- 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
SIU School of Medicine
Assistant Professor of Cardiology
Assistant Professor of Endocrinology
Psychiatrist
Endocrinologist
Springfield, IL
Sentara Medical Group
Orthopedic Surgeon
Harrisonburg, VA
Texas Tech University Health System
Neurologist
El Paso, TX
Executive
Springfield Clinic
Director of Clinical Research
Springfield, IL
Infinity Hospice
Executive Director
Reno, NV
Absolute Care
Medical Director
Greenbelt, MD
Absolute Care
National Director of Behavioral Health
Baltimore, MD
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
Red Carpet Recruiting
In the midst of systemic physician shortages, recruiting top-tier providers has become even more challenging for healthcare organizations. According to the Bureau of Labor Statistics, the national unemployment rate at the beginning of 2019 was just 4%. The unemployment rate for the healthcare industry was even lower, coming in at a mere 2.2%. Due to high demand, skilled healthcare providers have multiple job options – and the ability to pick and choose where they want to work. In this environment, healthcare organizations should be cognizant that the balance of power has shifted to job candidates. Organizations must roll out the proverbial red carpet throughout the recruiting process or risk losing qualified candidates to the competition.
The experience of a job candidate during the recruitment and interview process has a significant impact on their decision to accept – or reject – a job offer. In fact, according to a recent survey, 68% of job seekers believe the way they are treated as a job candidate is a reflection of how a company treats its employees. The same survey found that job candidates expect proactive, clear, and frequent communication from a potential employer. This is applicable to the entire recruitment process, from initial contact to interviews to a job offer. If a candidate doesn’t feel valued and important throughout the experience, they can – and likely will – go elsewhere.
How can healthcare organizations ensure job candidates feel like they’re getting the star treatment? Here are some tips for making sure that prospective employees feel valued and that your organization is putting its best foot forward.
Frequent Communication is Vital
Job candidates expect timely and quick communication; it is no longer acceptable to let days (or even hours) go by without responding to queries or sharing updates. This is especially true for healthcare providers that are currently employed and working long hours. Their time is precious; don’t make them wait on you. Check in with candidates regularly to emphasize that you’re keeping them top of mind.
Institute a Well-Oiled Interview Process
Create an organized and cohesive interview process and consistently put it into practice. Form a strong team of interviewers by assembling a good mix of ambassadors and talent who will showcase the organization and the best of your company’s culture. This team should include the hiring manager, the department supervisor, and a potential future co-worker. Consider including a representative from another department, as well. Discuss and decide on interview questions ahead of time so the candidate isn’t being asked the same question repeatedly.
Let Candidates Know What to Expect
Make sure your candidate knows what to expect during the interview process. Set an itinerary for the day and share it beforehand. Take the candidate out to lunch and/or dinner. (Be sure to communicate dress expectations well in advance so they can bring appropriate attire and feel comfortable.) In addition, make sure to designate one of your best people to greet the candidate on arrival, escort them to all meetings, and make sure they have time for breaks during the day. Once an interview is complete, let the candidate know when they can expect to hear from you regarding next steps, and honor that promise.
Make it Personal
Have everyone who spent time with the candidate during the interview process send a follow-up message noting that they enjoyed meeting them. If appropriate, indicate availability for further discussion should the candidate have any additional questions or concerns. Depending on the candidate’s communication preferences, these follow-up messages might be sent in the form of a handwritten note, an email, or a text message.
While compensation will always play a role in candidate decisions, savvy organizations know that the best candidates are interested in more than just the numbers. A healthy company culture and a collaborative workplace environment are just as vital for attracting top talent, especially when it comes to younger healthcare professionals. By showcasing how current and prospective employees (and their time) are valued throughout the entire recruiting cycle, healthcare organizations can increase their appeal – and the likelihood that candidates will choose to become employees.
If your organization needs help finding qualified candidates or constructing a strategic process like the one described above, Jordan Search Consultants can help. Give us a call at 866-750-7231 or email us here.
The Impact of High Performers Who Are a Poor Cultural Fit
In business, performance and results matter when it comes to the numbers; a healthy bottom line is essential to the sustainability of any organization. And a company culture that helps nurture an engaged, motivated workforce is just as crucial for continuing success. But what happens when you have a high-performing employee who is a poor cultural fit? While it may be tempting to focus only on their impressive sales numbers or prodigious output, organizations must take into account the ramifications of negative behavior on long-term success.
Jack Welch, the former CEO of GE, created a well-known Performance/Values matrix to use when evaluating employees. In this model, employees are classified into four distinct groups:
- Culture Fit/High Performer
- Culture Fit/Non-Performer
- Non-Culture Fit/High Performer
- Non-Culture Fit/Non-Performer
The Non-Culture Fit/High Performer was identified as the most problematic type because their behavior had such a detrimental effect on other employees. Although meeting or exceeding numbers-based goals is a favorable accomplishment, metrics alone don’t drive long-term organizational success. A positive and healthy working environment where employees feel respected and supported is just as vital. The most damaging result of allowing a Non-Culture Fit/High Performer to remain at an organization will be the loss of good employees who leave as a result of this professional’s toxic presence. This is especially true if the negative behavior is coming from someone in a supervisory role.
Organizations and managers should keep in mind the following questions when dealing with an employee who falls into the Non-Culture Fit/High Performer category:
- Would their negative behavior be acceptable from an average or poor performer?
- What message does their behavior send to the other employees about acceptable actions and attitudes?
- How will their behavior affect the company in the short term andthe long term?
At Jordan Search Consultants, we understand the critical importance of cultural alignment when it comes to making successful provider placements. Our team takes the time to understand the needs of an organization andits culture, so we can find candidates who will be a good match on all levels. If you need assistance finding the right fit for your organization, give us a call at 866-750-7231 or email us here.
Conveying Your Organization’s Mission Effectively
Most healthcare organizations have a crafted mission statement to describe the ideals and purpose of their institution. But merely posting those words on a wall or website is not enough to imbue them with value. An institution’s mission must be put into practice; the day-to-day actions and experiences of stakeholders, providers, and employees will always speak louder than any written statement. Organizations that work to fulfill their stated mission through active, daily implementation will see numerous benefits, including enhanced company culture, increased employee engagement, and the ability to attract quality job candidates with complementary personal values.
Translate the organizational mission into valued business goals
By incorporating mission aims into a definitive business goal, organizations send the message that their higher purpose is just as valuable as the bottom line. When institutions implement specific actions to support that goal, mission statements become an active force versus a passive proclamation.
Champion mission values in daily operations
Company culture – the way an organization’s values are expressed in day-to-day operations and interactions – is established through the actions and direction of leaders and managers. In the healthiest organizations, a company’s stated values and mission are evident in the workplace environment. When mission values are actively promoted by leadership, they become a positive part of company culture.
Create organizational mission ambassadors
Recognize and reward employees who are supporting the organization’s mission. Employees who find meaning in their work and feel appreciated become positive ambassadors for an organization. Verbal affirmation, recognition in company-wide publications, or other positive reinforcement are all ways to emphasize the value of an organization’s mission, promote employee engagement, and create organizational mission ambassadors organically.
Discuss the organization’s mission during interviews
When hiring new employees, look for candidates whose personal values will align with those of the organization. During the interview process, spend time explaining the organization’s mission and ask candidates how they see themselves furthering that mission. When personal and organizational missions are in alignment, everyone wins.
To convey missions effectively, organizations should bring their stated purposes and values to life. An organization’s mission must be experienced as a valued tenet of business that undergirds and informs daily decisions and interactions. Organizations that are able to accomplish this will benefit from increased employee engagement, less turnover, and an appealing company culture to attract top-tier future job candidates. Jordan Search Consultants understands the importance of alignment between a candidate’spersonal mission and that of an organization. If you need assistance finding candidates for your organization, we can help. Give us a call at 866-750-7231 or email us here.
Meet Our Team
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Kathy JordanFounder and CEO -
Kristin KoppenVice President of Executive Search -
DJ LarsonChief Operating Officer -
Matt JordanSenior Search Consultant
Events & Speaking
2019 ASPR Annual Conference
April 6-10, 2019
Orlando, FL (Speaker)
Missouri MGMA 2019 Spring Conference
April 10-12, 2019
Osage Beach, MO
New England Regional MGMA Conference
May 1-3, 2019
Stowe, VT (Speaker)
Ohio Hospital Association Annual Conference
June 3-5, 2019
Columbus, OH (Speaker)
Indiana MGMA 2019 Annual Conference
July 17-19, 2019
French Lick, IN (Speaker)
White Papers
The State of Healthcare Recruitment: Insights from 2018 and Predictions for the Year Ahead
A Conversation About Population Health
How to Define Your Organization’s Culture to Attract and Retain Top Talent
Recruiting and Retaining Multigenerational Healthcare Professionals
Jordan Search Consultants
113 Church Street O’Fallon, Missouri 63366
call 866-750-7231 or email us
©2017 • Jordan Search Consultants
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 
As the Senior Search Consultant with 
