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Recruitment of top caliber candidates for Clinical and Administrative positions has become one of the pressing concerns for most Hospitals. Qualified people are hard to find and difficult to recruit. The recruitment dynamics in the healthcare environment have significantly changed. The old methods do not meet the new conditions of the California healthcare managerial labor market. The management function in many hospitals was a stewardship model verses a leadership driven model. A successful hospital these days must recruit managers with strong leadership characteristics who can make things happen and react with determination and a commitment to getting the job done with less people, new systems and increased regulations. Many of the "old guard" has not proven they can make the change in accountability and expectations. On the clinical side of recruiting, the current nursing shortage has reduced the number of potential clinical management candidates. The significant increase in nursing compensation in the last several years has driven the income of nurses to a higher level, thus creating a condition where a nurse is more inclined to be satisfied with the new wages and not pursue management opportunities. In many cases, management salary ranges have not increased to keep pace with the resulting salary compression. Finding the right administrative and support leaders is also challenging. The market is tight and qualified candidates tend not want to move, as their compensation packages to retain them is high.
Reilly & Associates offers a highly competitive fee structure to accommodate the expense pressures in today's marketplace. We have developed a Partner Plan for our key clients, offering unparalleled quality and a flexible fee structure designed to meet their recruitment budget. When the senior member of the Firm performs the search the all of the actual recruiting, as with Reilly & Associates, the principle gets to know the potential candidate from the first point of contact. This provides the opportunity to closely evaluate the candidate's attitude, professional and personal goals and monetary motivation over the course of the search. Common retained search models show that most searches are handed off to junior staff to perform the actual recruiting, thus removing the senior partner from the process. The senior partner will interview pre-screened candidates at end of the search, but not engage in the presentation of the opportunity to potential candidates. Contacting and recruiting candidates is the last function you want the search firm to delegate to someone besides the senior recruiter, who has met with members of the management team in the hospital. They have a good sense of the environment, culture and clinical and administrative profile of the client and most of that knowledge is lost in the translation to the junior recruiters.
It is not enough to look for a functional and cultural fit alone. There are three key components to the evaluation process. The third element is the ability to observe the candidate's behavior and attitude throughout the entire search process. This one-on-one contact often provides the principle with valuable information prior to the candidate presentation and throughout the selection process so that our clients will have the essential information they need during the negotiation stage. The end result of the senior person working a search from strategic development to the final negotiations creates a more comfortable working relationship between the candidates, the client and the search firm. More importantly, it builds the trust and open communication process that is absolutely critical to a successful project. At Reilly & Associates, we understand the healthcare delivery system and the real-world challenges. Our fee structure reflects our commitment to put high quality, retained search services in the hands of today's healthcare executives.
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