CASE STUDY

Lucile Packard Children’s Hospital Stanford

Stanford Medicine opened a new children’s hospital and needed a sophisticated talent partner to address immediate search needs across all service lines.

COMPANY

Stanford Medicine

LOCATION

Palo Alto, CA

SIZE

5000+

SOLUTION

Hire with Meaning

THE CHALLENGE

With the expansion we were about to undertake, the challenge of finding sufficient quantities of superlative professionals was daunting.

As a Top Ten children’s hospital nationwide, Stanford strived for highly skilled, top talent medical professionals and executive leadership that possessed innovative minds in medicine to continue to hold the highest level of standard. Given the accelerated hospital expansion, succession planning challenges, and unsatisfactory pool of close market talent, Stanford Medicine sought quality partners that could design, develop and deploy a unique approach to solve the problem.

THE LOGIC

With the expansion we were about to undertake, the challenge of finding sufficient quantities of superlative professionals was daunting.

Stanford Medicine quickly realized the creation and expansion of the children’s hospital applied pressure on the internal talent acquisition function beyond what they were capable of handling. With only one talent competitor in the market, the Palo Alto high cost of living and a population not efficient enough to meet the staffing requirements, Stanford had to look outward. This required a different level of thinking, one that they did not have the time to anchor alone: market intelligence, internal recruitment and national focus.

THE SOLUTION

With the expansion we were about to undertake, the challenge of finding sufficient quantities of superlative professionals was daunting.

Stanford Medicine partnered with Pathways to provide them with a combination of external market intelligence, educating and consulting with the internal talent acquisition team and recruiting outside their local markets to take the brand national. By building a relationship with the hiring managers, Pathways was able to focus efforts on the aging searches in a way to solve the talent pool problem, taking the pressure off the talent acquisition team.

THE RESULTS

With the expansion we were about to undertake, the challenge of finding sufficient quantities of superlative professionals was daunting.

In studying Stanford’s internal process and the external market, Pathways gained results in greater visibility of target markets that better aligned strategically with the Stanford standard. With this extensive awareness, Pathways was able to source Top 25 nationally ranked hospitals, lower the average of days between hires and provide a cost reduction for Stanford Medicine.

The external insights to the market and internal processes proved to be a requisite in the continued successful relationship between the two partners.

STATISTICS

75%

75% of hires were sourced from Top 25 nationally ranked children’s hospitals

87 days

87 days is the average time to hire for strategic searches that had been open 180+ days

50%

50% cost reduction in outside agency per hire