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As a recruiter, Tracey Morris knows immediately when she’s being lured. “We know all the tricks,” she said. “There’s nothing more fun than recruiting.” In her case, however, it didn’t take any gimmicks when a search team reached out and convinced her to come to Johns Hopkins to run its talent acquisition program . That was August 2022, five months before she started a new job.
“The name Hopkins speaks for itself,” said Morris, who came to Johns Hopkins from West Virginia University, where she directed a similar program. In fact, its appeal is the exact same philosophy she uses to attract top talent to work at Hopkins. She has one word to describe it: impact.
“We have an amazing, well-known brand, and sometimes that’s enough to attract candidates. But when you add in the other things that Hopkins offers, like great benefits, tuition remission, and the opportunity to make an impact, we get it. candidate engagement,” she said. “Everyone wants their work to be meaningful, but for the newest generation entering the workforce, impact is important to them. They want to know that the work they do has some benefit to the community and the world at large.”
Impact, she said, reaches every staff position her team holds. “It might be an administrative coordinator managing someone’s calendar, but the person they’re managing the calendar might be doing research that affects people with Alzheimer’s disease,” she said. “That way, even the administrative coordinator can have a big impact. Every level of work has an impact.”
In addition, the JHU Talent Acquisition Program considers its impact when recruiting. In addition to using traditional pipelines and internal resources such as LinkedIn Recruiter, Indeed, Censia, etc., it also makes every effort to connect with the larger community to source candidates and support future talent. Team members work with local faith-based and neighborhood organizations, particularly groups that prepare the unemployed and underemployed for employment. This includes people who may be returning from the justice system and struggling to find work.
“We have an amazing, well-known brand, and sometimes that’s enough to attract candidates. But when you add in the other things that Hopkins offers, like great benefits, tuition remission, and the opportunity to make an impact, we get it. candidate engagement.”
Tracey Morris
Executive Director of Talent Acquisition
These organizations include Turnaround Tuesday, which “helps justice-involved individuals within the legal system conduct background checks that may affect their employment elsewhere,” Morris explained. “One of our goals is to hire their staff,” she adds, “but we also provide guidance on preparing for interviews and writing resumes.” The technical assistance team also works with the Maryland Biotechnology Institute, which has a free A staff training program that provides critical laboratory skills to the unemployed and underemployed and supports “HopkinsLocal,” a Johns Hopkins University program that seeks to employ city residents as one of its key personnel. Pillar.
The team also attends job fairs and visits college campuses, including Towson University, Coppin State University and Delaware State University, “anywhere within a reasonable distance of Baltimore,” Morris said.
Director of Talent Acquisition Strategies Jonathan Thompson noted that Maryland has the third-lowest unemployment rate in the country at 2.3 percent, which makes filling job openings a challenge. “It’s a highly competitive talent landscape and it’s hard to find top talent,” he said. “Maryland has 33 available workers for every 100 open positions.” Still, he added, “Every day brings new opportunities to solve problems. It’s rewarding to oversee a function that brings in talent to help the university achieve its strategic goals and initiatives. “
In the fiscal year that ended in March, the talent acquisition program brought in 4,251 new employees.
The Hopkins assistant teaching staff has recently undergone structural changes, moving from a “vertical” model (distributing recruiting efforts to groups with similar work types) to a “relational” model (aligning efforts by departmental units and departments). This is Anticipated helps it improve the efficiency of recruiting to fill vacant positions. Additionally, Morris said recruiters will be better engaged and connected to the areas they support and should better identify the necessary skill sets so they can hire the best talent for open positions.
“When I arrived at Johns Hopkins, one of the first things I did was meet with stakeholders across the university—deans, department business officers, provost and president’s offices, and leaders across the organization,” Morris said. “Some themes quickly began to emerge: the structure of the TAs created difficulties for the recruiting team, there were inconsistencies in the level of support each department received from the TAs and the way we applied the process, and the high turnover of TAs exacerbated the lack of a recruiting team. Our Clients have confidence in our ability to be a consulting partner.”
This structural shift resulted in a new model where each department, unit or division has a single point of contact for search, allowing TA team members “to build deeper relationships with the recruiting teams they support,” she said. . “This helps them understand the work those departments are doing, the work environment of the people they employ and the culture of the groups they support.”
In some areas, recruiters remain specialized and focus on specific roles within an organization, such as IT, grants and contracts. “These recruiters are focused on identifying, delivering and developing talent in these skill sets and then supporting the hiring process for these positions across the organization,” Morris said.
Typically, the JHU recruiting process begins once a new employee position is identified and salary approval is obtained. “At that point, my team would post the position on the Johns Hopkins careers page, and then the recruiter assigned to the opening would contact the department’s hiring manager to schedule a strategy call,” Morris said. “They talk about the qualifications and skills needed. They talk about where these people are currently, where do we find them, and how do we get them interested.”
The team pre-screens potential candidates to better understand their qualifications, salary expectations, etc. before sharing them with the hiring manager, who conducts an initial interview. After the recruiting manager has narrowed down the field of qualified candidates to about five, interviews with the recruiting department follow. “Generally speaking, we like to close [the process] Within 90 days,” Morris said.
Kim Myers, director of talent acquisition operations, said the relationship doesn’t always end there. “I find the greatest sense of accomplishment comes from hiring people who really need help at the time and those who feel a sense of accomplishment after receiving a job offer from Johns Hopkins. Building relationships with these individuals after hiring is especially valuable, Because I appreciate the gratitude they express just for the opportunity,” she said.
In addition to the structural changes to the TA program, it has expanded its executive recruiting function, adding four recruiters focused on the entire university to directors and above. “These recruiters have specialized skills in sourcing passive talent and managing executive search firms, as well as recruiting experience,” Morris said. “They have specific tools they can use to help them identify, attract and hire talent that universities are interested in hiring.”
Finally, the TA team also launched what it calls a talent acquisition “optimization project,” bringing in Rivera Advisors, a consulting firm that helps organizations improve their recruiting practices. Morris said his team has conducted more than 65 hours of on-site interviews, focus groups and desk reviews with more than 185 key stakeholders, including HR, talent acquisition, recruiting managers and leaders.
Additionally, “we received more than 1,100 survey responses from these stakeholder groups and [from] The company’s efforts will produce recommendations in a report to the university, she said, and TAs will then identify priorities and design a roadmap to revitalize the TA program.
“[Rivera Advisors is] “We are constantly looking at our processes, tools and structures to help us optimize our functions and do our jobs better,” Morris said. “We are constantly looking to enhance what we do, how we do it and the impact we do.”
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