Trinity Hiring Medical Assistants
Hello, this is cory minter and I am with the statistical miracle. I’m Ethan May and I’m Ethan also refer to you as the big dog. Yeah. And, and in fact I went and personally made you a big dog trophy. It’s huge, man. It’s taller than I am. I’m about to just barely under six feet tall. It’s huge. So this guy comes in and, and, and produces whatever our goal was that, that week and I was filling us feeling pretty good. I was pretty excited about that, Ethan. So I went to the trophy store and I’m a, I went and found the biggest trophy that I could find, CNC Machinist, and it was broken, knew that or not, I can tell completely broken and I, when I went in there and I, and I got a stuffed animal dog and got a screw and screw it through the top and I’ve got this dog and it’s got to be five, six foot tall.
It’s huge, man. It’s huge. Yeah. Why did I start out with that? When we’re talking about something completely brother? I, I don’t know why you started with it, but uh, but it’s a good story and it’s something that we often refer to everyone in the office as his big dog. Now I’m personally to tease you, but partially because, I mean, who doesn’t want a big trophy like that? You know what I mean? Yeah. Well, a big part of what we’re going to be talking about here is we’re going to be talking about culture and how to hire for medical assistance. That, that’s the big a topic that we’re wanting to hit in A. I think that I brought up the trophy because CNC Machinist, you know, you, you make efforts in culture, you try to create things and sometimes it goes well and sometimes you have hiccups and all sorts of things.
But one of the biggest things that managers deal with, especially with medical assistance and really in the medical field in general is, is culture. And so we want to talk about how to hire for medical assistance. And you know, we were, we were just talking about this a second ago because we were looking at the statistics about medical assistance. On what to expect here in the future and you’ve found something that I thought was really interesting. Yeah, it’s, it’s super interesting to me as well. Uh, I mean the bureau of Labor Statistics, they do, you know, analysis of the workforce current. They do projections for what it’s gonna look like in the future, what they think it’s going to look like. They did a 10 year projection of what the national workforce is gonna look like, and in 10 years they projects that the national workforce will grow by seven point four percent, which is still really big growth.
That’s a lot more jobs, loud new jobs. But what was kind of staggering was that specifically though medical assistance that field, that job, they are projecting it to grow 29 percent over 10 years, which is you said 20. No, 29 percent, almost 30 percent. That’s huge. Yeah. That, that is really huge. And you know what this is going to create, this is gonna create a huge vacuum in the medical field. Actually for our business, it’s probably going to be pretty tough, but yeah, but it’s gonna be. It’s gonna be tougher to get exactly a good recruit, but our managers that are listening to this like this is what’s probably going to come according to these statistics and they’re coming from the federal government. So, uh, they’re probably pretty close. The only difference with some of these statistics that I’ve found is because they’re national, sometimes it impacts our state a little bit differently, but it’s probably going to come, but this is what we’re going to have to expect and get ready for.
There will not be enough graduates and there will not be enough talent in our area, most likely to facilitate this. And so the competition for employers gain, gaining the right staff for medical assistance. It’s going to get a lot more difficult. And so you’re going to have to change the way that you recruit. CNC Machinist, and, and really try to get specific, CNC Machinist, to your recruiting strategy to get the best talent. Because at the end of the day, people are going to come to a medical clinic by the way that they feel like they’re treated in a lot of times, especially today with how medical, uh, has changed or the medical experience has changed over the last four or five years. You’re spending more time with your medical assistant and the front office staff. Then you are the doctor and so people are going to go back to places that they like and if they have a bad experience with the medical assistant, since you’re going to be spending more time with the medical assistant than you are the physician, the light, your patient load is going to be determined based on the staff, outside of the physician in a lot of ways.
And so we want to talk about how to get ready, get ready for this and give you some action items. But, but first one of the things is why I brought up the trophy store before it. It has to do with one of my story that I was wanting to talk about or just a scenario. If you are a medical, if you’re a. If you, you’re a medical office manager, the likelihood of you dealing with CNC Machinist, some kinds of cultural things and just unnecessary drama. You know, I, I wrote up there just the negative atmosphere that can happen so quickly in medical clinics in here’s how we know about it, Ethan. CNC Machinist, sometimes we will get a mass exodus from a certain place and when you hear the stories on why people are leaving, you know, I don’t know, it just, it just seems like it was kind of unnecessary.
Yeah. But they clinics, many clinics have suffered from a bad culture of medical assistance and you know, the way that you’re going to fix it is finding an, a player. How do you go about doing that? I mean, finding an a player. It’s tough. Especially when, like you were saying, it kind of creates a bit of a vacuum where it’s a tight market, there’s going to be such a high need for it. That means that, I mean, some, some of your great a player is going to go kind of quickly and so when you’re looking for an a player, you got to be thorough and you’ve got to trust your gut in that. I said last week as well that, um, when we were talking about, we were talking about machinists actually, but I said I’m never lower your expectations just because you need someone really badly.
Just change your expectations as to what it might look like to get that person and, and sometimes just looks a little differently. Um, yeah, and I’ll tell you, that’s what happens with a lot of the medical. A lot of the managers, what they do is they freak out because they need to hire someone and they hired the wrong person. And we all, we all know this. If you’re a manager, you’ve experienced this one person can really dive your culture real quick so you’ve always got to keep a beat on it. Um, but I also know that when you get an a player, like when we interview an, a player like cassie and Melissa are medical recruiters, listen, they will send that person out and if, and if one of our managers does not pick up on them quickly, they’re gone. Yeah. That is, it’s already like that.
Yeah. It’s already locked out. If, you know, if you get someone good, these guys can get a job in about 24 hours. That’s how long it would take us if we got an a player, you know. So whenever you are recruiting one, uh, I have a great quote from Muhammad Ali, Mohammed Ali, he said, don’t quit, suffer now and live the rest of your life as a champion. And so what he’s talking about is just work hard and make sure that you put a huge emphasis on culture now and you might have to suffer by terminating people quickly in terminating your way to an a player. But when you get an a player, a player’s do three things. One, they stay longer. Two, they do one and a half times the work oftentimes, and I’ll bet our office managers right now, they know who the players are and then eventually they will recruit other, a players to work with them because a players like hanging out with other, a players.
But we want to, we want to dive in to some, to some action items here so that, uh, so that you can take something from this if you’re, if you’re trying to hire for medical assistance, I’m the number one thing I think is look at references. You check references and all of our people, right? Oh yeah. Oh yeah. References can speak volumes to, to, to a candidate things that you, you can’t get out of an interview with them. Um, you can call, you can call references and you can tell pretty quickly whether that person is really thrilled to recommend this person or if they’re like, uh, yeah, sure they were a good worker I guess. Or I mean sometimes even get references that, that are a bad would be an understatement, you know, I don’t know why they would put that person on the reference list.
I’m sure, do you have any crazy stories about any references that you’ve pulled or anything like that? You know, generally when people list someone as a reference, the person’s not dumb. They’re going to list people that are generally going to say good things about them, you know, so I don’t have very many stories where, you know, someone said, Oh yeah, this person is horrible because the person that was filling out the application and gave us the references that they’re just not going to give them that, but this, this is one thing that I did have that happen one time I had, I had somebody in, you know, this is one of the things that I think that you should do is really put an emphasis on having a system for checking your references because you’re exactly right. You can tell so much about how that person talks about them.
But having a system of questions is really, really important. And here’s a great example of why, you know, I had somebody and he gave, he gave me a reference. He said it was his past manager they worked with and I’d interviewed this person. I was actually interviewing them for trinity and so I was going to get real specific with the, um, with the references that I was going to check. And so I called this person up. This person had claimed all sorts of stuff and they were a, I mean, if everything they said was true, this was a huge win for us and I started going through our system now our system of questions it, it gets real specific and you know, we’ll, we’ll be happy to put posts up them up on our website and things that you can ask. Um, but I went through it and I started noticing that she really didn’t know her numbers as a manager and so I started asking specific details.
So, um, you know, what, uh, you know, what did this person accomplish, you know, how many hours did they have underneath them? Okay, well, most, most other managers don’t know what that means in the staffing industry. You have to know what that means. And this person said they were a manager in the staffing industry, they had no idea. And at the end of the day I got, I got her to admit that I’m his wife and he was trying. Yeah. Yeah. And, and not only that man. So I finally, you know, we dodged a bullet there because I was going to hire this person. No Way. Yeah, yeah. Oh yeah, absolutely. Cheese. So the next, like three or four weeks later, I had one is know, is probably a couple months later, I had a buddy of mine who owns a staffing firm and I was, I was, you know, he called me up and he said, hey, do you know anything about this guy?
And I was like, yeah. He’s like, wow, I hired him and he claimed that you gave him a job offer and that he declined it and came over here and, you know, what did, what did you, why didn’t, you know, what did you find out on him? And I said, said, listen man, I didn’t hire them. Um, but I said I checked references and yeah. And so he had hired him. He said, man, this guy was a complete and total mess up, so checking your references and really getting specific what saved you. Oh, but you know, for us, turnover is what costs so much money because you’re going to pay them for a good while. The second thing real quick is pay attention to their work history. Make sure that their work history is long. The longevity is there. You do not want to have a medical assistant that pops around, listen to hit those stats that ethan just read their real and it’s going to create somewhat of a culture of people moving around your a players.
I’m telling you, they’re going to stay longer. Stick with work history, resist hiring someone out of necessity and out of chaos or you know, I always say it’s always better to try to hire someone when you’re not in a crisis. Don’t allow yourself to get into crisis. I would say it’s even. It’s even better for you to hire someone who even is straight out of school, doesn’t have any work history. It will be better to do that than someone who’s got 10 years of experience, but every eight months they’re jumping somewhere else. I mean, would you agree with that? I would. It would depend on the level that they’re bringing them in, but you’re, you’re right, that it’s a cost thing. Most people underestimate how much it costs when holding onto the wrong person and not terminating them quickly and finding someone else. And what I noticed in a lot of medical clinics is that they hold onto the wrong people for too long.
It creates a poor culture and then all of a sudden they’ve really got a problem in the manager, um, is just, they’re spending all of their time dealing with the unnecessary drama that’s going on. The, the last thing that I put on there is when you’re hiring, you know, like Ethan said, Hartford culture, you may want to go and find someone that’s new that has the right culture rather than bringing someone in. That is, that is some veteran is going to create problems for you. We’ve got to wrap this up man. We’re out of time. I hope this was helpful for you. We, we started off with a crazy trophy and I think ended up with some with some actually good information for people, but if trinity can help you in, in the medical field, please go check us out. There’s not too many people in our Tulsa area that does, that does not know what it is that we do. Um, you can, you can go visit us online at Trinity Employment Dot Com, or you can give us a call at nine. One, eight, six, two, two, two, five, eight, eight.