Issue link: https://viewer.e-digitaledition.com/i/1088660
SO YOUR ORGANIZ ATION NEEDS A NE W PODIATRIST OR A COUPLE OF R ADIATION ONCOLOGISTS. MAYBE SOME OTORHINOL ARYNGOLOGISTS WOULD ROUND OUT THE CLINICAL TE AM. TH AT R A ISE S A QUE STION: Should recruitment be an out- sourced task or an inside job? Which raises that favorite of all answers: It depends. Here are some hints that you can probably handle the job internally, according to Wisconsin-based recruitment firm Cielo: + You have a talented group of recruiters, plus the infrastructure and technology to seek out candidates and pique their interest. + You've assembled the resources to bring prospects to town and present the advantages of the job and the community. + You have staff who can ably handle questions from the visitors and sell them on the position's benefits. + You typically do not need to add large numbers of physi- cians annually. "If an organization is hiring more than eight to 10 physi- cians per year, the economies of scale may favor an outsourced approach, as the organization will need to expand its internal recruiting systems and staff," Cielo notes on its website. Choosing the wrong strateg y has serious implications: A primary care physician vacancy can cost a hospital $1 mil- lion per year — a price that multiplies for certain specialties, notes Br yan Warren, Director of Hea lthcare Solutions at Pittsburgh-based employee selection and development company Select International. n WEIGHING Internal vs. Outsourced RECRUITING BY STEVE BARRETT CORE 059990052_LNK1 [P];12_View.indd 1 12/6/18 8:20 AM Streamlining PRIOR AUTHORIZATION BY JENNA HAINES A 2017 SURVE Y by the Healthcare Business Management Association found that 92 per- cent of practicing physicians reported occasional delays due to prior authorization requirements; 54 percent said these delays occur often. While the AMA and 16 other healthcare organizations have called for reform, it is uncertain whether changes to the current system will be forthcoming. Writing in Family Practice Management, a peer-reviewed journal published by the American Academy of Family Physicians, Senior Associate Editor David Twiddy offers advice to streamline prior authorization management. Key takeaways include the following: + Do the prep work. List which procedures and medications require prior authorization, and identify lower-cost or generic alternatives when possible. Consult the list and opt for generics when prescribing, as they are less likely to necessitate prior authorization and more likely to be accepted by insurers when prior authorization is required. + Talk to patients about prior authorization. If patients understand the possibil- ity of prior authorization challenges ahead of time, they will be more emotionally prepared for a delay or denial of a procedure. + Delegate the work. Designate one staff member to manage prior authorizations. n PRIOR AUTHORIZ ATION MANAGEMENT CAN PUT CARE ON PAUSE, A S LENGTHY WAITS AND BURE AUCR ATIC HOOPS YIELD FRUSTR ATED HE ALTHCARE PROVIDERS AND STALLED TRE ATMENTS. A STRE AMLINED APPROACH CAN SAVE TIME AND MONE Y. M D N E W S . C O M /// M D N E W S M i D H u D S O N ■ 2 019 P H Y S i C i A N R E C R u i T M E N T ❰❰❰❰❰ 0 5