Credentialing, the required vetting of providers, cannot be overlooked or taken lightly. When done right, successful credentialing operations can lead to the recruitment and retention of top-quality talent, higher levels of patient care and improved revenue. Whether hiring providers to work as full-time employees in your hospital or group practice, recruiting needed specialists as income guarantees or bringing in long-term locum tenen providers, credentialing does not escape the hospital, the employer or the payor. And the three combined can add up to significant negative debt if recruitment and onboarding are ineffective.
Let's review how successful organizations recruit, employ and enroll their providers -efficiently and accurately:
Competitive organizations leverage recruitment as a distinct advantage. To reduce lost revenue and ensure a smooth transition, many will target providers and forecast the estimated length of credentialing time based on specialty and other contributing factors that may delay enrollment.
Once a candidate is identified, initiating a concise and transparent process, to include incentive measures, will reduce delays and ensure success for both parties. Providing education and incorporating benchmarks tied to the delivery of information should be outlined as key metrics of the recruitment process. As an example, sign on and relocation bonuses should not be released until:
Benchmarks are met
Application for employment has been submitted and accepted
Background screening has been completed and satisfactory results are obtained
Complete credentials documentation has been presented and accepted by the hospital or organization as satisfying all facility as well as payor enrollment needs to facilitate privileging and payor processes
Leading healthcare organizations take into account every possible consideration when recruiting a provider and potential obstacles must be identified and anticipated.
Know what types of incentive compensation models you can offer
Know what entity will actually employ the physician, so formation and billing information is known and accounted for in the hiring process to mitigate delays, especially in quick start-up operations
Plan for tricky state licensing processes. Licensing has a direct impact on startup time periods as the ability to acquire malpractice insurance, controlled substance abuse certification and hospital privileges often are held up due to licensure
Arrange for startup assistance in the event the organization cannot devote resources to work directly with a practitioner
Empowering providers will support long-term successful relationships.
Hold regular meetings with new providers, provide updates on privileging, staff selection, systems implementation, payor enrollment, etc.
Create a collegial environment; keep the lines of communication open so the provider is comfortable to ask questions
Schedule a regular time to speak to providers on a weekly or bi-weekly basis. Sometimes, there may be nothing new to report, but showing up and greeting their providers will lend to ongoing trust and facilitate good will
Preparation, collaboration and communication will help to remove roadblocks and expedite the enrollment and acceptance process