Jordan Search Consultants Blog
The ever-changing landscape of the healthcare industry can be a difficult one to navigate. To help you stay in-the-know, Jordan Search Consultants’ Founder and CEO, Kathy Jordan, posts twice a month about a range of healthcare and higher education topics. Some subjects she frequently touches on include recruitment, organizational culture, candidate sourcing, population health, integrated care, physician leadership, and much more.
Want Kathy to answer a question you have or address a topic you’ve been wondering about? Email her here.
A recent article from Modern Healthcare shed light on the ongoing gender pay gap in healthcare. The disparity is prevalent regardless of ranking in the chain of command; women CEOs of hospitals earn 22% less than their male counterparts, and male nurses on average earn $5,000 more annually than female nurses (even though they comprise just 5% of the nurse workforce).
Furthermore, a recent article from CNN Money states that among all physicians, females earn an average of 74 cents to every dollar a man makes, according to a new report from Doximity, a social network for healthcare professionals.
As a healthcare recruitment firm, we found these statistics disheartening. Equal opportunity is something we take very seriously at Jordan Search Consultants in our own workforce and in the services we provide to our clients. Not only do these wage gaps put women at a disadvantage in their long-term earnings potential, but also the ability to pay off large loans that tend to accompany any schooling related to their field.
Why Are Women Earning Less Than Men?
An April 2017 article from US News & World Report states that conscious and unconscious stereotypes drive these pay disparities. For example, an experiment done in 2012 showed that when given two resumes, one named John and one named Jennifer, science professors hiring a lab manager offered John $4,000 more than they would have offered Jennifer. Research also shows that women tend to fall out of contention for top hospital spots between five years and 15 years post-graduation because that’s when they start thinking about families or have to care for parents.
Working Toward a Solution
The income disparity as well as the far fewer numbers of women in C-Suite executive positions speak to biases brought to hospital cultures. It’s a prime example of why it’s so important to consider your organization’s culture throughout your hiring processes. As your organization prepares for recruitment, we encourage you to assess your company culture and ensure that these implicit biases are addressed. If you’re unsure where to begin, consider this white paper we’ve put together to help organizations define their culture to attract and retain top talent. In addition, we are always happy to help in your assessment. Email email@example.com to learn more.
Quality Hospice Physicians Wanted
At Jordan Search Consultants, we’ve seen a major increase in hospice physician searches in recent years. This trend comes as no surprise considering only one in 10 people who need hospice and palliative care receives it, according to the World Health Organization and Worldwide Palliative Care Alliance. Studies also find between 8,000 and 10,000 physician specialists are needed to meet the hospice demands nationwide, but only about 4,500 are specializing in the field.
Despite the fact that the number of hospital-based programs nearly tripled between 2000 and 2010, and most large hospitals now have palliative care teams, according to the Center to Advance Palliative Care, Americans living in certain geographic regions (for example, where small hospitals are the norm) have limited access to this comfort-centered approach to serious illness.
The shortage will become even more serious as baby boomers reach end of life. By 2029, the number of Americans 65 or older will ascend to more than 71 million, up from about 41 million in 2011 (a 73 percent increase). More so than generations prior, baby boomers are living longer but are in worse health, resulting in a compounding need for hospice care.
Addressing the Shortage
In addition to the aging population, the shortage also likely stems from a limited interest in the field due to the nature of the work. “I do think it’s a calling to do this kind of work; you have to have a lot of compassion, communication skills, and excellent skills to keep [patients] comfortable,” said Dr. Jennifer Davis, medical director for Hospice of Davidson County in North Carolina.
Finding a solution to this dire need will require raising awareness and developing palliative-care skills among professionals, and medical and nursing students, according to Harvard Magazine. Recommended strategies include:
- Training leaders through programs like Harvard Medical School’s Center for Palliative Care, co-founded by Block and J. Andrew Billings about 15 years ago to expand palliative-care education nationally and internationally.
- Ensuring that everyclinician who sees seriously ill patients learns basic palliative-care skills, such as effective doctor-patient communication and pain management, while referring the more complex cases to specialists.
- Reminding physicians that palliative care aims to ease symptoms and suffering throughout a serious illness, not just at life’s end, and complements the care patients are already receiving. It’s not about dashing hopes.
While there is certainly reason for concern, it is important to remember that hospice and palliative care are still relatively new medical specialties; the fields weren’t officially recognized by the American Board of Medical Specialties until 2006. If your organization is in need of palliative care specialists, remain hopeful. Jordan Search Consultants’ customized recruitment solutions, extensive physician database, and passive and active search strategies ensure access to top candidates across the nation. Contact us to start your search.
Interview Advice for New Physicians
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.
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.
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.
Residents and fellows have staying power. They work extremely long hours—often without taking the time to sleep or eat. They are constantly surrounded by trauma and illness. They sacrifice time spent with friends and family to perfect their craft and pursue a dream. Becoming a physician is not for the faint of heart—and it is no wonder that resident depression, anxiety, and suicide rates have increased over time.
A Mayo Clinic study showed a strong correlation between burnout and depression, with 31% of residents screening positive for depression and 51% reporting a history of depression during residency. It is clear that rates of depression are higher in medical students and residents (15% to 30%) than in the general population. Some surveys have found that roughly 10 percent of medical students have reported having thoughts of killing themselves within the past year, which compares to 3.7 percent of the general U.S. population.
Complicating matters? Because of the significant demands on their time, residents and fellows are less likely to receive mental health treatment than members of the general population.
In years prior, there were no limits to the number of hours residents work. However, the ACGME, the governing body overseeing medical and surgical residency programs, has taken measures through the years to stunt the burnout epidemic. In 2003, with adjustments in 2011, the council imposed an 80-hour cap on the number of hours a resident can work per week, with 16 consecutive hours also serving as a limit for first-year residents (24 hours for second- and third-year residents).
To accompany these regulations, there are additional measures your organization can take to curb resident and fellow burnout.
1. Hold Special Stress-Mitigating Staff Events
Appreciation can go a long way in the medical industry. At Pennsylvania Hospital in Philadelphia, a hospital committee runs a yearly event called Paws for Pennsy (P4P), where cats and dogs are brought in for staff to enjoy.
“This definitely helps,” said Stephen Tsoukas, a medical resident at the hospital. “Hospitals are stressful. Some cases are sad. This brightens up your day.”
The UNC School of Medicine takes a similar route, hosting annual social events and activities to diminish burnout. These events include picnics, welcome and goodbye dinners, and participation in softball and kickball leagues.
2. Be Aware: Recognize Symptoms and Take Action
Residents are trained to detect signs of depression or substance abuse among patients. According to Morganna L. Freeman, DO, FACP, chair of ACP’s Council of Resident/Fellow Members and chief oncology fellow at the H. Lee Moffitt Cancer Center in Tampa, Fla., this should be practiced with peers, as well.
“Our skillset as clinicians in paying attention not only to what patients say but what they don’t say or how they interact with you is something you can easily carry over to how you interact with colleagues. … We have to look out for each other,” she said.
When Dr. Freeman saw a resident exhibiting signs of depression or anxiety, she waited until rounds were over, pulled him or her aside, offered to take the next admission, and suggested a coffee break.
3. Make Communication (and well-being check-ins) Mandatory
Residents should feel comfortable speaking about their struggles. However, the current residency/fellowship climate often discourages this, leaving physicians feeling uncomfortable about sharing their failures or struggles with superiors.
A former resident’s suicide inspired Stanford’s Department of Surgery to form a wellness program that promotes psychological and physical well-being for new surgeons. A focus of the Balance in Life program includes mandatory group therapy with Lisa Post, PhD, Clinical Associate Professor of Psychiatry and Behavioral Sciences. Post is also available for one-on-one counseling if the participants deem it necessary.
Balance in Life has implemented stress-mitigating staff events on the campus lawn, mentoring partnerships between junior and senior residents, and healthy snack-stocked fridges since its inception in 2011.
Odds are that individuals in intense residency and fellowship programs will experience some sort of burnout throughout their journey. By normalizing these feelings and behaviors—and offering outlets for communication and counsel—leading academic healthcare centers throughout the country can help to mitigate this long-standing challenge. Innovative resources, respite opportunities, and organized appreciation events will go a long way in improving the mental health and clarity of hard-working residents and physicians.
Choosing a specialty is a major step for an aspiring physician. For every student who enters medical school already knowing which type of medicine they want to practice, there are many others who are undecided and open to the myriad possibilities. Fortunately, the medical education process allows students to ‘test drive’ different specialties before selecting one in which to specialize.
It’s during these medical school rotations that students are exposed to the nuts and bolts of the various specialties. While all medical schools require third-year students to complete rotations in internal medicine, pediatrics, OB/GYN, and surgery, others also require specialties such as neurology, emergency medicine, and radiology. With so many specialties and subspecialties available, many times it’s up to the student to pursue an elective rotation, usually in the summer periods during med school. Giving students hands-on experience in different specialties goes a long way in helping them determine which specialties they may want to pursue, and just as importantly, those they do not.
Many times, choosing a specialty can be as simple as a student asking themselves what they enjoy. Do they like working with their hands and doing procedures? Then a surgical specialty may be the way to go. Do they like solving puzzles and figuring out a diagnosis? Then internal medicine may be the right choice. Other key questions that young physicians consider include the amount of time they are willing to spend in their training:
- Residencies for surgical specialties can last a minimum of six years, plus fellowship may also be required
- The amount of stress involved—ER docs must make split-second decisions that can literally be the difference between life and death
- What type of setting suits them—a large organization may be right for some, while others prefer a small private practice
With so many options, it’s by having the opportunity to work in various settings and disciplines, that physicians are able to narrow down their choices and find the one that suits them best. The shortage of, and competition for, residency slots make it less practical to pursue a specialty solely based on individual preference. Instead, physicians’ decisions may be more influenced by what’s available. Learn more about how what the residency slot shortage means for the future of healthcare—and opportunities available to future physicians—here.
Are healthcare regulations and incentives about to disrupt physician compensation models again? Although there are many models of physician compensation in effect, each with its own rewards and risks, the uncertainty following the U.S. presidential election has made it necessary for physicians and medical systems to take a wait-and-see approach as to what comes next.
Here are some of the models currently in use:
Fee-for-Service: This model focuses on paying for service with the focus on throughput and productivity. The risk with FFS is the tendency for overuse.
Fee-for-Value: The move to this model was meant to improve outcomes and reduce costs across the continuum of collaborative care. In the Fee-for-Value model, success requires a model to produce improved care outcomes while lowering costs of care.
Straight Salary: This simply means annual pay for doing the job. Misuse and underuse are both concerns with this model.
Pay-for-Performance: This model pairs compensation with predefined performance benchmarks. With P4P models, there is less chance for misuse, but overuse can result in a decrease in quality.
Capitation: This classic model of compensation is based on a fixed amount of patients per month.
Bundled Payment: Based on episodes of care across a continuum of healthcare professionals (individuals and teams) as well as organizations, this model lines up services with need.
Concierge: This model combines Fee-for-Service with an annual retainer. There is a low risk of overuse with this model because of the high cost.
ACO: This model is based on savings from which pay is determined by other metrics tied to the three goals (also known as the Triple Aim) of improving the patient experience of care—including quality and satisfaction, improving the health of populations, and lowering the per capita cost of health care.
Direct Contracting: This model pays physicians based upon a contract with an employer, eliminating the insurance intermediary. There is little to no value-based incentive, so the potential for overuse and misuse exists.
Production RVU: Based on a percentage of a physician’s productivity, the RVU stands for Relative Value Units—a RVU is given to each patient encounter, including procedures and surgery, and the physician.
One of the objectives of the Affordable Care Act was to tie physician compensation to increased patient quality and outcomes. What comes next remains to be seen, but flexibility and adaptability will be a key to sustainability. How is your organization preparing for potential change?
As a female business owner of a company that embraces diversity in the workplace, encouraging women to advance their careers and gain leadership roles is very important to me. In medicine—an industry with which Jordan Search Consultants works intimately—the professional barriers that women face are especially apparent; only 18% of U.S. hospital CEOs are female. According to HealthcareDIVE, the share of incoming women CEOs in the world’s 2,500 largest public companies dropped to 2.8% in 2015, the lowest level since 2011. Among healthcare companies, the rate was even lower—1.6%. It is my goal, as a healthcare staffing provider, to impact change these statistics. As such, here are several ways women in medicine can advance their careers.
- Adopt a leadership mindset in advance. Leaders don’t become leaders by accepting leadership positions. They are offered those positions because they have already prepared themselves for the role. For example, those who dream of transitioning from healthcare provider to healthcare administrator should consider getting an MBA. There are many other leadership training opportunities outside of a formal university education, as well. The important thing to remember is that if you want to advance your career, you can’t wait until you’ve reached a leadership position to start acting like a leader. Adopt the mindset now.
- Find a mentor (or at least a resource who can help guide you). A recent survey of male and female healthcare leaders found that women place more value on their bosses, peers, and organizational resources when it came to plotting an upward career path. This tells us that women are more likely to seek out guidance on their way to the top. This is significant because in order to achieve a leadership position, you can’t be hesitant to ask for guidance. This can come in the form of finding a mentor in the C-suite to help guide you through the process or making use of a variety of other resources your organization may have available to you.
- Face your fears head on. One of the most prominent qualities of a leader is fearlessness. That’s not to say that every successful woman in medicine never had her anxieties. But it does mean that she understood that in order to succeed, she had to overcome them. For example, if you have a fear of public speaking, consider volunteering to speak at your organization’s next event or lead a training program or webinar on a topic about which you have specialized knowledge. Even if it’s not directly related to your career goals, taking on something you don’t want to do will prove to your peers—and more importantly, to yourself—that you are a leader.
Ultimately, it’s important to remember that the sky is the limit for women in healthcare and healthcare administration. By securing a mentor, asking for guidance, adopting a leadership mindset, and getting comfortable with being uncomfortable, you have the power to dictate your own career path—all the way to the top.
If there is one thing our clients know about Jordan Search Consultants, it’s that we go above and beyond to find the perfect candidate, every time. Through our customized recruitment processes, extensive candidate database, passive and active candidate marketing techniques, and comprehensive industry knowledge, they have confidence that each search for which they engage us will be filled successfully. What many clients don’t know, however, is that we don’t do it all on our own. We rely heavily on our partners throughout the nation to help “sell” our clients’ communities—especially when relocation is involved—and relocation specialists are a go-to resource.
We interviewed Kathy Jordan, our Founder and CEO, to find out just how important real estate partnerships are throughout the candidate recruitment process.
Q. Why is it important for search firms to develop close relationships with relocation specialists?
We may have the tools to produce top-tier candidates that align with your organizational culture; but one thing we can’t control is the candidate’s willingness to move. That’s why relocation specialists often become an extended part of our recruitment team.
Q. What qualities do you look for when looking for a relocation specialist with whom to partner?
Knowledge and passion. Our partners are not only knowledgeable about the homes they are showing or the housing market, but they can provide endless amounts of valuable information about the community. Similarly, they are not just passionate about real estate; more importantly, they are passionate about the city they are selling. The specialists with whom we partner are their community’s number one advocate.
Q. Has a relocation specialist ever helped to close a candidate who was wavering on their decision?
Absolutely. Often, the partner, spouse, or family member of the candidate we are courting is the decision-maker. In such cases, we have had specialists go above and beyond by taking them around and showing them cultural hot spots while the candidate is in interviews. They find out what the family is interested in—whether it be schools, religious facilities, or family hobbies—and showcase all of the best parts of the community that meet their needs. We once had a candidate whose daughter did not want to move, so our partner relocation specialist arranged for her to meet a local violin teacher because that was her passion. The daughter fell in love with the teacher and was soon in full support of the move, so the candidate took the job. It was a win-win!
We also talked to one of our primary partners in St. Louis, Jill Butler, owner of RedKey Realty, to get her perspective on real estate’s role in recruitment.
Q. Why is the ability to sell a community just as important as market knowledge?
One of the most important parts of selling a home is selling the community. The most beautiful home in the world means nothing to most families if they aren’t confident in the schools their children will attend or the culture that they will be surrounded by each day.
Q. How do you recruit relocation specialists who you feel are knowledgeable and passionate about St. Louis?
As RedKey has developed an expertise in relocation, this has become an ever-important question. We look for specialists who not only love and appreciate St. Louis, but are actually participants in the community. When you’re constantly involved in events throughout the city, it’s impossible not to be passionate about it, and it’s also the best way to gain knowledge.
Q. Have you ever helped a recruiter close a deal with a candidate who was wavering on their decision?
Many times. When we partner with search firms or organizations with relocation initiatives, part of our process is to take the candidate and their family on a limo tour through the city. We go by cultural institutions, tell them about the rich history of each neighborhood, and introduce them to everything we love about St. Louis. Our partners oftentimes tell us that the tour is what solidified their candidate’s decision. It’s a lot of fun for everyone.
There you have it. When you’re seeking the best of the best, you can’t afford not to ensure that your top candidates are sold on every aspect of your organization—including its zip code. If your healthcare organization needs help recruiting out-of-town candidates to your city, Jordan Search Consultants has the knowledge and partnerships to ensure success.