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MHA Solutions Endorses Baumann & Associates, Inc.
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Mississippi Hospital Association Solutions is pleased to announce our new endorsed relationship with Baumann & Associates Inc., a nationwide health care consulting practice specializing in retained executive and physician engagements, outplacement services and career development programs. |
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Baumann has an excellent placement track record among for-profit, not-for-profit, stand alone rural hospitals and large integrated systems. Baumann provides a fixed fee arrangement for retained search services, caps for client approved out-of-pocket expenses and a one year guarantee on placements. Search strategies are tailored for each client to fulfill that individual hospital’s specific requirements. MHA members will receive discounts on standard fees of up to 15% (based on type of search). Through affiliated relationships, Baumann also brings some unique – and affordable – expertise to MHA members.
For additional information on this new endorsed relationship, contact John Baumann at (770) 509-2237 or jbaumassoc@aol.com.
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"This
Week's Expert" featured on ModernHealthcare.com"
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Q:
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How
do you find out "what your worth" is before entering
negotiations? Where do you look? Who do you talk
to?
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A:
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During
my ten years of healthcare consulting, these questions
are being asked more and at all levels of executive
positions.
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The
executive needs to develop a strategic plan in assessing
his worth before entering negotiations. A plan of
action should involve active networking with fellow
colleagues in similar roles located in the region
of the country you are considering. Also, try to
network with those colleagues in facilities with
similar size revenue and FTE's within a comparable
system, i.e. for profit companies with a for profit
facility. |
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Recently,
I spoke to a current board member of a community
hospital in the Midwest. During the course of
his healthcare career, he had the opportunity
to serve as a CEO in two different facilities.
His strategy was to genuinely befriend a board
member during the interview process. He then felt
comfortable enough in the relationship to contact
directly the board member to inquire on the salary
range without any public disclosure.
Another strategy is to utilize the consulting
firms, which conduct surveys to assess the remuneration
market for various executive positions. The Directory
of Executive Search Firms by Kennedy & Kennedy
is a resource book, which contains the name, location,
and telephone numbers of firms you can call to
request compensation data from their respective
research departments.
Other consulting practices that can readily assist
you are the Hay Group in Philadelphia,, Hewitt
Associates in Lincolnshire, Illinois, and Baumann
& Associates Inc. in Atlanta.
The World Wide Web has proven to be an invaluable
source containing such compensation surveys as
HMO Executive Salaries, Hospital and Health Networks
Salary Survey and Hospital Executive Salaries.
One web address that contained all of the sites
mentioned was http://www.pohly.com/salary.html.
In summary, implement your plan and do your homework.
A confident candidate can ask for 'your worth'
by knowing the industry standards within a relatively
short period of networking/research time. You
owe this time invested to yourself and for your
family.
Q: With increased emphasis on work/family
issues, to what extent is it possible for executives
to negotiate for increased time off or flexibility
in lieu of higher compensation?
A: An excellent question that is being
addressed by executives recognizing the high expectations
regarding the goals and objectives of a particular
position while dealing with less funding and less
staff personnel as the reality. Executives are
dealing with 'do more with less.'
Executives can negotiate for increased time off
or flexibility in lieu of higher compensation.
A recent example is a CEO at a rural hospital
in the Northeast. This particular CEO has family
spread out all over the country. He had been accustomed
to a 30-day vacation period per year in his previous
CEO position and wished to maintain this vacation
time with his new board. The board had offered
him a 15-day vacation package.
The incumbent had negotiated a base salary within
the compensation range of a CEO for this region
of the (refer to question #1). By proposing to
forego $5,000 of his base salary, the board was
willing to accommodate another 15 vacation days
added onto his overall vacation package provided
the incumbent take no more than a week vacation
at a time in his first year.
During my years of executive search/consulting
work, one tenet remains constant: if you don't
ask, you will never know. Executives with family
obligations need flexibility in their schedules
to provide for a well-adjusted family life. A
positive home life will enhance the overall productivity
of the executive and increase his sense of loyalty
to the organization.
In summary, you need to be clear and articulate
in defining flextime or additional time off to
your prospective employer recognizing you may
need to compromise in other outstanding issues
of the overall compensation package.
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"Hospitals,
Physician Groups Seek Savvy Top Managers" National Business Employment
Weekly, a publication of the Wall Street Journal
Who hasn't heard a radio commercial recently for a women's health,
cardiac, oncology or other specialized service at a local hospital?
As the health care shake-out continues, more hospitals are developing
unique niches by creating specialized product or service lines and
marketing them to area communities.
The hospitals assemble teams of specialists and commit significant
resources to providing cutting-edge services that will attract new
patients, says Raymong S. Alexander, president of Alexander, Wolman
& Shark, Inc., a Merion Station, PA, recruiting firm. This is causing
a surge in demand for innovative managers who can run these specialized
profit centers.
"They want executives to head up those product or service lines,
work with those physicians, and be responsible for [business] functions
across the board," says Mr. Alexander.
A typical example is Mount Sinai Hospital in New York, which now
is organized along eight service lines, each run by a business and
nurse executive, he says. Centers at other hospitals model this
and are set up as stand alone operations, headed by senior managers
who are responsible for budgets, financial performance, staffing
and new innovations.
Newly created positions like these are typical of the current demand
for executives among health-care providers, which are making significant
changes to survive in the more competitive and cost-conscious environment
of manages car, say recruiters. Overall, hiring is strong despite
the ongoing turmoil.
'A Lot of Movement'
"The market continues to remain strong," says John J. Baumann,
MS, President of Baumann & Associates Inc., a nationwide healthcare
consulting practice specializing in retained executive and physician
assignments, outplacement services and consulting engagements. "Despite
the mergers and acquisitions taking place, there's still a lot of
movement among people at senior level positions."
Hospitals continue to hire vice presidents of managed care and executives
who can organize physician hospital organizations, says Mr. Baumann.
To oversee PHOs, candidates should have a master's degree in health
care or business and experience working with physicians.
"They must have good interpersonal skills to communicate with doctors
and the community," he says.
As with physician business groups, former hospital administrators
often are suitable candidates.
Since the market is glutted with candidates, hospital executives
who want to remain employed in the changing environment must view
their career paths differently, adds Mr. Baumann. "You must be flexible
and think in terms of the strengths and transferable skills you
can use outside the hospital venue," he says.
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Baumann
& Associates, Inc.
2265 Roswell Road, Suite 100
Marietta, GA 30062
Ph: 770-509-2237 Fx: 770-509-2238 |
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