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.

How HSNE, a Division of JSC, is Making Waves in New England as a Client-Focused Firm

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Interview with Health Search New England (HSNE)

When you think about healthcare recruitment, you think about innovative firms like Jordan Search Consultants that focus on understanding the client’s unique needs and culture to create enduring matches between healthcare organizations and providers. In 2017, we acquired Health Search New England (HSNE), partly because their matchmaking styles are so similar to ours. There is one big differentiator, though: because HSNE serves healthcare organizations in New England only, they focus on getting to know the candidates first and foremost.

Upon the launch of HSNE’s new website, we talked to Vice President Celena Knapp about exactly what this means—and how both healthcare providers and organizations benefit.

Why is Health Search New England candidate, as opposed to client, focused?

It just makes sense when you are a region-specific recruitment firm. I know, and have excellent relationships with, the hospitals and healthcare organizations in New England. Where I need to innovate—in order to best serve these clients—is in drawing in and creating relationships with qualified candidates. With a regionally-focused firm, it makes better business sense to allocate resources to attracting top-tier candidates to a region.

In some ways, it seems as if you are an ambassador for the New England region…how does this contribute to HSNE’s success?

I’ve lived in New England my entire life; I know the pros and cons and am forthcoming about the realities of living and working here. To attract healthcare providers who have even the slightest interest in relocating here, I have to be knowledgeable about the areas and everything unique this region has to offer. This region-specific knowledge helps me sort the candidates who are invested and will be happy long-term here from those that just have good memories of vacationing on Cape Cod as a child. This helps my clients because I’m providing candidates who want to stay in the communities, thereby reducing turnover rates.

How do you describe what you do to healthcare providers?

I’m a match maker. I really get to know the candidates…not just inquiring about their professional goals and ambitions, but also about their personal lives. I want to make sure their interests line up with what New England, as a region, has to offer. I want to make sure their spouses or partners will be happy here…that their kids can thrive. Developing such relationships with candidates benefits my client organizations and the candidates themselves.

While JSC deeply vets candidates, they are also invested in attracting client organizations and learning clients’ organizational needs and culture. Your business model is a bit of the reverse, yet this was an exciting and positive merger. Can you expand on that?

JSC serves clients nationwide; HSNE serves clients only in New England. Because the HSNE team has been working in this area for more than three decades, we’ve done (and continue to do) the culture evaluations with healthcare organizations. By concentrating on attracting great healthcare providers to become engaged with HSNE –whether they are actively looking or curious about the area—I am better able to serve New England’s healthcare organizations.

What do the healthcare organizations with which you work like about your approach?

They love that I bring them candidates who are not only extremely qualified, but candidates that are committed. By the time I bring a candidate to an organization, I know that they want to be in New England long-term. And, with the ever-rising costs of replacing physicians and other healthcare providers, this provides extreme value for the organizations.

What do the candidates with whom you work like about your approach?

They enjoy the fact that I’m always here for them. Whether I’m working with someone who has a few more years of residency to go, but knows she wants to be in New England, or I’m in communication with a physician who is thinking of spending the last 10 years of his career in New England, I’m an honest sounding board and a resource of information for those who are actively or passively looking. There are some candidates with whom I’ve had relationships and conversations for more than five years! I get to know them well and that is why I’m able to only bring to client organizations the best of the best.

If there is a healthcare provider out there who is really interested in moving to New England or just a slight bit curious about the opportunities or lifestyle there, what should they do?

If you are actively looking or curious about the area, I’d love to speak with you. Create a free profile on the website or contact me so we can set up a time to talk.

Celena Knapp, Vice President

Kathy Jordan Selected as Top Women Business Owner

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Kathy Jordan, Recognized as Top Women Business Owner

Kathy Jordan, Founder and CEO of JSCWe are proud to announce that Jordan Search Consultants’ founder and CEO, Kathy Jordan, was selected as one of St. Louis’ Top Women Business Owners of 2018 by Small Business Monthly (SBM).

SBM began honoring Top Women Business Owners 25 years ago to promote the entrepreneurial talents of area women and to encourage more women to become business owners. More than 300 outstanding women have been featured over that time, with approximately 10 chosen each year, and Kathy is proud to be among them.

About Kathy Jordan

Kathy was selected this year because anyone who keeps up with healthcare recruitment industry news has seen her name a lot lately—and for good reason. Under Kathy’s leadership, Jordan Search Consultants has acquired firms on the East and West coasts giving the company a truly national presence. Founding one of the fastest-growing healthcare recruitment companies in the region is only a part of Kathy’s admirable career. In addition to JSC’s recognition as an SBM “Future 50” Company and a finalist for St. Louis Business Journal’s Best Places to Work Awards, Kathy has been selected as one of SBM’s top 100 St. Louisans to Know, won the St. Louis Business Journal’s Advancement of Women Award, and was chosen for—and graduated from—the U.S. Small Business Administration’s Emerging Leaders Program. As a sought-after thought leader in the industry, she has spoken at various healthcare leadership conferences and is frequently published in national publications such as Medical News, Executive Insight, MGMA Connection, Becker’s Hospital Review, and more.

In addition, Kathy is also passionate about the advancement of women. Her commitment to the personal and professional development of women leaders began in college and grew to her helping immigrant women from underserved countries more than a decade ago. She now passes those ideals on to her employees as a mentor; about 75 percent of her workforce is female, and all of the women in leadership roles at JSC have been promoted from within.

SBM will be holding a luncheon where all of the top women business owners (the newest class and alumni class) will be honored on February 21, 2018 at the Hilton Frontenac Hotel from 11am-1pm.

For a free recruitment assessment or for recruitment solutions, call Jordan Search Consultants at 866-750-7231 or fill out a contact us form online.

How the GOP Higher Ed Plan Could Impact the Physician Shortage

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The House of Representatives recently proposed a sweeping overhaul of a federal law that governs almost every aspect of higher education, a plan that would eliminate some popular student aid programs and impose restrictions on others.

All debt-ridden students could be affected by this legislation, but particularly those entering the medical fields who have accumulated more loans than the average student. A full 75 percent of the medical school graduates in the Class of 2017 held an average $190,694 in total student loan debt, according to the latest survey data from AAMC. To top it off, interest rates on that debt hover between 5 and 7 percent.

While the legislation seeks to make colleges and universities more responsive to the needs of employers and reduce taxpayers’ stake in the financing of education, the changes will likely drive students away from specialties that pay less (such as primary care and psychiatry)—specialties that are already in decline. Even worse, the changes may drive some students away from the medical field entirely.

In other words, the physician shortage could very well become even more dire than expected.

What does this mean for healthcare organizations? Increased competition for qualified individuals. With the potential of a smaller pool of candidates than ever, it’s imperative to have tactful recruitment strategies in place now, before it becomes too late.

Is your organization ready? As you prepare for the future, consider completing this checklist to determine your readiness to recruit. If you have questions regarding the checklist or need information regarding compensation, recruitment incentives, or physician-to-population ratios, don’t hesitate to reach out. Jordan Search Consultants offers free recruitment assessments, and we would be happy to provide direction during this uncertain time.

For a free recruitment assessment, contact Jordan Search Consultants at 866-750-7231 or fill out a contact form online.


Innovative Models for High Utilization Patients

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The United States has been dealing with steeply rising healthcare costs over the past decade. However, there may be hope.

According to the August 2017 Altarum Institute Center Health Sector Trend report, healthcare spending growth slowed in 2016, growing by only 4.6 percent, and the trend appears to be continuing. Estimates based on new data show the downward movement continued for the first half of 2017 at 4.4 percent.

This promising outlook can be attributed to a multitude of factors, but there is one in particular that is important to consider as healthcare leaders work to decrease spending in 2018: innovative models for high utilization patients.

In the United States, more than 50 percent of healthcare costs are accrued by five percent of patients. That five percent, referred to as high utilization patients, are those with multiple or complex conditions that require frequent “high-need and high-cost” treatment. Unique models built to administer care to this group have proven to be a viable solution for cost savings and increased quality of care. The cost savings aids the balance between the cost of care for “high-need and high-cost” individuals and those sharing the cost passed down from insurance companies to cover the cost of that group. In other words, everybody wins.

We are especially familiar with the positive impact of these innovative models of care at Jordan Search Consultants. Because of our knowledge in this space, we were recently engaged by an industry-leader in this arena, AbsoluteCARE.

AbsoluteCARE is a comprehensive staff model Patient-Centered Ambulatory ICU to which health insurance companies refer patients directly. By reducing ER use and length of stay, and by managing and preventing the complications that lead to additional hospital admissions, AbsoluteCARE is consistently achieving outcomes that are largely unprecedented among the high utilization population. Their target patient population traditionally scores in the lower 30th percentile with most Value-Based Purchasing measures, while AbsoluteCARE members score above the 90th percentile.

The life-changing effects this model has for the most at-risk population, and for the healthcare system as a whole, can and have been replicated. According to Hospital & Health Networks Magazine, a number of health systems are adopting innovative approaches that combine intensive-care coordination with supportive housing for high-utilizing populations who are facing housing insecurity, chronic disease, substance use disorders, and mental health conditions, and who are bouncing from the streets to emergency departments to inpatient stays to jail—frequently interacting with first responders and clinical providers.

As healthcare leaders consider options for improving quality and reducing costs, it’s important to keep in mind that launching a successful care management model depends on committed leaders and a staff with strong interpersonal skills to engage high-risk patients.

If you’re an organization interested in leveraging recruitment strategies in order to address high utilization, Jordan Search Consultants can help. Contact DJ Larson at to learn more.


Smart Healthcare Organizations Continue Recruiting, Even in Times of Uncertainty

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Healthcare Recruitment is Still a Priority

Despite the uncertain future of the U.S. healthcare system, healthcare organizations have continued to add employees in 2017, according to the U.S. Bureau of Labor Statistics. Why? Regardless of politics and ever-changing policies, the healthcare industry’s primary responsibility remains clear: to care for the population. And to do so, organizations must prioritize recruiting and retaining the right providers.

While everything else might seem uncertain, great success can be achieved with a guiding mission and purpose from which to propel. To sustain your mission, recruiting strong leaders with a flexible, yet forward-thinking mindset is crucial. Motivated, positive individuals with innovative ideas and the determination to forge workable solutions will help to leverage your organization’s competitive advantages.

The need to ramp up recruitment efforts and attract these forward-thinking healthcare workers and physician leaders is underscored by two trends:

  1. Organizations are experiencing an increase in employee turnover, along with longer times to hire, according to Health eCareer’s 2017 Healthcare Recruiting Trends Report. Thirty-six percent reported that turnover at their organizations increased last year, with the majority of respondents indicating that the time it takes to fill positions has also increased.
  2. survey by the Physicians Foundation revealed last year that 47 percent of U.S. physicians may retire sooner than planned. As the stock market continues to break records and the healthcare system becomes more complicated under Trump’s administration, it would not come as a surprise to see that number increase in 2018.

These are dire statistics, especially when you consider the ever-increasing patient population. If you need help determining ways your organization can stay competitive in the current recruitment environment, Jordan Search Consultant’s team of experts is here to help. Whether you’re an organization seeking turnkey recruitment strategies or a healthcare professional seeking employment opportunity, we would love to hear from you.


Preparing for an Aging Physician Workforce

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The Aging Population and the Effects on Healthcare

The aging population’s increasing effects on healthcare have been making headline news for years. While the focus is usually on how baby boomers’ medical needs will be met in the coming years, healthcare organizations must also remember that an important subgroup within this demographic—physicians—is aging, as well.

What Does this Mean for the Future of Healthcare?

The combination of an aging patient population and an aging physician population is creating one of the underlying drivers of the growing physician shortage. Every year, more physicians age out of their full-time practice, while, at the same time, more senior patients are in need of physicians. According to AAMC, by 2025, demand for physicians will exceed supply by up to 90,000.

What Healthcare Organizations Should Be Doing Now

Now is the time for healthcare organizations to explore planning strategies to offset this anticipated demographic change. When you consider the number of years required to train a physician, particularly a specialist, succession planning requires a lot of forward thought.

To understand the important implications of unplanned early or late physician retirement, in terms of patient safety and human resource allocations, a series of studies by the National Center for Biotechnology Information examined the timing and process of retirement of physicians. They concluded that excessive workload and burnout were frequently cited reasons for early retirement; ongoing financial obligations delayed retirement; and strategies to mitigate career dissatisfaction, workplace frustration, and workload pressure supported continuing practice.

With this knowledge, planning of successors can be deliberate. Healthcare organizations might consider fostering retirement mentorship programs, resource toolkits, education sessions, and financial planning workshops for physicians over the course of their careers. The aforementioned studies found that one tangible, successful strategy for retention in aging physician populations was a reduction in working hours. A steady shift from clinical duties to teaching and mentoring not only helped the retirees, but also transferred knowledge and wisdom to younger professionals.

However prepared organizations are, though, turnover is expensive. According to the Well-Being Index by Mayo Clinic, the average institution sees $1.3M in lost revenue, recruitment, and replacement costs of physician vacancies. This figure should serve as a reminder to hire deliberately. If you don’t yet have a strategic recruitment and retention plan in place to preemptively navigate the hurdles that the aging physician workforce brings, Jordan Search Consultants can help. Our innovative recruitment solutions, extensive physician database, and passive and active search strategies ensure access to top candidates across the nation to fill your future openings. Contact us for more information.

How a DACA Repeal Could Impact Healthcare Recruitment

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The DACA Repeal and How it Affects Healthcare Recruitment

After Trump announced his decision to repeal the Deferred Action for Childhood Arrivals program, both the American Medical Association (AMA) and the Association of American Medical Colleges have been urging Congress to pass a solution to keep DACA individuals in the country. Why? As the AMA’s Chief Executive Officer pointed out in a letter to Congressional leaders, “this reversal in policy could have severe consequences for many in the healthcare workforce, impacting patients and our nation’s healthcare system.”

According to the AMA, one out of every four physicians practicing in the U.S. is an international medical graduate and these include many with DACA status who are filling gaps in care. In addition, there were 113 students with DACA status who applied to U.S. medical schools and 65 “Dreamers” enrolled for the 2016-2017 school year. While significant, these figures are expected to be even higher for the 2017-2018 school year considering most confirmed recipients are still completing their undergraduate degrees. Plus, in the coming decades, AMA figures suggest that DACA protections could qualify as many as 5,400 previously ineligible people to join the U.S. physician workforce.

What Does this Mean for Future Physicians?

Ending DACA would severely limit the number of physicians entering our workforce at a time when the U.S. is already experiencing a physician shortage—one that is expected to balloon to between 40,800 and 104,900 physicians by 2030 (and those figures were calculated prior to the announcement of the DACA repeal).

Removing those with DACA status will particularly worsen care shortages for organizations in rural and other underserved areas. DACA physicians are more likely to work in high-need areas where communities face challenges in recruiting other physicians. They tend to be bilingual and come from more diverse cultural backgrounds which help them better understand the challenges that face certain ethnic communities.

Considering this looming threat, it is important to understand and analyze how the legislation could impact healthcare organizations particularly in relation to recruitment. With the potential of a smaller pool of candidates than ever, it’s imperative to have tactful recruitment strategies in place now, before it becomes too late.

Is your organization ready? As you prepare for the future, consider completing this checklist to determine your readiness to recruit. If you have questions regarding the checklist or need information regarding compensation, recruitment incentives, or physician-to-population ratios, don’t hesitate to reach out. Jordan Search Consultants offers free recruitment assessments, and we would be happy to provide direction during this uncertain time.




Is Emotional Intelligence the Key to Strong Healthcare Leaders?

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We’re all familiar with the term IQ, but at this year’s MGMA Annual Conference, the focus was on a different idea—EQ or emotional intelligence. The Jordan Search Consultants’ leadership team attended this conference and heard from Shelly Waggoner, MS, CEBS, SHRM-SCP on the topic. Waggoner explained that emotional intelligence is made up of 4 core skills: self-awareness, self-management, social awareness, and relationship management. Acknowledging these behaviors can make the healthcare industry smarter—and recruiting efforts more meaningful.

What is Emotional Intelligence?

EQ is a set of behavioral abilities that impact work performance. This idea began in the 1930s when psychological research supported a connection between “social intelligence” and work productivity.

EQ’s connection to Healthcare

Although the term EQ has existed since 1930, emotional intelligence practices are just now finding their way into healthcare. Not surprisingly, the recent focus on this type of intelligence corresponds with the push for enhanced patient-centered care. In fact, it is proven that EQ leads to higher patient satisfaction and improved clinical performance. After all, healthcare is not only medical, but also highly emotional.

EQ is especially relevant when it comes to identifying strong physician leadership, which is critical for organizations in today’s healthcare environment. According to the American Board of Physician Specialties, “All doctors are intelligent, but it takes more than an impressive IQ to be a good leader. Emotional IQ, empathy, and the ability to build consensus are highly valued traits that can reveal someone’s leadership potential.”

Measuring EQ in Healthcare

There is no doubt that recruitment is the best time to introduce EQ measurement. One of the primary tools available to help identify levels of EQ is personality testing. The topic of personality testing in healthcare is a highly debated one due to the long-held belief that physicians require a broader, knowledge-based set of skills that are more important than an individual’s particular personality. But with healthcare employers facing increased hiring pressure due to physician shortages, the high cost of health professional turnover, and the focus on population health, more and more organizations are examining the value of integrating personality assessments into the recruitment process.

The key question organizations are asking: Is there a measurable benefit to personality testing in physician recruitment and development? If so, how can organizations successfully leverage the available resources and implement personality testing processes into their organization to cut turnover costs and more strategically plan for the future?

If you’re interested in exploring the answers to these questions specific to your organization, Jordan Search Consultants is here to help. Contact for more information.

What Makes the Jordan Search Model Unique?

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When healthcare organizations come to Jordan Search Consultants for recruitment solutions, one of the first questions they ask is if we operate under a retained or contingency model. Considering these are the two most highly-publicized search models, they are often surprised when our answer is, “it is not that simple.” After all, recruitment must be customized; one size does not fit all.

Increasingly, research supports that a flexible partnership between an organization and a search firm provides the most competitive advantages. That’s why we collaborate with our clients to customize a service offering that works with your internal resources to further your recruitment goals. We believe that delivering and retaining top talent doesn’t fit into recruitment model boxes. The methodology differs based on the position, the organization, internal resources, and more.

Next, organizations want certainty. Specifically, they ask about a placement guarantee.

There is never a “guarantee” of placement because successful recruitment is dependent on a myriad of factors, especially in the ever-changing healthcare environment. Jordan Search Consultants is proud of our 99.3% placement rate. And, we are so confident in our behavioral interviewing techniques that if your recruited employee leaves after less than a year of working for your organization, we’ll conduct a search to replace them at no cost.

You see, what makes the Jordan Search model unique is that we’re dedicated to more than position fulfillment. We know that strategic recruitment directly affects your organization’s revenue, reputation, and retention rate of staff—and that a function so critical to organizational success cannot be left to chance. That’s why our primary goal is to optimize the process and positively impact your bottom line.

How do we do it? We’re glad you asked.

The Jordan Search Model

For each recruitment project, JSC will provide some or all of the following services as deemed appropriate for the identified search:


  1. Interview key decision makers to determine candidate search criteria
  2. Assess organization’s corporate culture
  3. Identify potential challenges to recruitment and brainstorm potential solutions


  1. Analyze market for trends specific to industry and position
  2. Create comprehensive, customized, proactive recruitment plan


  1. Implement candidate sourcing initiatives
  2. Network with associations and industry leaders to mine active and passive candidate pools
  3. Identify qualified candidates meeting client-identified criteria
  4. Utilize behavioral interviewing techniques to vet candidates

Ongoing Communications  

  1. Maintain consistent communication to keep all parties informed of search status
  2. Act as consultant/advisor throughout process RESULTS
  3. Present top-tier candidates via verbal and written presentation
  4. Verify credentials, conduct in-depth reference checks on interviewing candidates
  5. Assist with interview preparation and candidate evaluation throughout process


  1. Following placement, provide reports as requested to meet organizational requirements
  2. Conduct strategic follow-ups with candidate and client to ensure retention

Interested in learning more about Jordan Search Consultants’ innovative healthcare and academic recruitment solutions? We would love to hear from you. Call 866.750.7231 or email


Jordan Search Consultants Recognized by eHealthcare Leadership Awards

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eHealthcare Leadership Award Winner 2017We are excited to announce that Jordan Search Consultants’ website was recently selected as Best Internet Home Page by the 2017 eHealthcare Leadership Awards. Winners were announced on October 25 at the 21st Healthcare Internet Conference in Austin, Texas, where organizations representing a broad industry spectrum received recognition for their outstanding websites and digital communications. Judged by a total of 116 individuals in the healthcare industry, awards were given in 15 different categories.

“When we set out to create a new website with our marketing agency of record, Arco + Associates, our primary goal was to better communicate our mission and service offerings to healthcare organizations and higher education institutions throughout the nation,” said Kathy Jordan, Jordan Search Consultants’ founder. “This award is an excellent indicator that we not only met our goal, but that our digital efforts exceed industry standards, given the caliber of the competition and the credentials of the judges.”

Winners range from small and large healthcare provider organizations, to business-to-business and medical device companies, but they all understand their target audience, and they know how to present information in a format that is both pleasing to the eye and highly functional. That experience creates a bond between the user and the organization’s brand—and it drives business outcomes.

“Digital marketing and communications in healthcare organizations continue to evolve rapidly and we were thrilled to recognize the best of the best in the industry,” said Matt Humphrey, producer of the eHealthcare Leadership Awards.

View the full list of 2017 eHealthcare Leadership Award winners and find us on page six under the Other Healthcare Sites category.