- 11.6% of hospitalists worked as locum tenens in the past year, up from 10% last year. 14.5% identify as full-time locum tenens.
- Compensation, flexibility, and varied experiences are primary motivations for hospitalists to work locum tenens roles.
- Over half of hospitalists who work locum tenens prefer relatively short assignments of 1 month or less.
- Usage of social media like Facebook and LinkedIn among hospitalists mirrors general consumer adoption levels.
Adding it Up - Accounting for the Transformational Power of an Optimized Work...API Healthcare
The white paper, “Adding It Up: Accounting for the Transformational Power of an Optimized Workforce,” sheds light on the growing body of evidence that supports workforce optimization’s impact on staff and patient satisfaction, increased revenue and quality of care.
From rising costs to an aging population, today’s hospital leaders have no shortage of concerns. However, they are all connected to a single issue—the need to acquire
talent. This emerges from a new Economist Intelligence Unit (EIU) survey—sponsored by Prudential—of more than 300 executives from hospitals of different sizes, locations and structures.
The survey reveals that talent is becoming a more pressing issue. In 2015, when the EIU conducted the first survey of the sector, attracting the best talent was less of a concern than other challenges. Now it is the second-leading issue for the
industry, according to survey respondents.
Part of the problem is that, in a cost-constrained environment, it will not be easy for hospitals simply to increase pay packages to secure top talent. And this challenge is being compounded by an industry-wide shortage of nurses, doctors and other clinical staff.
For many, it is a game of catch-up. “For every vacancy filled, two or more positions come open and need to be filled,” says Julie Hill, Recruitment Coordinator for Tidelands Health and President of the National Association for Health Care
Recruitment.
To compete for talent in this environment, hospitals are finding creative solutions. While remuneration must remain competitive, hospitals are using other weapons in their battle to win recruits, from developing candidates internally to using social
media as a recruitment tool.
Attracting and retaining talent is the most critical issue facing the U.S. hospital sector, according to an Economist Intelligence Unit (EIU) survey of more than 300 industry executives conducted for this research program. It is also a widespread problem: 74% of respondents believe their own organisation needs to pay more attention to attracting and retaining the best talent. Only 3% disagree.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
Adding Value to the EMR: A Clinical PerspectiveHealth Catalyst
Known for leading large-scale healthcare improvement using data and analytics to drive positive change, Dr. Charles Macias speaks to creating greater value in the EMR through analytics. This approach has done more to increase value than many other cost-reduction efforts.
In this webinar you will 1) Explore each component of the value equation, 2) learn how TCH has increased the value of its healthcare using data to drive quality an ever more important need of those facing capitated or value–based care reimbursements and 3) consider a new ROI equation for systems who have invested heavily in their EMRs
The Communiqué is a publication dedicated to bringing articles and advice, specific to the anesthesia and pain management community, that are practical and tangible. ABC is happy to provide The Communiqué electronically as well as hard-copy versions. The Communiqué features articles focusing on the latest hot topics for anesthesiologists, nurse anesthetists, pain management specialists and anesthesia practice administrators.
Tony Mira, President & CEO, explains, “The Fall 2014 issue features several experts in anesthesia practice management providing helpful advice, starting with Danielle Reicher, MD, an Anesthesiologist from San Diego, CA. Dr. Reicher describes a specific and very important application of EHR technology in Making Meaningful Use More Meaningful: communicating with patients." Dr. Reicher states, “While we may not be a daily fixture in the medical lives of our patients, our role is critical and the information we gather can be extremely vital to the electronic medical record. Let’s make Meaningful Use even more meaningful!”
Another author we are proud to feature is Steven Dale Boggs, MD, MBA, Director of the OR and Chief of the Anesthesia Service at the James J. Peters VA Medical Center in Bronx, NY as well as Associate Professor of Anesthesiology at The Icahn School of Medicine at Mount Sinai in Manhattan, NY. One of Dr. Boggs’s areas of particular interest is GI sedation. For the past several years, Dr. Boggs has been working closely with endoscopists at Mount Sinai in New York and elsewhere, evaluating turnover time and safety metrics. He will be presenting at The ANESTHESIOLOGY™ 2014 annual meeting in New Orleans with a Point-Counterpoint session on Monday, October 13th and on a panel Tuesday, October 14th, and he gives us a detailed preview of his arguments in Computer-Assisted Personalized Sedation (CAPS): Will It Change the Way Moderate Sedation is Administered? ABC was pleased to have the opportunity to provide Dr. Boggs with claims data showing that the cost of anesthesia and anesthesia providers may be quite competitive with cost of CAPS.
For these and past Communiqué articles, please log on to ABC’s web site at www.anesthesiallc.com and click the link to view the electronic version of The Communiqué online. To be put on the automated email notification list, please send your email address to info@anesthesiallc.com. We look forward to providing you with compliance, coding and practice management news through The Communiqué.
Adding it Up - Accounting for the Transformational Power of an Optimized Work...API Healthcare
The white paper, “Adding It Up: Accounting for the Transformational Power of an Optimized Workforce,” sheds light on the growing body of evidence that supports workforce optimization’s impact on staff and patient satisfaction, increased revenue and quality of care.
From rising costs to an aging population, today’s hospital leaders have no shortage of concerns. However, they are all connected to a single issue—the need to acquire
talent. This emerges from a new Economist Intelligence Unit (EIU) survey—sponsored by Prudential—of more than 300 executives from hospitals of different sizes, locations and structures.
The survey reveals that talent is becoming a more pressing issue. In 2015, when the EIU conducted the first survey of the sector, attracting the best talent was less of a concern than other challenges. Now it is the second-leading issue for the
industry, according to survey respondents.
Part of the problem is that, in a cost-constrained environment, it will not be easy for hospitals simply to increase pay packages to secure top talent. And this challenge is being compounded by an industry-wide shortage of nurses, doctors and other clinical staff.
For many, it is a game of catch-up. “For every vacancy filled, two or more positions come open and need to be filled,” says Julie Hill, Recruitment Coordinator for Tidelands Health and President of the National Association for Health Care
Recruitment.
To compete for talent in this environment, hospitals are finding creative solutions. While remuneration must remain competitive, hospitals are using other weapons in their battle to win recruits, from developing candidates internally to using social
media as a recruitment tool.
Attracting and retaining talent is the most critical issue facing the U.S. hospital sector, according to an Economist Intelligence Unit (EIU) survey of more than 300 industry executives conducted for this research program. It is also a widespread problem: 74% of respondents believe their own organisation needs to pay more attention to attracting and retaining the best talent. Only 3% disagree.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
Adding Value to the EMR: A Clinical PerspectiveHealth Catalyst
Known for leading large-scale healthcare improvement using data and analytics to drive positive change, Dr. Charles Macias speaks to creating greater value in the EMR through analytics. This approach has done more to increase value than many other cost-reduction efforts.
In this webinar you will 1) Explore each component of the value equation, 2) learn how TCH has increased the value of its healthcare using data to drive quality an ever more important need of those facing capitated or value–based care reimbursements and 3) consider a new ROI equation for systems who have invested heavily in their EMRs
The Communiqué is a publication dedicated to bringing articles and advice, specific to the anesthesia and pain management community, that are practical and tangible. ABC is happy to provide The Communiqué electronically as well as hard-copy versions. The Communiqué features articles focusing on the latest hot topics for anesthesiologists, nurse anesthetists, pain management specialists and anesthesia practice administrators.
Tony Mira, President & CEO, explains, “The Fall 2014 issue features several experts in anesthesia practice management providing helpful advice, starting with Danielle Reicher, MD, an Anesthesiologist from San Diego, CA. Dr. Reicher describes a specific and very important application of EHR technology in Making Meaningful Use More Meaningful: communicating with patients." Dr. Reicher states, “While we may not be a daily fixture in the medical lives of our patients, our role is critical and the information we gather can be extremely vital to the electronic medical record. Let’s make Meaningful Use even more meaningful!”
Another author we are proud to feature is Steven Dale Boggs, MD, MBA, Director of the OR and Chief of the Anesthesia Service at the James J. Peters VA Medical Center in Bronx, NY as well as Associate Professor of Anesthesiology at The Icahn School of Medicine at Mount Sinai in Manhattan, NY. One of Dr. Boggs’s areas of particular interest is GI sedation. For the past several years, Dr. Boggs has been working closely with endoscopists at Mount Sinai in New York and elsewhere, evaluating turnover time and safety metrics. He will be presenting at The ANESTHESIOLOGY™ 2014 annual meeting in New Orleans with a Point-Counterpoint session on Monday, October 13th and on a panel Tuesday, October 14th, and he gives us a detailed preview of his arguments in Computer-Assisted Personalized Sedation (CAPS): Will It Change the Way Moderate Sedation is Administered? ABC was pleased to have the opportunity to provide Dr. Boggs with claims data showing that the cost of anesthesia and anesthesia providers may be quite competitive with cost of CAPS.
For these and past Communiqué articles, please log on to ABC’s web site at www.anesthesiallc.com and click the link to view the electronic version of The Communiqué online. To be put on the automated email notification list, please send your email address to info@anesthesiallc.com. We look forward to providing you with compliance, coding and practice management news through The Communiqué.
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6Health Catalyst
Multiple studies have estimated that at least 30% of US healthcare expenditures are wasteful. But how do you identify and reduce that waste? In this session, we will share with you a three-part framework for understanding, measuring and addressing waste reduction. In particular, we will highlight the importance patient safety and injury prevention, framing the importance of shifting from a system of incident reporting (which creates a culture of blame and guilt) to a system in which patient injury is regarded as a process failure rather than a person failure. To make that transition, health systems will need to 1) define process flows and metrics for each major type of patient injury; and 2) create a learning environment in which team members are engaged in process redesign to prevent process failure and injury. A leading health system in patient safety and quality will also share their best practices in how they have created a culture of patient safety and quality.
Key Principles and Approaches to Populaiton Health mManagement - HAS Session 21Health Catalyst
Population Health Management is in its early stages of maturity, suffering from inconsistent definitions and understanding, and is overhyped by vendors and ill-defined by the industry. And yet, many systems are moving forward in innovative pioneering ways to address this growing trend. In this session, you will hear from two very different, successful health systems: a physician-led group and a large integrated delivery system. They will share their best practices, learnings, and different approaches to population health management.
We spent time collecting healthcare factoids that show key trends driving the need for data in healthcare. And now, we’ve put it into an easy-to-view, shareable, memorable presentation to use as you see fit. You can use these factoids to help you make a case for reducing healthcare waste or get pointers for your next IT project. You can even use a few of them to predict the future of healthcare.
The Top Seven Analytics-Driven Approaches for Reducing Diagnostic Error and I...Health Catalyst
From a wrong diagnosis to a delayed one, diagnostic error is a growing concern in the industry. Diagnostic error consequences are severe—they are responsible for 17 percent of preventable deaths (according to a Harvard Medical Practice study) and account for the highest portion of total payments (32.5 percent), according to a 1986-2010 analysis of malpractice claims. Patient safety depends heavily on getting the diagnosis right the first time.
Health systems know reducing diagnostic error to improve patient safety is a top priority, but knowing where to start is a challenge. Systems can start by implementing the top seven analytics-driven approaches for reducing diagnostic error:
Use KPA to Target Improvement Areas
Always Consider Delayed Diagnosis
Diagnose Earlier Using Data
Use the Choosing Wisely Initiative as a Guide
Understand Patient Populations Using Data
Collaborate with Improvement Teams
Include Patients and Their Families
We hand-picked the most interesting, useful, credible factoids from 2015 (including the plethora of facts that came out of the 2nd Healthcare Analytics Summit) to create an easy-to-share presentation. The 55 factoids included in this presentation revealed several interesting healthcare trends: Trend #1: Healthcare analytics continue to improve outcomes and save money. For example, OSF’s predictive readmission model reduced its all-cause readmission rate to less than 10%. Trend #2: New technologies are improving patient engagement. For example, 73 percent of health executives surveyed see positive ROI from personalization technologies, and 76 percent of doctors say patient use of wearable health devices improves engagement. Trend #3: Patients and providers agree on data is useful but have security and interoperability concerns. For example, 83 percent of patients don’t trust EHR safety and security, and 83 percent of physicians are frustrated by EHR interoperability. Although a majority of healthcare leaders understand the importance of using analytics to improve outcomes and reduce costs, only 15% of hospitals use predictive analytics. We hope to see analytics use increase in 2016, and we’re excited to see how technology will continue to engage patients and lead to better health outcomes.
White Paper written on behalf of athenahealth regarding sources of revenue erosion in medical practices. I researched and wrote this paper while on contract with athenahealth in 2008, in the midst of the financial collapse on Wall Street.
At the 2014 HFMA National Institute, PYA Principal and Chief Medical Officer of PYA Analytics, Kent Bottles, MD, spoke about the strategies that hospitals and health systems are using to decrease per-capita cost, while increasing quality. In the session, “Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians and Administrators,” Bottles offered tactics for engagement.
Best Practices in Implementing Population Health Health Catalyst
To manage population health, one needs to intimately understand the anatomy of healthcare and model how healthcare is delivered, in order to systematically improve healthcare outcomes. In this webinar, Dr. Burton draws on his 26-year executive career at Intermountain, Select Health, and Health Catalyst. He emphasizes the importance of linking administrative data (e.g., billing codes) to processes of clinical care to use the 80/20 principle to prioritize care processes within each venue to focus improvement initiatives on the things that matter most. He will also discuss a Clinical Integration framework to use in driving out waste by reducing variation in the ordering of care, the efficiency with which the care that is ordered is delivered and reducing defects in care delivery to make it safer.
Learn how CORUS is enabling these significant improvements:
Integration of EHR data, including patient-level clinical and operational data, as well as departmental and equipment resource-utilization data, delivering the first truly comprehensive view of the true cost of patient care
Manufacturing-style activity-based costing that is scalable and maintainable, freeing analysts to focus on identifying variation and cost-saving opportunities
Embedded costing knowledge including best practices, rules, and algorithms from world-renowned academic healthcare institutions, accelerating cost management transformation
Dramatically more timely and actionable cost data based on an analytics platform that supports over 160 source systems including EHR, claims, General Ledger, payroll, supply chain, and patient satisfaction systems
We look forward to you joining us!
The FICO Medication Adherence Score is a predictive analytics tool developed by the same organization responsible for FICO credit scores. The adherence score forecast an individual’s likelihood of taking his or her prescription medication as directed.
How to Use Data to Improve Patient Safety: A Two-Part DiscussionHealth Catalyst
As healthcare organizations continue to experience expenses growing faster than revenues, value based care, and consumer transparency of costs and quality, patient safety will be an important determinant of success. This session will describe the sociotechnical attributes of a safe system, the challenges, the barriers and opportunities, and how to use data and your culture of safety as a powerful tool to drive down adverse events.
Attendees will learn:
Why patient safety and quality are important.
How data can help improve patient safety.
The history of patient safety and where we are today.
What components make up a safety analytics culture.
How the internal safety culture directly impacts patient safety metrics.
To describe basic guidelines for improving a safety culture with analytics.
5 Reasons the Practice of Evidence-Based Medicine Is a Hot TopicHealth Catalyst
Evidence-based medicine is an important model of care because it offers health systems a way to achieve the goals of the Triple Aim. It also offers health systems an opportunity to thrive in this era of value-based care. In specific, there are five reasons the industry is interested in the practice of evidence-based medicine: (1) With the explosion of scientific knowledge being published, it’s difficult for clinicians to stay current on the latest best practices. (2) Improved technology enables healthcare workers to have better access to data and knowledge. (3) Payers, employers, and patients are driving the need for the industry to show transparency, accountability, and value. (4) There is broad evidence that Americans often do not get the care they need. (5) Evidence-based medicine works. While the practice of evidence-based medicine is growing in popularity, moving an entire organization to a new model of care presents challenges. First, clinicians need to change how they were taught to practice. Second, providers are already busy with increasingly larger and larger workloads. Using a five-step framework, though, enables clinicians to begin to incorporate evidence-based medicine into their practices. The five steps include (1) Asking a clinical question to identify a key problem. (2) Acquiring the best evidence possible. (3) Appraising the evidence and making sure it’s applicable to the population and the question being asked. (4) Applying the evidence to daily clinical practice. (5) Assessing performance.
2014 Pre-MSc-IS-0 Information Systems Modelling and Designandreasmartin
Programme: Master of Science in Business Information Systems FHNW
Course: Pre-Master Information Systems
Topic: Information Systems Modelling and Design
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6Health Catalyst
Multiple studies have estimated that at least 30% of US healthcare expenditures are wasteful. But how do you identify and reduce that waste? In this session, we will share with you a three-part framework for understanding, measuring and addressing waste reduction. In particular, we will highlight the importance patient safety and injury prevention, framing the importance of shifting from a system of incident reporting (which creates a culture of blame and guilt) to a system in which patient injury is regarded as a process failure rather than a person failure. To make that transition, health systems will need to 1) define process flows and metrics for each major type of patient injury; and 2) create a learning environment in which team members are engaged in process redesign to prevent process failure and injury. A leading health system in patient safety and quality will also share their best practices in how they have created a culture of patient safety and quality.
Key Principles and Approaches to Populaiton Health mManagement - HAS Session 21Health Catalyst
Population Health Management is in its early stages of maturity, suffering from inconsistent definitions and understanding, and is overhyped by vendors and ill-defined by the industry. And yet, many systems are moving forward in innovative pioneering ways to address this growing trend. In this session, you will hear from two very different, successful health systems: a physician-led group and a large integrated delivery system. They will share their best practices, learnings, and different approaches to population health management.
We spent time collecting healthcare factoids that show key trends driving the need for data in healthcare. And now, we’ve put it into an easy-to-view, shareable, memorable presentation to use as you see fit. You can use these factoids to help you make a case for reducing healthcare waste or get pointers for your next IT project. You can even use a few of them to predict the future of healthcare.
The Top Seven Analytics-Driven Approaches for Reducing Diagnostic Error and I...Health Catalyst
From a wrong diagnosis to a delayed one, diagnostic error is a growing concern in the industry. Diagnostic error consequences are severe—they are responsible for 17 percent of preventable deaths (according to a Harvard Medical Practice study) and account for the highest portion of total payments (32.5 percent), according to a 1986-2010 analysis of malpractice claims. Patient safety depends heavily on getting the diagnosis right the first time.
Health systems know reducing diagnostic error to improve patient safety is a top priority, but knowing where to start is a challenge. Systems can start by implementing the top seven analytics-driven approaches for reducing diagnostic error:
Use KPA to Target Improvement Areas
Always Consider Delayed Diagnosis
Diagnose Earlier Using Data
Use the Choosing Wisely Initiative as a Guide
Understand Patient Populations Using Data
Collaborate with Improvement Teams
Include Patients and Their Families
We hand-picked the most interesting, useful, credible factoids from 2015 (including the plethora of facts that came out of the 2nd Healthcare Analytics Summit) to create an easy-to-share presentation. The 55 factoids included in this presentation revealed several interesting healthcare trends: Trend #1: Healthcare analytics continue to improve outcomes and save money. For example, OSF’s predictive readmission model reduced its all-cause readmission rate to less than 10%. Trend #2: New technologies are improving patient engagement. For example, 73 percent of health executives surveyed see positive ROI from personalization technologies, and 76 percent of doctors say patient use of wearable health devices improves engagement. Trend #3: Patients and providers agree on data is useful but have security and interoperability concerns. For example, 83 percent of patients don’t trust EHR safety and security, and 83 percent of physicians are frustrated by EHR interoperability. Although a majority of healthcare leaders understand the importance of using analytics to improve outcomes and reduce costs, only 15% of hospitals use predictive analytics. We hope to see analytics use increase in 2016, and we’re excited to see how technology will continue to engage patients and lead to better health outcomes.
White Paper written on behalf of athenahealth regarding sources of revenue erosion in medical practices. I researched and wrote this paper while on contract with athenahealth in 2008, in the midst of the financial collapse on Wall Street.
At the 2014 HFMA National Institute, PYA Principal and Chief Medical Officer of PYA Analytics, Kent Bottles, MD, spoke about the strategies that hospitals and health systems are using to decrease per-capita cost, while increasing quality. In the session, “Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians and Administrators,” Bottles offered tactics for engagement.
Best Practices in Implementing Population Health Health Catalyst
To manage population health, one needs to intimately understand the anatomy of healthcare and model how healthcare is delivered, in order to systematically improve healthcare outcomes. In this webinar, Dr. Burton draws on his 26-year executive career at Intermountain, Select Health, and Health Catalyst. He emphasizes the importance of linking administrative data (e.g., billing codes) to processes of clinical care to use the 80/20 principle to prioritize care processes within each venue to focus improvement initiatives on the things that matter most. He will also discuss a Clinical Integration framework to use in driving out waste by reducing variation in the ordering of care, the efficiency with which the care that is ordered is delivered and reducing defects in care delivery to make it safer.
Learn how CORUS is enabling these significant improvements:
Integration of EHR data, including patient-level clinical and operational data, as well as departmental and equipment resource-utilization data, delivering the first truly comprehensive view of the true cost of patient care
Manufacturing-style activity-based costing that is scalable and maintainable, freeing analysts to focus on identifying variation and cost-saving opportunities
Embedded costing knowledge including best practices, rules, and algorithms from world-renowned academic healthcare institutions, accelerating cost management transformation
Dramatically more timely and actionable cost data based on an analytics platform that supports over 160 source systems including EHR, claims, General Ledger, payroll, supply chain, and patient satisfaction systems
We look forward to you joining us!
The FICO Medication Adherence Score is a predictive analytics tool developed by the same organization responsible for FICO credit scores. The adherence score forecast an individual’s likelihood of taking his or her prescription medication as directed.
How to Use Data to Improve Patient Safety: A Two-Part DiscussionHealth Catalyst
As healthcare organizations continue to experience expenses growing faster than revenues, value based care, and consumer transparency of costs and quality, patient safety will be an important determinant of success. This session will describe the sociotechnical attributes of a safe system, the challenges, the barriers and opportunities, and how to use data and your culture of safety as a powerful tool to drive down adverse events.
Attendees will learn:
Why patient safety and quality are important.
How data can help improve patient safety.
The history of patient safety and where we are today.
What components make up a safety analytics culture.
How the internal safety culture directly impacts patient safety metrics.
To describe basic guidelines for improving a safety culture with analytics.
5 Reasons the Practice of Evidence-Based Medicine Is a Hot TopicHealth Catalyst
Evidence-based medicine is an important model of care because it offers health systems a way to achieve the goals of the Triple Aim. It also offers health systems an opportunity to thrive in this era of value-based care. In specific, there are five reasons the industry is interested in the practice of evidence-based medicine: (1) With the explosion of scientific knowledge being published, it’s difficult for clinicians to stay current on the latest best practices. (2) Improved technology enables healthcare workers to have better access to data and knowledge. (3) Payers, employers, and patients are driving the need for the industry to show transparency, accountability, and value. (4) There is broad evidence that Americans often do not get the care they need. (5) Evidence-based medicine works. While the practice of evidence-based medicine is growing in popularity, moving an entire organization to a new model of care presents challenges. First, clinicians need to change how they were taught to practice. Second, providers are already busy with increasingly larger and larger workloads. Using a five-step framework, though, enables clinicians to begin to incorporate evidence-based medicine into their practices. The five steps include (1) Asking a clinical question to identify a key problem. (2) Acquiring the best evidence possible. (3) Appraising the evidence and making sure it’s applicable to the population and the question being asked. (4) Applying the evidence to daily clinical practice. (5) Assessing performance.
2014 Pre-MSc-IS-0 Information Systems Modelling and Designandreasmartin
Programme: Master of Science in Business Information Systems FHNW
Course: Pre-Master Information Systems
Topic: Information Systems Modelling and Design
2014 Physician Compensation and Employment ReportMeaghan O'Neil
Curious what other physicians make? LocumTenens.com presents its Annual Compensation and Employment Survey. Survey respondents represent physicians who practice on a locum tenens basis as well as those with permanent salaries. Physicians also weighed in on quality outcome metrics, patient satisfaction and
how new measurements may impact their compensation.
Hospitals lose significant revenue when a physician position goes unfilled. This presentation was given to members of the Northeast Physician Recruiter Association. It explains why and how to build the case for a health system to invest in recruitment.
The presentation covers following areas:
- Typical Problems in Construction Industry
- What is BIM?
-BIM Process
- Influence of BIM on Industry Problems
- BIM Application
- BIM Advantages
- BIM Workflow
- BIM & Project Management
- BIM & Design Team Members
- BIM around the Globe
- Construction Industry with BIM
All work presented in the presentation is carried out by graduates of NUST, Islambad including Abdul Mughees Khan, Syed Kashif Ali Shah, Sharjeel Ahmad Tariq, Malik Awais Ahmad and Hamza Khan Shinwari.
Special credit of the work goes to Engr Tahir Shamshad, Vice President NESPAK and Engr Zia Ud Din, Asst Professor NUST under guidance and mentor ship the whole work was performed.
For more details feel free to contact: amugheeskhan@gmail.com
Robeznieks, A. (2013). What doctor shortage Modern Healthcare, 43.docxSUBHI7
Robeznieks, A. (2013). What doctor shortage? Modern Healthcare, 43(45), 14.
Some experts say changes in delivery will erase need for more physicians
You've heard the grim prognosis many times before. Unless immediate action is taken, the U.S. supply of doctors will be 91,500 short of the number needed by 2020 and 130,600 physicians short by 2025, according to an Association of American Medical Colleges estimate.
Dr. Atul Grover, chief public policy officer at the AAMC, projects that the U.S. needs to train an additional 4,000 doctors a year to avoid a shortage, given the Obamacare insurance expansion, an aging physician workforce, shorter hours worked by younger physicians, and an aging population.
But while some physician and hospital organizations wait for the federal government to pump more money into graduate medical education programs to train additional doctors, other health systems and businesses are using the physician shortage as an opportunity to roll out more cost-effective delivery systems and deploy different types of professionals to provide healthcare.
These innovative organizations are figuring what work needs to be done by a doctor and what work can better be done by different types of providers. They are optimizing the use of different professionals in patient-centered medical homes, accountable care organizations and retail clinics, which may well reduce the number of physicians needed. Some of these changes have been tenaciously opposed by organized medicine, but many physician leaders are embracing the new models.
The physician-shortage crisis is based on assumptions that "could be far from the mark � if the production function for primary care can, indeed, be changed," wrote Dr. Thomas Bodenheimer, adjunct professor at the University of California at San Francisco, and Dr. Mark Smith, president and CEO of the California HealthCare Foundation, in the November issue of Health Affairs, which focused on physician workforce issues. They said the shortage issue could be solved with technology and reallocation of responsibilities.
Dr. Scott Shipman, AAMC director of primary-care affairs, wrote in the same issue of Health Affairs that if physicians reassigned 30 minutes of their daily clerical tasks to a nonphysician in their office and spent that time with one patient, it would generate between 30 million and 40 million more physician visits a year. That's exactly what patient-centered medical-home practices are trying to do.
The new delivery models offer hope in the face of the AAMC's bleak outlook. According to the association, the biggest obstacle to increasing the physician workforce is that Medicare funding of physician training has been essentially frozen since 1997.
While medical and osteopathic school enrollment continues to climb, the number of available residency slots remains stagnant. One result was that 528 graduating medical school seniors did not match with a residency program this year, as many as twice the numb ...
Trends in the Health Care ScenePrepared by Altonice Cox1.docxjuliennehar
Trends in the Health Care Scene
Prepared by: Altonice Cox
1
Introduction
Following are the major trends that impact employee recruitment and retention in healthcare:
Changes in client characteristics
Regulation of the health care industry
Reimbursement patterns and mandates
Restructuring of health care organizations
Impact of technology
Ongoing social and ethical factors
Prepared by: Altonice Cox
2
2
Changes in client characteristics
The rise of preventative care
Shared decision-making
The explosion of patient-generated health data
Convenience of care
Prepared by: Altonice Cox
3
According to McCracken & Phillips (2017), hospital administrators are often overwhelmed with managing their institutions to take notice of the changes in patient characteristics. When they do, they are largely at a loss on how to meet the changing expectations without risking their employees’ burnout or increasing costs to the organization. One of the current changes in patient characteristics is the need for preventative care. More patients today are looking to lead healthier lifestyles aimed at preventing health issues from occurring. As a result, medical professionals now have new responsibilities of collaborating with other professionals such as psychologists, physical therapists, and nutritionists. Patients are also looking for healthcare that values their resources and time. Most are tired of the regular doctor-patient routine. Further, the advent of medical technology including health apps has made patients more informed. Due to this, patients want to have more say in decisions made about their health. Medical professionals have to give patients more leeway to make decisions regarding their treatment (McCracken & Phillips, 2017).
These new developments mean that healthcare professionals must devise new ways to engage their patients. To serve the changing needs of patients effectively, healthcare personnel need more knowledge and skills. Healthcare administrators have to take their medical personnel through regular training programs to equip them with new skills to handle the changes in the characteristics of their patients. Also, hospitals need to expand their requirements during recruitment drives to ensure they hire individuals who have adequate skills to deal with the modern patient (Leyerle, 2016).
3
Regulation of the Health Care Industry
Stringent rules make matters stressful for healthcare workers
Some regulations add complexity to healthcare employee relations
Complying with new regulations is costly to administrators
Pressures of adhering to healthcare regulations are time-consuming for medical staff and lead to their burnout
Prepared by: Altonice Cox
4
Tsekleves & Cooper (2017) point out that the healthcare industry has many regulations. However, although this is a good thing, the pressures that employees undergo to keep up with the rules can be time-consuming and a hurdle to administering patient care. Focusing on regulatory ...
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxjuliennehar
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
James I. Merlino is acolorectal surgeon and thechief exper.docxvrickens
James I. Merlino is a
colorectal surgeon and the
chief experience officer at
the Cleveland Clinic.
Ananth Raman is the UPS
Foundation Professor of
Business Logistics at Harvard
Business School.
HEALTH CARE'S
SERVICE FANATICS
How the Cleveland Clinic leaped to
the top of patient-satisfaction surveys
by James I. Merlino and Ananth Raman
THE CLEVELAND CLINIC has long had a reputation for medical excel-
lence and for holding dov în costs. But in 2009 Delos "Toby" Cos-
grove, the CEO, examined its performance relative to that of other
hospitals and admitted to himself that inpatients did not think
much of their experience at its flagship medical center or its eight
community hospitals—and decided something had to be done.
Over the next three years the Clinic transformed itself. Its overall
ranking in the Centers for Medicare & Medicaid Services (CMS) sur-
vey of patient satisfaction jumped from about average to among the
top 8% of the roughly 4,600 hospitals included. Hospital executives
from all over the world now flock to Cleveland to study the Clinic's
practices and to leam how it changed.
The Clinic's journey also holds lessons for organizations outside
health care—ones that until now have not had to compete by cre-
ating a superior experience for customers. Such enterprises often
have workforces that were not hired with customer satisfaction in
mind. Can they improve the customer experience without jeopar-
dizing their traditional strengths? The Clinic's success suggests that
they can.
The Cleveland Clinic's transformation involved actions any
organization can take. Cosgrove made improving the patient ex-
perience a strategic priority, ultimately appointing James Merlino,
a prominent colorectal surgeon (and a coauthor of this piece), to
io8 Harvard Business Review May 2013
n
HEALTH CARE'S SERVICE FANATICS
lead the efiFort. By spelling out the problems in a sys-
tematic, sustained fashion. Merlino got everyone in
the enterprise—including physicians who thought
that only medical outcomes mattered—to recognize
that patient dissatisfaction was a significant issue
and that all employees, even administrators and
janitors, were "caregivers" who should play a role in
fixing it. By conducting surveys and studies and so-
liciting patients' input, the Clinic developed a deep
understanding of patients' needs. It gave MerUno a
dedicated staff and an ample budget with which to
change mind-sets, develop and implement processes,
create metrics, aind monitor performance so that the
organization could continually improve. And it com-
municated intensively with prospective patients to
set realistic expectations for what their time in the
hospital would be like.
These steps were not rocket science, but they
changed the organization very quickly. What's more,
fears expressed by some physicians that the initia-
tive might conflict with efforts to maintain high qual-
ity and safety standards and to further reduce costs
turned out to be unfounded. Du ...
How can hospitalist programs manage the ongoing shift to value-based care, along with operating costs and the challenges of managing, recruiting and retaining high-quality physicians? Read the report to find out.
The influence of teamwork culture onphysician and nurse resi.docxoreo10
The influence of teamwork culture on
physician and nurse resignation rates
in hospitals
David C Mohr*†§, James F Burgess Jr*†§ and Gary J Young*†§
*Center for Organization, Leadership and Management Research, VA Boston Healthcare System;
†Department of Health Policy and Management, Boston University School of Public Health, Boston,
MA, USA
Employee turnover is a critical concern, particularly for hospitals, because they face a very
tight labour market for hiring replacements, and high turnover itself may have substantial
negative effects on the continuity and quality of patient care. Hospitals with a stronger
teamwork culture may experience lower turnover but this has not been formally studied.
Research on determinants of employee turnover has not separated out resignations from
the larger, more inclusive definition of turnover that includes retirement. This study
investigated the relationship between the teamwork culture of hospitals and physician
and nurse resignation rates. The study setting was the Veterans Health Administration
(VHA). Each hospital was assessed on teamwork culture based on a survey of current
employees. Hospital-level resignation rates were obtained for physicians and nurses.
Separate multivariate regression models on physicians and nurses were employed. The
models included hospital-level characteristics and labour market variables. Analysis of
covariance was also performed to attempt to further reveal effects in high versus low
teamwork culture hospitals. Teamwork culture was negatively associated with nurse and
physician resignation rates, but was statistically significant in the nurse resignation model
only. Additional analyses indicated a 0.47 standard deviation (SD) difference in nurse
resignation rates and a 0.40 SD difference in physician resignation rates between hospitals
in the top and bottom quartiles of the distribution for teamwork culture. In conclusion,
these results suggest that developing and emphasizing a teamwork culture may facilitate
greater retention of health-care employees, especially nurses.
Introduction
Employee resignation, sometimes referred to
as voluntary turnover, is a major management
issue for organizations.1 It is well documented
that organizations face both direct and indirect
costs from this type of turnover.2 – 4 Direct
costs include what an organization has to
spend to search for and train new employees.
Indirect costs include reductions in pro-
ductivity and quality of output that stem from
David C Mohr PhD, Investigator; Research Assistant
Professor, James F Burgess Jr PhD, Senior Investigator;
Associate Professor, Gary J Young PhD, Associate
Director; Chair and Professor, Center for Organization,
Leadership and Management Research, VA Boston
Healthcare System (152M), 150 So Huntington Ave,
Boston, MA 02130; Department of Health Policy and
Management, Boston University School of Public Health,
Boston, MA, USA
§All authors contributed equally to this work
Correspondence to: Da ...
RUNNING HEAD: Progress Report1
Senior Project Progress Report
Melonie Lindsey
HCA 459
Vicki Sowle
June 2, 2014
Topic:
The topic that I selected for my senior project was “challenges of employee recruitment and retention of health care professionals”. I chose this topic because it is a growing problem among the healthcare institutions. The professionals who are capable of delivering best efforts in health care institutions are less in number and the opportunities that they have in this modern world are a lot. The human resources department of health care institutions adapt many modern ways to overcome these challenges. It is very interesting to understand such modern methods of human resources department for employee retention. At the same time, it’s interesting to visualize how the employees react to the actions performed by the human resources department of such healthcare institutions. In case the human resources department is unable to retain their employees irrespective of the hard measures taken by them, the backup plans executed by them in such cases are also worth studying.
Organization Specific Rationale:
New York Presbyterian is the health care organisation that I have selected for my senior project. This health care organisation is one of the top medical service providers in US. They have won several awards for maintaining good quality in delivering the health care services. The latest award that they have won is the “Energy Star Award” from EPA. This health care organisation offers a wide variety of medical services for their patients. The staff of this organisation is highly capable of delivering the best results. (http://nyp.org/, n.d.)
There are several challenges and opportunities that impact the balance between the health care costs for this organisation. Although NYP (New York Presbyterian) is a known name in medical field, it has to enforce several strict measures to control the cost and maintain steady income. The services offered by NYP are high class services so it’s not necessary that all the insurance plans cover it. Therefore only a specific category of patients can afford to have a treatment from this hospital. The running cost of the medical equipment installed in this hospital is also very high therefore the government aides are often necessary for this hospital. The salaries of the staff (including doctors) is also a major expense for the organisation.
NYP does not compromise with the quality of the health care services. Although the cost is directly proportional to the quality, the organisation manages its cost in such a way that the reputation of the hospital is never at stake. The multiple awards that are received by NYP is a result of the consistent reputation of the hospital is never at stake. The multiple awards that are received by NYP is a result of the consistent quality delivery. (http://nyp.org/services/index.html, n.d.)
Training:
The intended audience for this training can include t.
Running head Analysis of a pertinent healthcare issue 1Analysi.docxtoddr4
Running head: Analysis of a pertinent healthcare issue 1
Analysis of a pertinent healthcare issue 9TITLE
STUDENT
SCHOOL
As you all know, healthcare is always in high demand. With such a growing demand for healthcare services creates an even greater demand for health providers. Because the populations demand for healthcare is ever-growing and lack of health providers is on the rise, patient care deficits are prevalent. Patient care is not being met because there simply aren't enough providers to provide care for every patient in need. On the other hand, health care providers and organizations are suffering too. The workload is very strenuous on healthcare providers and detrimental to healthcare organizations. In our organization we are affected by this by having an overwhelming demand of patients in our emergency rooms and an underwhelming amount of staff to accommodate these patients.
In more detail this affects our organization by causing an increase in nurse burnout, 30-day readmits, and poor patient satisfaction scores to name a few examples. Heavy workload environments along with poor patient to nurse ratios contribute significantly to nurse burn out (Norful, 2018). Because of this, the chances of nurses making medical errors are more likely. As a result, our organization chances of liability for medical errors are increased. If patient care was not provided adequately because of lack of providers, many patients will come back to the hospital within 30 days. When this happens often insurance companies find the hospital responsible and will not pay (Park, 2018). As a result, the hospital is held accountable for lack of care and suffers financial losses. Satisfaction rating by patient often result in greater financial opportunities for our organization. A lot of patient dissatisfaction responses came from their needs not being meet. Things such as time spent with physicians and wait time to be seen are common issues.
Now that we know what the issue is what are we going to do about it? Though the lack of healthcare providers is a prominent issue for all healthcare entities it is not a new. For years studies have been conducted to help alleviate this issue. In a study, advanced scheduling was used to alleviate high wait times and overall continuity of patient care (Qu, 2007). The daily health care provider demand was examined along with the patient need to create a schedule that consist of adequate provider to patient ratios. As a result, healthcare providers were not overbooked, and patients had less of a wait time and more time spent with providers.
In another study, federal qualified health centers were initiated in order to decrease the shortage of health providers (Xue, 2018). These health centers provided underprivileged communities that did not have access to health care facilities, a place where they could be seen by primary providers. As a result, the demand for healthcare providers decreased in the e.
2. Introduction
The past two decades have seen explosive growth in Hospital Medicine. A majority of US
hospitals now have hospital medicine programs and the number of physicians practicing as
Hospitalists has risen from ~7,000 in 2001 to a projected 35,000 this year, according to the
Society of Hospital Medicine.
The growth in the specialty has, in turn, led to increased use of locum tenens hospitalists.
Industry surveys that gauge demand for locum tenens by specialty show Hospital Medicine
ranked number one as the most requested need.
To learn more about the physicians filling the temporary staffing needs of our clients, Locum
Leaders partnered with Today’s Hospitalist magazine. At our request, the magazine inserted
several questions specific to locum tenens in its 2012 Career and Compensation Survey of
the nation’s hospitalists. The results offer a snapshot into the total size and motivations of
the Hospitalist locum tenens workforce.
New to the survey this year are questions regarding social media. The results show strong
interest in social media with Hospitalist usage rivaling general consumer adoption.
As one of the nation’s leading recruitment firms for Hospitalist locum tenens, we pride
ourselves on our in-depth knowledge of the specialty. In sharing our data, we seek to add to
the industry’s body of knowledge regarding Hospitalist employment trends.
Will Drescher, Chief Executive Officer
Locum Leaders
For the second year in a row,
Hospital Medicine remains
the most requested locum
tenens need for hospitals.
Locum Leaders, LLC. | 877-562-8656 (877 LocumJobs) | www.locumleaders.com 2
3. Survey Methodology
The data presented in this report are a subset of a larger, national survey of Hospitalists
independently conducted in the summer of 2012 by Today’s Hospitalist magazine. A total
of 966 responses were tabulated for the survey with a 3% +/- margin of error. Complete
responses will be published in the Today’s Hospitalist Compensation & Career Guide in
October and at www.todayshospitalist.com.
Defining Locum Tenens
From a latin phrase meaning “to substitute or hold the place of,” locum tenens is the
industry term used to describe healthcare providers who take contracted, temporary
positions at healthcare facilities. Hospitals, clinics and physician management groups
typically use locum tenens providers to fill vacation or maternity leaves, open positions,
or part-time positions. The analyst group, Staffing Industry Associates, estimates the
recruitment and placement of locum tenens physicians as a $2B segment of the
staffing industry.
About Locum Leaders
Locum Leaders is a one of the fastest growing locum tenens recruitment firms in the United
States, and was the first to hire a Hospitalist Chief Medical Officer. The company specializes
in consultative Hospital Medicine workforce solutions for Hospitals, Health Systems and
Hospitalist Management Groups. In 2012, the company was named one the Best Places to
Work in Healthcare by Modern Healthcare magazine and recognized for the third year in a
row as one of Atlanta’s Best Places to Work by the Atlanta Business Chronicle.
For more information and to find locum tenens jobs, visit the company’s website at
http://www.locumleaders.com,email info@locumleaders.com or call 877-562-8656
(877-LocumJobs).
Locum Leaders, LLC. | 877-562-8656 (877 LocumJobs) | www.locumleaders.com 3
4. Key Findings
11.6% of the nation’s Hospitalists have worked as locum tenens within the past 12
months, an increase over the 10% reported in the previous year’s survey.
Of Hospitalists who work as locum tenens, 14.5% identify themselves as full-time locum
tenens, meaning they are self-employed. 10.8% claimed full-time locum tenens status
in the previous year’s survey.
Compensation and career flexibility are primary motivators for Hospitalists who work as
locum tenens.
A small percentage of Hospitalists use social media in job searches and find it helpful.
Analysis
As the ranks of Hospital Medicine grow, so does the percentage of Hospitalists working as
locum tenens physicians.
The specialty has grown by almost 5,000 physicians over the past three years, according
to the Society of Hospital Medicine, but the increase in the available physician pool hasn’t
diminished locum tenens opportunities for Hospitalists. To the contrary, more Hospitalists
are working either full-time as locum tenens or supplementing salaried employment with
additional locum shifts.
11.6% of Hospitalists did some sort of locum tenens work during the past year—up from
10% the previous year. Of those who worked as locum tenens, 14.5% said they did so full-
time—a significant increase over the 10.8% who claimed full-time locum tenens status in
the prior survey.
11.6% of Hospitalists said
Increasing pay rates for locum tenens are a key driver, according to Robert Harrington, MD,
they worked as locum SFHM, a practicing Hospitalist and the Chief Medical Officer of Locum Leaders.
tenens, an increase from
“Demand for Hospitalists—part-time and full-time—exceeds supply and that, in turn, has
the previous year. driven up hourly pay for locum tenens over the past several years,” said Dr. Harrington.
This year’s survey asked Hospitalists about social media usage. 60% of respondents said
they used Facebook, 23% reported using LinkedIN, and 7% had used Twitter. The results,
which mirror consumer adoption of these sites, aren’t surprising to Dr. Harrington.
“Ours is a newer specialty that skews toward younger physicians who are open to the use
of social media.” he said.
Another sign of growing social media adoption: 8% of Hospitalists in the survey said they
had used social media in a job search to browse job ads, reply to a recruiter or to network
with others about employment opportunities.
Locum Leaders, LLC. | 877-562-8656 (877 LocumJobs) | www.locumleaders.com 4
5. Survey Results
Have you worked as a locum tenens physician within the past 12 months? (N=770)
No 88.4%
Yes 11.6%
Responses below are from physicians who responded “yes” to working as a
Half of Hospitalists locum tenens within the past 12 months (N= 89)
who work as locum
tenens prefer relatively Which statement below best describes your employment status?
short-term assignments I am employed full-time
and work locum tenens 14.5%
of a month or less. I am employed part-time
and work locum tenens 21.6%
63.9%
I am a full-time locum
tenens (self-employed)
How many assignments have you worked within the past year?
1
2 4.7% 16.5%
3 34.1%
4 9.4%
5 20% 15.3%
6 or more
Less than 1 month 49%
1 to 4 months 26%
5 to 8 months 11%
9 to 12 months 1%
Over 12 months 13%
What is your ideal locum tenens assignment length?
Less than 1 month 8.3%
1 to 4 months
5 to 8 months 10.7%
50%
9 to 12 months
22.6%
Over 12 months
What are the benefits of working as a locum tenens (choose all that apply)?
Compensation 73.5%
Freedom to choose when/where to work 68.7%
Flexibility 66.3%
Varied clinical experiences 36.1%
Travel 32.5%
Exploring new career options 26.5%
Scale down from full-time practice 15.7%
More time for patient care 12%
Other 3.6%
Locum Leaders, LLC. | 877-562-8656 (877 LocumJobs) | www.locumleaders.com 5
6. What are the drawbacks of working as a locum tenens (choose all that apply)?
Time away from home / family 73.7%
Uncertainty about assignments 63.2%
Lack of benefits 57.9%
Lack of prestige 27.6%
Other 7.9%
Locum and non-locum Hospitalists responded to the survey’s social
media questions. (N = 571)
Which of these popular consumer social media sites do you ever use?
Facebook 60.4%
LinkedIN 22.9%
Twitter 7%
None of these 32.2%
Less than 1 month 49%
1 to 4 months 26%
5 to 8 months 11%
9 to 12 months 1%
Over 12 months 13%
Are you using or have you used social media for a job search?
No 8%
Yes
92%
60% of Hospitalists say
they use Facebook.
If using social media in job search, how are you using it?
Search Job Ads 75.9%
Respond to a Job Inquiry or 41.4%
Recruitment Pitch from a
Social Media Source
Research a Prospective Employer 24.1%
or Hiring Manager
Network with a Prospective 10.4%
Employer or others connected to
a Prospective Employer
If using social media in job search, how helpful is it in your search?
Very helpful 37.9%
Somewhat helpful 58.6%
Not helpful 3.4%
Locum Leaders, LLC. | 877-562-8656 (877 LocumJobs) | www.locumleaders.com 6