It’s really straightforward math. So for an agency, what you’re going to do is look at how many people have I been hiring and how many of them worked out, and that’s my percentage of people that work out, and we come back to this concept. If you look at it and go that’s terrible. Okay. Long-term, we want to improve that. We want to improve our retention. We want to improve all of this. Short-term, right now, this is how many people I have to hire to find the ones that stick around. I’m going to hire that many people. What too many agencies do is they get so set on what I’m considering a long term plan. How do I improve the reality in front of me that they don’t plan for what’s in front of them and they miss their hiring goals month after month because it’s a wish.
Erin Vallier:
Welcome to another episode of the Home Health 360 podcast, where we speak to home-based care professionals from around the globe. I’m your host, Erin Vallier, and today we are joined by Rachel Gartner, founder and CEO of CareWork and CareWork’s sister brand, Hire Ed. Rachel founded CareWork in 2018 after working as a home care recruiter. I’m sure she saw all the problems she needed to solve, and now she is an army wife, a mom of two and currently lives in Statesboro. Thank you so much for joining today, Rachel.
Rachel Gartner:
Thank you so much for having me, Erin. I’m excited to be here.
Erin Vallier:
Yeah, this is going to be a really important conversation because the demand for home care continues to increase year over year. I think I read Home Health Care News predicts that by 2040, we’re going to need something like a million care workers and we’re already at a huge deficit going into 2025. So I think nailing down the recruitment process, which is what we’re talking about today, is going to be monumental for agencies as we enter into the new year.
Rachel Gartner:
Absolutely. I tell people it’s the make or break skill of if you’re going to have a successful home care agency or not is how well can you recruit. But people have to actually take it seriously as a skill, not just hire a recruiter and kind of say good luck, try and do good.
Erin Vallier:
Well, let’s talk about all that. I’d like to start with learning a bit more about CareWork. Why did you start the company? What do you provide? Who are your clients? All the stuff.
Rachel Gartner:
Let’s learn a little bit about you both, absolutely so. My story to starting this business is a funny one. I was planning on applying to medical school or PA school. I was a new mom, I had had my daughter and we found out that my husband, who is a traditional part-time National Guardsman at the time, was going to be deploying and we had to move really suddenly and he was on orders and then he was going to deploy and in that time I got offered a job as a work-from-home recruiter for a home care company and it went really well. I did have the experience I talk about for recruiters that I don’t want them to have, of here’s an Indeed login. Here’s you need to be really nice on the phone and there was just there wasn’t a lot of strategy behind it, there wasn’t a lot of data, but it was a really great company and I got to work with them for a while and really help them grow their recruiting processes and it became evident pretty quickly that we were really onto something and that it was a repeatable process and I was really passionate about.
Rachel Gartner:
I want to start a business to give other military spouses and other people who, for whatever reason, cannot work at a desk, 40 hours a week, the same opportunities that I have and at the same time, I’m a licensed CNA. I had worked in CARESOM. I had applied to work in home care and had a really bad experience with the recruiting process. That really scared me that I was not going to be supported as a caregiver, and I’m really passionate about working with home care agencies to improve their recruiting processes to make sure that every caregiver that applies to work with them has a great experience every time, so that we can expand access to care in the communities that need us. People need home care and for us to fill that need, we have to take recruiting really seriously and be very good at it. So we started back in 2018 officially, and now we work all over the country. I have a team of over 70 employees who work with us here at CareWork and we do all of the recruiting until a qualified caregiver walks in the country.
Rachel Gartner:
I have a team of over 70 employees who work with us here at CareWork and we do all of the recruiting until a qualified caregiver walks in the door. So we help agencies post their job ads, we call text screen schedule, do all the day-to-day legwork of recruiting. We advise them on their recruiting strategy, track all their data and our goal is to help agencies grow. So I tell people, care work is a point of growth solution. When an agency is meeting that bottleneck where they can’t provide every applicant with a great experience, that happens for a brand new agency, when it’s just an owner doing it themselves. It happens again when a full-time recruiter can’t do it all themselves. It happens again with multi-location agencies or really fast growing agencies. Again with multi-location agencies or really fast growing agencies, we can come in and provide a really scalable recruiting team and make sure that this make or break skill is being done well and being done well consistently. So that is what we do at CareWork and we love it. We love it.
Erin Vallier:
I can tell you’re super passionate about it and I love a good inception story. Again, you solve the problems with the process. You figured out how to repeat it and now you’re helping to solve a problem. There’s almost a half a million people on wait lists for home care. We need to get some more care workers in the door for sure. Now you mentioned to me before the podcast you have a new sister brand. Is this a good time to talk about that? It’s Hire Ed, correct.
Rachel Gartner:
Yes, we’re so excited about Hire Ed. I’ve worked so much over the past several years. We’ve put a ton of time and effort into training for the recruiters at CareWork on strategy, best practices, day-to-day workflow, logistics, job ads, what to say on the phone, how to say it. We’ve put so much time into it and as we’ve grown and I’ve really gotten more involved in the industry, traveling and speaking I’ve been asked time and time again could you just come to my office and teach my recruiters? And I wish that I could, because I believe in elevating this industry and elevating the way that we do recruiting.
Rachel Gartner:
HireE d is the answer to that. To say yeah, we have helped home care agencies all across the country hire over 25,000 caregivers that we have personally spoken to every single one of those 25,000. So how do we take everything we’ve learned and make it accessible for home care recruiting teams if they’re not working with care work but they want to know how we’re doing what we’re doing? learnhire. com, that’s where you can find more information. But we’re so excited we’re doing an accelerator program right now. That’s really small group, really deep work together and in the beginning of next year we’re going to be launching all kinds of new programs to roll that out. So we are really excited.
Erin Vallier:
Oh, that’s amazing. We’ll have to make sure that in the show notes we have a link to HireEd. If you’re sharing your secret sauce, like that’s amazing, Now let’s get into the hiring process. I know you’re a big proponent of a caregiver first process. Can you share what that really entails and what does it look like in practice?
Rachel Gartner:
Absolutely, and I will try to not get too much on my soapbox here. But I’m so glad you asked this first because I get a ton of really specific logistical questions from agencies that time and time again I come back to. If you really embrace and understand the caregiver first mindset, the logistical problems will work themselves out. So when we talk about a caregiver first hiring mindset it’s all the logistics of the process flow out of a mindset that says we’re going to put the caregiver’s needs first at every point in the process and we’re going to do that without judgment, which is the harder part sometimes for people. And this range is all through your hiring process. So in job ads we’re making sure that we’re putting the information the caregiver needs, that any information we’re giving about the agency we’re doing with the caregiver’s perspective in mind, not with our own perspective in mind. And then all the logistics of the process. We want to assume that every caregiver that we are speaking to is the best, highest quality hire that we dream of, that’s going to be reliable, that’s going to provide incredible care, and we’re going to take that mindset to every person that we speak with and to the way we build our process, and we’re going to do it without judging. That I come across all the time are things like if they can’t even get their paperwork done before they come to orientation, I don’t want to meet with them, or yeah, they’ll just go down the street for a dollar more an hour. We want to take that and walk it back and say this person that you’re trying to hire can get a job anywhere, anytime, and it’s not their responsibility to staff your business. That’s your job. If you want them to work for you, you need to make it the best place to work and we need to get out of this mindset that there’s something wrong if a potential hire goes no, I don’t want to work here because this other place pays a dollar more an hour which I’ve heard all the time and I want to come back and go. No, let’s put that caregiver first mindset on without judgment and think, if I was in dire financial straits, if I was desperate to find a job and we have no idea where they’re coming from they could be coming from a really toxic workplace. They could be coming from someone who told them they were going to get plenty of hours and they didn’t. We’re not going to judge, but if I’m at a point where I’m struggling to put gas in the car or to pay the bills to keep the lights on, a dollar more an hour makes a really big difference. So this caregiver first mindset comes back to this idea that it’s not their job to staff my business. That’s my job. And throughout the entire process, without judging or putting down caregivers, I’m going to put their needs first.
Rachel Gartner:
If somebody is going to risk wasting their time, okay, the paperwork thing, the paperwork, the process. A lot of times I don’t want to meet with somebody if they don’t have their paperwork done. It’s a waste of my time. You’ve protected yourself from wasting your time by asking the caregiver fill out all this paperwork for a job you don’t even know if you’re going to get yet for a place. You don’t even know if you want to work. So we’re transferring all that risk to the caregiver and caregiver first. If you get that mindset that we’re going to treat every single person that I interact with like they’re the best person, like I trust them, like I respect them not just saying it but actually doing it Everything else in your hiring process will align better. If you come back to that every single time. What’s the best way at this step, I can put this person first, not myself.
Erin Vallier:
That’s a great perspective, because you hit on a really important point. They don’t make a lot of money. The median annual earning for a care worker is like 22 grand-ish. A lot of them need federal assistance, public assistance of some sort. A lot of them don’t even have health coverage and they live below poverty level. A lot of them don’t even have health coverage and they live below poverty level. So we do need to take a really empathetic and caring stance for them. I think the challenging part is on the provider side. We’re also being crunched for reimbursement rates. So can you speak a little bit more about how to balance that that caregiver first, but also keeping in mind that I might not be able to offer healthcare insurance or whatever? How does that translate into the process for you guys?
Rachel Gartner:
Absolutely. I know that’s a really hard. You’re stuck between a rock and a hard place for so many people and so many providers. I completely understand that. I think, first of all being honest with yourself about what you can do, because some of the businesses that I have seen grow the largest and provide incredible care in their communities are charging the most if they’re on the private pay side and if they’re not, they are so intentional about their costs in other areas of the business to say my first priority is how I’m going to pay the people providing the care. Say my first priority is how I’m going to pay the people providing the care. Everything else comes second to that and that takes ongoing vigilance to watch other areas of the business.
Rachel Gartner:
But when there are things that you want to be able to offer and can’t, or you want to raise pay and you can’t, a lot of it comes down to communication. So when we think about the business wanting to be competitive to attract these potential hires, if you can’t compete on benefits with, say, amazon or Target or fast food, compete on the environment, compete on the way that you treat them, compete on the difference they can make in people’s lives and don’t just say the words, truly live that out. So communicate early in the hiring process. Be transparent. This is the pay that we offer. This is what we can offer benefits wise and then make sure that at every step, you’re actually living out the culture that you’re telling them about.
Rachel Gartner:
We’re going to treat you really well. We’re going to work around your schedule. We’re going to prioritize your needs. We’re going to be upfront with you and compete on that and then provide them the support they need to provide excellent care, because so many care workers want to provide better care and maybe coming from a situation where they felt like they did not have the support or they had too many patients they were trying to care for at once. Give them the communication of yes, this is where we’re limited pay. Here’s how we’re going to support you in truly making a difference in somebody’s life. Here’s the training that we offer. Here’s how you can reach out to us if you have questions. Compete in all the other areas that you can and communicate honestly about it. Don’t try and be shady and put these vague statements in job ads oh, we offer competitive pay because you’re ashamed. Be upfront about your pay and communicate about the other areas that make this a great place to work.
Erin Vallier:
Yeah, that’s a great point. It’s not always about the dollars, although they do matter. I know that people stay at a company because they love the people and love the culture. Self-included. I have stayed in places where I was like, why am I working for this dollar per hour amount? But I just loved what I was doing and who I was doing it with so much. That really meant a lot to me in terms of enjoyment of life. Right, let’s take this a little bit further. On the provider side, I’ve run into this myself where you hire a caregiver and they’re like I’ll work 24, 7, 8 days a week and then when they actually get into being scheduled, they only want to work the third Tuesday of the month from four to 7 pm. Like, how do you have this caregiver first hiring process while managing the risk of hiring somebody who initially appears very eager but then they don’t follow through on that commitment.
Rachel Gartner:
I have so many ideas for where we could go with this, but first I just want to share an overarching principle that I try to encourage people on in recruiting is that we have to have two I don’t want to say modes of attack, but two planning strategies. We have to look first of all at the long term. How do I improve this so that over time, I am attracting more and more people who will stay with me, who will work the longer hours? That’s a long term strategy. The short term strategy to ensure you have adequate staffing is how do I recognize the reality in front of me and plan for it? And that’s where this concept that I call quality through quantity comes in. If we look at it and go out, of all these people I hire, it’s a fairly small percentage of people that stick with me for the long term, that truly have the availability, that truly do this.
Rachel Gartner:
The hope that we all have is we’re going to build this magical hiring process where we don’t get anybody through the door who doesn’t work out. The reality is there are going to be a lot of those people and it’s, frankly, very hard to predict. We have all interviewed somebody that was phenomenal and then didn’t work out. And on the flip side, people who you go oh, I don’t know, I’m going to give them a chance and then they’re the best employee you’ve ever had. So the quality through quantity comes from this. We can’t really predict it early in the hiring process.
Rachel Gartner:
So to plan as a business, we’re going to just factor that in that we’re going to have to get a lot of quantity, a lot of people in the door to find the quality people that do work out. We’re going to factor into our planning that a certain percentage of these people are not going to have the availability and then we’re going to build our hiring process so that need for quantity isn’t a huge day-to-day burden and time suck for our employees. How do we build a process that says this has to be efficient because we have to get a lot of people through the door to find the right hires? So we start with this long-term, I want to improve by attracting higher quality people. Short-term, I need to plan for what’s in front of me, which means I need a lot of quantity to find the quality. I need to build a really efficient hiring process that can support that.
Erin Vallier:
Gotcha. So you’re planning for a fair amount of attrition, because not everybody’s going to shake out. Is there a formula, a percentage that you can map your brain around?
Rachel Gartner:
Yeah, it’s really straightforward math. So for an agency, what you’re going to do is look at how many people have I been hiring and how many of them worked out, and that’s my percentage of people that work out, and we come back to this concept. If you look at it and go, that’s terrible. Okay, Long-term, we want to improve that. We want to improve our retention. We want to improve all of this. Short-term, right now, this is how many people I have to hire to find the ones that stick around. I’m going to hire that many people.
Rachel Gartner:
What too many agencies do is they get so set on what I’m considering a long-term plan. How do I improve the reality in front of me that they don’t plan for what’s in front of them and they miss their hiring goals month after month. Because it’s a wish I did get 25 people to schedule interviews. If they had shown up, we would have been fine. They didn’t. I did get 15 people through orientation. If they would actually work, I would have been fine. Well, they didn’t. How many months are we going to do the same thing and go? But next month if the people who get through orientation are all work out and go. But next month if the people who get through orientation are all work out, we’ll be fine. That’s a long term. Short term, this is what it is. You need to backwards plan your numbers to know your applicant target and plan for your recruiting team, and all of that around the reality, even though doing that math can be a little bit depressing. It’s not fun to look at those numbers.
Erin Vallier:
No, but what’s common among the 80% that did not work out? Do you help?
Rachel Gartner:
people diagnose their problem and help them fix it as well. Yes, we absolutely do, and at CareWork, if we’re not getting enough people in the door that work out, we lose our customers. So it’s personal to us how do we give them this advice? What’s tough is a lot of times people don’t like the advice at first. Our best, longest standing partnerships are people who go wow, I had never thought of it that way, but I’m willing to give it a try.
Rachel Gartner:
Because what happens is people get so burnt out on that 80% that don’t work out that they start building their hiring process to weed out those 80% and they end up repelling a lot of people that would have been good hires and just went somewhere else. Because they call and go okay, it’s nice to meet, I’m going to send you all this paperwork and once you get it done, then we can schedule your next step. And then somebody else calls the same person and goes hey, it’s so great to meet you, Can you come in tomorrow morning? We’ll do your paperwork together. I’m going to have a coffee ready for you and the agency that’s going no, don’t come in until you have it done. They’re building a process to say I don’t want to waste my time on the 80% of people that aren’t going to get it done and the other agency is building their process on. I want to be so friendly, that 20% that is going to work out feels welcomed and invited and cared for, and that’s who’s going to win out in the end.
Erin Vallier:
It’s really more of a customer service job than a recruiting job in some aspects. Right yeah, sales and customer service. So for agencies who are struggling to even get that 80%, that’s going to not work out. Where can you find non-traditional sources for your caregiving candidates? Do you have any advice there?
Rachel Gartner:
I do. I’m going to start with one that’s not at all non traditional but is neglected, and that’s referral programs. I can’t tell you the number of times I’ve been on a strategy call with an agency and said, what’s your referral bonus? And they go oh I know we have one and they kind of look around each other. Do you know what it is? If you don’t know what it is, I guarantee your caregivers don’t know what it is.
Rachel Gartner:
So I would start first of all with really well funding a referral program and the kind of cost target I like to give people is spend twice what you’re spending on your cost per hire on online job ads. So if you’re running online job ads and your cost per hire there is about $300, spend 600 on your referral program in total, because we know that the retention is so much better for referred caregivers. And then, to get creative even with that, I love seasonal pushes for the referral program. So I just spoke to somebody a couple months ago that said, yeah, we do a big referral push and I think it was September of every year, end of August, early September with the mindset that they’re going to get a bonus at 90 days and they can get it right before Christmas. So they did a whole Christmas themed referral push that can work for sign-on bonuses as well.
Rachel Gartner:
And then one little last creative thing that we find is really small incentives. One little last creative thing that we find is really small incentives. Our favorite example is the candy bar. At the interview or at orientation they were asking on a phone screen what’s your favorite candy bar? Oh, that’s so great. I’m going to have that for you tomorrow. There are a hundred little ways that you can add, even non-expensive ways to show this care and concern. Start with your referral program all day, every day. Start with your referral program and see if it’s actually being used and communicated and tracked and well funded. I think most providers would be best served to start there before trying to get into really off-the-wall ideas.
Erin Vallier:
I think that’s great advice, but do you have any off the wall ideas that could also work for people?
Rachel Gartner:
Yeah, I’ve seen some really cool ideas to attract walk-ins. So one agency did a March Madness thing where they put out signs in the community that were March Madness hiring and if you come in, we’re going to give you a basketball or something. I think those can be really fun. I love anything seasonal like that If you can’t fun. I love anything seasonal like that If you can’t tell. I love these seasonal ideas that are fun. They attract more attention.
Rachel Gartner:
Community partnerships can be great. I’ve spoken to some providers who have great relationships with each other to say, if you get an applicant and they’re on the east side of your market, too far, you send them my way, and if I get somebody that’s too far west, I’ll send them your way. So I think the partnerships between different providers are often underlooked. I’ve worked with people who say, yeah, I have two or three people that we all know our workers need more hours. And we talk to them and say, hey, if you need another shift, let me talk to some other agencies I know in the area. See if they can get you those. And they work together to retain the employees but share between them.
Rachel Gartner:
And then the last one is social media, often underutilized, especially after Facebook, jobs went away. But you can create even a local Facebook page to find great jobs in this town and kind of run it yourself, feature other opportunities in the area, but maybe primarily push your business and create resources there that functions to the person coming to the group, as here are some resources if you’re looking for work in our town and then for you as the business, you can share your opportunities frequently and also get feedback. It’s a fair amount of work to manage, but it can be really impactful.
Erin Vallier:
Those are great recommendations. Thank you so much for sharing. I’m going to pivot just a little bit because I read recently that technology and power recruiting and onboarding processes are going to be real crucial for attracting top talent, and I’m already seeing an increased use of automation and some AI tools. But we’re in the home care space it’s the people business, right. So I’m curious what your opinion is of the processes that leverage some of that automation and the AI. How can agencies with limited staff use these tools but not lose the personal touch aspect that you’ve been selling to me this whole time, which sounds appealing Like if I’m going to get a candy bar when I go interview? Heck, yeah, I’m going to show up.
Rachel Gartner:
No, I love the human connection and there’s data that supports that. It’s one of the top reasons caregivers choose a job is feeling connected with the recruiter. So our mindset towards AI and automation, first of all, it’s very exciting I’ve gotten really into AI stuff this year how we can use it. We’re definitely exploring that at CareWork and we’ve started just with internal tools to support our team with chatbots that read all of our training so they can ask a question and things like that. But I think in the recruiting space and in home care, we do want to keep the human element to it, and that’s a differentiator, for care work is hey, we’re going to do it all for you, but it’s real humans that are going to do it. We do use automation and AI to support the human interaction. So I think for providers, that would be my challenge Make sure you’re not signing up for something like this with the idea that you’re not gonna have to touch it, because, first of all, it’s not true. Any of these tools need to have a human being checking on them engaging in it. They need somebody to pick up the phone and say hey, I saw that you started to schedule and you didn’t complete it. Our heart behind it is how do we use automation and AI to increase human connection, not replace it? Use automation and AI to increase human connection, not replace it. But I think it would be foolish to put our heads in the sand and say, oh, we’ll just have a human do it.
Rachel Gartner:
We are big believers in technology, so we start with tools that track the daily workflow for our recruiters, that make it really easy for them to see this is who needs to be called today. This is what needs to be done. We automate outgoing messages. These outgoing messages. Hey, it’s Rachel. I haven’t heard from you in a while, but we still have work available. I’d love to speak with you. We automate those outgoing messages, but the way we have it set up is when they reply, it’s a real human that they’re going to talk to.
Rachel Gartner:
So there’s a whole spectrum of ways to implement it, but make sure, whenever you’re using a tool like this, you have somebody in your business whose primary job is to monitor it and take care of it, because they don’t take care of themselves. These tech tools need somebody to log in, make adjustments, reach out for support from the software company from time to time. Make sure that you have a human available, that if your applicant wants to speak to a human, they always can, so that’s made available to them. And really use these tools to automate all the things that aren’t actually human connection, because sending a text to every single applicant every three months is not human connection. So automate the outgoing parts of it and then automate and use AI to make us better at our jobs, and I’m talking about things like quality assurance, online lead magnets. There’s a hundred ways agencies and providers could do that.
Erin Vallier:
I love that advice. Just the task stuff, the brainless task stuff that is very cold and impersonal. Automate that and use the tool to get the other person in front of you so that you can have that connection. I think that’s great advice. And I just have one more question for you, as we are getting close to time, because you’ve given so much good advice today. I want to know what the single most important thing agencies can start doing today to improve their hiring process.
Rachel Gartner:
I’m so glad you asked that. This is something that I talk about all the time and it’s track, the metrics of your hiring process. If anybody listening has heard me speak, they’ve heard me talk about this. I will never get in front of people and not say start tracking your metrics the metrics that we like to look at just as a baseline for your funnel of recruiting how many applicants are you getting, how many book a time to come in either for interview or orientation, how many of those show up, how many complete the hiring process and what are we spending to attract these applicants?
Rachel Gartner:
A lot of times, agencies wait to find this information until they have a problem and then they’re going back and trying to pull reports and find it, and the problem is it’s not going to be as accurate. So what we really recommend to people is start some kind of a spreadsheet, start a simple tracker, and I know there are people out there that are tracking like we called seven times and we texted 100 people today. It’s really easy to get caught up in that stuff. Fundamentally, where are your applicants coming from, how many are making it through the process, and then what that does is it illuminates where to focus, because in recruiting and we’ve covered a lot of this today but there’s so many more things you could do to improve hiring different tools that you can try, including those AI and automation tools different companies, you can try different strategies, different pay rates, and what happens is providers go out and they hear this great advice and they go. I’m going to try that. I’m going to invest my time and money in that, but it may address a part of the hiring funnel where this particular business is already performing above the national average and doing really well and they’re unlikely to see that move the needle very much and they’ll talk to somebody and go oh, it worked really well for that person, but it didn’t work that well for me and it’s because it addresses an area that they’re not struggling.
Rachel Gartner:
If you have your funnel metrics that I’m talking about, it’s much easier to zero in and go oh, our percentage of people who book an interview is too low. We need to look at tools that get the applicants to engage in that first step of the process. That’s where we need to focus. Or people are booking interviews but they’re not showing up. We need to focus specifically on getting more people from that to walking in the door. They’re not completing orientation. Why not? How can we make it faster, make it better?
Rachel Gartner:
And it helps providers who have so many things they’re trying to do and fires they’re trying to put out and amazing things they’re trying to do and fires they’re trying to put out and amazing things they’re trying to do. Tracking these metrics gives them a baseline to know when to pay more attention and where to put their time and resources, because we can’t put them everywhere and every recruiting tool out there is not for every provider. So tracking the metrics gives them an area to focus on their energy and a baseline so that if things change, they’re not going. We used to get 20 people a month, now we’re only getting 10. The recruiter’s really bad at their job. Hey, we used to get 20 a month, now we’re getting 10. Where in the funnel did it change? What changes do we make that impacted that metric? That’s where we need to focus our time. So data I like people to track it every week and then, once you have that, you can do so much with that information.
Erin Vallier:
So everybody, you’ve heard it from Rachel If it’s not measured, it’s not managed. Yep, it’s fantastic. So, rachel, if folks want to get in touch with you after this, how can they best reach you?
Rachel Gartner:
Absolutely we have. Our website is careworkus. com. You can book a strategy call with us. There. You can find all kinds of resources for what we do and I would encourage people to do that if you wanna learn more about CareWorks services. But also just do that. If you’re like I don’t know what we’re doing wrong, I’m not sure. If there’s a problem, we would love to chat about that with you. And then learnhireedcom, and that’s hirehireedcom. That’s where they can find information about our recruiter training. So if you have a great recruiter that you love and you feel like maybe I have just thrown them to the wolves a little sink or swim a little, hey, here’s our login go try and do it. We would love to help them with some professional development to really become excellent recruiters and help our industry grow and meet the need for care.
Erin Vallier:
Wonderful Again. Thank you so much for your time, Rachel. This has been such a wonderful conversation.
Rachel Gartner:
Thank you so much, Erin.
Erin Vallier:
HomeHealth 360 is presented by AlayaCare and hosted by Erin Vallier. First, we want to thank our amazing guests and listeners. Second, new episodes air every month, so be sure to subscribe today so you don’t miss an episode. And, last but not least, if you like this episode and want to learn more about all things home-based care, you can explore all of our episodes at alayacare. com/ homehealth360 or visit us on your favorite podcast platform.
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Episode Description
In this episode, Rachel Gartner, founder and CEO of Carework, shares how home-based care agencies can transform recruitment and hiring from a major challenge into a strategic advantage. Rachel, a former home care recruiter, explains what it means to adopt a “caregiver-first mindset” and how this approach drives improved recruitment results, positive employee experience, better client care, and ultimately overall agency success by focusing on caregivers’ needs during the hiring process.
Rachel discusses several important issues affecting the recruiting and hiring processes that can be improved by seeing situations from a caregiver’s perspective. In addition, Rachel shares many practical strategies for improving your agency’s recruitment process, such as creative ways to engage potential hires, tips for leveraging referral programs, integrating technology without losing the personal touch, utilizing metrics to track recruitment success and improve processes, and more. Check out this episode to drive greater success in your recruitment process by prioritizing caregiver needs so you can attract the right applicants and meet the growing demand for care workers.
