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.

The Negative Effects of Physician Administrative Tasks on Patient Care, Satisfaction, and Wait Times

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The widespread implementation of electronic medical record (EMR) systems (also known as electronic health records or EHRs) and an increased patient population have given rise to heavier workloads and more administrative burdens on today’s healthcare providers. In addition to increased stress on physicians, this reality has also had negative effects on patient care, satisfaction, and wait times.

The hours physicians spend on administrative tasks is significant. A recent report showed that physicians now spend the majority of their time on electronic paperwork and far less time face-to-face with their patients. When patient-provider visits are shortened, the quality of care a provider is able to offer suffers. It becomes more difficult to have meaningful conversations about a patient’s mental and emotional health, or to explore the possibilities and merits of lifestyle changes to address or mitigate health issues.

Another side effect of the overwhelming amount of required notes and documentation is an increased risk of burnout. One study found that physicians who reported not having enough time to complete EMR documentation were almost three times as likely to show symptoms of burnout. When physicians experience burnout, it interferes with their ability to provide quality care to their patients. Burnout often manifests as depersonalization, or detached feelings, toward patients. And when a provider is unable to demonstrate empathy, patient satisfaction decreases.

Inefficiencies in an organization’s office or operational procedures also exacerbate the problem of heavy administrative burdens – and lead to longer patient wait times. When patients experience long delays before they see a provider, satisfaction levels plummet. Dissatisfaction with wait times has been shown to negatively affect patients’ perception of their entire experience, including the quality of care provided by physicians and other caregivers.

Streamlining organizational operations and eliminating inefficiencies has been shown to ease administrative burdens, decrease wait times, and increase patient satisfaction. One healthcare provider significantly decreased patient wait times by implementing a “lean” process in their office. This included identifying wasted time, areas for improvement, addressing bottlenecks, and reallocating some administrative tasks to non-physician staff members. As a result of adopting this methodology, they saw an 85% decrease in patient wait times.

While electronic medical records (and the administrative tasks and time they require) are here to stay, organizations can mitigate the negative effects on patients by redistributing the administrative workload, examining and adjusting office procedures to increase efficiency, and implementing tactics to make wait times less onerous for patients. Doing so will benefit physicians, patients, and the health of the organization.

If you’re looking for the right healthcare candidates to equip your organization to succeed, Jordan Search Consultants can help. Email us or give us a call at 866-750-7231.

Leveraging Hiring Incentives in Physician Recruitment

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Leveraging Hiring Incentives in Physician Recruitment

The effects of the current and looming physician shortage are readily apparent in the healthcare industry. When it comes to physician availability, patients aren’t the only ones struggling to find a provider. Healthcare organizations are also finding it difficult to hire the most desirable physicians due to an extremely competitive environment – especially when it comes to primary care physicians. In addition to offering attractive base salaries, it has become commonplace for organizations to include hiring incentives in order to procure the best candidates.

According to a 2018 report by the Medical Group Management Association (MGMA), compensation for primary care providers rose more than 10% in the previous five years, almost double the increase seen in specialty fields. The report, which used data from over 136,000 providers across the United States, showed median earnings of $257,726 for primary care physicians, and $425,136 for specialists. Organizations must stay abreast of current compensation trends for the positions they wish to fill – to attract the best candidates, offering a competitive salary is paramount. In addition to specialty, geographic location is an important variable when determining compensation. The top-earning states for physicians are Indiana, Oklahoma, Connecticut, Wisconsin, and Nevada, while the lowest-earning states are Michigan, Massachusetts, Hawaii, New Mexico, and Maryland. In most industries, urban areas offer higher salaries, but that’s not always true in healthcare. For example, the median income for an anesthesiologist in a non-metro area (defined as an area with a population of 50,000 or less) was $469,057, nearly $25,000 more than the median income of anesthesiologists located in urban areas. With some exceptions, most specialists in rural locations can expect to make more than their urban counterparts. Specialty, geographic region, and location all play a part in determining what constitutes an attractive and competitive compensation offer.

When recruiting physicians, examples of typical incentive offerings include a signing bonus, continuing medical education (CME) support or reimbursement, and a relocation allowance. According to MGMA’s DataDive Provider Compensation database, which represents 147,000 providers in a variety of specialties, the most recent median signing bonus for a family physician without an obstetrics certification was $28,000, the median amount for CME support was $2,750, and relocation allowance was $7,050. For physicians specializing in internal medicine, the median values were as follows: a signing bonus of $20,000, CME support of $3,500, and a relocation allowance of $7,800. While these numbers reflect the median values of various specialties, we’ve also seen signing bonus amounts of up to $50,000 and relocation allowances ranging from $10,000 to $20,000, depending on the specialty and the desirability of the candidate.

Organizations who wish to hire a resident or fellow once they complete their training may offer a monthly stipend as a hiring incentive. Typically, a monthly stipend offer is contingent on an early signing commitment and can range from $1,500 to $3,500 per month for the remainder of their training. When it comes to recruiting younger candidates right out of residency, loan repayment programs are also a very desirable incentive. According to the American Association of Medical Colleges, the median amount of loan debt for recent medical school graduates was $200,000. Typically, organizations will pay a monthly or yearly sum toward loan repayment in exchange for the candidate working full-time for an agreed-upon amount of time. One example: When seeking physicians to fill rural job openings, Banner Health, a nonprofit healthcare system, offered $100,000 in loan repayments over five years. Some healthcare systems also offer a retention bonus where the physician receives an agreed-upon amount ($25,000, for example) after each year of service to an organization.

There is no one-size-fits-all approach to determine the best hiring incentives and amounts; much depends on the type of position, organizational resources, geographic location, and the individual candidate. At Jordan Search Consultants, we spend time getting to know the organizations we recruit for – and the candidates we recruit so that we can help develop innovative recruitment packages that attract the best candidates. For help and insight on finding and hiring the right provider for your organization, email us or give us a call at 866-750-7231.

The Continuing Evolution of Telemedicine

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Telemedicine, which uses digital monitoring tools and communication platforms such as email, text, and video conferencing to connect patients to providers, is increasingly being utilized to provide a variety of remote care services. It is especially helpful for patients who live in rural areas and must travel considerable distances to see a provider or specialist. Recent legislative changes and emerging technologies are fueling the growing use of telemedicine to bring much-needed healthcare services to those who need it most.

In hospital settings, telemedicine is most often used to provide off-site radiology reading services and timely stroke care. Acute remote stroke care, known as telestroke, is common in emergency departments that do not have stroke experts or radiologists on the premises. Telestroke connects on-site personnel with remote experts who assist in giving a prompt diagnosis and treatment recommendations. For patients suffering a stroke, time is of the essence. Swift treatment is necessary to reduce the occurrence of subsequent stroke-related disabilities.

Telemedicine is also used for diagnosing and treating non-emergency primary care issues that need immediate attention, such as the flu, lower back pain, conjunctivitis, and urinary tract infections. With telemedicine, patients can receive faster access to care because they don’t have to wait several days for an in-office appointment. In fact, SSM Health, based in St. Louis, recently unveiled an initiative that offers virtual appointments within an hour of the request, for a flat fee of $25. Telehealth appointments for non-acute issues such as these can also be capably managed by Nurse Practitioners and Physician Assistants, freeing physicians to concentrate on more complicated or urgent cases.

Telemedicine also works well for assisting patients who are living with chronic conditions, such as diabetes. Affordable and convenient access to preventative care is an effective tactic to keep patients healthier – and reduce healthcare costs. The Center for TeleHealth at the University of Mississippi Medical Center in Jackson focused on engaging and educating their diabetes patients in addition to remotely monitoring their blood glucose levels. As a result, they were able to completely eliminate diabetes-related emergency room visits within six months.

Telemedicine tools are increasingly being used to monitor patient health and collect essential data. Mobile cardiac event recorders enable patients to capture an electrocardiogram of their heart whenever symptoms are occurring and instantly transfer that information to their providers. Digital stethoscopes can amplify and record the sounds of a patient’s heart and lungs. For remote video consultations, some telehealth platforms integrate directly with an organization’s EHR system, enabling the provider to easily reference a patient’s medical history while also providing real-time virtual care. And when off-hours telehealth monitoring was used in nursing homes, a 10% decrease in hospitalizations was observed.

The power and possibilities of telemedicine are exciting, especially for populations that cannot afford or easily access traditional healthcare services. At Jordan Search Consultants, our mission is to ensure that all people have access to top-tier healthcare services, no matter where they are located. If your organization needs help finding the right providers, including those who specialize in telemedicine, for your community’s needs, email us or give us a call at 866-750-7231.

Work vs. Paperwork: Navigating Healthcare Administration Challenges

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The complex and fast evolving landscape of America’s healthcare system has created unique challenges for both physicians and administrators. One of the most difficult issues facing healthcare organizations and providers is the industry-wide evolution from fee-based models of care to value-based models of care. To survive and thrive within this new business paradigm, healthcare organizations and their leaders must incorporate new systems and business models. As a result of these changes, as well as the implementation of electronic health records (EHRs) to collect data, physicians have seen their responsibilities expand beyond patient care to include significant increases in paperwork and administrative duties. Consequently, physicians have less time to see their patients and report feelings of frustration and burnout. It can often feel that the goals of organization administrators and healthcare providers are at cross-purposes with each other. How do organizational leaders run an efficient business while also ensuring that physicians feel supported and enabled in their efforts to provide quality patient care? And how can physicians help administrators create and implement strategies that bolster better patient care and the bottom line?

An essential aspect of value-based care revolves around collecting patient data through EHRs and then analyzing it to determine treatment best practices. While electronic health records are meant to enable physicians to make more informed decisions for better patient care, poorly designed EHR systems can have a detrimental effect on providers’ ability to fully engage with their patients. Physicians who have to click multiple times to navigate a single electronic record lose time to the inefficiency of the interface and spend precious minutes looking at a computer screen instead of interacting with their patient. Additionally, too much unfiltered data can cause “alert fatigue.” A 2016 study found that primary care physicians received almost 80 EHR alerts on average per day – and spent more than an hour responding to them, even though most of these alerts ended up being dismissed as unimportant. When physicians are constantly hampered or overwhelmed by distractions such as these, the quality of patient care suffers, as does patient satisfaction, a key metric of value-based care and organizational success.

One of the ways healthcare administrators and leaders can help reduce wasted time for physicians – and cultivate acceptance of new methods and technologies – is to actively seek their thoughts and ideas about process implementations and refinements. This should include feedback on existing systems (like EHRs) as well as suggestions on how to improve delivery of care. Physicians on the front lines have invaluable firsthand knowledge of what works well – and what doesn’t. HealthPartners, a nonprofit health care organization in Minnesota, surveyed their physicians to identify administrative pain points and then implemented a multi-faceted approach to address them. This included creating designated care teams, streamlining workflow, using defined EHR templates, and shifting certain communication responsibilities from the physicians to other members of the care team. Together, these methods save their physicians more than 30 minutes a day.

The strategy of striving to understand the unique challenges facing each department should also be implemented in reverse. A physician’s training does not include a comprehensive education on healthcare policy, administration, finance, or organizational behaviors. Teaching physicians how the delivery of care is financed can help encourage acceptance of organizational change. For example, CareMore Health System has created an internal academy to educate their physicians about how healthcare is financed within their system in order to facilitate understanding of their organizational policies and decisions.

As healthcare organizations seek to create workplaces that encourage and facilitate mutual understanding and collaboration, adept leaders who can help close the divide between providers and organization administrators are needed. Physician leaders are well positioned to bridge this gap, bringing both clinical knowledge and experience with patient care as well as an investment in achieving larger organizational goals. David B. Nash, an internationally recognized expert in population health and physician leadership development, notes that physician leaders who want to successfully implement value-based care models will need specific skillsets: “In addition to flexibility, a willingness to learn and to listen, a deep understanding of organizational culture…is needed.”

At Jordan Search Consultants, we understand the importance of culture and personality fit, especially when it comes to healthcare leaders, administrators, and providers. If you need help finding the right candidate to help your organization move forward successfully, call us at 866-750-7231 or email us here.

Beyond Technology: Embracing Change in Orthopedic Medicine

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Orthopedic specialists are well acquainted with exploring the possibilities of change. Within the field of medicine, orthopedists are known for their early adoption of technology and willingness to consider new techniques to improve patient outcomes. Over the last several decades, technological innovations and instruments have completely transformed the way many orthopedic surgeries are performed, resulting in less invasive procedures and faster recovery times for patients. Now, as the healthcare industry undergoes a shift from fee-based services to value-based care, orthopedic specialists and leaders must apply that same spirit of adaptability to their professional worldview as they continue to work toward providing the best care possible.

As a whole, orthopedic surgeons are growing older. In 2008, the average age was 50.7 years old; in 2016, the average age had increased to 56.48 years old. And while many other specialties have moved toward a more balanced gender ratio of medical graduates, today the vast majority of orthopedic surgeons are still men. A recent report published by the American Academy of Orthopedic Surgeons (AAOS) noted that the number of female orthopedic surgeons in their ranks was less than 7%. Currently, 14% of orthopedic surgery residents are female. An article from The Journal of Bone & Joint Surgery posited that the lack of female orthopedic surgeons in leadership positions within medical schools was detrimental to the recruitment of female medical students and suggested increasing female medical students’ exposure to orthopedics and female mentors in order to attract more women to the field.

The demand for orthopedic specialists is significant and will only continue to increase as the population ages. In the United States, more than half of all adults are affected by musculoskeletal diseases, and the most commonly reported conditions are trauma, back pain, and arthritis. Musculoskeletal issues are even more prevalent in older portions of the population, affecting almost 75% of those over the age of 65. The U.S. Census Bureau projects that in the next 40 years, the American population aged older than 65 will increase from 15% to 24%, and those aged 80 years and older will double, from nearly 4% to 8%. According to a recent blog post from Harvard Medical School, orthopedic surgeons currently perform over 600,000 knee replacements and approximately 330,000 hip replacements annually in America. Those numbers will undoubtedly climb in the years to come.

Over the last several decades, technology, research, and innovation have played an essential role in furthering the field of orthopedics. A recent Orthopedics Today article highlighted some of the most significant advancements, including the development of arthroscopic devices to diagnose and treat intra-articular pathologies, better joint replacement materials and procedures, and increasingly sophisticated imaging technologies, including ultrasound, digital x-rays, and CT and MRI 3-D modeling. It is estimated that almost 80% of orthopedic procedures can now be performed in an outpatient setting. The innovations mentioned previously were developed over the course of three decades, but the pace of technology production has sped up considerably in the last few years. While the possibilities are exciting, the American Academy of Orthopedic Surgeons (AAOS) also urges caution. Their position statement on emerging technologies and medical devices encourages orthopedic surgeons to seek continued progress through innovation while also exercising due diligence, clearly communicating benefits and risks to patients, and tracking and sharing patient outcomes.

Analyzing patient outcomes to determine best treatment practices is a core tenet of implementing value-based care, the emerging model within the healthcare industry. The value-based care model will also influence the production of new medical technology, giving an edge to orthopedic device companies that can offer innovative products at an acceptable price. “Current innovations will need to solve unsolved problems or offer solutions to existing problems that deliver better outcomes and lower overall cost,” notes Scott D. Boden, MD, Chairman, Department of Orthopedics, Emory University School of Medicine, VP of Business Innovation, Emory Healthcare. As organizations and industries shift to accommodate this new paradigm, leaders and providers that are willing to adapt and collaborate to provide the best results for their patients are required. This is certainly true of those in the field of orthopedics, whose expertise, skills, and leadership will be increasingly needed in the coming years.

At Jordan Search Consultants, we understand the importance of skill, personality, and cultural alignment when it comes to matching candidates to an organization. If you need help finding the right fit, call us at 866-750-7231 or email us here.

Recognizing Outstanding Recruiters

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Since 1991, the first Tuesday in June has been designated as National Healthcare Recruiter Recognition Day. At Jordan Search Consultants, we’re proud to shine a spotlight on our talented team members and the stellar recruiting work they do on a daily basis. The team at Jordan Search Consultants consistently goes above and beyond to provide top-notch healthcare recruiting services to clients and candidates. Our team members possess a powerful mix of knowledge, skill, and passion for helping people – all the traits necessary to fuel exceptional recruiting work.

Here are a few of the outstanding characteristics shared by recruiters who excel at their jobs, including the team members of Jordan Search Consultants.

  1. The best recruiters are passionate about what they do. Recruiting is a demanding job. Recruiting for the healthcare industry, which is in the midst of major business shifts and provider shortages, can be even more daunting. The best recruiters love what they do and draw on that passion to overcome difficult challenges. They do whatever it takes to create and maintain connections with organizations and candidates, which can often mean being on-call and working well beyond normal office hours. An essential aspect of doing outstanding recruiting work includes being both proactive and responsive when it comes to communications and calls. A Forbes post on remarkable recruiters notes, “The real-deal recruiter will either answer the call or—if busy—return it promptly.”
  2. The best recruiters possess great people skills. These skills include compassion, empathy, and the ability to listen, learn, and ask the right questions. Top-notch recruiters seek to understand the culture of an organization and the type of candidate they need. They also spend time getting to know candidates, discovering their skillsets, personality characteristics, and what they’re looking for in an employer. These recruiters listen carefully and ask insightful questions to fully flesh out their understanding of organizations and potential candidates. They apply compassion and empathy to grasp the needs, wants, and characteristics of both parties and then use that knowledge in order to create strong matches with long-term potential.
  3. The best recruiters understand the ins and outs of the industry. In an increasingly complex world, it’s essential that recruiters fully grasp the realities, requirements, and emerging trends within an industry. This is especially salient when it comes to healthcare, where recruiters must possess a significant amount of medical and healthcare-related knowledge and industry comprehension in order to fully understand open positions and properly vet provider candidates. This understanding should also include insight into leadership styles – an important consideration when recruiting Millennial candidates. A blog post from Zip Recruiter lists “understanding the business and leadership style” of an organization as a crucial skill of successful recruiters.

At Jordan Search Consultants, we are dedicated to providing quality healthcare recruiting services that result in successful, long-term candidate placements. On National Healthcare Recruitment Recognition Day, we’re proud to call attention to the extraordinary efforts of our devoted team members. It is their tireless work that allows Jordan Search Consultants to realize our mission of facilitating access to top-tier healthcare providers throughout the country.

If your organization needs healthcare recruiting assistance, Jordan Search Consultants can help. Call us at 866-750-7231 or email us here.





Mental Health Awareness and Care

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May is National Mental Health Month, a time when many organizations, such as the National Alliance on Mental Illness (NAMI), work to raise awareness about mental health in America. One in five Americans is affected by mental health issues like anxiety, depression, addiction, PTSD, bipolar disorder, and schizophrenia. Raising awareness and providing timely, appropriate treatments to address these issues are important strategies for supporting a healthier population.

Mental health issues are on the rise among America’s children, teens, and young adults. The NAMI notes that half of mental health conditions begin by age 14, and three-quarters of mental health conditions develop by age 24. A report from The Child Mind Institute reveals that anxiety affects 30% of children and adolescents. Untreated anxiety disorders have been linked to depression, academic failure, and double the risk for substance use disorder. According to a recent paper from the American Psychological Association, the rates of depression and severe psychological distress leading to suicidal thoughts and actions have more than doubled since the mid-2000s for young people between ages 12 and 25. Those who struggle with severe, untreated mental illness often experience homelessness and incarceration, environments that typically exacerbate their condition.

More psychiatrists are needed to help address the current mental health situation in America. Unfortunately, there aren’t enough of these specialists to meet the current demand, and the shortage will only worsen in the upcoming years. In response, healthcare organizations are exploring new strategies to connect patients to the help they need.

Telepsychiatry is one way to extend psychiatric care services, especially to remote or rural areas. Psychiatrists can use video conferencing to offer appointments, evaluate patients, and discuss their medication. They may also use technology to advise primary care providers who have patients in need of a mental health-related diagnosis or referral.

Collaborative care is another type of partnership model between psychiatrists and primary care providers. Developed at the University of Washington, this approach embeds psychiatrists in primary care practices. The psychiatrist sees only the most challenging patients and provides oversight and consultative services for the practice’s other cases.

Expanding the capabilities of other providers and specialists to treat mental health needs is an additional way to offer services. Nurse practitioner psychiatrists are registered nurses who have completed additional training in mental healthcare and pharmacology and may prescribe medication. A few states, including Illinois, Louisiana, and New Mexico, have passed legislation allowing appropriately-trained psychologists to prescribe certain drugs, such as antidepressants, to treat mental illness.

Mental Health Emergency Rooms were created to assist people experiencing a mental health crisis episode and help ease the patient burden on traditional ERs and hospitals. It is estimated that 1 in 8 emergency room visits stem from a mental health-related issue. Because traditional ERs don’t have the time or expertise to treat these patients, and the chaotic environment can worsen their symptoms, some patients can end up heavily sedated, restrained, or hospitalized unnecessarily. Mental Health Emergency Rooms aim to calm, treat, and release patients in under 24 hours and are staffed by nurses, social workers, and psychiatrists. Patients who are well enough to go home are discharged and those who need further care are transferred to an appropriate facility.

While many challenges remain when it comes to addressing mental health in America, healthcare organizations must continue to seek out ways to provide mental health services to those who need it, as well as support mental health care providers. If your organization needs help finding qualified candidates who specialize in mental health, give Jordan Search Consultants a call at 866-750-7231 or email us here.

Red Carpet Recruiting

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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

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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:

  1. Culture Fit/High Performer
  2. Culture Fit/Non-Performer
  3. Non-Culture Fit/High Performer
  4. 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

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Conveying Your Organization’s Mission EffectivelyMost 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.







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