At some point in our lives, we all apply for a job. Whether we find the opportunity ourselves or go through a third-party, there is some component of recruitment involved. This recruitment includes multiple steps and interactions with various individuals that require the submission, verification, and discussion of capabilities or competencies. Some industries may emphasize a background check or interview, while others place value on credentials. This recruitment and vetting process is very similar across industries. However, focus is placed on the differences in this process rather than encouraging shared-learning and the creation of effective processes for all stakeholders, especially in healthcare.
Let’s specifically talk about healthcare provider recruitment.
A major component of this activity is credentialing. Credentialing, in its simplest form, is the process by which a provider’s skills, education, and training are verified. Unfortunately, this process is often riddled with intricacies, complexities, and lack of standardization. The good news is this process can be adjusted so that it becomes more streamlined, standardized, and efficient. One way to do this is by driving collaboration and sharing into the process; a process that requires a variety of different entities to interact with an individual provider.
A sample, yet simple, sequence of events for provider recruitment is outlined below:
- A provider submits a resume to a clinical staffing firm
- The staffing firm performs an interview and some basic due diligence on their resume (demographics, education, work history)
- The staffing firm submits the provider’s resume to a healthcare organization’s HR department
- The healthcare organization’s HR department vets the candidate after their application is completed
- The HR application is approved and the provider is submitted to medical staff for hiring activities
- The provider fills out another application
- The provider submits all necessary credentials and associated documentations
- The provider completes a privilege request
The scenario above may not fully mimic how your organization operates. However, it is likely that your process has activities that occur in silos, are repetitive, and do not optimize technology. Information that is acquired by the staffing firm is often not shared with the HR department, and subsequently, the HR department does not share this information with the medical staff office. Not to mention the information may still be submitted and processed in paper-form with multiple applications. The outcomes: lack of sharing and collaboration, poor provider experiences, and an increased credentialing timeframe.
There are a number of solutions that will decrease the recruitment timeframe (a big win for staffing firms) and improve a provider’s satisfaction and credentialing experience (a huge competitive advantage for healthcare organizations) – benefits that will help both entities differentiate themselves in the market.
Credentialing, and the broader recruitment process, is related to back-end performance management.
The majority of recruitment information, or data, being captured is consistent across industries; a holistic picture that contains an employee’s knowledge, skills, and abilities (KSAs). With provider recruitment, it’s the process of retrieving and utilizing data that is different. Performance management in healthcare may reside with the department, instead of HR, and include activities such as peer review, proctoring, FPPE, and OPPE, that are non-existent in other industries but still drive the same goals.
The credentialing component of recruitment is actually the front-end of an organization’s ongoing performance management process. If you focus on items once a provider is on staff, wouldn’t it be important to learn about them in advance? Imagine a scenario in which a staffing firm finds candidates, credentials candidates, and then submits the candidate along with an electronic record of their credentials, verifications, and KSAs to HR and the medical staff simultaneously. Both business units have a standard set of data to perform a thorough evaluation on that provider. If it leads to employment, this same set of data will be the basis for future performance management cycles and other onboarding activities.
By collaborating and sharing this standard set of data among stakeholders involved in the recruitment and credentialing process, providers submit their information once and experience a streamlined interaction and great first impression with their new potential employer. The timeframe is decreased by eliminating the need to capture information multiple times, in varying methods and by different people. The staffing firm also has higher confidence in candidate selection and placement due to a more comprehensive data set leading to market differentiation with competitors.
This is one model and not the right solution for all organizations. However, it is important that staffing firms and stakeholders recognize that adjustments to the credentialing component, through collaboration, sharing, and technology, can drastically improve a number of key metrics that guide the success of a healthcare organization.
About the Guest Author
Matt Gretczko is a member of the MCS advisory team and a Managing Consultant with Tenon. He has nine years of consulting experience, previously working at Deloitte where he provided global process redesign, technology implementation, workforce analytics, and change management services.