find the shortcomings in the resume, and score according to the expected salary of the resume and the ability requirements of the position, so as to help the supplier find its own suitable position.
At present, the big data dimensions of clove talents include: the median salary map, with the salary changes of doctors in various places over the years; The recruitment of departments in various medical institutions can be seen by which specialties have a large number of recruits; There is also a cross-provincial resume flow. For example, the big data of clove talents shows that the province with the largest outflow of medical talents in 20 18 is Hunan, and the province with the largest inflow is Guangdong.
"The strategy of lilac talents is to make TAs more professional, and TAs refer to all participants on the demand side and the supply side." Tiantian Li explained this.
The flow of medical talents is becoming more and more active, and a good flow state should be based on a considerable total. However, at present, there is a shortage of medical talents as a whole, including general practitioners, pediatrics, obstetrics, psychiatry, pathology, nursing, midwifery, rehabilitation, mental health and other talents. Taking general practitioners as an example, according to the plan of "Healthy China 2030", there will be 5 general practitioners per 10,000 people in China in 2030. However, according to the latest statistical bulletin on the development of health care, there were only 2.22 general practitioners per 10,000 population in China in 20 18.
To change this situation, it is necessary for national policies to continuously optimize the talent system, medical colleges to continuously improve the training system, and employers to continuously improve career incentives. Lilac talents and lilac gardens do not belong to the top three, but Tiantian Li still hopes to do something for the growth of medical talents.
"'More health and better life' is the new vision of Lilac Garden." Tiantian Li said that this vision is not only aimed at C-end users, but also at doctors. Lilac Garden not only takes action at the last level of talents, but also moves this vision forward.
Tiantian Li hopes that Lilac Garden can provide such a scene: doctors study on the corresponding platform of Lilac Garden and continuously improve their professionalism; After the professional ability is improved, you can export knowledge on the corresponding platform, get more sunny income, and have better employment choices, so your career and personal life can be better.
"With the support of many excellent medical institutions, medical colleges and experts, we export a large number of medical courses every year to create continuing education based on the Internet." Tiantian Li introduced that, in terms of products, there are mainly clove open classes, clove coffee broadcasting, clove garden "time series" and so on, all of which have become important partners in the growth of doctors.
Doctors have better career channels and personal lives, and more people will be willing to enter this group.
If the birth of clove talents is an accident, then from the perspective of its development path, growth and expansion is a necessity that conforms to the industry trend.
At the Heilongjiang Great Health Talent Development Forum, Lilac Talent released a set of data: it helped more than 8,000 industry organizations to complete the release of more than 650,000 jobs, and there were more than 2.7 million resumes of professionals on the platform, accounting for 25% of the master's degree, which continuously delivered professionals for medical and health enterprises and institutions. This is a good result.
Nowadays, the cooperative clients of clove talents are mainly medical institutions, including public 3A hospitals such as Xiangya Hospital of Central South University and Shenzhen People's Hospital, and private 3A hospitals such as tung wah hospital. Among the clients of non-medical institutions, there are listed companies such as Shanghai Far East Hongxin Medical Investment Group and multinational companies such as General Electric.
Changes in the industry will never stop.
Tiantian Li believes that the main task at this stage is to provide good services to doctors and hospitals. In the future, clove talents will penetrate one by one in the sub-sectors of big health, such as medicine, equipment, nursing, rehabilitation and old-age care, and nutrition. "We predict that with the promotion of the 2030 Healthy China Action, there will be an entrepreneurial upsurge in the field of big health, and the demand for professionals in various segments will also increase."
In August this year, Lilac Garden completely upgraded the company's vision, mission and values. Tiantian Li said in the company's internal letter: "With or without us, the world is completely different." Lilac talents may also bring "difference" again.