Sanel Lekic

Developed and Facilitated a successful Kaizen Process: This included, defining current problems, defining measurement targets, measuring, reporting and comparing results to targets. Created a short term and long term action plan. Streamlined the Recruitment and Retention process by decreasing time of interviews by each recruiter and field management, which resulted in more quality hires, more revenue for the company (1.5 million) in just 8 months from execution of new process.

Resulted… Show more

Developed and Facilitated a successful Kaizen Process: This included, defining current problems, defining measurement targets, measuring, reporting and comparing results to targets. Created a short term and long term action plan. Streamlined the Recruitment and Retention process by decreasing time of interviews by each recruiter and field management, which resulted in more quality hires, more revenue for the company (1.5 million) in just 8 months from execution of new process.

Resulted in us winning the "Workplace Excellence Awards Grand Prize Winner. Vericare's win was the first time in the 11 year history of the awards that a small company took the Grand Prize and won by unanimous vote. Show less

Put in action plan to decrease voluntary turnover of our clinicians company wide by proposing a requisition approval process to better manage current and future openings.

Coaching and Training management staff on how to provide training and skill development to existing clinicians.

Focused on re-engineering of existing clinical onboarding practices to drive company vision, mission, clinical practices and productivity goals throughout organization.



Individualized… Show more

Put in action plan to decrease voluntary turnover of our clinicians company wide by proposing a requisition approval process to better manage current and future openings.

Coaching and Training management staff on how to provide training and skill development to existing clinicians.

Focused on re-engineering of existing clinical onboarding practices to drive company vision, mission, clinical practices and productivity goals throughout organization.



Individualized and development of a local state specific retention plans which include built in measures of compensation and productivity conversations, as well as other engagement strategies to be executed in first 6 months of employment and ongoing, forcing accountability with field managers.

Developing a better working relationship between field operations and sales and marketing to mutually approve account openings. Based on location, size of clinical population, and number of local competitors. Show less

Committee member for the creation of company core values-

Teamwork Among All
Grow our People; Grow our Service
Make a Difference

Created meaningful metrics to be reported to Executives to measure overall recruitment successes.

Performance Measures
Tenure of Employees,
Tenure of Terms, ( 30 days, 60 days, 90 days, 1 year trends)
Number of Quality Hires.
Recruitment Score Card
Retention/Turnover Tool
Project Delay Tool kit
Level of candidate availability/quality forecast took kit
Recruiting competition forecast
Talent opportunity forecast
Labor cost forecast
Offer acceptance… Show more

Created meaningful metrics to be reported to Executives to measure overall recruitment successes.

Performance Measures
Tenure of Employees,
Tenure of Terms, ( 30 days, 60 days, 90 days, 1 year trends)
Number of Quality Hires.
Recruitment Score Card
Retention/Turnover Tool
Project Delay Tool kit
Level of candidate availability/quality forecast took kit
Recruiting competition forecast
Talent opportunity forecast
Labor cost forecast
Offer acceptance rate
Source of quality usage
New Hire/Manager applicant satisfaction with recruitment process
Individual recruiter performance (Production & Performance) Lead conversations, phone screens, submittals, onsite interviews, and offers.





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Reviewing and standardization of Field Management orientation. Gathering "best practices"

Better indoctrinate employees into culture and values. Development of Mentoring program, Quarterly follow up with all new hires (HR) with Recruitment having a big role in this as well.

Improve Vericare's retention of first year employees by providing better support to new hires during their first year of employment through mentors, which will simultaneously improve organizational… Show more

Reviewing and standardization of Field Management orientation. Gathering "best practices"

Better indoctrinate employees into culture and values. Development of Mentoring program, Quarterly follow up with all new hires (HR) with Recruitment having a big role in this as well.

Improve Vericare's retention of first year employees by providing better support to new hires during their first year of employment through mentors, which will simultaneously improve organizational communication and improved productivity of new hires.

Candidate recruitment strategy, fine tune provider "value proposition" and messaging, review and fine-tune follow-up efforts to encourage prospects to pursue the Vericare opportunity.

Developed and implemented a behavioral assessment tool/profiling system to evaluate candidate fit. Include evaluation of clinical experience, environment fit, business acumen, business development skill:
Develop hiring manager toolkit to include interview checklist, candidate evaluation tool, hiring checklist and custom mentoring plan.
Review and find-tune candidate "Welcome Packet" and implement process to speed up completion of all new hire paperwork
Fine- tune offer to acceptance process to meet 30-day limit.
Develop a comprehensive communications campaign to inform, educate, reinforce and reward implementation (What needs to be communicated, to whom, how, when and action items)

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Task force member for the implementation of a company web site that ties in with our Applicant Tracking System (ADP)

WHO WE ARE
PARTNER WITH US
WORK FOR US
Week in the Life of a Vericare Employee
Where Are We/Our Presence
Application Process
Employment Video

"Sometimes the best source for the candidates you have been searching for has been right in front of you all along - - - - your own employees"

5 years in a row our Number 1 Source of hires.

Insured that our employee referral program was an integral part of our company culture.
Regularly communicated our Employee Referral program to employees and those in recruitment pipeline by ways of emails, newsletters and our own website.
Active participation in the promotion of the… Show more

"Sometimes the best source for the candidates you have been searching for has been right in front of you all along - - - - your own employees"

5 years in a row our Number 1 Source of hires.

Insured that our employee referral program was an integral part of our company culture.
Regularly communicated our Employee Referral program to employees and those in recruitment pipeline by ways of emails, newsletters and our own website.
Active participation in the promotion of the program. Publicizing successful referrals throughout our workplace and enticing employees to continue referring by larger prize draws.
Implemented communication and training programs to acquaint staff with the rules and policies surrounding recruitment.
Developed a standard Employee Referral form to record details, such as employees connection to a prospect, referral dates and when payouts are due.

Measured hire volume, hire quality, speed of application to hire time in days, average length of employment of all initial hires after one year (Retention), and applicant to hire ration. Show less

Responsibilities were to design structure, systems, process and reporting.

Streamlining new hire process to accommodate tripled growth of incoming employees. Developing of policy and procedure for 30, 60, 90, and 1 year reviews, including proper completion, timely submission for both employee self-reviews and management review of employee. Re-engineered an appealing new hire packet for increased organization accuracy and professionalism.

Redesign of the Recruiting and Hiring… Show more

Responsibilities were to design structure, systems, process and reporting.

Streamlining new hire process to accommodate tripled growth of incoming employees. Developing of policy and procedure for 30, 60, 90, and 1 year reviews, including proper completion, timely submission for both employee self-reviews and management review of employee. Re-engineered an appealing new hire packet for increased organization accuracy and professionalism.

Redesign of the Recruiting and Hiring process- Historically it took about 3-6 months to bring a clinician on board, with the new redesign recruitment plan and on-boarding this was reduced down to an average of 30. This still trends to be the case our average is 30-45 days and staying strong. Show less

Proposed program structure that meets company demand of new hires and cost savings buy eliminating some excess steps that were not needed.

Streamline Background Check Process in three phases contributing to a time line of 2-3 weeks, saving us 2 weeks of time from previous process. (Background Check, Pre-employment Physical, Schedule for New Hire Orientation)

Created new delivery model for nurse recruitment services. Revised recruitment incentive program to reward hires that meet… Show more

Proposed program structure that meets company demand of new hires and cost savings buy eliminating some excess steps that were not needed.

Streamline Background Check Process in three phases contributing to a time line of 2-3 weeks, saving us 2 weeks of time from previous process. (Background Check, Pre-employment Physical, Schedule for New Hire Orientation)

Created new delivery model for nurse recruitment services. Revised recruitment incentive program to reward hires that meet hospital and systems targets. Developing future applicant pipelines through educational and professional outreach programs. Investigate, implement if applicable, strategy for recruitment for foreign RN's.
Create and implement Traveler Conversion program. Develop pay bonus programs to incentivize current employees to meet staffing needs during high census fluctuations.
Train the Nursing Leadership team to function as Chief Retention Officers in their area(s) of accountability. Show less