A regional health system rebuilt frontline hiring at 40,000 hires a year.
How a full read of the hiring function turned a frontline bottleneck into a repeatable operation at scale.
-38%
Time to hire
4x
Throughput
THE PROBLEM.
A regional health system was hiring roughly 40,000 people a year into frontline and clinical roles through a process that had grown up piecemeal and had never been designed for that volume. Candidates went cold waiting on credential and background checks that ran at the end of the funnel, recruiters lost hours to manual status updates and hand-offs, and leadership had no reporting it could act on. The function was treated as a cost to contain, and it showed.
THE WORK.
We ran a full audit across process, technology, people, and reporting, shadowing recruiters through complete hiring cycles. Then we rebuilt the operating model around demand: the vetting moved into the workflow so it ran in parallel rather than gating the finish, redundant stages were removed, the manual status changes were automated, and a reporting layer was built around the decisions leadership actually makes.
THE RESULT.
Time to hire fell by 38% and throughput rose roughly fourfold, with no new headcount added to the recruiting team. Just as important, the function was handed back running, with reporting the leadership team uses to manage it week to week.
