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Ah, the “right fit.” It’s the Holy Grail of hiring managers and human resource professionals — the candidate who not only has the skills and background needed to get the job done, but who also has the personality that meshes well with a department’s  or company’s other workers.

In order to find this “perfect” individual, companies sometimes turn to what is known as “values-based recruiting.”

Values-based recruiting takes a look at candidates beyond their specific skills, education and background. This type of recruiting takes into account a candidate’s values and behaviors. It’s created by putting together a model that outlines those behaviors associated with success in a particular corporate culture and then reviewing candidates to see how they match those behaviors.

Such a process usually results in hiring more people who think about business in the same way the employer does.

Getting workers who are “on the same page” as an employer can be a good thing. But what about when a company wants some new blood, new energy, new ways of thinking and doing things? In this case, it may be a good idea to bring on board individuals who are not perfect values-based matches. Instead, companies can put together a new list of desired competencies and new goals and values and then recruit and select for these new paradigms.

What types of recruiting practices are right for your hospital’s or medical facility’s needs? Med-Scribe, Inc.’s recruiters work with our client companies to help them determine how to find healthcare and administrative professionals who will fit in with a facility’s culture. Whether you’re looking for someone who will fit right in — or you’re hoping for a someone who can shake things up a bit — our recruiters will deliver candidates who will exceed your expectations. Contact us today to learn more about our nursing and healthcare staffing services.

A few new facts about Facebook (from a February 2011 MerchantCircle.com news release regarding the rise of social marketing in local business):

• Seventy percent of merchants use Facebook to market their business. This is up from 50 percent the year before.
• At 66 percent, Google is now second to Facebook as the most-used marketing method for local businesses.
• Thirty-seven percent of the merchants rated Facebook as one of their most effective marketing tools.

Love it or hate it, you cannot ignore the impact Facebook and other social media networks can have on your business. In fact, you really must have a proactive social media strategy to compete effectively.

Below are some ways to use Facebook, Twitter, LinkedIn and other social media sites to your advantage.

Stay focused. Align your social media activities with your business’ objectives. You may not need to be on every social media site. Do some research about which of the sites is best for your company.  Maximize your presence in one area rather than doing a lot of intermittent postings.

Become the go-to-expert (or company). Online social sites can become a great showcase of your knowledge, products and services. Write and post links to thoughtful articles about your industry. Link to other articles that identify trends or cite research.

As the go-to-source, your company will be able to attract top talent. As you become a source that top professionals turn to when they’re looking for up-to-the-minute information, you’ll start attracting top professionals because they want to go to the top themselves — and that “top” will be your firm.

Link blog posts to your social media sites. It’s easy to have your Twitter, Facebook or LinkedIn feeds announce that you’ve just written and uploaded a new post to your blog. Each of these platforms allows you to set this up so that the announcements post automatically.

Make it easy for talent to find you. Place links to your social media accounts everywhere: place links in e-mails, on your website, on your direct marketing materials, etc.

Be sure to stay active. Aim to post at least three times a week. Engage in conversations on the sites at least twice a week. Recommend solutions to your follower’s problems. Refer them to companies (not competitors). Be of service.

Med-Scribe, Inc. uses Facebook, Twitter, blog posts and other social media venues to stay in touch with our clients and candidates. Is your company using social media well? Share your social media outreach successes with us here. We look forward to hearing from you!

Do you need to bring on temporary staff to help your regular medical staff when patient loads become too high, or to cover for vacations and illness?

If so, you may rely on Med-Scribe, Inc. to help you find qualified and skilled professionals who will be able to be of service to your patients the minute they arrive at your medical facility.

Even though these workers may be temporary, we’ve found that our most successful clients take the time to make sure they orient temporary staff thoroughly when a worker arrives.

This helps the worker succeed on the assignment. It also helps ensure that you will receive the worker’s best effort. Also, since safety is so critical in a medical facility or hospital, skimping on safety orientation could put your patients, your employees, your equipment, as well as the worker at risk of harm.

As you decide to bring in a temporary worker, be sure to let the managers, supervisors and other employees who will be working with the individual know that a temporary staffer will be joining the department.
As for working with us, the more detail you can give us regarding what the position entails on a day-to-day basis, what kind of skills and even what type of personality works best in your organization or department will help us in making a great match between your needs and our employees’ skill sets, backgrounds and work styles.

Once the Med-Scribe, Inc. employee has reported for his or her assignment, it’s a good idea to give as much information to the person as possible. Tell your temporary worker about as much information as you would give a “regular” employee. Be sure to let the individual know about company rules, safety regulations, lunch and rest breaks, etc. Take the individual on a tour of your facility or department.

As part of his or her orientation, be sure to let the worker know as much as possible regarding what you expect of him or her. Encourage the individual to ask questions and be sure to indicate who on your staff to contact when questions or challenges come up.

Stop in and see the worker every now and then to see if there’s anything you can do to help with any problems that have appeared.

If, by chance, you find that the individual isn’t working as well as you would like or need, don’t hesitate to contact us. We’ll work quickly to find you a replacement.

Are you in need of reliable and skilled registered nurses and other healthcare professionals (and medical administration personnel)? Then contact Med-Scribe, Inc. We have a large database of talented medical professionals available to work immediately. We look forward to hearing from you!

The best and most successful companies make it a priority to ensure their employees understand and embrace the firm’s overall company goals.

Aligning employees with your company’s goals has many benefits. For one, workers who understand their employer’s goals — and how their positions have a positive affect on reaching those goals — are more engaged in their work. Employees feel more ownership of their work and how it will help your company meet its goals; turnover can lower by a large percentage as a result.

Here are some tips to help your company align employees with your firm’s overall goals:

• Make sure you communicate your company’s goals to all employees at all levels. Just letting some employees know, particularly if those workers are just management and above, is a sure step to failure.
• Your workers need to know how the company’s goals have an impact on their own jobs and how their own jobs play a part in helping the company reach its goals.
• Aim to have job descriptions reflect how each position helps a company reach its goals. This can be especially critical when describing positions in such areas as business development (sales), program management, customer service and, in the case of hospitals and other medical facilities, patient care.
• One way to get employee buy-in that’s proven successful for several companies is to link annual employee job performance appraisals (and possibly bonuses) to how well an employee understands a company’s goals and how well he or she strives to meet those goals.
• Make sure supervisors periodically check in with employees to see how well they are doing in meeting goals and asking how the supervisor/department/company can better help the employee meet goals.
• Ask employees to write down goals they will pursue as they work to help the firm meet its goals. Request that they employees and supervisors discuss the progress  a quarterly (at least).

When your company goals include the addition of new staff, Med-Scribe, Inc. matches great employees with terrific employers- — it’s what we love to do! We look forward to hearing from you.

??Health care reform is a complex and often polarizing topic.  Much of the law is written to protect the beneficiary. Companies and employees want insurance that is broad and affordable.

Company-provided health care insurance is a key benefit sought by workers. The Patient Protection and Affordable Care Act (PPACA) — the “real” name of the healthcare reform bill signed by President Obama last year this week — certainly addresses many issues that will benefit workers.

While not a comprehensive summation on the topic, there are some key points worth mentioning that change the status quo.

Insurers will no longer be able to deny coverage to children (younger than 19) with pre-existing conditions. It does not mean that the coverage will be inexpensive, just that it will be available. In addition, young adults may stay on their parents’ health plan until age 26 regardless of whether or not they are living at home, or are married.

Health plans no longer may set a lifetime dollar limit or cap on benefits. This means coverage cannot be terminated once a certain dollar amount is reached.

In instances of suspected fraud, insurance carriers need to prove that information was intentionally left out or altered in an application before they can cancel a policy.  Also health claims cannot be denied without giving the individual an opportunity to appeal the decision to the insurance company. And should the claim be denied again, individuals have the right to appeal that decision to an independent reviewer.

In addition, new healthcare plans are required to offer access to preventative services such as vaccinations, screenings and counseling free of charge. This includes no co-insurance, deductible or co-payment. And depending on one’s age, these services may include tests for blood pressure, cholesterol and diabetes; routine vaccinations; cancer screenings; pneumonia and flu shots; and well-baby and well-child visits up to age 21.

John Arensmeyer, founder and CEO of Small Business Majority, a national small business advocacy organization, believes small businesses are not going to lose out with health care reform.

He says many insurers saw a dramatic increase in small group plan enrollments in 2010, when the law went into effect,  due to tax credits. United Health Group, the nation’s largest insurance company, enrolled 75,000 new small-business employees, while Coventry Health Care added 115,000 new enrollees. Blue Cross Blue Shield of Kansas City said its 58 percent increase in small-business coverage was attributed to the tax credits, while 38 percent of new business came from companies that did not previously offer insurance.
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In 2009, Health and Human Services Secretary Kathleen Sebelius noted a number of expected benefits. Among them: premiums for small businesses will go down; there will be a lower administrative overhead; there will be greater competition; and a simplification of administrative duties from a physicians’ perspective.

With different portions of the law taking affect in coming years, it remains to be seen just what the ramifications will be on the nation’s businesses.

Whether you’re looking for a challenging opportunity within healthcare or you’re searching for staff to support your medical firm, you should know that Med-Scribe, Inc. offers a comprehensive medical plan — with a significant employer contribution — to our employees when they are on assignment with us. We think it is important for people working in medicine to receive medical coverage.  Employers considering utilizing contract employees should inquire as to the specific health benefits provided to the employees of our service. We look forward to hearing from you!

There are signs that the economy is improving and that more employers are starting to hire.  Healthcare remains an excellent source of employment opportunities.  At Med-Scribe, Inc. we remain eager to speak with all types of experienced health professionals, RN’s,  physical therapists, occupational therapists, speech therapists, experienced medical secretaries, medical billers, medical assistants, LPN’s  and medical coders.

As talent scouts for healthcare specialists, we are constantly seeking top-performers for our temp staffing and direct hire positions. When considering working with any recruiter, you should find one that “speaks your language.”  Medical employees work in a demanding profession and being happy on the job is important. We have been placing administrative and clinical employees successfully since 1987. You, too,  may appreciate our experience and professionalism.

We ask both clients and candidates to keep the communication open when working with us. Our role is to help our clients find the best talent available.  Candidates should understand that clients may not be willing to change their minimum qualifications. Our role is to create a great match, between what a client is seeking and what a candidate would like to find in a position. The more we focus on the match, the better our service will be for both our candidates and clients.
When you meet with a recruiter, be specific when describing what you need to see to make a job change or consider a position.  As you are interviewing on your own, or should your circumstances change, be sure to let the recruiter know.  Through our interviewing process, you may learn some great ways to describe your experience relative to an opportunity, as well as questions you may want to ask to ensure you find a great fit.

If you are able to temp, it’s a great way to learn a lot about a company and get your foot in the door before you make a more permanent commitment. If you are seeking to hire, you avoid the employer obligations while you, too, can assess the “fit” of a candidate.

Our clients should know that the ongoing communication, both good and bad, is a key to our success.  Provide timely feedback after interviews or receiving rèsumès.  It can be very difficult to work without current information on the candidates and position.  And it’s best for our candidates to know where they stand in the process, for any given search.

We welcome informed consumers, both candidates and clients. Clients should be aware of the market forces, get our feedback on candidate impressions after interviews, and work with our recruiters to focus the search properly.   You company’s staff should look at working with an agency as a great adjunct to a search they are conducting. Healthcare professionals can be mindful of the benefits and opportunities offered by registering for temporary work.  At Med-Scribe, Inc. our greatest satisfaction is seeing our clients delighted with a candidate who is achieving their professional career goals. We look forward to hearing from you!

Everyone likes to be treated respectfully.  Particularly when applying for positions on which high hopes may be riding — candidates like to know if they may be considered for a position.  Smart employers know that keeping open the lines of communication will leave a favorable impression with candidates.  It’s good for public relations and it’s the right thing to do. You may need to return to that resume someday only to find the perfect candidate for a new role!

The volume of candidates who do not meet the minimum requirements often is cited as the barrier to acknowledging all candidates.  This is a real concern, because some candidates will apply for positions for which they do not have the remotest qualifications.

At Med-Scribe, we receive thousands of emails, CareerBuilder applications, rèsumès, as well as our own online applications from candidates who may not meet the minimum qualifications for the position to which they have applied. We too, need to spend the majority of our time focusing on the candidates we have the best opportunity to place – the source of our revenue.  Clients often will set very specific experience requirements when working with an agency, correctly surmising that if they wished to hire a new graduate, they could contact the business schools directly and avoid paying a fee to our agency.

At a minimum we try to acknowledge that the rèsumè was received and will be reviewed.  We wish we could place every good person that we see (then we would be driving much better automobiles!).

There may be other reasons the candidate is not hired or interviewed.  For example, if it’s a confidential search and they are a current employee of the client!  Clients also may decide to fill a position on their own, or change requirements in mid-stream.

We try to let everyone know that we will review their background and evaluate their background relative to the positions that we have.  We make an effort, at a minimum, to let candidates know that their paperwork was received.  If candidates interview with clients, we do try to let them know if another candidate was selected.  We are continuously reviewing rèsumès and we do explain that if there is any positive news — that they are selected for an interview or made an offer, for example — nothing will keep us from contacting them.  We even have driven to candidate homes when their phones were out!

It is understandably stressful when considering a new job, but remember, employers undergo stress as well, trying to select the best candidate for a position. Few decisions in a business setting are the source of more concern! Few employers will communicate why a candidate was or wasn’t selected.  When there are competing offers, the ball is in the candidate’s court as to how much information concerning competing offers they may want to disclose.

A strategy that we do recommend: communication of receipt of rèsumès and information about what to expect.  Ongoing contact concerning availability by candidates is welcome.  Clients should follow-up subsequent to interviews on the further consideration of potential hires and this information should be quickly delivered to candidates.

Med-Scribe, Inc is an employment agency and staffing service that is recruiting for many positions for general clerical and medical administrative personnel To be considered apply online at www.medscribe.com, or if you are seeking top-notch staff, call our office today.

When you receive a lot of applications for openings, finding the top candidates to bring in for interviews can be challenging. Once you’ve found a good number of potential interviewees, a pre-interview questionnaire can be a great way to help you cull down that number into the final handful of people you actually will bring in for an interview.

Pre-interview questionnaires also help you get more information about a candidate’s interests, preferences and on-the-job expectations. You’ll be better able to ascertain if a candidate will be a good fit for your company and, as you well know, “fit” sometimes is at least as important — if not sometimes more so — than someone’s skills and experience.

In addition, a good questionnaire will:

• Allow job candidates to give you more information about their backgrounds specific to the particular position to which they’ve applied. This is particularly helpful because most people still don’t send resumes they’ve customized for each job to which they apply.
• Decrease the time your recruiters and hiring managers spend interviewing.
• Cut back on the number of preliminary interviews you’ll need to conduct in order to find your final top two or three candidates.
• Give your job applicants the opportunity to provide you with information into the kinds of on-the-job activities they most enjoy. This information can prove invaluable in that it can help you decide between two final candidates, allowing you to choose the candidate who most enjoys doing the actual day-to-day activities of a position. Thus, your job acceptance rate should increase and your job turnover rates should decrease.

When you put together a pre-interview questionnaire, consider adding these questions to it:

• Why did you leave your last employer (or why are you looking to leave your current employer)?
• What types of job duties within this position do you think you’ll most enjoy? Which do you think you’ll do best at?
• What do you like most and least about your current/last job?
• What do you think you’ll like most about this position?
• What are your strongest on-the-job qualities?
• Everyone has some kind of leadership qualities. What do you think are yours?
• How hard do you like to work?
• Tell us about the kind of situations you find yourself in when you feel overworked.
• Do you get a sense of personal satisfaction from your work? If so, what kind?
• What does it take for you to perform at your best?
• Do you have a sample of your best work/can you describe a time you did your best work?
• If you could have the perfect manager, what would he or she be like?

If you need great employees with the specific skills and background to work well at your health care facility, contact Med-Scribe Healthcare Recruiters. We’ll pre-qualify all candidates so that you’ll speak with only the top few. Contact us today; we have the know-how  to help you fill your need for skilled health care professionals.

We don’t have to remind you about how costly high turnover can be in a medical facility. Depending on the size of your hospital or healthcare service, the cost to your bottom line can be hefty. Studies have shown that turnover can cost anywhere between $10,000 and $30,000 per lost employee.

Some causes of high employee turnover:

• An employee may leave for a higher paying position at another facility.
• If your hospital is experiencing financial difficulties, your employees may believe cutbacks and layoffs are imminent and so may leave before getting a pink slip.
• Employees may feel that compensation is unfair or leadership is weak. They also may feel no sense of camaraderie. This can have a huge impact on job satisfaction and, therefore, employee turnover.
• Employees who leave may have had unrealistic expectations. If these expectations aren’t realized, the employee may become disillusioned and leave.
• Personal factors such as an illness in the family, death or divorce, a desire to try something new, or even a spouse receiving a new job in another location all are reasons for employee turnover.
• Personal traits also play a role in turnover. These traits often are indicators of on-the-job performance, such as a tendency to slack off on the job, substance abuse, theft, sabotage and others.

Many of the causes of employee turnover listed above are outside of your control. Others, such as a potential employee’s personal characteristics, as well as a job candidates’ expectations can be addressed before an offer is made, thus cutting down on turnover for these factors. Many companies offer applicant screening programs that will help you identify those employees who possess those skills and behaviors likely to spell success on the job — and retention within it.

When you need workers for your Finger Lakes region medical facility, contact Med-Scribe Healthcare Recruiters. Our screening process helps you rest assured that the temporary, temp-to-hire or direct-hire assignments you need filled will be so with qualified, reliable workers. We look forward to being of service.

When interviewing job candidates, there are several questions you should never ask, as they can be construed as discriminatory. These questions come under the following categories:

• Physical disabilities
• Race
• Age
• Gender
• Religion
• Sexual Orientation

Here are some questions employers should never ask, as well as alternative questions a hiring manager can ask job candidates.

“Are you a U.S. citizen?” Many highly-qualified candidates are here legally with work visas. Instead, you should ask “Are you authorized to work in the U.S.?”

“What religion are you?” What you really want to know for employment purposes is if there are some days an employee may not work. Instead, ask “What days are you available to work?”

“How old are you?” Ask this and you could have an age-discrimination lawsuit on your hands. Instead, the only question you’re allowed to ask is “Are you over the age of 18?”

“How long until you plan to retire?” Again, you’re setting yourself up for a visit from a discrimination attorney. A better question to ask is “What are your long-term career goals?”

“Is this your maiden name?” First of all, many married women don’t change their names. Secondly, men also may change their name when they marry — do you ask this question to men? The correct question to ask is “Have you earned a degree or worked under another name?”

“Do you have or plan to have children?” What you really want to know is if family obligations might put a strain on an employee’s ability to work. Instead ask “Are you available to work overtime as needed? Can you travel?” You also could ask: “You’ll be required to travel or work overtime on short notice. Is this a problem for you?”

“Do you have any disabilities?” You’re setting yourself up for a visit from an Americans with Disabilities Act representative if you ask this question. What you really want to know is if an employee can do the physical tasks related to the job in question. So, instead, ask, “Are you able to perform the specific duties of this position?”

“Have you ever been arrested?” Arrests don’t mean convictions. People innocent of any crime are arrested for crimes they never committed. You may have legitimate cause to wonder if an employee is honest (particularly if the position deals with money), but the only question you may ask is “Have you ever been convicted of X?” (fraud, theft, etc.).