In June 2003, Healthcare Traveler's Staffing Solutions convened a focus group comprised of directors of nursing, managers
of recruitment, nurse recruiters, and other staffing executives from several acute care institutions in New York City. These
professionals employ mobile healthcare providers and/or choose the firms with which they contract supplemental staff. Achieving
a thorough understanding of the services that administrators require from staffing agencies was a key objective covered during
the two-hour session. And, appreciatively, those in attendance were eager to share their perspectives, suggestions, and experiences
in the hopes of relating useful information to their colleagues, as well as travel company representatives.
To meet their goals, all participants, save two, reported that they enter into contracts with multiple supplemental staffing
firms. By and large, these administrators have been very pleased with the caliber of mobile clinicians assigned to their facilities
for 13-week or similar fixed-term contracts-no matter their employers. In particular, they appreciated the continuity of care
associated with retaining mobile professionals for three-month assignments rather than hiring two or three different nurses
for the same position each week through a per diem agency. "It's a value added to the patient population, staff, and manager,
who is able to monitor and observe the traveler and verify that he or she is competent," said one director. "Beyond the scope
of just filling a post, the benefit is multidimensional."
While the majority of interviewees increased their employment of travelers since January and all anticipate utilizing the
services of travel companies at the current rate through the end of this year, it was recognized that not every staffing agency
is created equal. What are some of the factors that set apart-or could distinguish-certain firms from others when it comes
to the services and benefits acute care executives require and expect?
Time is of the essence For starters, the group noted-in most instances-that it takes roughly six weeks to acquire a traveler, from the initial phone
request to the moment that the provider arrives for work. One participant cited a week as being the fastest turnaround, but
conveyed that premium prices were charged for this privilege, which could prohibit many facilities from enjoying such a benefit.
Another stated, "I am more likely to use a travel company that could furnish a nurse in three weeks as opposed to another
that could do the equivalent in double the time." The bottom line: Attendees saw a need for improving operations so vacancies
could be filled more quickly by competent professionals.
Quality of travelers While those gathered maintained that travelers' competency and experience levels were greater than ever before, the significance
of being able to appropriately staff a unit cannot be overemphasized. Since patient safety and the delivery of care-the motivation
for turning to staffing companies for assistance in the first place-can never be compromised, all participants agreed that
agencies must be in tune with institutional needs, especially the degree of clinical skill required to ensure a good fit.
A personal approach Given that hospital decision-makers are bombarded with calls from scores of staffing firms, they use strict criteria for screening
potential contractual partners. Travel company recruiters who offer a personal approach by becoming familiar with the facility,
its services, patient populations, and the surrounding community-prior to establishing contact-can differentiate themselves
from the pack. Staff that visit healthcare executives in person, attend job fairs where prospective clients exhibit, recognize
and address unique facility needs, and express enthusiasm for meeting goals are perceived as more conscientious and knowledgeable
in terms of tackling specific demands. Focus group members who felt their institutions were highly valued as customers could
be expected to develop long-standing relationships with staffing firms. In addition, it was believed that companies adopting
a "hands-on" style would be more likely to troubleshoot-if necessary-and respond quickly to any questions and/or concerns.
One contact person Another welcome boon for acute care administrators was contracting with companies that designated a singular "point person"
to handle all negotiations. It was widely agreed that the ability to deal with the same account manager-rather than being
connected to different personnel each time new staffing needs arose-would simplify communication and foster a deeper rapport
between hospital and travel agency representatives.
