- Physicians
- Organizational Leadership
- Healthcare Executives
- Physician Leaders
- Nursing Leadership
- Higher Education Faculty and University Leadership
- Advanced Practitioners
Jordan Search Consultants provides the best recruitment services to both clients and candidates by building dynamic and effective teams in a variety of settings. We achieve this through:
- Integrity, professionalism, and persistence
- A streamlined, strategic approach to recruitment
- Customized recruitment solutions
- Services that range from candidate sourcing to complete turnkey solutions
About You
Is your organization seeking access to top talent?
Does your organization want to enhance retention rates?
Is maximizing recruitment effectiveness a priority?
Do you seek candidates who fit your organization’s unique corporate culture?
Is your organization a:
- Integrated Health System/Hospital?
- Medical Group?
- Academic Institution?
- IPA, ACO, HMO, Health Plan?
- Nonprofit (Hospice, FQHC, Community Health Center)?
If you answered yes to any of these questions, you’re in the right place. When you partner with Jordan Search Consultants, our expert consultants become a part of your recruitment team. And, our ability to customize recruitment solutions to fit your evolving staffing needs provides you with a distinct competitive advantage.
A Few Recent Placement Successes
Healthcare Providers
University of Colorado
Internal Medicine Physician
Denver, CO
Rainbow Hospice
Lead Palliative Medicine Physician
Mount Prospect, IL
Marin General Hospital
Physician Assistant – Surgical
San Francisco Bay Area, CA
SIU School of Medicine
Family Medicine Physician
Springfield, IL
Executive
Rainbow Hospice
Associate Medical Director
Mount Prospect, IL
SIU School of Medicine
Chair Department of Psychiatry
Director of Neuro-oncology
Chief of Orthopedics
Springfield, IL
Are your recruitment strategies working to drive revenue?
If not, we can help. Fill out the form to connect with us and receive a free recruitment assessment for your organization.
Or call us at 866-750-7231.
Recent Posts
Interview Advice from an Executive Search Consultant
After over a decade of conducting executive searches for healthcare and higher education institutions across the nation, when it comes to interviews, we’ve seen it all. We’ve sat on the employer’s side of the table throughout every stage of the hiring process, from question development to candidate evaluation, and we have acquired a keen understanding of what makes—or breaks—an interview. On the other side, we have also coached hundreds of candidates and learned the most common questions or concerns they have going into the interview. To answer them, we asked our Executive Search Consultant, Adam Rockey, for help.
Q. What is the best way to answer the “tell me about yourself” question?
A. It’s so easy to fall into the “I” trap when answering this question, but most candidates don’t realize this is a great opportunity to show humility and put the focus on “we” instead. Rather than simply listing the things you have accomplished or skills you have learned, talk about the key people that helped you along the way. When you acknowledge that your team and mentors were a critical component to your successes, it shows the interviewer that you are a team player and that you will be more likely to be a mentor to future generations. This is especially important in today’s workplace environments that put so much emphasis on culture and collaboration. Hiring organizations are seeking leaders who know how to build trusting relationships, demonstrate empathy, and are willing to humble themselves for the sake of their team.
Q. How much should you reveal about your flaws or weaknesses in an interview?
A. When an interviewer asks you what your greatest weakness is, the worst thing you can do is to not have an answer. Knowing your own limitations is a big part of being able to learn and grow as a leader. If you can’t identify an area that could be improved upon, it tells the interviewer that you aren’t self-aware or may be lacking in emotional intelligence. While there is no one right way to answer this question, here are three angles to consider:
- Reference an attribute that isn’t necessarily essential in the position for which you are interviewing.
- Focus on an area that you are already actively working on improving and let the interviewer know how you are doing so.
- Mention one of your strengths and discuss how it could be construed as a weakness if not in the right context.
Q. What is the one common trait every interviewer is looking for?
A. No matter what line of work you are in, humility is key. Your resume is there to showcase your skillsets and accomplishments, so use your interview time to shed light on your personality and compassion. For example, when asking candidates about transitions they made throughout their careers, we often ask how the decision to leave their team made them feel and how their team felt about it. The answer tells us a lot about their leadership style.
Q. What is your favorite unexpected question to ask?
A. I love to ask candidates about the last book they read. Their answer not only gives you a sense of their personal interests, but can oftentimes show how serious they are about self-improvement. If you’re interviewing for a leadership position and the interviewer asks this question, your best bet is to site a leadership development book. Employers really favor candidates that have a student mentality no matter how far they are into their career.
Q. What is the one thing to keep in mind during any interview?
A. Interviewers are rarely trying to trick the interviewee. When we develop the questions, our goal is to give you as many opportunities to sell yourself as possible. Don’t be nervous; just be honest. A good interviewer will ask thoughtful questions that lead you down a path that gives them the information they need.
Independent Academic Medical Centers: Q&A with Kimberly Pierce-Boggs
Throughout the country, independent academic medical centers (IAMCs) are providing patients with quality care and students with superior medical education and research opportunities. Though these institutions maintain major medical school affiliations, they operate independently of medical school governance and consequently face challenges and opportunities unique to those of traditional academic medical centers.
To gain some insight into these differences and opportunities, we spoke with Kimberly Pierce-Boggs, the Executive Director of The Alliance of Independent Academic Medical Centers (AIAMC).
We seem to be hearing more about IAMCs than ever before. Why?
While IAMCs certainly aren’t a new concept—they have been around since the beginning of medical education—they may be getting more attention due to their role in helping to address the ongoing shortage of physicians. New medical schools are popping up all over the nation in response to the need for more physicians, but it’s virtually impossible to finance a new hospital with each new training program. Instead, residency programs are partnering with established healthcare institutions that are amenable to adding teaching programs. It is practical and efficient.
Are there any drawbacks to this model?
Though an affiliation between medical schools and existing hospitals is a cost-effective and practical solution for launching training programs, there’s still reason for concern for many members of AIAMC. Because the number of training programs has increased so quickly, many of the existing hospitals can no longer accept any more residents. After all, additional residents mean independent academic medical centers must hire additional physicians who are committed to spending part of their working hours training young physicians. These physicians must be compensated for the time they are not seeing patients. Without additional funding to sustain this infrastructure, we can’t be certain that every new medical school will be able to secure a residency program within an independent academic medical center.
Are there advantages to being an IAMC in the current healthcare climate?
IAMCs are in high demand right now. Residency programs are continuously courting our members because processes at IAMCs tend to be more nimble and efficient when it comes to meeting accreditation requirements. For example, the Accreditation Council for Graduate Medical Education (ACGME) has recently implemented the Clinical Learning Environment Review (CLER) program to provide institutions with periodic feedback on patient safety, health care quality, care transitions, supervision, fatigue management and mitigation, and professionalism. Each institution must undergo a CLER visit every 24 to 36 months to maintain accreditation which requires a high level of participation from the healthcare system’s CEO. Because the Designated Institutional Officer (DIO) of IAMCs report to the institution’s CEO, the CEOs are already engrained in their training programs’ operations and have the necessary information readily available, making most CLER visits engaging and successful. At Universities, on the other hand—where CEOs may be inherently far removed from their medical schools because DIOs report to their Deans instead—attaining GME: C-Suite engagement may be more challenging.
What challenges, if any, do IAMCs face when recruiting physicians?
At IAMCs, patient care is priority, and education and research—while still important—are secondary. At many University-affiliated healthcare systems, education and research are paramount. Physicians who prioritize teaching and research will look for a university-healthcare system. Physicians who are devoted to patient care and are passionate about training future generations of physicians find the perfect fit in an independent academic medical center. Finding physicians with a passion for both can prove challenging. The right candidates are usually personable with high patient satisfaction scores and an interest in the future of healthcare.
What benefits do IAMCs see with recruiting and retention?
IAMCs are very much in tune with local patient populations and healthcare disparities; it becomes part of how physicians at IAMCs teach residents. Often, residents feel so connected to the patient populations, that they decide to stay and serve the community in which they trained. With residency programs, we have a ready pipeline of candidates; our connection to the communities we serve are a recruitment benefit. This approach also helps to retain IAMC physicians committed to quality care.
What is your perspective on the future of IAMCs?
IAMCs will continue to grow and prosper, especially as we continue to find ways to address the physician shortage. We are the efficacious alternative for new medical schools and residency programs. With heightened emphasis on patient care, population health, and cost effectiveness, independent medical centers offer unique solutions to the healthcare challenges of today—and tomorrow.
The Rising Need for Psychiatrists
As a healthcare recruitment firm, we’ve recently seen a tremendous increase in psychiatrist searches. In fact, psychiatry is currently the third most recruited position in the country, falling just behind family medicine and internal medicine. Why? The answer is twofold.
Psychiatry is becoming progressively more important in society.
Becker’s Hospital Review states that one out of five American adults experience a mental illness every year. This statistic rings louder than ever before as popular culture—such as the recent Netflix series “13 Reasons Why”—sheds light on the realities of mental health. Such movements to destigmatize mental illness have helped to encourage those in need of psychiatric care to seek it. Plus, more people in general are prioritizing their mental health. A recent national survey found that 90 percent of people value mental health and physical health equally, and 93 percent of people said they’d intervene if they discovered someone close to them was contemplating suicide. Ultimately, the public is becoming more aware, more educated, and more accepting of mental illness.
While the population is growing, the psychiatry field is shrinking.
The April 2017 issue of Academic Psychiatry illustrates that the U.S. has seen about a 37 percent population increase in the past 20 years, while the psychiatry field has increased only by 12 percent. We are seeing the effects of this now as 55 percent of U.S. counties currently do not have psychiatrists and the national average wait for a psychiatrist appointment is 25 days, according to a report conducted by the National Council for Behavioral Health. The reason for the shortage of psychiatrists boils down to the fact that as more and more psychiatrists retire, less and less students are choosing psychiatry as a profession. Industry leaders speculate that the lack of interest in the field likely stems from lower wages due to minimal reimbursement from insurance companies. Psychiatry is compensated far less than procedure-based specialties, such as cardiology or general surgery. Considering medical school students are graduating with an average of $207,000 in student loans, it’s no surprise that they are choosing fields that will allow them to pay this massive debt off at a quicker rate.
Working Toward a Solution
It has become clear that sustainable changes aimed at filling psychiatry residency spots year-after-year can only occur if all stakeholders (federal and state governments, payers, providers, provider trade associations and advocates) take action within their respective spheres of influence in the design, funding, regulation, and delivery of mental health care. Each of the stakeholders have a role and must work together to make an impact. Servicing those suffering from mental health issues must be a top priority.
Meet Our Team
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Kathy JordanFounder and CEO -
Regina LevisonVice President of Client Development -
Kristin KoppenVice President of Executive Search -
Sheila BixlerVice President of Client Services
Events & Speaking
Future Engagements
To Be Announced
White Papers
How to Define Your Organization’s Culture to Attract and Retain Top Talent
Recruiting and Retaining Multigenerational Healthcare Professionals
The Physician Leader: What Physicians and Organizations Need to Know in the Era of Population Health
Jordan Search Consultants
113 Church Street O’Fallon, Missouri 63366
call 866-750-7231 or email us
©2017 • Jordan Search Consultants
Regina Levison was the founder and president of Levison Search Associates, a California-based physician and healthcare executive search firm, for more than three decades; her firm merged with Jordan Search Consultants in 2014. Regina harnesses her in-depth knowledge and experience to develop recruitment solutions that improve revenue, quality, and retention for healthcare organizations nationwide. Frequently interviewed by the media as an established thought leader in physician recruitment, Regina has been asked to speak about healthcare staffing nationally.
For almost four decades, Kristin Koppen has been at the forefront of the recruiting industry. After an almost two-decade career in Human Resources at two major Fortune 100 companies, Kristin founded her own recruiting firm, The Koppen Group, in 1993. In 2012, after 20 years as President of The Koppen Group, she joined forces with Jordan Search Consultants. As the Director of Executive Search at Jordan Search Consultants, Kristin combines her extensive background in working with corporate and higher education clients with the ability to implement broad-based and customized executive search and recruitment strategies to meet client needs.
As the Vice President of Client Services at Jordan Search Consultants, Sheila Bixler manages search assignments, analyzes recruitment needs, and develops strategies that reduce time-to-fill and enhance retention rates for clients. Sheila’s nearly two decades of healthcare industry experience has been the impetus for several new search service lines and innovative sourcing strategies to better serve clients. In fact, Sheila designs Jordan Search Consultants’ candidate sourcing services for the company’s physician, physical therapist, pharmacist, and advanced practitioner search offerings. Clients benefit from Sheila’s tenacity and her ability to uncover both active and passive candidates to effectively fill staffing needs. She is adept at customizing recruitment solutions to best meet client goals.