10 Simple Ways to Increase Your Placements and Revenues This Year
Tough economy got you – and your placements – down? It doesn’t have to be that way. Here are ten, highly effective yet simple ways to blow the hinges off your placements this year.
1. Ruthlessly Disqualify Prospects
Don’t waste your selling time on “C” client prospects that are not serious about buying. Get rid of those tire kickers by becoming ruthless at qualifying and disqualifying. Make sure you’re working with A-level prospects. Develop a list of key qualifying questions to determine if the prospect is a contender. If your prospects do not meet the criteria you set, disqualify them and move on to those who can and will buy.
2. Be Politely Persistent
97% of recruiters give up after the second follow up…be one of the 3%. When you have a serious prospect be tenacious but polite in your follow up. This does not mean stalking. It means doing extras to create value – sending a thank you card, a value added article, something that keeps you ‘front of mind’ ; anything gives you a pre-text for follow up. But whatever you do, be thorough and tenacious in keeping in contact with your prospect.
3. Work Harder
Bottom line – this is a “numbers” game. Start by making ten more dials a day. That turns into fifty more a week, two hundred more a month, 2400 more in a year. You can bet all that activity will net more revenues. Come in fifteen minutes earlier; stay fifteen minutes later, cut fifteen minutes out of your lunch. Do some work at home. Hard work won’t kill you and the pay is great.
4. Cross Sell More Often
Cross selling is easy because the client has already made the decision to buy and the wallet is already open. Leverage the moment and learn to ask what other needs they may have. What specialty are they having the most difficulty with and would want to hear from you if you came across someone?
5. Learn to Sell Better
Buy a book on sales. Learn how to handle objections better. Check out websites. Purchase a CD or DVD on selling. Get your manager to help by coaching. Find a mentor. Work with the best. Hang out with winners. Anything! But do something to get better. The more you learn the more you will sell. Invest 2% of your gross salary in yourself each year.
6. Ask for the Sale/Commitment Sooner
Just ask for the sale. Many recruiters wait too long. Ask your questions, identify the need, present your solution and then ask for the sale. Alternatively, ask for commitment to the next step in the sales cycle. Get an agreement to a date and time for follow up. Keep “stirring the pot.”
7. Sell What Clients are Buying
Look at the specialties you are closing on sell. Are there more profitable specialties you could be selling? Or make bigger placements by placing more lucrative sub-specilities. Get out of your comfort zone and try something new. Test related specialties. You will get to your revenue goal faster.
8. Ask for Referrals
We all know that referrals sell faster and easier, so why not ask for referrals more often. The worst the client will say when you ask is ‘no.’ Nothing ventured, nothing gained. Ask for a referral this way, “Dr Williams, can you give me the name of someone who could possibly use my services?” Asking for a name forces the client to think specifically and this increases your odds of getting a good referral.
9. Prospect Every Single Day
Generate new sales and revenues with new ‘blood.’ New prospective clients and candidates broaden your database and more importantly, ensure that you never get complacent and dependent on existing clients. Spread the risk and make more placements. No client should be more than 10% of your business…5% would be better.
10. Learn to Negotiate
Do not cut your price! On the other hand, if you must provide a discount make sure you are getting something back. For example, you agree to a lower price but in return ask for a reduction in any guarantees or try discounting the third placement after full payment on the first two.
You do not have to be a victim to the economy. Start implementing these proactive strategies now and watch your placements grow.
Eskridge & Associates specializes in the placement of physicians nationwide in both locum tenens and direct placement opportunities. For more information on consulting and training services visit www.eskridge-associates.com or call 888.658.6718.
Understanding Cohorts – a New Look at Physician Recruiting
Effective physician recruiting requires the professional to understand different age groups, characteristics, and values, as a means to successfully placing doctors in the best role. The time period in which an individual comes of age greatly impacts how an individual perceives work and how he or she will typically perform as an employee. A group of people reaching adulthood at a particular time, called a group of cohorts, tend to have similar characteristics. By understanding a cohort’s characteristics, a recruiter can more effectively place an individual, and an employer can manage the professional to the greatest benefit for both the company and the employee.
Cohorts are bound together by the events and ideas that play out at the time they come of age. Major events such as wars, political happenings, technological advances and philosophical and social changes affect the group’s perception of the world and lead to characteristic behaviors. Because the group of individuals forms their values and beliefs as they mature, the significant events of the day have a huge impact on the group’s value sets, which tend to remain with the group for a lifetime. Interestingly, these value sets are not generally impacted by other major factors, such as race, class, and gender.
Cohorts and generations are two different concepts, though the names of these groups are often interchangeable. While cohorts refer to the time that a group comes of age, a generation refers to the time in which a group was born, usually a 20-22 year period. It is important to note that no general statement can apply to all members of a group, but rather describe characteristics that are commonly found within the group. The cohort groups of the last 100 years include the following:
- Depression
- World War II
- Post-War
- Baby Boomers
- Generation X
- N Gen or Generation Y
- Millenials
To illustrate a cohort group, many of us might remember members of the Depression Era, a cohort group born between 1912-1921, who came of age during the Great Depression. If you remember a cohort from this group, it is likely that you remember the person was thrifty to an extreme, perhaps stockpiling food, making do without luxuries, and focusing on financial security. Their experiences during times of great economic stress changed them permanently.
The Baby Boomers are the oldest cohort of workers currently recruited and employed on a large scale. They came of age between 1963 to 1983, experiencing significant events such as the Kennedy assassinations, the Moon landings, the Vietnam War, the Civil Rights and Women’s Lib movements. These circumstances led to a highly-educated group of people who are idealistic workaholics, who tend to put career before family, who can be very individualistic and self-focused, and who feel both a responsibility and a sense of accomplishment in changing the world. This group is the largest cohort population in the United States, and they have driven lifestyle trends ever since their conception. The majority of Boomers will reach retirement age within the next ten years.
The Generation X group matured between 1984 and 1994, and comprises 22% of the population. This cohort was marked as the largest generation of children of divorce, who often grew up as latch-key kids. Defining events included recessions, the energy crisis, nuclear and environmental disasters such as Three Mile Island, the Gulf War, and the leading edge of the Information Age. This group has little hope of attaining the lifestyle of their parents, and view idealism with suspicion. The defining events in their lives have produced a cohort that is pragmatic, self-reliant, informal, casual, and technologically savvy. They tend to build a sense of family among friends and look for balance in their lives. Though this group has often been called a generation of “slackers”, the U.S. Census Bureau reports that, in fact, they work almost 4 hours per week more than the average.
N-Gen or Generation Y cohorts are those who came of age between 1995-2005. The events that shaped this group include the Internet, terrorism acts such as the Oklahoma City bombing and the September 11 attacks, diversity initiatives, social changes such as the fall of Communism, the release of freedom fighters such as Nelson Mandela, and the AIDS epidemic. This group has characteristics that are polar opposite to Generation X; they tend to be positive, idealistic team players who place great value on diversity and civic duty.
The Millenials came of age after 2005, in a world of increasing respect for diversity, leaving no one behind, pervasive technology, continual terrorism attacks, and a high sense of achievement and their own worth. For Millenials, multi-tasking is a way of life and staying connected 24×7 through the Internet, text messaging, instant messaging, cell phones, and email are of high value. Because technology can alter reality in many ways, this group no longer depends on a sense of absolute reality.
Knowing how to communicate to each cohort group is a skill worth developing. For example, Baby Boomers appreciate organized, detailed information, and a tactful communication style that recognizes the individual’s authority. Gen X’ers and Gen Y’ers don’t just want to be on the receiving end of a message, but also want to interact with and help craft the message. Millenials, more than any other cohort, receive communications from diverse sources, and they appreciate communication that makes them feel special. These communication preferences can be used by the savvy communicator as a tool to reaching the individual.
Each of these groups has assets that can be used to great advantage when recruiting; each group also has challenges that can be overcome by savvy approaches and perceptive managers. Learning to identify the characteristics that an individual possesses, as part of their cohort group, can provide a recruiter with tremendous opportunities to coach a candidate and place him or her in the best position. The following table offers a perspective on the strengths and weaknesses of each cohort, as well as information on how to work with them to the best advantage.
Cohort Group – Baby Boomer
Assets
- Career oriented
- Driven
- Want to please
- Experienced
Challenges
- Not naturally “budget-minded”
- Overly sensitive to feedback
- Judgmental
- Self-Centered
Motivators
- Personal appeal
- Public recognition
- Name recognition
- Reward hours and effort
- Coach with sensitivity
- Value experience
Cohort Group – Gen X’er
Assets
- Goal oriented
- Adaptable
- Technologically savvy
- Independent
- Unintimidated by authority
- Creative
- Pragmatic
Challenges
- Cynical
- Focused on work/life balance
- Can be overly casual
- Less company loyalty
Motivators
- Self-development
- Opportunities for advancement
- A fun, relaxed atmosphere
- Hands-off supervision
- Good technology
- A family environment
Cohort Group – N Gen
Assets
- Team oriented
- Optimistic
- Tenacious
- Technologically savvy
Challenges
- Less sense of absolute right and wrong
- Impatient
- Overly focused on individualism
Motivators
- Self-designated work teams
- Flexible work hours
- Virtual work teams
- Reverse mentoring programs
- Show opportunities for advancement
- Straightforward feedback
Cohort Group – Millennial
Assets
- Service oriented
- Multitasking
- Technologically savvy
- Positive attitude
- Collaborative
Challenges
- Distaste for menial work
- Have few skills to deal with difficult people
- Impatient
- Inexperienced
- Overconfident
Motivators
- Exceptional teamwork
- Continual stimulation and challenge
- A structured environment
- Honesty
- Ability to provide input
Knowing the best ways to motivate, communicate, and work with each of these groups can impact the satisfactory placement, work behavior, and job satisfaction for each individual. The motivating factors for a cohort can mean the difference between an engaged, hard-working workforce and one that performs poorly. A recruiter should identify each candidate’s cohort group and then determine how to communicate opportunities to the individual. By focusing on a candidate’s motivating factors, a recruiter has the greatest likelihood of placement in a mutually satisfying position.
Bob Eskridge, a Board Certified Physician Recruiter, expert author and President of Eskridge & Associates www.eskridge-associates.com which specializes in the placement of physicians in both contract and permanent opportunities nationwide.
The ABCs of Excellent Recruiting
Top physician recruiters are those who take special care of their clients and candidates. Sometimes exceptional customer care is long-reaching and profound; at other times it is a simple act that smooths the way for others. Simple acts of good client service should be a way of life for recruiters, and in the spirit of simplicity, the following are 26 service principles to work towards each day.
Accommodate
Strive to accommodate your clients’ special requests. A client may need an orthopedic surgeon who also has experience in phlebotomy, an unorthodox combination. Due to travel plans, the client may need to set a first interview with a candidate at a conference room in an airport. When unusual needs are met, top recruiters become more valuable to our clients – and they are more likely to recommend you to other colleagues.
Bear With
Bear with your clients at all times, and try to understand their point of view. Employment is one of the most important facets of life, and when difficulties arise in the hiring process, recruiters need to be sympathetic and offer solutions.
Connect
It’s important for recruiters to connect with their customers. When you know what is most important to your clients and candidates, when you understand career goals and identify the client’s work environment, you can be much more helpful in matching employee to employer. Such understanding comes from a good personal connection.
Distinguish
Distinguish yourselves from all other recruiters so that you are the clear choice for clients. Board-certified recruiters, quality care, and extra offerings such as travel planning services, allows you to stand out in the recruiting crowd.
Engage
Recruiting is about much more than just filling a job order – the recruiter must engage the client and the candidate in the search process. A candidate who is prepared for an interview will be able to discuss skills, strengths, and qualifications with intelligence and enthusiasm. Clients who make time for the search process and who know how to conduct a good interview will be much more successful at identifying the right physician.
Follow-Up
Top recruiters don’t leave the assignment behind once the job is filled. Follow-up is key to a good working relationship; you want to be sure that your interview and analysis processes work for the best placement of the candidate and the satisfaction of both parties. Check in at intervals to be sure any challenges are easily resolved and that the assignment is working over the long haul.
Guide
Board-certified recruiters are the experts in employment, and can guide the employment process. You can help iron out details related to employment law and guide physicians through immigration processes, long-distance relocation, or the transition from an urban to a rural practice setting. You are able to guide employers through legal interviewing practices and agreements for all varieties of direct hire and locum tenens arrangements.
Help With the Details
The recruiter is the liaison between employer and employee, and your job is to help make the hiring process easy. You nail down the details like where the physician should park for the interview, and whether he or she will need a security badge to enter the hospital. You can plan all the travel arrangements for a cross-country interview. You will checking references and credentials, so the client has the assurance of meeting only qualified and recommended candidates.
Interviews
Booking interviews is one major goal in recruiting. All your efforts in matching clients’ requirements to candidates’ skills and personality lead to an interview. For this reason, you spend time with the client to help the hiring manager prepare an interviewing approach that will uncover critical information. You also work with physicians to be sure they can clearly communicate their skills, work ethics, and experience during an interview.
Jargon Translator
Your clients may not know the details of National Interest Waivers for foreign physicians might need to become eligible for hire, or the meaning of the legal phrase “defenses to contracts,” but recruiters must be able to decode these terms so physicians and hiring managers can easily understand them.
Knowledge
Again, recruiters are the experts in employment. Even if a recruiter doesn’t know something, he or she knows where to find the answers.
Learning
Even if a client/candidate match doesn’t work out, there is still something to be learned from the experience. A skilled recruiter asks the right questions to identify the lesson in the situation: Were the requirements defined clearly enough? Did the manager have a misunderstanding of the qualifications? Did the physician need more time to prepare for an interview?
Maintain
By maintaining a high level of consistent service, you give your customers assurance that you’ll be there for them, year-in and year-out.
Network
Many of the best recruiting opportunities come from a well-developed network. The best recruiters maintain extensive networks of professionals they can call on for assistance. Recruiters can also help job-seekers identify their own network of contacts that can be of use during the search process.
Opportunity
Good recruiters look for every opportunity that might help their customers. Through networking and search tools, they keep on top of the industry; by knowing their customers’ requirements and qualifications, they can easily identify the right opportunities.
Professionalism
We hope this one needs no explanation!
Quick Response
Your goal is to return each call or email as quickly as possible, even if you have no news to offer.
Referrals
It’s a fact that people who receive excellent service will recommend that service to colleagues. Strive to exceed your customers’ expectations so that they are proud to refer you to others.
Smile
Recruiters’ have a lot to smile about – you’re helping people with decisions that will fundamentally affect them and their families! Each day, you work to improve the lives of the people we represent.
Truthful
Honesty is still the best policy – especially when customers’ employment is involved.
Updates
During a job or employee search, frequent updates prevent anxiety, confusion, and lack of confidence. Your goal is to share information as soon as we receive it. If we have nothing to share, we keep in contact so that our customers know they’re on the top of our minds.
Value
A recruiter adds value to the job search process by taking care of all the details – allowing the physician and hiring manager to focus on their goals and daily duties. In addition, recruiters have access to many job-related resources that are unavailable to individuals, including tools, networks, and employment information sources.
Willingness to Change
Good recruiters are not tied to just one approach. You analyze your processes and are willing to try new options if it will help the search efforts.
“X”-amine the Market
We’re stretching the word just a bit, but recruiters must stay on top of all market news. New legislation in the medical field; changes in the workforce; trends in healthcare – you continue to study your field so that you always offer well-informed advice.
Yardstick
The 26 principles listed here are the measurements for excellent recruiting. You should be able to expect all of these characteristics in someone who is helping you in your search for qualified professionals or work that meets your career goals.
Zealous
Recruiters should be passionate about their work – any job where you have the ability to change lives is a job you should approach with zeal.
Bob Eskridge, a Board Certified Physician Recruiter, expert author and President of Eskridge & Associates www.eskridge-associates.com which specializes in the placement of physicians in both contract and permanent opportunities nationwide.
Secrets of Successful Physician Recruiting – An Effective Process
Successful physician recruiters work with an efficient, consistent process to find and place the best candidates. They know they must perform many roles: sourcing, marketing, client management, documentation, and retention, as well as specific recruiting activities. To manage this process effectively, they follow specific steps proven to achieve success, and closely monitor their activities.
The best recruiters perform well on both sides of the business: finding top-notch recruits and cultivating and managing clients. They excel at matching the right candidate to the right position, which leads to further business through referrals from happy clients and physicians, as well as a client base that is pleased to do business with the recruiter again.
Through cold calling, referrals, and industry specific websites, a recruiter finds candidates for placement. First the recruiter determines their level of interest: if the candidate is interested in someday making a career change, but is not open to it right now, the recruiter saves the prospect’s information and checks back periodically to see if the situation has changed.
If the candidate is ready to make a move now, the recruiter conducts a preliminary information-gathering interview and logs the data for later use. He or she obtains the curriculum vitae (CV) and references, and performs a background and credentials check. The information collected from the candidate is analyzed for any issues, such as insufficient credentials or negative feedback from references. In this case, the recruiter must decide whether the issues are significant enough to stop the process, or whether the issues are merely noted for future reference.
At the same time, the successful recruiter is also identifying clients and cultivating relationships with hospitals, organizations, and physician practices. The same techniques of cold calling, referrals, and web and media searches can provide many leads to practices and organizations with open positions. In addition, cultivating good relationships with organizations that don’t have a current opening will pay off when a position is available – the hiring manager will contact the professional recruiter first.
Good recruiters prepare several scripts that they use to make marketing presentations to potential clients. This ensures that they say all they mean to say, in the way they mean to say it. On a marketing call, the recruiter explains the benefit to the client in working with their company, and responds to any questions or objections. A good recruiter knows there is only one objection that can’t be countered: maybe!
Once the new client agrees to work with the recruiter, an agreement is signed. The recruiter obtains all details about the job, the practice and the location. A workable job order is one in which three criteria are present:
1. There is evidence of cooperation. The client is willing to respond to the recruiter in a timely manner.
2. There is a sense of urgency. The client “feels the pain” of not having this position filled.
3. It is a marketable position. The specialty is in the recruiter’s area of expertise.
Recruiters maintain a searchable database of the open positions and records the activity made on each job order.
Matching physicians with open positions is as much an art as it is a task to be done in the recruiting process. After working hard to recruit a qualified candidate, and establishing a good rapport with the individual, the recruiter matches their credentials with the job orders.
The way a recruiter presents an opportunity many times will determine whether or not the candidate will accept or decline an interview. By conveying excitement about the opportunity, and by sharing all the details about the job, the candidate becomes enthusiastic about an interview with the company.
At the end of the day, successful recruiters do one thing…get candidates in front of decision-makers. They do this by identifying the hiring manager during the marketing process, and by enthusiastically presenting the potential candidate. The hiring manager must learn why the recruiter feels a particular candidate is ideal for the job, and this goes beyond credentials and work experience. The manager also wants a person with the personality and culture to click with his or her new co-workers. They want to know what the physician’s references have said, and what the physician’s goals and strengths are.
The next step is key…the prep. The most successful recruiters prepares both the physician and the client for the interview. The day before the interview, the recruiter should spend some time with the candidate sharing any further information discovered about the hiring organization and the decision-maker. Role-playing with interview questions are a great way to prepare the physician; the recruiter can then give the candidate suggestions for improvement and teach any needed interview skills.
Likewise, the recruiter will spend time with the client to ensure a smooth interview process.
After the interview, the best recruiters will always follow up with both the candidate and interviewer. He or she must find out not only whether the candidate has any concerns, but also what went right. Next the recruiter talks with the client to address their concerns as well. The information is vital to complete the placement and start the process of making a job offer and negotiating terms. If it just will not work, the recruiter receives valuable information about what the manager and candidate are looking for, to fine-tune the search process.
Sometimes a second interview and usually a site visit is necessary. The recruiter builds good relationships by coordinating any travel and itinerary arrangements that are needed. If the physician will need to relocate to accept the position, it is helpful to put together a packet of information about the new area. The recruiter must also coordinate obtaining a state license and any credentialing needed for the job.
A good recruiter’s job doesn’t end when the candidate is placed. He or she should follow up with both the physician and hiring manager to be sure all is going well. During the first month, a weekly call can head off any potential problems and ease the transition not only with the candidate but also with their family. Then the recruiter should contact both parties on a month schedule for the first six months. At the one-year anniversary mark, the recruiter should check again to be sure the placement is satisfactory.
Successful recruiting is a rewarding challenge. Recruiters can change people’s lives, for the better or for the worse. If they do the right things at the right time, listen to wisdom, and perform the job properly, they build a satisfying career. In addition, they provide a vital resource to client companies and candidates.
Bob Eskridge, a Board Certified Physician Recruiter, expert author and President of Eskridge & Associates www.eskridge-associates.com which specializes in the placement of physicians in both contract and permanent opportunities nationwide.
Why Are Certified Physician Recruiters the Best Choice?
Physician recruiters are responsible for understanding the legal, professional, and technical aspects of the physician recruiting industry, just as with any professional. When a hiring manager begins the search for a new physician, or a physician chooses to embark on a job search, they need to be able to rely on the physician recruiter to have the skills and knowledge to represent them properly. The ability to match a physician with the proper opportunity and to manage hiring and retention issues requires specialized skills and experience. While there are many job search firms and recruiters in the field, not all recruiters are created equal. There are relatively few barriers to entry in becoming a recruiter. With so many choices, how can physicians and organizations find the best recruiter for their job needs? Make sure they are board certified!
The business community, and the industry as a whole, view certifications as a seal of excellence. In Fortune magazine’s July 20, 1998 issue, they recommended that one way to choose a recruiter is to ask if they’ve been certified. Board certifications tell clients and physicians that the recruiter has taken the time to study a body of knowledge that the leaders of the physician recruiting industry have determined to be the crucial knowledge for this profession. The certifications can reassure clients that the recruiter will conduct him or herself professionally; certification provides the knowledge and the guidelines to perform according to the highest professional placement standards. Certifications hold the industry to a higher standard, as well as the individual. “It is imperative that every recruiter understands the laws that govern our industry,” says Conrad Taylor, President of the National Association of Personnel Services (NAPS).
Today, more than any other time in the history of the staffing profession, credentials are well-recognized in the industry. The idea of credentialing is being given more credibility. This has come about through recognition of the specialized nature of staffing, as well as recent regulations such as the Sarbanes-Oxley Act.
However, some hiring organizations may not care specifically about using a recruiter with certifications; they are just looking for physicians. They might question why they should use certified recruiters. There are several specific reasons why hiring board-certified recruiters can prevent problems. Hospitals and organizations must be able to answer the question, “Are you using outside sources that are credible?” The rigorous education requirements for certified recruiters ensure that the organization is working with a reliable, credible provider.
Additionally, organizations are taking a risk that their insurance provider might question the staffing or recruiting decisions. They might have provide justification to an insurance provider on who they’re using, and being able to show that they’ve utilized the skills of certified recruiters will help in justifying their choices.
Finally, using certified recruiters will help the entire staffing industry, thus giving clients access to professionals who are held to high standards. Until organizations are accountable for professional standards through regulation and certification, anything goes. It is important for recruiters to adhere to credentials and best practices, but it is also important to become a member of trade association where the recruiters are answerable for their behavior and business practices.
Since 1961, the National Association of Personnel Services has been certifying recruiting and staffing professionals nationally. Today, there are more than 10,000 professionals designated as Certified Personnel Consultants (CPC) or Certified Temporary-Staffing Specialists (CTS). Over 300 professionals hold both certifications, since the market and demand dictates more blended capabilities in recruiters. NAPS also offers the first staffing specialty certification designation, the Physician Recruiting Consultant (PRC). NAPS certification initially provided a vehicle for self-regulation in the staffing profession, helping professionals stay abreast of current legal laws, in addition to providing ongoing training and education. The association now provides the opportunity for professionals to expand the industry knowledge base in employment law, changing regulations, best business practices and the highest standards of ethics.
There are several different certifications offered by NAPS. The CPC certification focuses on direct hire placement, CTS certifications pertain to recruiters specializing in temporary or contract staffing (e.g. locum tenens), and the focus of PRC is the skills on the physician side of the business. The CPC and PRC candidates should be experienced in direct hire physician placements. They might obtain this experience through roles as an owner, partner, manager, recruiter, placement consultant within a private firm, or corporate human resources or employee relations professional within a large corporation. CTS and PRC candidates should be experienced in physician temporary/contract staffing. Roles that provide this experience include owner, partner, manager or staffing professional working full time in a temporary service business.
Individuals seeking the CPC, CTS or PRC designation must display their knowledge of the content of the applicable manual written for the NAPS certification program. After studying the knowledge base for the desired certification, the recruiter must take an exam. The CPC examination will test candidates on employment law and regulations, business situations, standards of business practice and certification program rules. The CTS examination will test candidates on their knowledge of discrimination law, family leave, ADA, drug testing, joint employee, contract issues, standards of business practices and certification program rules. The PRC examination covers such subjects as physician training, licensing, credentialing and referencing of physician recruiting laws, and regulations. Candidates who seek the PRC designation must complete two exams to qualify. They must pass either the CPC or CTS exam, along with the PRC exam.
When a recruiter is certified, he or she must agree to uphold the National Association of Personnel Services (NAPS) Standards of Ethical Practices and certification program rules. In addition, the recruiter must participate in continuing education programs and re-certify every three years. The continuing education requirement helps keep recruiters current with legal, business and related practices. To remain certified, staffing professionals must complete 50 contact hours of professional development or training experiences in each three year period after certification. If the continuing education requirement is not met every three years, the recruiter’s certification rights will be revoked until the credits are achieved. The continuing education expectation requires recruiters to complete 50 hours of learning, which can be face-to-face training, conferences, training materials, or even seminars with industry leaders.
Years ago, recruiters were required to work in the industry for two years prior to being certified. Now, recruiters can work toward certification as soon as they begin the job. Anyone can begin learning the knowledge base for certification from day one. This is provides new recruiters with the benefit of credibility from the start, as they can explain to clients that they are going through the certification process developing good habits from the beginning.
As certifications become more common and well-regarded, those recruiters who have become certified can serve as ambassadors for the certification program. “I always let my clients know that I’m a certified recruiter,” says Taylor. “It’s a symbol of excellence that gives credibility. It also instills the value of personal accountability that you’ve got to deliver to your clients.” Many physician recruiters now designate their certification levels on their business cards or on conference name tags. It’s important to note that not all professionals understand a designation such as CPC or CTS, and that the certified recruiter may have to educate clients or colleagues. If a recruiter lists that they are a “Certified Personnel Consultant”, he or she is more likely to entertain questions about the certification than if the designation is simply CPC. Board-certified recruiters have a responsibility to help educate others on the certifications of their profession. The entire industry is helped by helping physicians and clients know what to look for in board-certified recruiters, as well as helping other recruiters understand how they can enhance their skills and knowledge to remain at the top of the game.
The future of staffing profession certification will be a time of change. Recruiters must respond to new challenges in the profession as a whole. Retention is a large issue in the physician field; the challenge for talent affects the ability of recruiters to find the best placement for a client. For every ten professionals who leave the workplace, only four or five physicians are replacing them. Certified physician recruiters can help alter outcome if they precipitate discussions with clients on retention issues and best practices, while providing solid advice on managing the workplace to minimize attrition. Those recruiters who are certified through NAPS have the advantage of a wide network of information and resources to remain on top of current issues and trends. To address the retention issue, NAPS has most recently added a fourth certification:Certified Employee Retention Specialist (CERS). This certification is based on the groundbreaking work of Roger Herman, Joyce Gioia and Tom Olivo in the book “Impending Crisis: Too Many Jobs, Too Few People.”
Certified recruiters can be a source of guidance and counsel for HR professionals and hospital environments as they work with personnel issues. When a physician leaves one practice to join another, this career decision affects them deeply – especially if they are relocating. By making sure procedures are followed when a physician is hired, and by making sure that no steps are missed during the process, physicians are assured of a smooth transition and a favorable impression of the new organization. Ongoing reviews of the situation, with both the client and the physician, can help uncover problems with the position that are more easily resolved if caught early on. The physician recruiter is a key part of retention and satisfaction in the client/physician relationship.
In fact, board certified recruiters can be seen as the ultimate professionals in the personnel arena. Just as someone would go to an accountant for tax issues or a mechanic for car problems, if someone has staffing questions, they should call their recruiter. By calling a certified recruiter, the caller is assured that they are contacting a professional who has gone the extra mile to learn all he or she can about the profession. The client is working with a true professional with high standards and an up-to-date education about the industry.
Bob Eskridge, a Board Certified Physician Recruiter, expert author and President of Eskridge & Associates www.eskridge-associates.com which specializes in the placement of physicians in both contract and permanent opportunities nationwide.