A Day In The Life Of A Director Of Recruitment At OPCO Skilled Management
A Director of Recruitment's day involves "a lot of calls" and interviews, proactively identifying promising candidates and "relentlessly pursuing top talent," including cold-calling administrators at 50 local nursing centers to fill leadership positions. This proactive approach, focusing on finding "servant leaders," results in improved staff retention, cost savings, and the ability to expand recruitment efforts internationally.
Communication, Leadership, Networking, Recruitment, Strategic Thinking
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Dylan Nowe
Director of Recruitment
OPCO Skilled Management
UCSB
N/A
Communications
Healthcare, Medical & Wellness
Human Resources (HR)
None Applicable
Video Highlights
1. A day in the life of a Director of Recruitment involves a lot of calls, interviews, and follow-ups to fill positions. It's about creating your own work by identifying promising applicants, prescreening them, and coordinating with hiring managers.
2. A significant portion of the job is spent proactively recruiting top talent. This includes researching and contacting administrators at competing facilities (cold calling) to identify potential candidates who might be interested in a new opportunity.
3. Finding the right leader for a building is critical. The ideal candidate is a servant leader, able to develop strong teams and create a positive work environment. This approach not only improves staff retention but also saves money on recruitment costs, allowing for investment in other areas such as international recruitment.
Transcript
What does a day in the life of a director of recruitment look like?
I usually wake up around 7:00 AM. I prepare for the day with two or three cups of coffee and an energy drink.
My day involves a lot of calls and back-to-back Teams interviews. I focus on filling positions, effectively creating my own work. I review applicants, follow up with promising candidates, and conduct pre-screenings.
Then, I reach out to hiring managers to discuss availability for qualified candidates. Together, we determine who would be the best leader for our center. A significant part of my role involves follow-up, communication, and relentlessly pursuing top talent.
For our building leaders, I contact all 50 local nursing centers offering long-term care. I check cms.gov for centers with the best quality outcomes. After finding their administrator by calling the building, I recruit them.
I aim to know every administrator from 50 local buildings. I then contact them to understand their career goals and make determinations. Almost all of my regional hires come from cold calls, not from people who have applied through our listings.
Having a strong leader who champions the culture is absolutely essential for running a successful building. People don't want to follow a dictator or be told what to do, especially if the leader isn't willing to do the work themselves. I look for servant leaders who can develop strong teams.
This approach helps our nursing centers snowball from there. When staff stay and don't leave, we no longer need to sponsor listings, saving money on advertising. This budget can then be allocated towards sponsoring more nurses from abroad, covering their flights or reimbursing their NCLEX exams. That's a large part of how I spend my time.
Advizer Personal Links