The relationship between a locum tenens provider and his or her recruiter needs to be a true partnership in order to be successful. The provider brings the clinical skills, experience, and training to provide exemplary patient care at the hiring facility, while the recruiter should have the knowledge and understanding to match you to the right opportunity.
That’s why Weatherby has one of the most robust training programs in the staffing industry. Every Weatherby consultant receives extensive and ongoing training to ensure they understand your specialty as well as your strengths and preferences. Here are just a few of the ways Weatherby consultants are trained to provide you with the best possible experience on every locums assignment.
One of the benefits of working with a staffing leader is that every Weatherby consultant is dedicated to a single specialty. Recruiters from smaller agencies often support multiple specialties, which makes it harder for them to become experts in that area.
Marie Kimble, a leader on Weatherby’s emergency medicine team, says, “When you have a single specialty focus, then you can train professionals to take care of their providers from A to Z. That’s all they have to do. They don’t get off the phone and then get on another call with an OB/GYN or a surgeon. All they do all day long is learn every single thing they can learn about this specialty.”
Mason Staton, a cardiology team leader, puts it this way: “What ‘expert’ means to us is understanding what that day looks like for a cardiologist: how many procedures they do, how much patient care they do, how much charting they do.” It’s important to understand the day-to-day.
Putting people first is more than just a saying at Weatherby Healthcare. We strive to live it in everything we do, which is why Modern Healthcare has named Weatherby as one of the best places to work. Weatherby’s training program also teaches our consultants to focus more on the people than just matching providers to open jobs.
“What we want our folks to really understand is that this isn’t a one phone call type of a job where you call a cardiologist and say, ‘I’ve got a job, what do you think?’” Staton emphasizes. “It’s about understanding the job and understanding cardiology, but even more importantly, understanding how can I help this person?”
This focus elevates the relationship between a recruiter and provider to a higher level. Debra Forte, Weatherby’s director of learning and development, says, “Our goal is for providers to have the confidence to think, for example, ‘My consultant might know if California is a good place for me because he knows what I’m looking for, he knows my hobbies, the balance that I want. They really can become trusted advisors to their providers.”
Becoming an expert in staffing a specialty doesn’t happen overnight, so Weatherby focuses on continuous training and improvement. Formal classroom training at Weatherby is extensive, consisting of several months of daily classroom instruction, followed by supplemental training through the first year of employment.
“We want our new consultants to feel 100% comfortable and have the knowledge, skills, abilities, and tools to be successful when they step into their new role,” Forte says.
Classroom training is supplemented by regular coaching and support that encourages continuous learning and improvement. “We want to get better each and every day,” Staton says. “It’s not just to grow and make more money. It’s because I want to grow as an individual and understand my specialty. I want to understand what my providers are doing and how I can add value to them.”
Weatherby also enjoys one of the highest employee retention rates in the staffing industry. As a result, every specialty team benefits from a depth of experience.
“We have a wealth of knowledge on my team,” Kimble says. “We have consultants that have been with us for 16 years, and most of the team has been here over five years. 100 percent of the leaders started on the desk as consultants, and most have never done any other specialty but emergency medicine.”
“This experience is extremely important,” Kimble stresses. “We don’t want our doctors to waste their time talking to somebody that doesn’t know if an assignment would good for them. When a provider goes into a setting that’s not good for them — where they won’t thrive — you’re putting their livelihood in jeopardy. We really care about quality and want our providers to have a good experience with every assignment.”