Hear Dave Thornton, Chief Talent Officer at Evolent Health share his valuable lessons on how to scale a healthcare organization from the ground up. Discover how as employee #21, Dave and his team were able to focus on the candidate experience and developing a unique company culture.
In this webinar, you'll learn about:
Angela: Hi everyone and welcome to our webinar 2018 Healthcare Recruiting Key Growth Lessons with Evolent Health. My name is Angela Lee and I'm on the marketing team here at Jobvite as background Jobvite enables leading companies to recruit source and on board all within a single platform.
With over 10 years of experience focused solely on recruitment and a recruiting strategy that emphasizes putting candidates at the center of recruiting Jobvite has helped companies fill over 1 million jobs to date. Now onto the webinar first you'll notice that all lines have been muted to avoid background noise however we would love to still have your questions so if you want to use the chat box at the bottom of the ready top panel we'll be monitoring it throughout the presentation and saving your questions until the end. Next I'd like to introduce our speaker Dave Thornton Chief Talent Officer at Evolent Health.
Dave: Terrific thanks Angela and good data everyone where this may find you today excited to chat with you guys today and a big thanks to Jobvite for the invite. We've got a lot of ground to cover today and I thought I'd give you a little bit of a landscape view of what we're up to.
First and foremost I'll give you a little bit of background on both myself and Evolent Health and our journey over the last six or seven years we'll talk a little bit about the healthcare talent marketplace what we're seeing and that's would be a great time to just get observations from the rest of the group as well and then the bulk of our time will focus in on really what we as a company Evolent Health have been doing over the last six years to try to differentiate ourselves in the market.
If we do this well you know hopefully it'll help stimulate some ideas and thoughts amongst the group here and if we do it really well we'll get some terrific comments and questions that will hopefully stimulate thought all around so look forward to to engaging with you all throughout the session here as. Angela said do use that feedback window on the bottom left we'll be watching it throughout the session and we'll save plenty of time at the end to get through as many questions as we can.
With that why don't we jump in and just by nature of introduction a little bit about me so I'm here today representing Evolent Health where I'm the Chief Talent Officer. Talent for Evolent does all things really HR and employee experience we have all aspects of traditional HR plus our internal facilities internal operations. I joined the company way back in February of 2012 just past my six-year anniversary I was employee number 21 early stage hire in an early investment in just the whole notion of Talent culture for the company which we'll come back to at a later point in today's presentation.
Prior to Evolent's I spent eight years at AOL and Time Warner as part of that broader relationship fascinating time to be at the company as it's a spun out from its membership and paid services business into more of a media and advertising play and my last few years I got to learn a lot by working under a pretty large scale cultural transformation led by AOL CEO Tim Armstrong who came over from Google and just drove tremendous amount of effort and work across the business very very cool to be part of.
Prior to that I worked in a few different roles related to consulting specifically in and around the leadership development performance management and employee engagement and then I hit the education-wise background in IO psychology I will be self self-professed culture geek love the stuff love's kind of learning and seeing how other companies approach this work so because I do engage with you all as we as we jump in.
With that I thought it would be helpful to start and give you guys a little bit of a feel for Evolent's in what we've been up to and really our Storyline. Now in this slide looks at really our growth over the first six years of our company's lifecycle and you can see this is traditionally helped present this in a little bit of a build but you can see it's been pretty rapid growth pretty amazing you know when I think back to joining Evolent's as employee number 21 you know we had some big bold aspirations but this really blew it all out of the water in terms of our experience and really caught a little bit of the the quote-unquote unicorn here. We owe it about three years in so back in summer of 2015 we went through successful IPO we've been we traded cents and I should say that this slide needs to be updated because as of today or as of this month we're actually up over 3,000 employees so lots of growth experienced plenty of lessons learned stumbles along the way which you can absolutely chat about as we go through here. Okay so who is Evolent what do we do and it really the story itself has to start with this so our founders back in 2008 - 2009 timeframe they worked at the advisory board company at the time and as is quite common across the healthcare industry you know and I'd say more broadly plenty of opportunity for change and our founders found a significant passion around this just notion of really disrupting how things were playing out.
This particular chart looks at projected federal spend over the next 60 to 70 years you can see it's a classic kind of hockey stick style explosive growth that's not a good thing the red line is projected health care spent and gone unchecked or gone without change you can see at a federal level there's a lot of outlay for things like Medicare, Medicaid and federal spend not news to people on this phone I'm sure but that has a huge impact not only on the broader health care system but it has a huge impact on just the level of financial health of the country whereby will be flatlining or declining investments and things like education and military and Social Security as a result.
So big big opportunity or idea to go after and change. This the other aspect of that spend equation is although we're spending a lot we're not necessarily getting great results as a as an outcome this particular slide looks at two particular markets in Texas this is published within the New Yorker Magazine and particularly highlighted around the waist in the system as you can see same care two different markets markedly different spend and you could replicate this across many many millions of lives across the US and in the general healthcare sector so huge opportunity for us so effectively what we do is we deliver value based services in a big way helping provider systems move from volume to value so that they can ultimately deliver better quality care at a lower cost win-win higher quality care lower spend gives them an opportunity to invest further an R & D or whatever else they might want to get to page forward here.
So as we think about what we do how we translate that into our mission incredibly important. This is our mission statement to change the health of the nation by changing the way health care is delivered and I share it specifically here because drives everything we do. I talked about the key highlights here when we talk about changing the health of the nation it's the financial health it's the quality of health to big outcomes that really drive our work every day and incredibly important as we think about how we differentiate ourselves in the company.
I'm getting a few comments looks here Angela that folks can't hear.
Angela: Yep Dave I'm responding right back to them no worries.
Dave: Perfect so big mission big opportunity for us to really dig in and interrelate disrupt the way care is delivered. We'll get into a little bit more of that as we go through the presentation but as we page forward one of the questions that was posed to me is just perspective on the healthcare industry as a whole and I will admittedly come to this as being a relative newbie I'm sure there's plenty of folks on this phone who have a lot more experience within the healthcare
recruiting run than I do. I'm six and a half years in definitely have a lot of parallels to other industries I've been apart and been exposed to but would be happy to share some initial thoughts and you know when I was asked this question two words really came to mind and the first one was crowded very very crowded marketplace the second was very complex so let's talk about that right in the first piece being a very crowded marketplace what do we mean and for me clearly it's a Where's Waldo picture right just people everywhere and you're just trying to find the exact fit you know when I think of crowded marketplace I think is that I think it's just the amount of talent that might be out there and and on the good side it's been incredibly powerful to see this mission-driven talent that's out in the industry that can be certainly acquired and attracted that's the win.
The challenge nationally is you could do this pretty much same picture for the number of players the number of competitors for that talent they're out there I'm sure you've all seen it slide of you know pickin industry healthcare healthcare IT IT specifically but it's the one that has the logos of all the companies that are going in your space incredibly crowded in the marketplace.
Population health is a buzz term for sure it was a very buzzy when Evolent was created back in 2011 we saw it become even you know kind of a tidal wave of companies and organizations jumping into pop health and it's been a big big run there ever since. So that's a crowded space very very competitive lots to go after that's not news to you the other observation I'd share with you is just the complexity of it all.
So while this I would say is very clearly what it looks like I have a national level like many of you I'm sure we also recruit at a local level we partner with provider systems that might have be in one city or you know a smaller metro area and the landscape in those markets looks incredibly different than what it does in a national level. I was reminded of this last night where I brought my 11 year old daughter who's going through this cotillion class and she had to go to the spring ball last night right and you walk in it's the same people you see everywhere else right not many people you can choose to dance with at this cotillion ball but at small town small markets and that brings different and unique challenges so it's you're thinking about national play national needs local market challenges health care truly brings all those challenges together.
So what can we do about it how do you differentiate yourself in a market like that and that's really we're going to spend the bulk of our time as we go through this.
Okay keep the questions come and I see some comments as we're going through it. Bachelorette fans bachelor fans hopefully you're out there so how do you differentiate yourself in a sea of other competitors and you know let's take a minute here to recognize that a there's not as a very diverse slate of candidates here they all pretty much look the same they're all the same height incredibly but forget about that for a second what I'm really trying to show with this is uh this is a little bit of how I felt in my recruiting experience back with Evolent six years ago forget the rose ceremony but there's a certain feeling here where these individuals are just begging to be selected right and I went through a little bit of a romance period of Evolent it took 14 days from my initial interview was just wowed by the team the mission the experience and what they were trying to build all of 20 people and they made me feel like just a million dollars right so that's a feeling that we're trying to build across our candidate experience whereby when it comes time to receiving that offer you just are head over heels jumping into this opportunity.
So it's a huge huge chance for us to think about creating an environment that's like a please pick me and that's very much part of being a destination workplace which leads us to this the Evolent talent team our mission from the get-go and it's laughable now but I remember my first day at Evolent back in 2012 I sat down and the president of our company handed me a 90 day plan and as part of that 90 day plan and have a longer term objective which is to build the leading destination for talent and health care right and I remember thinking I love it we're 20 people how the heck can you think about that but it is truly that aspirational goal that's one that you'll probably never reach but it's one that you can hang out there and really run at from the get-go and I'll tell you that levels of aspiration and reach really drives a lot of what we do around here every day and I feel it's incredibly important and you think about how do you differentiate you first need to start with with some pretty darn high objectives.
Okay, so when we think about creating a leading destination again a lot of this is just context and framework for some of the things we'll jump into but when we think about creating a leading desk destination frameworks help we we believe in a framework we refer to as the high-performing organization you can see here there's four key attributes of that strong leadership talent density which you can think about is just the highest proportion of great people possible organizational effectiveness and culture and you know we really try to approach each of these in turn programmatically one of the big lessons certainly is that you want to do all of this at the same time and you want to do it from from day one and I think we can say for sure that you don't need to do that but you do need to be mindful and you do need to be investing because all of these areas intersect and ultimately they all have a big impact on what you can do as a company.
But as I said very important to remember that it is not a sprint and in fact it's a marathon this is one of my favorite spots the start of the Boston Marathon which is where I grew up incredible race day there I think under two feet of snow today but the incredibly the marathon will be coming up here in just a few short weeks. So as you think of a Evolent in our journey we try to really stage things out and that was due to some terrific advice I received my first 90 days in from an external person who had built a similar function at a company that had gone through similar scale and I remember talking to her about all the things we wanted to do and these great ideas I had for just blowing things up and really driving culture change and she says yeah that that's great Dave you know we did all those things too but it took us 10 years to do them so no need to really rush be very staged and intentional in terms of what you're trying to do.
So that's really what I want to walk through with you all today is just giving a sense of how we thought about it not saying this is the right way by any means but I'm hopeful that it gives you some food for thought and some ideas of how you might approach some of your problems.
So this gives you a little bit of a timeline I'm going back to the very early days here March of 2012 you can see by this point we had already added two new employees very exciting up from 21 to 23 interestingly it was right around this time that we partnered with a Jobvite so Jobvite was one of our first partners that we selected and have been with us ever since so kind of neat parallels there.
For our stage early on again back to the idea of building a leading destination for talent we started out with a few different ideas first how do we recreate that feeling right back to that rose ceremony idea how do we create the feeling where people just want to be part of what you're building and for us it started with defining our culture and experience that we're looking to create and very related we knew we were about to go through a pretty heavy hiring curve so how do we think about our hiring and onboarding processes so lots and lots of work early stage against those two items and we'll talk about those in the next few pages here.
Culture great topic I mentioned I was a little bit of a culture geek on this one there's so many amazing things happening out there in the space for us when we first sat down and thought about it we looked at other companies we admired and specifically we looked at companies I would label as disruptors forget the industry just organizations that were out there that have been doing compelling things to just be different these are four of our favorites hopefully you guys have come across these as well.
I remember being hugely influenced by some of the work at Netflix and Pattie McCord did around their Netflix culture. If you haven't seen that document you can search for that pretty easily but it was incredibly powerful to see just this notion of companies building with intent around their core behaviors and what they truly value across the organization and putting culture first and thankfully you know a big reason why I came to Evolent was we have a leadership team that believed in this you know. They they wanted to invest in it early and they wanted to make sure we got it right why because they felt like we could not get out there and disrupt into it we need to do without a strong aligned talent and culture framework.
So that was huge from the get-go you know as you play that stuff through for us early days it manifested itself into documents like this this is an early version of our values work and you'll see it just includes a number of statements things that we believed in and I remember I kept pages of this on my wall and we would circulate this across the team we'd cross things out over those first few months just as we kind of tested things and got a better feel for what hit and what didn't but is truly you know directional as many of the decisions that we made we came back to this document and looked at it and said gosh is it is it delivering against one of these things or is it in conflict and it influenced things like our you know our benefit strategy or PTO strategy our recruiting work etc so lots and lots of work that was influenced just by this this early stage of getting aligned and speaking of alignment that was also incredibly powerful so to be able to have this one page that you could go across and meet with every employee every leader they felt like they owned it as well very very powerful to do.
As that plays forward so we have an idea of culture we have an idea of the behaviors and things we're trying to create back to that wow experience what does it mean for recruiting a few things to share with you first very early on we had a belief that we wanted to be very focused on what we needed what type of talent was required in each of these roles and you can see a simple matrix here these four quadrants would be something that could be you know pretty easily pulled together ahead of time and you can see from a screening and interview strategy there's different tactics we could take to again in an assess another big positive early on was that we had leaders who are patient they were willing to wait to get the a-player it wasn't a rush to get people in the door and people in seat so they were willing to take the time to both define the needs as well as jump in and make things happen.
So that's one piece is just being very focused on what you want from there so you identified what you want on and you start to meet these people these fantastic counts how do you get them excited and this again was an early-stage document we shared with our powerful recruiting team of two and our hiring teams which effectively is creating this wave of emotion from that first conversation and it went from everything from your recruiter screen to the first on-site their meeting the person at the front desk to calls after the interview all the way up to onboarding but it was just this trying to build a wave of momentum so by the time it came time to make that offer you were in good shape and the person was ready and willing and excited to jump in.
My favorite example of this is back to our first month working in the company and we had a senior executive candidate that we're trying to woo from another large organization and they were a little skeptical it was a relocation this particular candidate had a spouse who was a very dubious on moving to DC they were you know very focused on the outdoors and specifically we're looking at water time effectively they wanted to be near bodies of water spanked it out and to do some really cool things.
So it was interesting we actually flew this person down a third time so they went through terrific on sites and we flew them and their spouse down just to give them a better feel of what's happening and you know we rolled it all out right so we deliver this package to their hotel I remember to welcome them into the city we then add them on a tour for 24 hours to just show them all that DC had to offer and it's silly stuff like this right but it's not so silly so the whole idea here is to give them a sense of hey you know here are the potential locations for you and just highlighting how great DC is for what you want to do and then it went forward to things like this look at all that's within an hour of DC you know highlighting some of these kiteboarding spots sailing locations kayaking etc probably took us about 10 minutes of time to pull these things together but I remember in talking to the candidate who ultimately said yes it's like that level of personal attention and that level of personal awareness differentiated us against some of the other opportunities they were looking at at the time.
So digging in really trying to understand what the needs are what the obstacles are for that individual it's like any sale how do you get them fired up and locked into what you're trying to do. So that was fun that is super difficult to scale obviously but there are other things you can do to make that happen and we'll talk about some of those things as we go through here as well.
Okay looks like a fair number of comments are kind of flying through please do you ask questions we'll do our best to flag does as we go on. So early stage we got the values down we got the culture in place we had a little bit of process work the thing I wanted to call out here we won't spend much time on it but I get a lot of questions around scaling the team and you know how you actually did that and what it looks like now and I think the key thing for us is highlighting that it continues to evolve I would say our talent model our org support model has changed probably every 18 to 24 months it's just a consistent evolution.
Early on we had a very I'd say an approach to hiring athletes folks that were just they could do a little bit of everything and could jump in and recruit they could you know run a program across the business they could jump in and help with ops whatever it might be but it is incredible to be able to do that and then as we continue to grow we start to get much more structured and this just gives you an idea of more or less how were structured today four key verticals you can see talent acquisition there on the far right focused on all the things you might expect it to be but very much around sourcing and bringing in and helping us drive that talent entity notion by bringing great great external talent.
Learning an organizational effectiveness L&D culture programs other things that are there talent management is our business partner in talent solutions area and then employee experience focusing on compensation benefits wellness you know community impact or general office space is a bunch of different elements.
So it's neat you know everything is kind of connected at this point and if you go back to that high-performing organize the other fun thing for me to to note is the names that are not in these boxes that are certainly part of the team have been here a very long time so we've had continuity from the get-go and folks that have been believers in the company mission and it's a truly excited by the talent mission behind it so that's terrifically helpful.
Okay pressing onward you can see March 2014 we're getting up to a pretty big spike and we're at a point now where I'll tell you I've met everyone but I don't know everyone certainly not in the depth that I did a year or two prior and it was right around that point in time where we started to say good opportunity for us to to refresh culture and values pour some concrete around it make sure it truly does scale and we went through a terrific process that summer to do just that we looked at all those disruptors again we also looked at some of our competitors and some of the best-in-class research out there and I can thankfully say and I'll show you this in a second our values very much stayed full.
This is a great quote from Brian Chesky which was a one of those disruptors if you remember Airbnb culture is forever that's the that's the baseline message here so if you're able to really entrenched these values and behaviors from a recruiting standpoint or from a broader employee engagement standpoint you can really drive big outcomes for Evolent those translated into our values they drive everything we do today again when we reward folks when we assess performance these play in when we're hiring and selecting for talent or screening against these elements together that's what fits and what doesn’t.
I'm also happy to say that when we miss we do this but when we miss where we'll catch those and these are elements that help us defend our culture as well. Okay so the next piece I wanted to talk about and we just got a few more sections here and then we'll open it up but we've talked about the importance of don't use when you differentiate I define a true destination workplace from that perspective but as you operationalize it gets more challenging and I'm sure this is one of the big challenges many of you face.
As we continue to scale you can see the bump here early 2015 we're approaching a thousand employees we also went public so we had that glorious day where I put the New York Stock Exchange and all of a sudden our world is very different we weren't private anymore we were public publicly traded they see one of the questions here is around re profit or nonprofit or for-profit.
We are for-profit and those are those are big days right so as you spin out your publicly traded company new expectations come with that and a lot of new rigor needs to be applied which is probably worth an entirely different webinar but when the world of recruiting if we're really trying to think about how they continue to drive results in that type of environment and in that type of an organization that's much much larger.
The other thing we started to do is we really zeroed in on the importance of the people leader the manager and some of you may have seen Google has done tremendous work on this in their work around what they call project oxygen which looks at the behaviors that make a great leader this is our version of that more or less we had core behaviors that we looked at across managers and we helped assess managers and get regular feedback to them and we ultimately were able to link those behaviors into broader performance so if we think about how do you differentiate well the I was obviously the the the old age goes 24/7 right people don't quit companies they quit their manager we found people leaders to be an incredibly important lever as we dug in we looked at a few different elements when we talk about a great leader you can see performance that's a performance measure you can see their ability to hire and retain over the course of a long period of time and then we can see those manager dashboard behaviors that I highlighted on the other page and there's the neat thing when you did this we did this for hundreds of leaders really across the board we're able to produce an index score and this next page shows how all those managers really plotted out across those index scores pretty wide array right not surprising in any kind of scale company you're going to see a fair number of green or new managers and some seasoned and pros and those really carried out here.
The fun thing for us was it was validated by looking at the impact that they had on their environments and effectively managers who are in the bottom third we found to be very well high-risk is one way to think about it but they were much more likely to lose talent they were much more likely to hire poor talent than others and by reinforcing that and driving those behaviors was incredibly powerful.
So hopefully that helps make sense I think the there's another notion out there you know it's actually like page back a slide or two this piece hiring key talent hit rate you can think about batting average as a couple of folks is out there and been published on this but for every hire you bring in how likely are they to still be here performing at a strong level a year from now some recruiting perspective every recruiter should have an understanding of how they've done across the last year and how their hiring managers have done across the last year if we're nothing else is incredibly powerful learning tool so that's proven to be very very helpful as we work with managers to help them drive great great results.
All right last piece one second last piece but another big element here is obviously just continuing to scale the function itself how do you blow this team out right how do you get reinforcements along the way and for us it's hit on a number of different fronts certainly as we've grown we've had to scale the recruiting team just in terms of sheer size number of people on the team but I'll tell you we're still pretty efficient for the number of hires that we're doing but that's been certainly a big part of it now we scaled that up with the use of technology and tools and assessments and other things just to help us be more efficient but we've also back to the manager point heavily engage with those hiring teams training them up on techniques behavioral based interviewing other assessments that can really be a force multiplier for us but if you're going to be a A+ in the hiring game or if you aspire to be an A+ in the hiring game which put us more in the aspiring stage you really need to rapidly everyone around the cause and that's been a big part of what we've been trying to do and continue to try to do as we scale this up so regular consistent effort on our end from there.
So you know what's next where we going I mentioned we just crossed 3,000 people we now have staff that are outside of the US as well which is bringing all sorts of new fun and challenges which is great terrific things to go after but we're going to continue to push I'd say this year we have four big goals really back to that high performing or continues to be a big push making sure that as our volume increases our quality does not decrease and really ensuring we're focusing following on that that has impact both on our recruiting team as well as our hiring managers leadership depth ensuring that we have strong people leaders really at all levels of the organization those dashboards play a big but ensuring we're doing our best to identify and support folks that might need extra help incredibly important for our ability to both retain and attract new talent culture as our company is scaled our demographics has widely diverged so we have a very dispersed workforce today across the U.S. many different locations many different types of workers so from a cultural perspective how do we ensure that things for everyone involved and that we have a team that's devoted to really thinking about differentiating employee experience to ensure it's a whole eating destination and then last and this kind of hits everything but our organizational effectiveness efforts are we doing things as efficiently as effective as possible that's both our work to consult in the business but also specific to the talent team how do we continue to refine our processes to ensure we're really trying to drive things.
So lots of fun lots of work ahead one of the things Angela asking is you know what are the other big takeaway is right where do the lessons learn across these first six years and I'll share the following so first and foremost if you call you don't have to do everything at once take a breath there's no way you can do that successfully you're going to hurt yourself in the process but probably just as importantly the organization just will not be receptive to it so stage it out that goes for every function within the broader talent team as well but stage it out and work and I think the stuff truly builds off each other 2) back to the quote from Mr. Jeff Key culture is hugely powerful those values if done well can guide decision making and in fact do and I think if you are true to that and are consistent with that it can have a big lasting impact on the type of talent 3) and you know I showed you our org chart but that's a bet on talent we made some early-stage hires including the company hiring me but specific to my team you know we made some really stage hires that arguably might have been too soon and I don't regret any of them it's just investing in the function and the importance of what we're trying to do I don't think we've had any regrets.
Last year kind of fun more personal we didn't get to go into depth on them in this call but in a world that's moving so fast and we're still trying to you know make things happen it's ok to fail so how do you get things and create a culture around you where you can test some new ideas and if they work terrific you scale them if they don't work you strip them down and you go some other way and thankfully we've been able to keep that culture and vibe here for the last six years and then last this is a little bit back to that rose ceremony or for the Disney fans out there creating that Park magic but it's every opportunity counts so from recruiting team whether it's your first interaction with the careers page or your first communication with somebody on the team all that stuff matters and you know it matters and in full as you start to think about the on-site experience etc but every one of those interactions is a chance to build loyalty and excitement with the organization that's a big part of our our daily challenge we measure it we try to get a sense of how people are feeling about our experience really all stages both interview pre hire post hire and it's a big part of what we're trying to do so hopefully that's helpful for you all I see there's a bunch of questions that have popped through here and maybe Angela I can get your help to to think about how we want to approach these you want to just try to go go through and hit them one by one?
Angela: Sure that sounds good Dave I think the first question we have is a question around what are some strategies that can be used to retain the folks that you employ upon recruiting them?
Dave: Yeah you know our favorite strategy I mean all the classics come up around total rewards and that stuff is important but honestly the big piece there is showing a path for growth and I've been exposed to a few different organizations has done this incredibly well when we do it well it's as simple as a one or two page document that talks specifically to what the employee is interested in doing gets explicit in terms of how we feel about them and what we think about their strengths and then presents a few different pathways here are two to three options that could play out for you over the next two to three years there's no guarantees but it helps put a vision a specific picture to someone where they can go and as Frank our CEO often says you know we have the benefit of living on the steep part of the curve the growth curve and with that growth curve you have a lot of opportunities emerging so it's for folks that are looking for new bigger experiences it feels like it's there's always just one more right around the corner so that tops the list would be development.
Angela: Got it and we have another question here asking how many recruiters are on staff at Evolent right now?
Dave: Yes our team is really focused in we've got a group of recruiters and coordinators and all in or about a dozen.
Angela: Fantastic we have another question here about just your view on how healthcare recruiting has changed just in your experience over the last few years how have you seen that shift?
Dave: Yeah I mean like I said I've been at this for a good six years if anything is just getting more crowded around folks moving into the value-based base so specific you know hot interest in talent that's been out there working with physicians working in the communities that are really driving changes at the practice level and we didn't see that you know certainly six years ago beyond that I would say you know six years ago no one knew who we were so there was a different challenge for us of just building up some baseline brand recognition and I'll tell you today like we're nowhere near where we want to be but it's far more likely today that we'll bump into someone who knows us although they still may pronounce our name evilent and which is you know not not the best.
Angela: Dave I know you talked a lot about culture at Evolent's and so we have a question here about how you would define the culture of the company?
Dave: Sure yeah I mean you can go back to those values I think they'll give you a good idea of the things that we truly value across the organization but you know just to the high level we are a very fast switch place things are moving incredibly quickly across our industry and we need to be agile and very much focused in on that also say you know from our DNA of the advisory board it's very results-oriented so building in a company that that's focused in on delivering outcomes critical to what we're trying to do really across the board and I'd say with those results kind of comes a lot of great things flexibility and broader elements which we're trying to drive.
The other value which I love and is incredibly important for us is what we call humility and Reed Hastings is the CEO of Netflix he has a phrase I think as part of their values work called no brilliant jerks but we believe in that wholeheartedly here you know as a recruiting function we're looking for talent that can practice truly at the top of their license but they also realize they can learn a lot from those around them and continue to create an environment that treats others with respect very very important.
Angela: Great and we had a question that just came in about if there is a specific person on the team that's dedicated to culture and employee engagement?
Dave: Yeah it's shared it's a great question we have a number of folks thinking about it regularly you know back to that org chart we've got a team dedicated to the employee experience and they're thinking about all assets of that we've got a small team of folks thinking about measurement and how do we you know assess how folks are thinking about engagement and I'll tell you personally I think about culture and engagement pretty regularly so it takes a village to really carry that through.
Angela: Great and another question that just came in was does Evolent outsource any of the recruiting functions that it does?
Dave: Yeah from time to time we do the bulk of what we do we do in-house but any time we we will use kind of two different scenarios one as if there's a particular niche executive role will often partner with a retain firm to go after that and I've had very strong success with a number of firms there and then to is if we have a new market launch you know where or something like that where we need high volume in a very short period of time and if we're if our resources are stacked against other things we'll certainly get some help from some select agencies every now and again but the bulk you know 95 percent plus is handled in-house.
Angela: Got it we and another question that just came in is how many open positions are your recruiters working on on average?
Dave: Yeah it varies right so the types of roles we have has continued to diversify in a big way so I'd say across our professionals positions it can vary anywhere from say 12 to 25 but we also have higher volume roles customer service reps claims professionals even some of our care manager positions at times where you'll have folks carrying req loads up into the 40s.
Angela: Got it great we have another question that just came on just scroll up a little bit do you have a team for employer branding and specifically what tools do you use?
Dave: Yeah so it's like anything else in our company it's not a formal team but more of a task force so we'll have folks specific on our recruiting team we've identified some individuals each year that'll jump and help work against those those elements they'll partner with our marketing team and our corporate communications teams to really help drive things through so it's a another one of those things where I think we're trying to leverage really expertise across the board and it's been good you know I think back to our values work and translating that to the external community having that marketing assistance was huge for us from from just getting the message right.
Angela: Got it we have one other question that just came in is specifically around employee engagement the question is do you report out on employee engagement performance to an entire company?
Dave: We do indeed yeah it's a big one so we formally we measure engagement twice a year and we make a big deal out of that we'll share results at a firm-wide meeting department level results are shared locally within departments and then typically will do a brown bag or something else where folks can can explore so if they want to dig in on questions and share on answers and we'll create that space for it but if you're going to take the time to measure then you darn well better make the time to communicate and we feel very important about that.
Angela: Alright we have another question around competitors who do you think your biggest competitors are in the healthcare market?
Dave: It's so hard you know at a national level we compete with with you know certainly the large payers big competition and big depth so you'll run into that on the value-based side it could be any number of organizations and then certainly you know as we start to think about our local environment its local providers right so it's we might be jumping into a new market and it might be a two system town if you will so we're looking at a really local competition to get care advisors onboard so it really runs the gamut and I think that's part of what keeps us on our toes.
Angela: Great and we have a question specifically about Jobvite so the question is what analytics are you pulling from Jobvite specifically to show the ROI of your talent team?
Dave: Interesting question so Jobvite you know I think we found and if I think back to the first instance we had six years ago it's very different than it is today but you know pretty robust reporting capability we're pulling out all the classic pipeline snaps certainly just to get a sense of what that looks like and how long I does you know and what the various points are in terms of filling closing positions we're also taking a lot of you know more or less bio data so thinking about from a pure application standpoint what kind of information are we gathering and how do we actually apply that to long term company performance so our team that's responsible for engagement analysis and broader analytics recently went through a study looking at care managers care advisory sorry to get a sense of what drives a great care advisor and are there different characteristics you could capture in someone's resume or background that would lead to a better performer and that was super fascinating we've got you know tens of thousands of thousands of resumes at this point that you can mine and get a sense of really what drives change so that's a very rich area for us to dig into.
Angela: Got it we had two more questions that just popped in question is what is the average time to hire for your roles and what metrics do you hold your team accountable to?
Dave: Sure yeah I think on average we're right in that 45 to 50 zone in terms of time to fill again it does vary by job function but in general that's set in terms of what we hold accountable to it's less about speed and again more on the quality end so what will monitor time to fill but it's not something that's necessarily going to come back to haunt you we certainly have our share of positions that are well beyond those average of 45 days but we're constantly trying to toggle between timeliness and efficiency and ultimately longer term quality.
Angela: Great and we have another question here the question is that Evolent is the recruitment function divided up amongst recruiters by specific departments or specific positions or specific job classifications?
Dave: I think the answers yes all of those things over time so back to the mention that our organization is continued to evolve we've had to specialize as we've grown so the early days you know we had folks who recruited against everything and you might have been assigned a few different groups that were we're pretty diverse today we're getting much more specific expertise so we'll have someone who's really responsible for a department or function and you know if the recload allows for it they might pick up another smaller group but we're getting much more specialized today and that's usually around both geographic market and job type.
Angela: Great thanks Dave I think that's all the questions that have come through so far so appreciate the time that you made to spend with us and our attendees today and to the attendees thank you again for joining our webinar today if we weren't able to get to your question I think we've got through about 99% of them but someone will be reaching out to you either tomorrow or next week so thanks again for joining us everyone and have a great day.
Dave: Thanks Angela, thanks everyone.