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Global Contact Center BPO Optimizes Recruiting with PSG

Recruiting at scale cuts cost-per-hire by $140, increases revenue, and grows margins

Our client, a global contact center business process outsourcing (BPO) firm, provides partners around the world with outsourced customer, product, and digital experience solutions. Committed to transforming the customer experience with leading edge solutions, they work with organizations from tech startups to the Fortune 500.

In mid-2020, they were forced to turn down business due to a lack of recruiting and hiring resources. Simply, they could not meet growing customer demand economically, in large part due to a subpar recruiting technology stack. This was unacceptable.

Our client had two immediate goals: grow their licensed hire business for healthcare, a process that required a solid amount of heavy-lifting, and recruit thousands of non-licensed agents in healthcare and other industries. To keep up with marketplace demands, they needed a partner who could deliver scale and quality at lightning speed.

People plus technology create a winning delivery model

Although they’d never worked with a recruitment process outsourcing (RPO) firm before, they knew PSG and our reputation for seamlessly handling high volume, high quality recruiting. We showed how we could deliver high ROI with our deep industry experience and flexible solution design model, which includes:

  • Best-of-breed tech stack – PSG’s AI-driven Compass operating platform includes top third-party tools and systems that increase recruitment funnel efficiencies and candidate engagement rates.
  • Validated and value-added processes – hyper-efficient workflows are anchored by benchmarking data and continuous monitoring.
  • Dedicated global workforce – Seamless collaboration with our U.S.-based account management and Philippines-based frontline teams.

They appreciated our flexible approach, which would begin with a 90-day pilot versus the traditional long-term contract. After initial discussions with their CEO, we partnered with their EVP and SVP of Operations, as well as their Director of Talent Acquisition, to create a plan.

PSG’s Contact Center RPO solutions are built with deep expertise in BPO and the contact center industry. They are designed to deliver scale and quality, ensuring highly qualified contact center hires. Our combination of automated technology and people deliver improved candidate experiences and keeps costs low. They are ideal for handling changes in volumes, from seasonality to new project ramps. With a proprietary database of over two million candidates, PSG has made more than 100,000 contact center hires.

Delivering high-volume, high-quality talent at the speed of business

We deployed our full lifecycle Contact Center RPO solution, managing the entire recruiting process, including workforce and demand planning, recruitment marketing, sourcing and screening, online assessments, interview management, and submitting for hire. We started by assessing their current recruiting program and recommending process improvements and technology enhancements.

Given pressing demand, we didn’t have time to train agents to secure licensing. Instead, we mined for and reached out to agents who were already licensed – a labor-intensive process at which PSG excels. We also established a strategy for recruiting a high volume of qualified non-licensed hires in healthcare and other industries.

We worked closely with their team for a seamless integration, starting by leveraging Compass’ parsing technology to batch leads from job boards and our proprietary candidate sources. Then, our cutting-edge automated candidate engagement platform, ACE, communicated with these leads to streamline the process and rapidly identify interested candidates. Once candidates confirmed interest, they went through a more extensive screen and were scored based on level of interest, qualifications, and multiple other data points. Candidates with the highest scores are moved to the top of a dynamic calling queue, allowing recruiters to engage highly qualified, interested candidates quickly. PSG then would determine whether to tag candidates for an offer and, if so, send them to our client’s recruitment team, which made the final hiring decision.

Scale and quality yield high ROI

In close partnership with our client, our team was able to make swift and significant changes to optimize their recruiting process. We ramped up our recruiting team rapidly, and now are able to scale as needed. In a single week, we went from zero to 100 hires. Now, we’re hiring several hundred agents weekly.

To date, PSG has brought in almost 300 licensed healthcare agents and more than 2,500 non-licensed agents. This new ability to handle huge volumes on short notice has unlocked exponential growth for our client, while simultaneously making them less reliant on an expensive in-house talent acquisition team. PSG is helping them grow their top line and their margins at the same time, despite being six months into a global pandemic and the worst economic downturn in a decade.

If you’re interested in how you can benefit from PSG’s contact center RPO solutions, please reach out to learn more.

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Using Tech Solutions to Solve Your Biggest Sourcing Challenges

Sourcing’s goal is to find the best-fit, most qualified candidates in the shortest amount of time possible. But this can be challenging. How much time should you spend sourcing? And, once you’ve sourced a list of prospects, who should you prioritize first? Easier said than done, right?

According to Deloitte’s 2019 Global Human Capital Trends survey, more than 60% of respondents say that finding qualified talent is one of the biggest challenges in recruitment. And, nearly 90% of organizations expect the role of technology in sourcing to increase in the next three years. Organizations must consider how to continuously access talent in varying ways, including strategically leveraging technology to augment work done by recruiters.

Current techniques for sourcing can be impactful (e.g., browser extensions, plug-ins, advanced Boolean search methods, social sourcing and more), but they are also time-consuming and repetitive. With access to so many people and so much information online, cutting through the clutter to source the best-fit prospective candidates is increasingly challenging. 

Identifying tech solutions to help streamline sourcing is imperative to stay ahead of the curve in recruitment. As you consider investing in technology to optimize your sourcing process, be sure you are clear on the problems you want the solutions to solve, and how you’ll be able to measure against those. And, remember, it’s important to consider how different technologies work together and how each solution typically requires a new process design and communication and deployment plan. Once you’re ready to begin, be sure the solutions you implement include these four capabilities: 

1.Resume and CV Parsing

More than 80 percent of professionals are actively seeking or are open to learning about new job opportunities. While sourcing from such a vast pool of candidates has promise, navigating through large amounts of data presents a challenge. Resume and CV parsing, which automates the process of gathering, analyzing, and sorting resume data is one of the easiest ways to save time and create efficiencies in sourcing.

Parsing allows data — such as contact information, education, work experience, skills, awards, and certifications — to be organized, sorted, and prioritized automatically. It eliminates manual data entry and the process of skimming hundreds or thousands of resumes and instead, helps you identify the most qualified candidates based on variables that match role requirements. This capability is invaluable when sourcing for a large number of contingent workers or after collecting resume data for prospective candidates from targeted job boards or networks. 

When looking for a parsing tool, ensure that it can parse large volumes of resumes in bulk, from various formats (e.g., Word, PDF, HTML) and that it can integrate into your current applicant tracking system (ATS) — where you will likely funnel the candidates you source. 

2. Communication Automation

Communicating with potential candidates is another time-consuming task for sourcing teams. Recruiters often spend 20 hours a week on initial candidate outreach. Look for specialized applications that can be integrated into your ATS and are designed to automatically engage a list of sourced candidates via text, email, and other channels. Email and text messages can be sent on an automated schedule using customized, branded templates that add a personal touch to the communication, enhancing the candidate experience from the first touchpoint.

In addition, recruiting automation tools can autodial prospects through a VoIP system, tracking unanswered calls and connecting answered calls with top recruiters. Automation allows for improved candidate engagement by connecting with candidates quickly if they respond to a text or email showing interest in a role. 

With automated communication tools, sourcers and recruiters can increase productivity and better prioritize which candidates they should focus on to forge meaningful connections.

3. Bots for Automation

One study found that more than 50% of recruitment managers spend eight hours a week — one full workday — on manual, repetitive tasks. Another report shows that recruiters spend approximately 15 hours a week sourcing for just one role. Automating these laborious processes can reduce time and budget spent on routine tasks and help improve recruiting costs, time to hire and quality of hire. In fact, more than 80% of talent acquisition teams believe they would be more productive if they could automate sourcing altogether.

Bots are programs that automate standard tasks such as screening, scheduling or simple text-based conversations with a candidate. They can help streamline sourcing functions into an automated workflow that you manage. Identify partners that can help you automate at least 50% of your manual tasks via bots. Some organizations have automated up to 85% of their sourcing and recruiting process. 

4. Artificial Intelligence (AI) and Machine Learning

AI-based sourcing tools are more popular than ever. The recruiting function — including AI-based sourcing, assessment, screening, interviewing, and candidate experience management — is the biggest market for AI in HR. Additionally, the venture capital and private equity markets have invested nearly $4 billion into HR tech using AI.

AI and machine learning tools deploy algorithms that help prioritize requisitions, candidate sources and interaction strategies by leveraging historical data. AI-powered platforms streamline large amounts of complex data, revealing insights about prospective candidates, market trends, and recruiting strategies. AI can improve success with passive candidates using predictive analytics. By evaluating and monitoring candidate-related data points across various online platforms, the technology pinpoints subtle triggers, such as work anniversaries or increased activity on LinkedIn, that indicate a professional is considering changing jobs and is open to new opportunities. 

Machine learning, which analyzes and learns from the data to perform tasks, leverages candidate attributes and engagement scores to automatically build a prioritized contact list of the highest potential prospects for a recruiter. 

When exploring possible sourcing solutions with AI and machine learning, consider the importance of data privacy as well as how it may initiate the redesign of your organization. Additionally, while AI can help make sourcing more equitable, if AI tools are built on historical hiring and recruiting data that measure biased decisions, they could repeat this pattern. To avoid bias, be prepared to monitor and make updates as needed.

Are you ready to build the sourcing team of tomorrow? Finding the right solutions can transform your talent acquisition efforts and produce incredible results. Each of these four functions — resume parsing, communication automation, bots, and AI — is vital for sourcing for the future. Identify what desired outcome your organization wants to achieve in each area and then seek out solutions and partners that can help you reach those goals. 

Even better, seek out a partner that combines these high-powered solutions into one cohesive system that integrates with your existing system. PSG’s Automated Candidate Engagement (ACE) solution does just that. We’ve implemented ACE across over 60% of our recruiting accounts with outstanding results. Not only has our connect rate increased by over 80%, but we are also delivering 80% more hires a month per recruiter with the new solution. Reach out to learn more. 

 

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How Staffing Pros and Recruiters can Weather the Recession and Build a Solid Foundation for Re-Emergence

The U.S. is in a recession, and will remain there for at least the first half of the year, with economic growth predicted to decline a staggering 26.5% in the second quarter. The latest unemployment claims show 33.5 million American workers – or one in every five working Americans – have filed initial claims for jobless benefits from mid-March through early May. To put it in perspective, during the Great Recession, it took two years for 8.6 million Americans to lose their jobs. This is no normal recession. It is pandemic-driven, something we haven’t seen for more than a century.

To slow the spread of coronavirus and save lives, businesses across the country closed down as more than 300 million people nationwide were told by state and local governments to stay home. Such measures ground the economy to a halt in a breathtakingly rapid timeframe. Even now, as businesses and communities grapple with how to safely open up, uncertainty about how this could impact the course of the virus has made it clear that we won’t be approaching normal anytime soon. We will likely contend with various degrees of openings and closings due to anticipated waves of COVID-19 cases.

While this recession is hitting almost all sectors of the U.S. economy, the most significant impact is being felt by certain industries, including leisure and hospitality, travel services, transportation, and oil and gas extraction.

Moreover, the COVID-19 recession is creating supply and demand issues. On the demand side, while initially travel & tourism spending plummeted, historic unemployment and decreased stock market value already have caused a sharp decrease in consumer spending, with retail sales plunging a record 16.4% in April, the biggest decline on record. Massive supply chain disruptions are occurring as factories shut down, production slows, and inventory decreases. And, faced with a shortage of parts from overseas, many goods are unavailable.

When all this is applied to staffing and recruiting, flexibility, adaptability and speed are crucial. In order to survive and support their employees, candidates, clients and communities, organizations must be ready to pivot quickly in response to the effects of this recession. While PSG has shared its recession readiness perspectives in the past, due to the unique nature of this downturn, we’re offering insights into how staffing and recruiting professionals can best weather this unique storm and build a foundation for success coming out of it.

Weathering the Storm

  • Refocus capacity where there is demand, but stay nimble because demand is changing constantly

As we redefine “normal,” now is not the time to do the same thing you’ve done in past recessions and downturns. Staffing and recruiting professionals must identify areas of their businesses that are growing and then quickly redeploy resources to those areas. For example, in healthcare, areas such as dentistry, plastic surgery, radiology and dermatology initially took a hit as patients postponed any diagnostic tests, check-ups and elective procedures and surgeries. During that same time, demand for workers throughout urgent and emergency care grew, with recruiters in some areas seeing a 30 percent surge in demand for temporary doctors and nurses to treat patients battling COVID-19. However, as businesses across the country began to open, healthcare work that was displaced is starting to come back.

While industries such as healthcare could see demand for essential workers skyrocket, then relax, and then increase again, other industries, such as retail and hospitality, could see the opposite trend as the virus ebbs and flows. The last thing an organization would want to do in either scenario is to hire a slew of recruiters, then lay them off, and be faced with trying to rehire them when demand increases.

As we see more and more restrictions lifted throughout the summer and then face possibly tightening again in the fall as an anticipated second wave of COVID-19 hits, companies across industries – and the staffing organizations serving them – must lay the foundation now to manage through a rollercoaster of supply and demand changes as the virus peaks, diminishes, and then surges again.

In this turbulent environment, PSG can absorb the shock of swift shifts in demand for our clients. And, because we’re an external partner, corporations and staffing firms can scale us down quickly, knowing we can ramp back up when additional volume arises. Additionally, we have a broad range of experience across almost every job type, and a leadership team that is accustomed to moving quickly and thoughtfully as requirements change. By paying attention to the unanticipated effects of the crisis on your recruiting process, you can quickly identify changes to your candidate funnels. PSG can help you stay flexible if your recruiting funnel changes and you need to recruit more people than normal.

PSG in action

PSG recently worked with a call center company that was supporting a government department for COVID-19 response. The ask? Hire more than 30 virtual customer service representatives (CSRs) in one week. The agents needed to be bilingual, have a wired computer with high speed internet, and provide their own equipment. PSG quickly designed a custom solution and strategy that ensured the broadest market coverage of all recruiting channels. We targeted programmatic job advertisements of key locations to attract the highest population of Spanish speaking CSRs across the U.S. We used a proactive sourcing approach to identify and engage targeted candidates by companies, skills, and locations by leveraging a unique blend of our own technology and engaging content (voice & SMS) approaches. Ultimately, PSG hit the hires target set by our client while coming in under budget.

In healthcare, one of our clients was facing a surging need for respiratory therapists and nurses. To serve them, we redeployed our team to focus on those two areas, which are contending with incredibly high demand. PSG has the knowledge capital to get creative and get their attention, and was able to help them meet their hiring target.

  • Keep your financial house in order

Make sure you don’t put your company in a risky financial situation. In other words, staffing firms should be careful that they don’t run out of money and corporate talent acquisition departments should be sure not to blow through budgets. Instead, stay hyper-focused on your financial projects as they evolve with demand, and cut costs where necessary. If at all possible, retain investments that are critical to your future capabilities.

If you’re a staffing firm, be prepared for a possible decline in revenues as sales decrease or clients are unable to pay for services. On the enterprise side, many recruiting departments will see budget cuts, so payroll planning is extremely important to ensure you’ll be able to pay your employees.

At PSG, we’ve set up triggers, so that if our revenues decline to a certain level, we’ll deploy specific cost-cutting measures; if they decline further, we’ll deploy another level of cost-cutting measures; and so on. While the initial cuts would focus more on slashing budgets, we are prepared to take more significant measures depending on revenue signals. As painful as this process might seem, you could jeopardize your organization’s solvency if you don’t create such a plan.

Making Decisions Now to Thrive After the Storm

  • Rebuild your recruiting operation for the future, not the past

The winners coming out of this crisis will take this opportunity to rebuild their recruiting operations for the future. While continuing to do what you did in the past is easy and tempting, it is a surefire way to blend in with the pack instead of standing out when the crisis subsides. Or worse, you may emerge from the crisis obsolete.

Now is the time to rethink operating models and push yourself to question all aspects of your operations. In staffing, with so many remote workers, some companies may consider a more rapid shutdown of their branches. When it comes to enterprise talent acquisition, teams may lean more heavily on partners for both RPO and contingent RPO services, shifting business away from higher cost staffing agencies while keeping a lean in-house talent acquisition team to avoid waves of hiring/firing that could come with shifts in demand.

For example, PSG has deployed 95% of our resources in the Philippines to work from home. While we had been conducting a trial of work from home for higher performing recruiters, our success with the COVID-19-driven shift led us to accelerate our efforts to offer work from home benefits to employees more quickly than planned. If your business is slower, consider piloting process and technology changes in controlled environments so that when activity picks up, you have a solid and proven path forward.

  • Invest opportunistically while others regroup

Many great recruiters and salespeople are suddenly available. If you have the resources to do so, now is a great time to make opportunist hires. If you’re a staffing company, perhaps there’s a weaker competitor you can acquire at a fire sale price, or a startup with great technology that saw its funding dry up and needs a strategic partner. Keep an eye out for investments in people, technology and organizations if you have the means to do so.

There is so much we don’t yet know about how this pandemic will affect industries and businesses. Flexibility and adaptability at speed are the name of the game this time around. Hunkering down won’t work as it might have in other recessions. Now is the time to be sure you can innovate for clients and quickly redeploy resources to areas that are in high demand. While people still need to hire, costs and flexibility are more important than ever. PSG has the technology and global workforce to deliver high quality hires quickly at the lowest cost, and the flexibility to meet rapid changes in your business. Learn more at https://psgglobalsolutions.com/contact/

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How to Avoid the ‘Bright, Shiny Object Syndrome’ in HR Tech

Originally posted by Recruiting Daily.

Enterprises are spending more time, money and energy than ever before on new HR tech solutions. According to PwC’s 2020 HR Technology Survey, 74% of companies plan to increase spending on HR tech to address talent needs this year as the $148 billion HR tech market continues to grow. However, when companies discuss return on HR tech investments, the large majority are seeing limited, if any, bottom line impact.

With new products unveiled at dozens of HR tech conferences each year and a list of more than 800 HR software applications available from just a quick search, it’s easy to get lost in the vast number of HR tech tools available in the market. In fact, 79% of organizations struggle to keep up with new technologies in recruiting. Sleek designs, user-friendly demos and sales pitches filled with industry buzzwords add even more distraction when researching solutions for your organization. 

Nevertheless, while recruiting leaders are investing in software that promises to solve their biggest challenges, oftentimes when they evaluate results, they aren’t seeing an impact on the bottom line. This is happening across the industry, from small businesses to major corporations. 

So, how do you avoid falling into the trap of the “bright, shiny object syndrome” when implementing HR tech? While there is no one-size-fits-all answer, avoiding these common pitfalls can help ensure that your tech investments have a measurable and sustainable impact on your business. 

Pitfall #1: Neglecting to set goals or establish the outcomes you want to achieve. 

Managers who are users of HR tech tools are two times less likely than executives to say the tools are effective on a range of business outcomes. Furthermore, a recent study reports that even though 97% of senior HR and legal professionals think technology will make a difference in HR, only 37% have implemented an HR technology strategy.

With your overall HR strategy as a guide, identify the desired outcomes you want to achieve first, then work backward. Part of your HR technology strategy should be to dissect the operations and workflows of your recruiting team to determine opportunities and challenges, including how the tool will integrate with your current HR tech stack. 

If organizations fail to identify the desired impact (e.g., cost per hire improvement, candidate engagement improvement, etc.) and track that impact over time, they aren’t likely to have a good outcome. For example, perhaps your business goals include increasing employee productivity and reducing cost per hire. A chatbot may seem like the answer to help take some of the weight off your team, but will that truly help you achieve your goals? Depending on where you are in your technology journey it may, but your analysis might show that a different tool will have a bigger impact on your bottom line now. By preparing and planning effectively, you can proactively seek out partners with demonstrated experience solving the challenges you are trying to address, instead of being sidetracked by the “bright, shiny objects” you see on the market. 

Pitfall #2: Not measuring continuously.

The next transformation in HR technology is ensuring that your organization is continually evaluating and changing your technology to get the most out of it. Before implementing a new technology, develop a plan for evaluating its performance on a regular basis. Determine the key performance indicators (KPIs) that tie into your strategic business goals and then set up checkpoints every month or quarter to measure against them. To do this, you may need a tool that offers robust analytics and reporting. If the results aren’t there, prepare to make adjustments until they are. 

Implementing, evaluating, maintaining, adjusting and expanding your technology architecture takes time and commitment. It’s an ongoing process and should be part of a living, breathing HR technology strategy. For example, let’s say one of your goals is to increase candidate engagement, and as part of your strategic planning process you determine a sourcing automation tool is what your organization needs. You set up the tool and it produces mediocre candidates, so you have to tell the tool what went wrong and fix it. If adjustments aren’t made, no matter how good the tool is, the results won’t be there. Adaptability and agility are key when implementing and improving your tech tools.

Pitfall #3: Not involving your team effectively.

You need buy-in and engagement across your team before implementing new tech tools, and you need to identify who owns the project. More than 80% of organizations struggle with adoption challenges when implementing technology, often linking back to not having the right people involved from the beginning. Should someone from the IT team or a business analyst lead the effort? Try forming a committee or task force with representation from various parts of the organization. Identify the right people on your team, including those who will be end users of the tool, to help choose, implement, evaluate and maintain the software. Lack of preparation, not meeting user needs, unclear user benefits and poor user experiences are common reasons technologies aren’t embraced internally.  

Pitfall #4: Not piloting before implementing.

Are you so excited about the new tool that you want to rush to implement it? Instead, identify risks and challenges up front and work with your partner to do a controlled, measured pilot program before fully scaling the solution. A demo or even a trial isn’t enough to be ready for full implementation. No matter what the size of your organization, start small. 

For example, perhaps an organization is looking to invest in a platform to help its recruiters more easily source and connect with interested candidates to increase placements per recruiter by 50%. The organization builds a new candidate engagement platform and identifies a control group to pilot the technology. Initially, the control group does not see any material changes in placements per recruiter. After assessing recruiter behavior, the team makes changes to where time is spent throughout the recruiting process and how candidates are prioritized for phone calls. After adding functionality to help recruiters prioritize which candidates should be called and changing behavior to spend more time sourcing, the team is able to meet its target of a 50% increase in placements per recruiter. These changes couldn’t have been made as easily after scaling. Even at a small scale, a pilot can measure the KPIs you develop to determine expected impact. Although maintenance will be required after implementation, a pilot will help refine the tool before adoption, thereby reducing disruption for your team.

Building a strategic technology architecture in your enterprise is no longer an option if you want to have a competitive advantage; it’s a requirement. Don’t be the next organization to be diagnosed with “bright, shiny object syndrome.” Your company’s success relies on tying your technology to your business goals and strategy while providing an exceptional experience for your candidates, clients and employees.

Brian Cotter

Brian Cotter is co-founder and president of PSG Global Solutions, the world’s largest and fastest growing provider of outsourced recruiting support to the global staffing and recruiting industry.

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Healthcare Staffing in the Time of COVID-19

The coronavirus pandemic has upturned life around the world. At the time of this writing, the U.S. surpassed 15,000 cases, and more than 200,000 cases have been confirmed globally. Those numbers will be outdated by the time you read this. Countries and states are instituting aggressive measures, including closing schools, businesses, restaurants, retail shops, playgrounds and more; enforcing social distancing and sheltering at home policies; slashing travel; and closing borders.

While individuals, families and organizations of all sizes try to navigate our new virtual landscape, healthcare officials and politicians are taking steps to keep the pandemic from overwhelming the system. In the U.S., the recently released COVID-19 Response Plan painted a grim picture, estimating that the pandemic could last 18 months or longer, and could include multiple waves, putting significant strain on the healthcare system. According to Dr. Michael Osterholm, director of the Center for Infectious Disease Research and Policy at the University of Minnesota, “We have to figure out now how we’re going to get hospitals through, not just today, not this week, not next week, but potentially months of being under siege with these cases.”

Preparing for the Surging Demand for Healthcare Workers

All of this translates into sharply increased demand for healthcare workers, including clinicians and non-clinicians. However, given how easily transmittable COVID-19 is, healthcare workers can easily contract the virus. In Italy – ahead of the U.S. in the trajectory of the disease – more than 1,700 healthcare workers have contracted the virus, taking them out of commission for weeks to a month at a time. In China, where the outbreak began late last year, 3,387 healthcare workers were infected by Feb. 24.

Healthcare staffing organizations will be working hard to meet this spike in clinical placements for at least the next several months – and they could be trying to manage it with decreased availability if many healthcare workers acquire the virus. This will be coupled by a need to quickly ramp up and down according to the “waves” mentioned in the U.S. response plan.

Along with this volatility will come the labor-intensive processes of onboarding clinicians, which includes reference checks, employment verification and licensure verification. This credentialing process can take weeks, if not months, to complete. Now, more than ever, healthcare staffing organizations must determine how to expedite that administrative process without compromising the thoroughness and precision it demands.

Finding a partner that has the expertise to handle healthcare administration for clinicians will help staffing firms decrease precious turnaround time so clinicians can onboard as quickly as possible.

Outsourcing the Healthcare Credentialing Process

PSG’s outsourced credentialing support services can help healthcare staffing organizations get clinicians working as quickly as possible where they’re needed most. We have identified specific activities, metrics, technologies, and roles necessary to drive quality improvements, decreased turnaround time, and savings – all while keeping risks low. Our team of more than 400 dedicated associates are working around the clock to handle reference checks, employment verification, and licensure verification for healthcare clinicians. PSG has helped onboard more than 220K clinicians and conducted over 700K reference checks and verifications of employment to help place those candidates. In many cases, we’ve decreased turnaround by up to   – all while decreasing costs.

Mitigating liability is always one of our primary concerns, so our recruitment coordinators adhere to a specific process that delivers results. Our associates handle all reference check calls and verifications of employment. Then, they run background checks through appropriate channels and put responses in a centralized data repository. Our coordinators set up drug screen events, run license verifications, and file all necessary documents, including state licenses, TB tests, and criminal background checks in our clients’ systems to ensure that all the necessary documents are in place to put the healthcare professional to work as quickly as possible.

If there are any exceptions that fall outside our strict set of rules, PSG’s coordinators escalate all requests to a credentialing manager who reviews them to ensure no risk is associated with placing a specific healthcare provider. Our resources work efficiently and carefully, closely following the guidelines provided.

Sourcing and Administrative Support for Healthcare Organizations

For healthcare enterprises that need help sourcing talent for interviews and managing other administrative functions, PSG has more than 300 associates to support our clients’ recruiting processes, including:

  • Posting jobs
  • Timecard auditing and exception management
  • Payroll
  • Collections support
  • Billing and collections

PSG associates are skilled at facilitating a seamless process while delivering cost-effective solutions. Our proactive measures – such as attributing or labeling candidates in the applicant tracking system (ATS) – help healthcare companies search more effectively for clinicians based on specific skill sets, as well as better allocate those candidates to assigned recruiters.

PSG is committed to serving as a source of stability and flexibility in this challenging environment. Whether you’re a healthcare staffing organization or a healthcare company, PSG can help you get healthcare workers where they so critically need to be during this tumultuous time.

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