A Few Recent Placement Successes

Healthcare Providers

SIU School of Medicine
Psychiatrist
Endocrinologist
Springfield, IL

Sentara Medical Group
Orthopedic Surgeon
Harrisonburg, VA

Texas Tech University Health System
Neurologist
El Paso, TX

Executive

Shirley Ryan AbilityLab
Scientific Chair, Legs & Walking Lab
Chicago, IL

Infinity Hospice
Executive Director
Reno, NV

Absolute Care
Medical Director
Greenbelt, MD

Absolute Care
National Director of Behavioral Health
Baltimore, MD

Just a few of our current opportunties

Healthcare Providers

Sentara Medical Group
Urology
Harrisonburg, VA

AbsoluteCare
Internal Medicine
Baltimore, MD

Shirley Ryan AbilityLab
Section Chief, Traumatic Spinal Cord Injury
Chicago, IL

SIU School of Medicine Faculty Positions
Neurosurgery
Non Invasive Cardiology
Internal Medicine
Gastroenterology
Orthopedic Surgery
Urologic Oncology
Springfield, IL

Texas Tech University Health Sciences Center
School of Medicine
Pediatric Critical Care
Amarillo, TX

Rainbow Hospice
Lead Palliative Care Physician
Chicago, IL

Learn More

Executive

Baptist Health
Chief Medical Officer
Physician Advisor
Little Rock, AR

Springfield Clinic
Chief Financial Officer
Springfield, IL

Texas Tech University Health Science Center
Chair of OBGYN
Transmountain Campus Chair of Internal Medicine
El Paso, TX

Learn More
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Recent Posts

Mental Health Awareness and Care

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

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

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.

 

Jordan Search Consultants

Jordan Search Consultants

113 Church Street, O’Fallon, Missouri 63366
call 866-750-7231 or email us

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