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 to recognize and address physician burnout

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Physician burnout has become an increasingly common phenomenon in the healthcare industry. Burnout is defined as a response to chronic interpersonal stressors on the job. The three key dimensions of this response are overwhelming exhaustion, feelings of cynicism and detachment from the job, and a sense of ineffectiveness and lack of accomplishment. In a 2018 study of over 15,000 U.S. physicians, 42% reported feeling burned out. The personal effects of burnout include increased risk for cardiovascular disease, shorter life expectancy, misuse of alcohol, broken relationships, depression, and suicide. In addition to negatively affecting physicians, burnout also has a detrimental effect on patient outcomes. Physician burnout is associated with a lower quality of patient care, reduced patient satisfaction, and double the risk of involvement in patient safety incidents. Plus, when physicians leave due to burnout, finding and training replacements is costly for organizations.

The American Medical Association (AMA) has compiled a list of seven warning signs that physicians can use to determine if they might be on the road to burnout:

  1. You have a high tolerance to stress
  2. Your workplace is exceptionally chaotic
  3. You don’t agree with your boss’ values or leadership
  4. You’re the emotional buffer for your patients
  5. Your job constantly interferes with family events
  6. You lack control over your work schedule and free time
  7. You don’t take care of yourself

Physicians spend much of their time and effort caring for others and often neglect to care for themselves. Self-care activities that physicians can use to combat burnout include exercising to reduce stress, spending time with loved ones, or taking part in other restorative activities. Talking with counselors or other mental health care professionals to address feelings of burnout is also recommended.

While healthcare organizations may feel that physician burnout is a personal issue, much of what contributes to burnout is related to a physician’s working environment. Institutions can and should address organizational-level stressors to help keep physician burnout at bay. Promoting self-care, creating a culture of collegiality and community, and allowing time for work that is personally meaningful to the physician can help. The Mayo Clinic has instituted these and other organizational strategies to promote engagement and reduce burnout. As a result of those efforts, their rate of physician burnout is one-third lower than the national average. Another resource example comes from the American Medical Association. Their free, open-platform program called STEPs Forward™ was created to help physicians and organizations improve their working environments and help prevent burnout.

Neither physicians or healthcare organizations can afford to ignore the personal, professional, and financial costs of physician burnout. Addressing the issue should be a shared responsibility; physicians cannot be expected to shoulder burnout alone, especially when organizational stressors are a significant contributor. Institution-level changes to combat the problem will have a positive effect on both the wellbeing of physicians and the bottom line. And physicians who acknowledge their own needs and invest in self-care will benefit both personally and professionally.

Jordan Search Consultants specializes in matching the right candidates with the right healthcare organizations. If you need recruitment assistance, give us a call at 866-750-7231 or email us here.




How Healthcare Organizations Can Engage Medical Students & Residents

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As organizations strive to meet the demands of a healthcare landscape shifting toward value-based care and a burgeoning patient population, they will also need to take into account the United States’ aging population. By 2030, the number of Americans over 65 will have increased by 50%. This demographic includes a significant amount of physicians. One-third of currently practicing physicians will be of retirement age in the next decade, affecting the supply of available doctors. In order to prepare for what lies ahead, including the looming provider shortages, healthcare organizations will need to adjust their recruitment strategies. Forward-looking establishments will incorporate tactics to attract and engage medical students and residents – the future of the physician workforce.

For medical students, early exposure to unfamiliar geographical areas or particular specialties can introduce them to possibilities they may not have considered before. One way to accomplish this is through immersion programs. These programs benefit the students by providing hands-on experience early on in their studies, one-on-one mentorship with established physicians, and exposure to the realities of caring for a patient population. One such example can be found in North Carolina. The North Carolina Academy of Family Physicians partners with the five medical schools located in the state to provide summer immersion programs for students who have completed their first year of med school. These two- and four-week programs offer the students exposure to Family Medicine and on-the-ground experience working alongside a practicing physician. In Pennsylvania, Altoona Family Physicians has created programs for med students at all stages of their training. They offer clerkships, summer preceptorships, and shadowing opportunities which allow the students to do sub/acting internships, fulfill rotation requirements, and explore specialty electives. In addition to the programs themselves, there are also desirable extras like free housing, free food at the cafeteria, and daily teaching lectures – targeted benefits that draw medical students from across the nation to their organization. It’s no coincidence that these two examples are aimed at attracting doctors to primary care and family medicine – specialties on the front lines of patient care. A recent Association of American Medical Colleges (AAMC) report projects a shortage of up to 49,300 primary care physicians by 2030.

Programs designed to attract more residents to your organization also provide future payoffs since a majority of residents will stay in the area where they did their residency. This is especially salient when it comes to organizations located in rural areas. By increasing resident placement opportunities, organizations can also expand the pool of local physicians – and future job candidates. Mercyhealth in Rockford, Illinois, recently created two residency programs to draw residents to the area and increase access to healthcare for patients in hospitals and clinics. Their internal medicine residency program is also affiliated with the University of Illinois College of Medicine, offering residents access to the university’s library services, the capacity to conduct research, and other academic benefits.

As healthcare organizations work to enfold residents into their ranks, they also need to keep in mind the Millennial mindset. An important characteristic of today’s Millennials is the desire for both mentorship and a collaborative work environment. Organizations with healthcare leaders who can model leadership styles to meet these expectations will have an advantage in retaining members of this workforce. Leaders who are able to embrace simultaneous leadership – accepting input from their team and engaging in open discussion while still remaining the acknowledged authority to make final decisions – will allow Millennials to feel respected, mentored, and fully engaged in their work.

Healthcare organizations who are willing to invest in medical students and residents through meaningful hands-on experience, mentorship, and effective leadership styles will see a payoff from these efforts. Organizations who engage future providers early will have a significant edge in their efforts to recruit them later. Need help finding the right candidate for your organization’s present and future needs? Jordan Search Consultants can help. Give us a call at 866-750-7231 or email us here.



A Conversation About Population Health

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With David B. Nash, MD, MBA, Founding Dean of the Jefferson College of Population Health (JCPH)

In 2015, Jordan Search Consultants interviewed David Nash, the Founding Dean and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy at the Jefferson College of Population Health (JCPH) and an innovator in defining the term physician leader and training methodologies for these professionals. Three years later, the healthcare industry is still evolving. As we move away from the traditional fee for service model, from volume to value-based payment systems, and the health of populations becomes a central focus, physician leadership becomes even more salient.

Population health is broadly defined as the health outcomes of a group of individuals, including the distribution of such outcomes within the group. Population Health Management is defined as the aggregation of patient data across multiple health information technology resources, the analysis of that data into a single, actionable patient record, and the actions through which care providers can improve both clinical and financial outcomes.

A quick Internet search reveals that today approximately 12 universities across the nation offer graduate degrees in population health, although Jefferson College of Population Health at Thomas Jefferson University was the first. As a physician leader at the forefront of this population health evolution, Dr. Nash has some unique perspectives to share.

Q: How has the focus on population health shifted in the three years since we last spoke?

A: Population health is much bigger today than it was three years ago. The journey from volume to value is well underway and the navigators on this journey are those who have been trained in the science of population health management. My friend and colleague, Dr. Rita Numerof, founder of Numerof & Associates, a healthcare strategy consultancy based in St. Louis, and her team release the results of their State of Population Health Survey each year. Four hundred C-suite healthcare executives responded; 95% of these respondents rated population health moderately, very, or critically important.

Q: How are healthcare organizations addressing population health?

A: The tenor and tone of population health is more harried and higher pitched as we start 2019. Those at or below the poverty line are not healthy, and the U.S. is the only western nation where this is the case. The income disparity is wider than at any point in American history and so this conversation becomes increasingly important. Volume-based healthcare is not sustainable and value-based is; we can no longer mop up the floor, we must shut off the faucet. The population health management construct provides a way to deliver better care at lower costs and requires transparency and accountability for outcomes across the continuum of care. Healthcare organizations are shifting to this way of thinking and they are hiring healthcare consultants and physician leaders trained in population health management to help them. This includes a paradigm shift for data collection, capacity building, and innovative partnerships. Numerof’s third annual study (conducted in collaboration with our organization) finds that while nearly all healthcare providers see population health as an important next step, the shift in the business model has proven difficult to achieve due to institutional hurdles and concerns over financial losses.

Q: What type of physician leadership is needed to achieve this shift?

A: In addition to flexibility, a willingness to learn and to listen, a deep understanding of organizational culture, and an interest in, and ambition for, healthcare improvement is needed. Physicians who will lead us into this population health era need to be change agents and well trained in change management. More frequently, we are seeing organizations appoint a Chief Population Health Officer who has specific data and analytics training and who can interpret and close the feedback loop with other physician leaders across departments. These leaders know that they must incorporate social determinant data into their approach to healthcare and gain clarity around what healthcare problems we are solving and for whom. Lack of clarity, lack of action, and lack of leaders trained in population health management are the reasons many initiatives fail.

Q: How can we best train the physician leaders so necessary to the future of healthcare?

A: Leaders at all levels must be flexible, courageous, and resilient. They must develop an understanding of diplomacy and behavioral economics to work with colleagues to improve efficiency and healthcare outcomes. Population health is not a new concept; in an era where healthcare costs are skyrocketing it is no surprise that there is a resurgence of interest to deliver better care at lower costs. The leaders who will make this possible will help rethink the business model to keep populations healthy and costs contained. Achieving lower costs and better health outcomes requires ensuring patients are getting the right care at the right time and at the right place in the care continuum.

Q:  Are you seeing an increase in enrollment since well-trained leaders in population health are so essential to taking healthcare organizations to this value-based model?

A: It is the 10thanniversary of the Jefferson College of Population Health (JCPH) and enrollment has continued to increase each year. We now offer two degrees in population health: a Masters in Population Health Management and a Masters in Population Health Intelligence. The latter requires a more in-depth mastery of population health analytics, predictive analytics, and augmented intelligence. These analytics have become increasingly important as population health leaders need to know exactly how and what to extract from a tsunami of data.

Q: How can we best recruit and retain these physician leaders?

A: Leaders are attracted to innovation, action, and commitment. Millennial physicians have a deeper understanding of social determinants of healthcare and want employers to be aware, educated, and provide resources to address and tackle these issues. In a 2018 Millennial Survey conducted by Deloitte, millennials and those in generation Z wanted to drive societal and economic change. The companies and leadership teams most aligned with them in terms of purpose, culture, and professional development are likely to attract and retain the best young talent. This is true in the physician space as well.

Q:  We are seeing more and more healthcare organizations providing “wraparound care.” Do you believe this will continue?

A: Wraparound care is the future of primary care. Eventually, all healthcare organizations will practice under the wraparound care model—and it will be for everyone, not just the severely or chronically ill, high-utilization patient population.

Q: How do you think physician education will change in the coming years?

We must start training physician leaders in medical school. Population health management needs to be integrated into the medical school curriculum. The pushback health education reformers always get is that to add something we must also take something away. My argument is that you don’t need to take something away; instead, you need to revise the format of the education. Do away with lectures and utilize more online tools. By changing the format, you can add in topics essential to today’s physician leader. The question is not whether population health is the future but rather, when will population health be the guiding principle at every healthcare institution and at what pace will this change occur?

David B. Nash is the Founding Dean and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy at the Jefferson College of Population Health (JCPH). JCPH is dedicated to developing healthcare leaders for the future. A board-certified internist, Dr. Nash is internationally recognized for his work in public accountability for outcomes, physician leadership development, and quality-of-care improvement. Repeatedly named to Modern Healthcares list of Most Powerful Persons in Healthcare, his national activities cover a wide scope. Dr. Nash is a principal faculty member for quality of care programming for the American Association for Physician Leadership (AAPL) in Tampa, FL. He serves on the NQF Task Force on Improving Population Health and the John M. Eisenberg Award Committee for The Joint Commission. He also is a founding member of the AAMC-IQ Steering Committee, the group charged with infusing the tenets of quality and safety into medical education. Dr. Nash was recently appointed to the Board of the Pharmaceutical Quality Alliance (PQA) in Washington, DC.

Dr. Nash’s work is well known through his many publications, public appearances, and online column on MedPage Today. He has authored more than 100 peer-reviewed articles and edited 23 books, including Connecting with the New Healthcare Consumer, The Quality Solution, Demand Better, and most recently Population Health: Creating a Culture of Wellness (2ndedition). He was the inaugural Deputy Editor of Annals of Internal Medicine (1984-1989). Currently, he is Editor-in-Chief of American Journal of Medical Quality, Population Health Management, P&T, and American Health and Drug Benefits.


Helping Candidates Find the Right Fit

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As a premier healthcare recruitment firm, Jordan Search Consultants focuses on helping organizations find the right candidates for their needs. We also devote significant energy and effort to ensure that candidates find the best job for them. Fulfilling both sides of this equation is crucial to enhanced retention rates– and long-term satisfaction for both parties. At Jordan Search Consultants, we take the time to learn what’s most important to candidates, make sure they’re prepared for the job search process, and connect them to compatible organizations.

As a candidate, how do you know if an organization will be the right fit for you? Before you begin applying for positions, spend some time defining your career desires.

  • What are you looking for in your next move?
  • What type of organization do you want to work for?
  • What kind of patient population do you want to work with?
  • Where do you want to work geographically?

Rank your list of desired characteristics and benefits in order of importance. After that, consider the flip side of this exercise. What are the things you don’t want? Decide which ones are deal-breakers, and which ones are negotiable. This will help you narrow your search and focus your efforts on the most promising positions.

Next, make sure your CV is up to date, polished, emphasizes your qualifications, and highlights your strengths. Spend time thinking about a personal mission statement.

  • What drew you to healthcare?
  • What do you love about your career?
  • How do your passions benefit patients and employers?
  • What do you want to spend your time doing?
  • How do you want to care for patients?
  • How do you envision your career evolving?

Defining your personal mission statement will help you clearly express what you’re looking for in a position and an employer. Research the mission statements of potential employers – and how they go about fulfilling them. If possible, talk to employees at these organizations, and ask them about their day-to-day experiences. The best organizations for you will be the ones whose mission statements mirror your own, and who strive to express these values in a meaningful way.

As a candidate, even though you may be perfect for a position, it can often feel as though you’re sending your CV into the void during the application process. With Jordan Search Consultants, the experience is personal. We leverage our extensive network and in-depth recruiting strategies and experience to connect highly qualified candidates with compatible organizations. (Read about how we helped an OBGYN resident join a hospital that aligned with her career goals and values here.) At Jordan Search Consultants, we go above and beyond to ensure candidates are qualified, prepared, and connected to promising job opportunities.

If you’re a resident or fellow, contact Kathy Jordan at [email protected] to learn more about how Jordan Search Consultants can assist you in your job search.

Meeting the Healthcare Needs of Rural Communities

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The looming healthcare provider shortage is becoming more apparent to the nation as a whole, but one group, in particular, has long had firsthand knowledge of this reality: rural communities. Non-urban areas have always had a difficult time attracting and retaining healthcare providers. Although 20% of the nation’s population live in rural or remote areas, close to 90% of physicians are clustered around urban centers. This disproportionate ratio adversely affects the well-being of rural residents, who often face significant travel time and other obstacles in order to see a provider.

While it is challenging to recruit providers for placement in rural areas, Jordan Search Consultants is dedicated to filling this need. In fact, one of our founding principles is to improve population health by helping rural communities gain access to top-tier healthcare providers. Cultural fit is especially important when it comes to successful placement in rural areas. That’s why we spend significant time and effort to explore the needs and amenities within an organization and its community and delve into what’s important to candidates and their families. According to a study published in the Journal of General Internal Medicine, growing up in a rural community is consistently associated with choosing rural practice. At Jordan Search Consultants, we utilize passive recruitment tactics, keeping an eye out for providers who have ties to a particular area – and who might have a desire to return, given the right opportunity.

Another promising strategy to attract physicians to rural areas includes exposing more medical students and residents to rural practice opportunities during their training. Medical schools in several states offer rural immersion programs, where third- and fourth-year med students help care for patients in the community, under the supervision of primary care physicians. These programs expose students to the type of hands-on training they typically wouldn’t experience until residency. Additionally, according to a report from the Association of American Medical Colleges, 68% of physicians stay in the area where they completed their residency. States are taking note of this. Arkansas, Georgia, and Texas have all passed recent legislation to increase residency programs at rural hospitals.

Rural communities are also getting creative in the methods they use to attract providers, particularly Millennials. While small towns can’t offer the same salary ranges as urban areas, they are often able to provide a tight-knit sense of community, a characteristic that is very attractive to today’s Millennial workforce.

Jordan Search Consultants understands the importance of alignment between a candidate’spersonal mission and that of an organization and its community, especially when it comes to recruiting for rural areas. Whether we’re assessing a candidate’s strengths and values with in-depth questionnaires and interviews or flying in puddle-jumpers to visit isolated areas in need of providers, we do what it takes to find the right fit. If you need assistance finding candidates for your organization, we can help. Give us a call at 866-750-7231 or email us here.


Exploring Healthcare’s Response to Opioid Addiction in America

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The abuse of opioids in the United States is a growing crisis. According to a recent CNN article, experts place the number of Americans who abuse or are addicted to opioids at more than two million. In 2011, the year opioid prescriptions reached their highest peak, oxycodone was the drug most commonly involved in fatal drug overdoses. Since then, due to tighter regulation, the number of prescriptions for opioids has decreased by 29%. As a result, fatal overdoses due to prescription opioids have also decreased. However, there is still a troubling connection between prescription opioid abuse and progression to cheaper and more dangerous street drugs. The National Institute on Drug Abuse estimates that three-quarters of new heroin users started out abusing prescription painkillers. A study from the Centers for Disease Control and Prevention (CDC) found that illicit opioids, specifically heroin and fentanyl, were the leading causes of overdose deaths between 2012 and 2016. Clearly, healthcare providers need to be mindful of the potential danger of prescription opioids. To that end, the CDC released a guideline for treating patients with chronic pain. In addition to outlining the risks and recommendations for opioid therapy, it strongly encourages physicians to first explore non-opioid treatment options.

Other national healthcare authorities have also acknowledged the gravity of the situation. The Surgeon General recently published a report on the opioid crisis and detailed a 5-point strategy to address the issue. Along with encouraging better practices for pain management, the strategy includes a focus on improving access to prevention, treatment, and recovery services. To help fulfill this goal, more healthcare providers who are trained to understand and effectively treat addiction disorders are needed.

Addiction Medicine is currently a self-designated specialty focused on the prevention, evaluation, diagnosis, treatment, and recovery of those struggling with addiction, substance abuse, and related health conditions and requires certification from the American Board of Preventative Medicine (ABPM). A key aspect of attaining Addiction Medicine certification is the ability to prescribe certain restricted narcotics, particularly buprenorphine, for maintenance or detoxification treatments. According to the American Society of Addiction Medicine (ASAM), there are only 4400 addiction specialists, far less than the number needed to treat the millions of Americans struggling with addiction. Because addiction disorders affect patients on multiple levels – physically, psychologically, and behaviorally – Addiction Medicine specialists must draw from a variety of skills and disciplines to provide the right treatment. They often need to incorporate internal medicine, mental health counseling, and social work as they diagnose, treat, and care for their patients.

The Substance Abuse and Mental Health Services Administration (SAMHSA) recommends using medication-assisted treatment (MAT) to address opioid abuse. This holistic approach combines the use of FDA-approved medications (methadone, naltrexone, and buprenorphine), as well as counseling and behavioral therapy to treat patients. Under the Drug Addiction Treatment Act of 2000 (DATA 2000), physicians who go through the proper training are allowed to obtain a waiver to prescribe buprenorphine for patients. And in 2016, the Comprehensive Addiction and Recovery Act (CARA) extended the ability to prescribe buprenorphine to trained and waivered nurse practitioners and physician assistants. However, access to specialists, healthcare providers, and counselors who are adequately trained and able to provide medication-assisted treatment varies widely from state to state.

Rural areas, in particular, suffer from a shortage of providers. One analysis found that less than 2% of physicians with buprenorphine waivers were located in small and remote rural counties, which are also the areas hardest hit by the opioid crisis. In response, some states are exploring innovative approaches to combat this issue, as documented by the Agency for Healthcare Research and Quality (AHRQ). Vermont developed a successful “Hub and Spoke” model of care, where medication-assisted treatment was implemented in local primary care facilities with the support of regional and embedded expert support staff. The state of New Mexico pioneered a care model known as Project ECHO (Project Extension for Community Healthcare Outcomes). In this model, university-based experts utilize televideo tools to educate, consult, and mentor rural providers on treatment approaches for their patients. Another strategy, known as the Massachusetts Model, was created at Boston Medical Center. Nurse care managers (NCMs) play an essential role in this collaborative care model, shouldering much of the patient’s care management, and acting as a liaison between patients and waivered physicians.

In many ways, the nation and the healthcare industry are only now starting to recognize the complexities of opioid dependency, abuse, and addiction. Is your organization staffed with providers who are educated and knowledgeable about perceiving, preventing, and responding to the realities of this public health crisis? If you need assistance finding the right candidates for your organization’s needs, Jordan Search Consultants can help. Give us a call at 866-750-7231 or email us here.

Jordan Search Consultants’ 2018 Year in Review

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We’ve seen a lot of change and growth in 2018 – both in the healthcare community and within Jordan Search Consultants. As the year draws to a close, we’re looking back to reflect on the things we’ve learned about the current state of the healthcare industry, how it has affected recruiting, and to highlight all that we’ve been fortunate to contribute to the industry in 2018.

2018 Takeaways

In a continually evolving industry, it’s imperative to pay attention to the implications of the changes. Here are some of the takeaways from 2018:

  • More women than men entered med school this year, continuing a trend that first started in 2017. This will affect recruiting efforts and trends in coming years.
  • Telehealth continues to impact recruitment, and its usage has become more widespread than predicted. While telemedicine can help provide service from afar to isolated populations, as well as assist in patient care collaboration, frustrating tech experiences can negatively affect provider and patient satisfaction. Organizations must be proactive and strategic in their telehealth implementation in order to recruit and retain candidates.
  • Candidates have become more educated about compensation, and this means there is often fewer back-and-forth negotiations during the recruitment process. Organizations have become savvier too, and know they must evaluate their payment structures frequently to recruit and retain top talent.
  • The importance of possessing emotional intelligence (EQ) and leadership qualities continues to rise – not only for healthcare executives but also for those fresh out of training. Administering personality and leadership testing during the screening process is becoming more and more common.
  • As healthcare payment models continue to shift from traditional fee-for-service models toward value-based payments, organizations and providers will be called on to continue to increase the efficiency and effectiveness of patient care. 

2018 Accomplishments

Jordan Search Consultants’ positive work in the healthcare industry is evident in the quality and rate of our placement success, the sought-after thought leadership of Kathy Jordan, our founder and CEO, and the growth of our team.

Successful Placements

Here are just a few highlights from the healthcare provider positions we’ve helped fill in the last year:

  • Psychiatrist at SIU School of Medicine in Illinois
  • Endocrinologist at SIU School of Medicine in Illinois
  • Orthopedic Surgeon at Sentara Medical Group in Virginia
  • Neurologist at Texas Tech University Health System in Texas

We’ve also placed candidates in executive positions throughout the country. Here are just a few examples:

  • Executive Director at Infinity Hospice in Nevada
  • Medical Director at Absolute Care in Maryland
  • National Director of Behavioral Health at Absolute Care in Maryland
  • Internal Medicine and Family Medicine Program Directors at Baptist Health in Little Rock, Arkansas

Thought Leadership

Kathy Jordan, Jordan Search Consultants’ CEO and founder, shared her recruiting expertise through speaking engagements and articles in multiple publications over the past year.

Kathy presented her insights and recommendations on personality testing in physician recruitment as a speaker at conferences across the nation, including:

  • 2018 Annual ASPR Conference in Chicago
  • MGMA Louis Conference in Missouri
  • 2018 New England Regional MGMA Conference in Maine

Kathy also appeared in numerous publications in 2018, including the following:

Team Building

The high level of work we do at Jordan Search Consultants has everything to do with the quality of our people. Over the past year, we expanded our roster with four new team members:

  • Laura Perry, Search Consultant
  • Galen Roberts, Search Consultant
  • Brandon Shockley, Client Development Consultant
  • Katy Clark, Recruitment Assistant

2018 is evidence that the old adage that “the only constant is change” holds true. Jordan Search Consultants is dedicated to monitoring and understanding the implications of change in the healthcare industry – and how it affects recruitment. If you need assistance finding the best candidate for your organization, we’re here to help.  Give us a call at 866-750-7231 or email us.


Work-Life Balance: A New Approach

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We’re all familiar with the term “work-life balance.” The desire to achieve this ideal is a popular topic – and ongoing quest – for millions of professionals, especially those in the healthcare industry. Many believe it’s impossible to achieve success in one arena without sacrificing something in the other. But perhaps we need to rethink the way we view this state of being, starting with the term itself.

Redefining Balance

The words “work-life balance” bring to mind distinct analogies. Perhaps we envision it as a see-saw that requires dividing our energy between two opposing platforms? Or a bank of daily activities that should be split evenly into different containers? By looking at “work” as one category and “life” as another, we create a distinct separation between the two. And as a result, this viewpoint can limit our ability to achieve holistic fulfillment. Rather than framing our pursuit for balance in a linear fashion, we can redefine the concept by thinking of it as a sphere, with us at the center. But how do we do that?

Multiply Your Well Being

The idea that life satisfaction affects job satisfaction and vice versa is not a new one. Countless studies on this subject have concluded that the two intermingle to inform our sense of overall well being. Amazon’s Jeff Bezos has noted, “The reality is, if I am happy at home, I come into the office with tremendous energy. And if I am happy at work, I come home with tremendous energy.” This phenomenon underscores the impossibility of trying to confine our endeavors to separate corners. Instead, we can focus on giving our best to both our career and our personal life. This requires a mindset of embracing our job with sincerity and conviction and loving our home life with just as much enthusiasm. The result? Better overall well being.

Focus on Being Present

Those in the healthcare industry have an advantage when it comes to embracing their jobs with sincerity and conviction. One study found that over 90% of physicians identify their work as rewarding and believe it makes the world a better place. This mindset offers numerous benefits—being able to give 100% to both our work and our personal life depends on being completely present wherever we are. Rather than feeling guilty about not being at home, or feeling guilty about enjoying time off, we can choose to engage with the people around us fully, wherever we are. This includes our colleagues, coworkers, and patients at work, and our loved ones at home.

Cultivate Relationships

Being fully present and engaged with those around us, and deepening those relationships, takes effort. But investment in others begets deep bonds and feelings of closeness. The results of relational commitment will also extend to the projects and work we share with others. This is especially true for leaders, whose mindset and emotions set the tone for their teams. The conclusion of one wide-ranging study determined that “to be fully engaged, people need vision, meaning, purpose, and resonant relationships.”

Shall We Strive for Holistic Wellness?

While we may need to curate our list of responsibilities or the time we choose to devote to specific tasks, our personal and professional life experiences shouldn’t be considered opposite and unrelated entities. Instead, we can strive to maximize them both by being fully present and engaged, no matter what the activity is or who we’re with. This outlook can be the key to achieving a state of holistic wellness that benefits us as individuals, as well as the people around us. There is no balance, and there is no “work” and “life”; we all have one life that encompasses personal and professional responsibilities. It is up to us to live it to the fullest.

If your organization needs help recruiting providers who are committed to cultivating superior patient care and resonant relationships, contact Jordan Search Consultants at 866-750-7231 or email us. We understand the importance of building teams that are supportive and engaged, so that everyone – from providers to patients – benefit.

Recognizing the Hardworking Healthcare Industry This Season

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Many Thanks from Jordan Search

During this season of thanksgiving, the Jordan Search Consultants team would like to send a message of thanks and appreciation to all those in the healthcare industry who strive every day to help others and improve the world around us. And we encourage you to do the same.

While it can be easy to dwell on the challenges of the current U.S. healthcare system, it is essential that we don’t take it for granted. It is important to remember that both recipients and providers of healthcare have been affected by the substantive changes that are occurring in the industry. New technology, regulations, and evolving patient needs and expectations have fundamentally altered the landscape of healthcare. Transitions aren’t easy, and many of these changes, such as navigating processes and EHRs, have proven wearisome for both patients and providers.

It is our hope that we’ll continue to strive towards a healthcare system that meets the needs of providers in the same way we work on behalf of patients. Appreciated providers translate to providers who stay long-term in positions. This means continuity of care for the population of patients they serve…and when that happens, everyone wins.

In addition to our gratitude for the tireless healthcare providers, we are grateful to be able to share in the ongoing quest to care for those around us. It’s an honor and a privilege to help connect providers to the communities who need it the most. Those who practice medicine in under-served areas provide a desperately needed—and deeply appreciated—service to their neighbors. Recruiting and placing providers in these communities is a profoundly important part of our mission at Jordan Search Consultants—and one of the ways we show our deep gratitude for providers and the industry.

Meeting the Demand for Improved Quality of Life with Palliative Care

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Chronic disease is the leading cause of death and disability in the United States and, as a result, the need for physicians specializing in palliative and hospice care is significant. Illnesses such as cancer, cardiac disease, kidney failure, Parkinson’s, and ALS affect more than 40% of Americans. While hospice care and palliative care share similarities – in particular pain management – hospice care is reserved for patients with a prognosis of 6 months or less to live. Palliative care, on the other hand, aims to improve the quality of life for patients who are living with a serious illness on an ongoing basis. Beyond recommending treatment to help alleviate pain and other physical symptoms, palliative care physicians also provide holistic support for patients and their families.

Addressing the Looming Need 

Formally recognized by the American Board of Medical Specialties (ABMS) in 2006, the Hospice and Palliative Medicine (HPM) specialty is relatively new. Currently there are 325 fellows in training annually. However, to keep up with expected demand, in particular the future needs of the Baby Boomer generation, that number must increase to 500–600 fellows per year over the next twelve years. Schools, healthcare organizations, and recruiters need to be aware of and champion this specialty – and attract physicians who will excel in it – now.

It is essential that schools focus on increasing the number of physicians who are aware of and choose to specialize in palliative care at the start of their careers.  Many medical students are unaware of the existence or importance of this specialty. But those who have practical exposure to hospice and palliative care glean valuable lessons about life, death, and healing that can’t be taught in the classroom.

In addition, healthcare organizations must implement focused recruitment efforts to attract palliative and hospice care specialists. It’s no longer enough to have physicians on staff who are willing to work in these sensitive scenarios. Patients require care from providers with a true HPM mindset.

Characteristics of Effective HPM Physicians

In recent classes of HPM fellows, the majority had prior experience in primary care specialties, particularly internal medicine and family medicine. Primary care, family medicine, and HPM physicians have much in common, including an increased focus on considering mental, emotional, and social factors affecting a patient’s health, as well as substantive knowledge of symptoms and treatments for a wide variety of illnesses.

In addition to wide-ranging expertise, the best hospice and palliative care physicians have the mindset of a team player and are willing to collaborate with the broad spectrum of caregivers involved in a patient’s care. Additionally, the patients themselves can be challenging. Beyond difficult physical symptoms, there might also be complications of mental illness, complex family dynamics, or damaging coping mechanisms at play. The best HPM physicians are authentic, highly perceptive individuals who are able to build strong relationships with their patients and act as compassionate advocates for them.

The need for more providers focused on hospice and palliative care is already imminent, and this trend will only continue to increase. Is your organization prepared to meet the demand? At Jordan Search Consultants, we focus on finding the best candidates for the needs of your organization both now and into the future.


For recruiting assistance, give Jordan Search Consultants a call at 866-750-7231 or email us.

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