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.
We’re happy to announce the hiring of Laura Perry, the newest member of the Jordan Search Consultants’ team. In her Search Consultant role, Laura will focus on recruiting professionals to help provide coordinated care for patients living with chronic illness.
We had a Q&A session with Laura to help you get to know her a little better. Here are her answers:
Q: Why did you choose a career in recruitment?
A: My career path has included recruitment positions at all levels and in a range of industries. I first started at Remedy Staffing as an administrative assistant, and then became a Staffing Coordinator. My next job was with Ajilon Finance/Accountants On Call, where I worked my way up from a Recruiting Assistant to a Branch Manager. After that I was a Regional Manager for Ridgemont Resources, a recruiting firm focused on pharmacy professionals. Although the industries changed – from general staffing to finance to pharmaceuticals – my love for working in recruitment has never wavered. Helping people find jobs is tremendously satisfying.
Q: Why did you choose JSC?
A: There is so much to like about Jordan Search Consultants. I appreciate that it’s a woman-owned business. Kathy Jordan is great, as is the rest of the team. After working from home as a freelancer, I was ready to be back in an office environment, especially one with such a tight-knit and welcoming group. The location, the people, the work – it was all a perfect fit for me.
Q: What do you enjoy most about your job?
A: I love that this position enables me to contribute to making people’s lives better. I genuinely enjoy aiding professionals in their job search, and I get to connect them with a population that is in great need of their services. I’m able to help make a real difference.
Q: What are your favorite pastimes?
A: My most important pastime is spending quality time with my kids. With six children, there is no end to the activities we get into! If we’re not zipping along on scooters or skateboards together, we’re likely enjoying water sports like paddle boarding or fishing. On Sundays, we always do something from our “Family Adventures Bucket List.” Everyone gets to add to the list, and we take turns picking out the day’s adventure.
Q: What’s a fun fact that most don’t know about you?
A: I was always a swimmer, but when I got to college, my school did not have a women’s swim team. I didn’t let that stop me. Instead, I walked on and swam for the Bradley University men’s swim team!
Q: What do you bring to JSC?
A: I have always enjoyed rising to a challenge, working hard, and mastering new skills. I’m very good at what I do, and I have fun doing it. I look forward to using my abilities to expand JSC’s impact on the healthcare industry, connecting talented professionals with the people who need them most.
For more information recruitment services from Jordan Search Consultants, call 866-750-7231 or email us.
Jordan Search Consultants: Our Story
Written by Founder & CEO, Kathy Jordan
I was always interested in healthcare. In fact, at several times throughout my life, I considered going back to school to become a physician. The timing was never right; first as a marketing executive for a utility company and then as a mother of two young children. So, I started doing some research—how could I become involved in healthcare, but use my marketing and sales skill sets? The answer was physician recruitment.
After over a decade working at two of the largest healthcare recruiting firms in the nation, I realized I wanted to provide top-tier service to healthcare organizations throughout the U.S., no matter where they were located. I was dedicated to premium client service and had (and still have) a soft spot in my heart for rural communities.
Why? The obstacles faced by healthcare providers and patients in rural areas are vastly different than those in urban areas. Economic factors, cultural and social differences, educational shortcomings, lack of recognition by legislators, and the sheer isolation of living in remote areas all conspire to create healthcare disparities. The patient-to- primary care physician ratio in rural areas is only 39.8 physicians per 100,000 people, compared to 53.3 physicians per 100,000 in urban areas.
This uneven distribution of physicians has a clear impact on the health of the population, and I wanted to do something about it. Thus, Jordan Search Consultants was born.
Back in 2003, I knew what type of company I wanted to create—a resource for healthcare organizations that they could truly count on to help strategically solve recruitment and retention challenges.
Today, I’m proud to say that vision hasn’t wavered. Whether Jordan Search Consultants is providing healthcare professionals with fulfilling jobs, communities in need with top shelf clinicians, or my fellow big-hearted recruitment professionals with the opportunity to make a difference, our reason for being is clear. We are here to help.
For more information on physician recruitment, executive search, or higher education recruiting, contact Jordan Search Consultants at 866-750-7231 or email us.
For years, there was an unfounded stereotype surrounding Doctors of Osteopathic Medicine (DOs). It was wrongly assumed that because DOs emphasize a whole-person approach to treatment and care, receive musculoskeletal training known as osteopathic manipulative treatment (OMT), and often practice hands-on healing, that they were closer to chiropractors than Medical Doctors (MDs). Perhaps the biggest perpetrator of the stereotype? The fact that DOs and MDs were accredited by two different governing bodies.
However, it has always been the case that DOs, just like MDs, fulfill internships and residency training in all the standard medical specialties. Just like MDs, DOs can prescribe medication and perform surgeries in all 50 states.
In a move toward equality, by 2020 the American Osteopathic Association (AOA), American Association of Colleges of Osteopathic Medicine (AACOM), and the Accreditation Council for Graduate Medical Education (ACGME) will transition to a single accreditation system for graduate medical education in the U.S. When fully implemented in July 2020, the new system will allow DOs to complete their residency and/or fellowship education in ACGME-accredited programs and demonstrate achievement of common competencies.
What does this mean?
DOs and MDs will now apply for residencies through a single match process beginning in 2020. This will eradicate the two separate systems with two separate deadlines. In addition, both of the licensing exams (United States Medical Licensing Exam—USMLE Step 1—taken by MDs and Comprehensive Medical Licensing Examination—COMLEX Level 1—taken by DOs) will be accepted for MDs and DOs (at most schools).
Why is this happening?
We need qualified physicians to meet increasing demand; we no longer have the “luxury” to discriminate based on stereotypes or preconceived notions. In 2017, the number of U.S. medical school senior registrants was 19,030; of those, 17,480 (94.3 %) matched to first-year positions. That same year, the number of U.S. osteopathic medical school applicants reached a record high of 5,000; of those, 2,933 (81.7%) matched to PGY-1 positions. The 2018 match also saw a significant increase in students and graduates of osteopathic medical schools. The numbers of DO medical school students and graduate students who applied were 4617 and 3771 respectively (out of 37,103 US and international applicants). 81.7% of DO applicants matched to a first-year position. Since 2014, the number of osteopathic medical school students applying in the match has increased by almost 70%.
As match numbers from the last two years indicate, DOs are increasingly competing, and then training, alongside MDs. The accreditation merger is the next logical step, a formality designed to improve the quality and requirements of medical education, and to ensure a consistent method of evaluating residencies for both DOs and MDs.
What does this mean for recruiting?
While there may have been a point in time where healthcare organizations would specify the need for an MD versus a DO, that time has passed. In fact, DO applicants often land positions over MD competitors in today’s aggressive marketplace simply because of the healthcare paradigm shift. In the era of population health and value-based healthcare, preventative healthcare strategies are paramount; DOs have been trained in holistic medicine and a disease prevention mindset. This often makes them great collaborators, team members, and patient advocates—all characteristics necessary to excel in today’s healthcare organizations. Especially with the accreditation merger, today’s healthcare organizations care less about the specific letters after your name and more about your ability to listen to, and partner with, colleagues and patients.
Physician burnout as a term first gained popularity in 2016, when one NEJM Catalyst survey presented compelling evidence on the extent, prevalence, and consequences of burnout for healthcare delivery in the U.S. Of all executives, clinical leaders, and physicians surveyed, 96% agreed that burnout was a moderate to serious problem and 65% of respondents reported that at least a quarter of physicians in their immediate network were burned out.
What is Physician Burnout?
Physician burnout is characterized by the American Medical Association as a long-term stress reaction leading to depersonalization, including cynical or negative attitudes toward patients, emotional exhaustion, a feeling of decreased personal achievement, and a lack of empathy for patients.
According to Family Practices Management, the consequences of burnout include:
- Lower patient satisfaction and care quality
- Higher medical error rates and malpractice risk
- Higher physician and staff turnover
- Physician alcohol and drug abuse and addiction
- Physician suicide
Needless to say, the effects of burnout can be detrimental to the individuals, their patients, and healthcare organizations as a whole. In fact, it is silently plaguing the healthcare industry.
Why Physicians Are High Risk of Burnout
There is a “myth of invulnerability” in the medical field perpetuated by an educational system and profession that rewards self-denial, determination, and exceptional job performance. Most healthcare providers have completed significant academic feats and grueling residencies, depriving themselves of food, water, sleep, and social interaction. This journey becomes a source of pride and the subject of “war stories” to tell younger residents when established. Much like the “I walked 10 miles to and from school” tales that we hear from older generations, older physicians consider number of nights spent in the call room or without sleep a badge of honor. Deprivation of basic human needs is thus reinforced.
The nature of medical training normalizes–if not encourages–a “service before self” mindset, wherein physicians essentially lose the ability to grant themselves self-care, even when it’s especially needed. As of late, medical schools are implementing programs designed to combat hose habits and promote a healthy work-life balance from residency.
But the problem continues after residency, as well. Physicians are tasked with an increasing amount of documentation through electronic health records, seeing more patients in less time, and increasing patient satisfaction scores. These stressors eventually take their toll—and the effects reach far beyond the provider to patients, staff, family members, and the community as a whole.
What Healthcare Organizations Are Doing About Physician Burnout
Physician burnout affects quality of care, effectiveness, efficiency, recruitment, and retention. Leading healthcare organizations are proactively creating a culture of wellness in their organizations because it makes good business sense.
Below are some ways that innovative organizations can cultivate physician well-being:
- Improve the usability of Electronic Medical Records (EMRs). Making these tools easier to use decreases the time spent on clerical work and allows physicians to spend more time doing the work that’s especially meaningful to them.
- Encourage self-care. Create a culture of leadership wherein physicians are expected to attend to their own wellness. Impose limitations on hours worked (and enforce them), provide convenient access to low-cost or free healthy food, on-site exercise facilities, and convenient places to rest.
- Ask and ask often. Establish wellness as a quality indicator for your organization and distribute an annual wellness survey. By measuring and focusing heavily on provider wellness, the beginning stages of a burnout can be recognized early.
- Engage wellness ambassadors. Assign a group to regularly meet, discuss, and measure provider wellness, brainstorm wellness initiatives, and model positive wellness behavior.
Creating programs, processes, and a culture of awareness and action around the severe physician burnout epidemic will help to mitigate it. Today, physician wellbeing initiatives are more than just added benefits; they are paramount to recruiting and retaining top talent.
Interested in learning more about how a comprehensive physician burnout prevention and mitigation program can provide your organization with a competitive advantage? Contact us or call 866-750-7231 for a free consultation.
In today’s ever-changing healthcare environment there has never been a greater need for innovative physician leaders. However, the definition of a physician leader has changed. It used to be defined as the required stop a business-minded or administratively-savvy physician took on her way towards retirement. No longer. Today’s organizations are recruiting physicians of all ages with leadership competencies because it is required—not solely for aspiring C-suite individuals or those who wish to serve on a committee, but for everyone.
Clinical and operative competencies are no longer enough in the era of population health; physicians are required to lead staff, care teams, community initiatives, and more. They are required to collaborate, inspire consensus, negotiate, facilitate, and connect stakeholders. How can today’s residents and new physicians better prepare themselves to serve and contribute in this new era?
The Problem: Not Preparing Physicians for Leadership Roles
Medical school and residency do not prepare physicians for leadership positions. Yet, physicians make exceptional leaders. A Harvard Business Review article noted that physician-run hospitals top the U.S. News and World Report Rankings and earn 25% higher quality scores than non-physician run hospitals.
David Nash, MD, MBA and Founding Dean of the Jefferson College of Population Health says that physicians must seek out other opportunities to hone these skillsets—skillsets that include flexibility, a deep understanding of organizational culture, management content expertise, diplomacy, and interest in healthcare improvement. Without getting an MBA or a certification through the American Association for Physician Leadership, how can new physicians garner these essential and required leadership skills?
The Solution: Physician Leadership Training Program
According to a December 2017 Harvard Business Review article, increasing numbers of organizations have formalized a leadership training program that moves physicians through five levels of leadership. They move from individual practitioner to leader of a medical group, program, or academic medical center to market leader where they are responsible for a business segment or region. The final two stages include serving as a group leader or chief medical officer for a corporation or chair of an AMC faculty department, and finally an enterprise leader, such as CEO.
In addition, others who know defined leadership roles are in their future pursue a business, leadership, or management degree. Residents and physicians who are unsure about a formalized leadership position, but are aware of the increasing importance of leadership skills, can develop leadership competencies by:
- Joining a Team: Committees and groups that emphasize collaborative brainstorming and participatory decision-making help to shift the autonomy mindset inherent to physicians.
- Committing to Lifelong Learning: Leaders must be educated about the change they are tasked with managing.
- Seeking Out Leadership Opportunities: Sitting on a strategic planning committee, running for a leadership position, or applying for a seat on the board of a school or charity will help with listening, collaborating, and strategic thinking.
- Finding Ways to Make a Meaningful Impact: Consider getting involved in projects, programs, committees, and organizations to help teams work to create bottom-line change.
- Becoming a Resource: Aspiring physician leaders must be visionary, with a comprehensive knowledge of healthcare’s evolution. They can do this by listening to mentors, colleagues, and co-workers to learn more about the implications of the always-evolving healthcare system.
Innovative healthcare organizations are always seeking smart, clinically competent physicians. But now more than ever, physicians must bring their expertise, experience, and unique perspective to the forefront of leadership. Healthcare today requires innovative, interdisciplinary physician leaders who will envision and shape the future of the business of medicine. Are you ready?
For physician recruitment services, contact Jordan Search Consultants at 886-750-7231 or email us.
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?
Celena Knapp, Vice President
Kathy Jordan, Recognized as Top Women Business Owner
We 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.
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.
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 [email protected] to learn more.
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:
- 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.
- A 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.