Latest / The Inspired Stories Podcast / How Amanda Hoffman Transforms Healthcare Staffing Through Sustainable Workforce Architecture

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How Amanda Hoffman Transforms Healthcare Staffing Through Sustainable Workforce Architecture · The Inspired Stories Podcast

0:04
Welcome to another edition of the Inspired Stories podcast,
0:08
where leaders share their experiences so we can learn from
0:11
their successes and be inspired by how they've overcome
0:14
adversity. My name is Anthony Kotaspodi,
0:17
and today's guest is Amanda Hoffman.
0:19
Amanda is the CEO of Favorite Healthcare and COO of U.S.
0:24
Healthcare staffing under the Acacium Group.
0:27
Favorite Healthcare is a leading agency that connects healthcare
0:31
professionals with facilities offering flexible solutions such
0:35
as per diem, travel assignments, assignments, international and
0:38
permanent placements. Favorite also runs a robust
0:42
workforce architecture program, which enables healthcare systems
0:46
to create a sustainable workforce.
0:48
Their goal is to improve the quality of patient care while
0:52
supporting community well-being. With years of experience in
0:56
healthcare management, Amanda is passionate about innovation and
1:00
excellence, working to ensure both clients and professionals
1:03
thrive in fast changing environments.
1:06
She began her career with Favorite Healthcare Staffing,
1:09
rising through the ranks from Branch Director to her current
1:12
role as CEO. She is overseeing the company's
1:15
expansion and helped position Favorite Healthcare as a top
1:19
staffing partner. Now before we get into all that
1:22
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AD back benefits.com. All right, back to our guest
2:09
today, the CEO of Favorite Healthcare Staffing, Amanda
2:12
Hoffman. Thanks for making the time to
2:14
Share your story today. Of course.
2:16
Thank you, Anthony. Thrilled to be here.
2:19
So Amanda, you actually began your career in the eye care
2:22
industry. What first LED you there?
2:26
I did and you know, it's a it's interesting.
2:28
I had always planned to be in healthcare.
2:30
That was that was my goal. And as I was going through
2:33
school, I spent a lot of time working various jobs and I kind
2:37
of kind of landed at this smaller eye care place.
2:41
And honestly, I thought it would just be a job that I would work
2:44
through college and didn't necessarily think it would
2:47
amount to anything long term. But as anything, when you kind
2:52
of cross different leaders or individuals that you have a
2:54
chance to interact with, that, that position in particular
2:58
really changed my outlook on healthcare and, and that
3:01
opportunities that would exist within the healthcare space.
3:04
It really expanded my horizons. I had a chance to work with an
3:07
incredible physician who really wanted to emphasize training and
3:12
education and supporting his his team to understand the
3:16
intricacies of the ophthalmology and optometry space.
3:19
And so he was just so good at teaching everything from concave
3:23
to convex lenses and hyperopia, myopia and what causes those
3:27
conditions and the development of the eye for a youth who may
3:31
or may not utilize their glasses the way that they need to.
3:34
And just things that really helped me want to learn more
3:37
and, and engage more with the industry.
3:39
So that was what ultimately led me into the eye care space, and
3:43
then it just flourished and developed from there.
3:46
So you knew before going into that that you wanted to end up
3:49
in healthcare in some capacity, but it sounds like maybe this
3:53
initially was just like a hey, pay the bills kind of a thing
3:56
while I'm going to school. Maybe you didn't really see the
4:00
I industry is the healthcare that you sort of had in mind.
4:03
But as you got in there, you had access to different mentors and
4:07
you learned more about ways that you were ultimately helping
4:10
people. It's like, hey, I like this.
4:12
I'm going to stay in this industry for a a while.
4:15
Yes, no, exactly. No pun intended on that.
4:17
Didn't really see it as something I would stay in, but
4:21
it was it was something that really engaged me in a way I
4:23
didn't anticipate. And it really comes back to
4:26
again, kind of those paths that you cross, the leaders that you
4:29
have, the people you interact with, which inspire you to
4:33
continue learning and growing and consider alternatives to
4:36
what may have been your original thought or path.
4:39
And I consider myself a lifetime learner.
4:42
I love engaging with new things, books, podcasts, you know,
4:46
different audio books where I can listen and learn and grow.
4:49
And in that environment in particular, where I had the
4:51
opportunity to have a physician that I worked with who was who
4:55
was so engaging in that way, it just, yeah, it just helped me
4:58
drive and flourish and then continue down that path toward
5:02
other opportunities within the eye care space.
5:05
And so how did the transition from eye care to staffing come
5:09
about? That is a great question.
5:12
So I went on a bit of a journey within the eye care space and I
5:16
like I said, I worked for that individual office and then ended
5:20
up moving to a larger kind of more well known practice, got to
5:24
experience things like what LASIK surgery was like.
5:27
We're we're working in an environment where you're doing
5:30
in office procedures. And there I was also met with
5:33
another physician who was highly engaging in training and
5:36
development. And then I ended up making a
5:40
pivot and deciding that I wanted to take a different path.
5:43
And I went to back to a smaller, smaller office.
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And that was scary to say the least.
5:50
Kind of going from what I, I think most would see as kind of
5:53
a step up of working at a, a big practice, a well known
5:56
organization to then kind of stepping into a smaller, smaller
6:01
company again. But I found that the opposite
6:05
happened. I had a a bigger chance to kind
6:08
of help support training and development of peers at that
6:11
organization and taking on more of kind of the administrative
6:15
load for the practice, just leading and guiding in a way
6:19
that I don't think I would have had the chance to do otherwise.
6:22
So that was a big transition for me, but a part of that allowed
6:26
me to also meet new individuals. So I was working with a lot of
6:29
the representatives that would come in the partners that we
6:32
worked with outside of the business and was introduced to a
6:37
representative who would then become my boss at the next
6:40
organization and that was in medical device.
6:44
So I went from being on the clinic side in the medical
6:47
device and subsequently pharmaceutical sales and that
6:50
was kind of the, the transitional path.
6:53
That leader in particular his, his kind of motto was if he
6:57
could do anything to help support someone else grow in
6:59
their career and grow their development.
7:02
That was what, you know, inspired him to keep doing what
7:04
he was doing. And so we developed a, a great
7:08
friendship and then I ended up again working for him and we did
7:12
that for a while. I was in the medical device and
7:15
pharmaceutical space for a bit, but I just felt like I needed
7:19
something where I felt I personally felt more engaged,
7:22
like I was giving back in a different way and decided to
7:25
make a change and saw an opportunity to run the local
7:29
branch here in Saint Louis where I'm located for favorite
7:32
healthcare staffing. And the rest is history.
7:35
We're seven years in now. So that transition from the
7:38
bigger eye practice to the smaller one, were there things
7:43
that you were able to take from working in a bigger corporate
7:46
environment and apply those learnings, those lessons to the
7:50
smaller practice that you joined?
7:53
Absolutely. I, I think getting to have those
7:55
differentiated experiences is so helpful.
7:58
And there was a lot of, you know, kind of training and
8:01
development and leading teams that seeing that happen in a
8:05
more corporate environment and being able to take that to this
8:08
organization was really beneficial for me.
8:11
And I, I felt similarly, you know, coming to favorite for 40
8:16
years of the company's history, it was a family run and operated
8:20
organization and I came from a very corporate environment doing
8:24
medical device and pharmaceutical sales.
8:25
So I think twice in my in my career path, I've been able to
8:30
kind of take those learnings from somewhere that's quite
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different it from a culture and environment standpoint and be
8:36
able to apply them and some of the principles and opportunities
8:39
to kind of bridge those gaps and those learnings between those
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two very different environments. And you hit on something else
8:46
that I want to explore for just a minute.
8:48
This idea of moving from the bigger practice to the smaller
8:51
practice was a little unsettling at first because it felt like
8:55
you were taking a step backwards, right?
8:57
Either you want to, you know, step up in your title, you want
9:01
to go to bigger and bigger companies or a combination of
9:03
the two. And here it felt like, you know,
9:06
you were taking the step backwards.
9:08
How did you, how did your ego sort of deal with that is until
9:11
you got to the point where you're like, no, this is good.
9:14
Like I'm learning new things and I'm contributing in a different
9:17
way. That's a good question too.
9:19
I think there were definitely days where you had that like pit
9:23
of your stomach feel of going, is this right?
9:27
Was this the right decision and am I going to be OK?
9:30
Is there going to be a path for growth?
9:32
There's always that angst around second guessing yourself and it
9:37
definitely takes time to get your get rid of that kind of
9:39
imposter syndrome and go what what it can I make of this?
9:42
There was a reason I made this decision in the 1st place.
9:45
There was, you know, that the fundamental baseline of, of why
9:49
I made the decision, but going back to the root of that and
9:53
making sure to focus on where the opportunities were, why the
9:57
the decision was made, trusting and believing in myself was a
10:02
huge part of it. And that's not easy to do.
10:04
It definitely took some time to settle into it, but I think once
10:08
I did, it also allowed the physicians I was working for at
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the time to really fully see my potential and give me that room
10:16
to expand and grow and help support the practice in a way
10:19
that I felt was really impactful.
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They have shared was was really impactful for the practice and
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so it was wonderful to be a part of that and I definitely see it
10:28
as a huge step in my journey to becoming a better leader, a
10:33
better employee and a better colleague overall.
10:37
You know what part of what I'm hearing you say here, Amanda
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reminds me of another recent guest who was offering very
10:43
similar advice in that, you know, we're always worried about
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what's the next stop in my career, How do I grow?
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And he said, put that to the side.
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Focus 100% on what it is you're doing right now and do it to the
10:57
absolute best of your ability. Give that role 100% of yourself
11:02
and the next door, the next opportunity will kind of take
11:05
care of itself. Would you agree with that?
11:08
I couldn't agree more. I think you have to give
11:11
everything your all or you're holding some portion of your
11:14
opportunity back. And you may not realize it, but
11:18
but people see and feel that, right?
11:20
So if you're part in and part out, people will recognize that
11:24
and just kind of your output and the way in which you interact
11:26
with whatever environment you're in, whether it's work or
11:29
personal. And so yes, being all in and
11:33
giving it everything will open doors.
11:36
That initiative piece is so key. OK, so now explain to us plain
11:42
English, what does favorite healthcare staffing do?
11:47
Yes, absolutely. So favorite provides what's
11:50
called contingent labor or additional healthcare personnel
11:55
support where there's gaps in the healthcare market.
11:59
So it might be that a hospital system is expanding to a new
12:04
wing and they need support for a time period as they bring on new
12:07
employees to help support that that part of their organization.
12:12
It might be that people are out on on leave for whatever reason
12:16
and they need support to come, or maybe they just need weekend
12:18
coverage. So favorite provides contingent
12:21
labor. We also provide permanent
12:23
resourcing support, so we can act as a talent acquisition or
12:28
an HR team for a healthcare system or entity clinic, etc,
12:33
and provide those resources on a permanent basis.
12:36
We were, we've been a part of a larger global group for the last
12:40
several years and that global group also provides
12:43
international sourcing. So we provide international
12:46
resources into the US and then we have a locum tenants business
12:50
which provides physician staffing.
12:51
So we're very, very ingrained in healthcare staffing overall.
12:55
We started as a per diem business meaning kind of short
12:58
term resourcing that might just be on weekend coverage or a
13:02
Monday, Wednesday, Friday sort of coverage.
13:04
But then we expanded into contract labor, which is
13:07
normally longer stents or longer resource support and then
13:11
started supporting the permanent placement side.
13:15
So it it has definitely been an, an evolution over the years of
13:18
the organization. And so our goal now and what we
13:23
really focus on is sustainable workforce solutions.
13:26
So not providing that kind of cookie cutter approach that some
13:29
take where it's just contract labor or just permanent
13:32
placement, but looking at the organization as a whole and
13:35
saying, how do we support in a way that's both sustainable and
13:40
provides that coverage that's needed for for the healthcare
13:44
organization? Often times healthcare
13:46
organizations tend to slip into, I'll just get pretty immoral,
13:50
just get contract labor and that's that's fine, but it may
13:54
not solve the underlying problem.
13:57
And so our goal is to come in and say, well, what's the
13:59
underlying challenge and how do we meet you, where you need to
14:02
go and what your goals are as an organization.
14:05
So as you've expanded into these additional services, were those
14:10
coming about because your clients were specifically asking
14:13
for that or this was more internal sort of thinking bigger
14:16
picture? What else could we offer to be
14:19
able to support folks Like was it coming from inside or was
14:23
that coming from the customers outside telling you what they
14:25
wanted? It's really been a mixture of
14:27
both. I would say the market itself in
14:31
healthcare staffing has certainly transitioned over
14:35
those, you know, 40 years healthcare staffing as a whole
14:39
as a market started very pretty and focused.
14:42
So most organizations did pretty and then pivoted into contract
14:47
labor. Our recent change in transition,
14:51
I would say, into making sure we're being more holistic in our
14:54
approach was very much driven by this understanding of could we
14:59
have these different ways to support?
15:02
But how do you bridge those together?
15:05
Because we were hearing this resounding concern from, from
15:08
our partners on, well, rising costs or our workforce isn't
15:14
sustainable or we're still not meeting the needs completely in
15:17
terms of, you know, we, we like having contract.
15:20
Maybe they've leaned into the contract side, but haven't
15:22
engaged in the per diem side and they're trying to kind of sort
15:25
through how do they as an organization operationalize
15:28
that? Because it's very different when
15:29
you bring in someone on a per diem basis, you have to be
15:32
prepared for quick orientation process and getting them onto
15:36
the floor to help support patient care quickly.
15:38
That's very different than someone you know, you're going
15:41
to have for the next three months where you could take your
15:43
time a little bit more and you're ingraining them more into
15:45
the culture and maybe you're looking to even convert them
15:47
permanently. And a lot of healthcare
15:51
organizations are very good at kind of one or the other and
15:54
they were trying to figure out themselves how do we bridge that
15:58
gap? Because we want to be able to
15:59
provide whatever that or we want to be able to engage whatever
16:01
the other resources that we're not using.
16:04
And so we've, we have found that kind of stepping into that space
16:07
to say, we can help you learn how to do that.
16:09
We can engage best practices of what we've seen across across
16:13
the market, across partners that we work with.
16:15
And being more consultative in our approach is helping to meet
16:19
that need. We also have seen, especially
16:22
post pandemic, that focusing on getting resources in permanently
16:27
is so key. If you want to reach a a better
16:29
sustainable workforce, you need to get permanent candidates in.
16:34
And so making sure we're providing for the short term
16:37
need, but focused on the long term goal, which is that
16:40
sustainable workforce which ultimately has such an effect on
16:43
patient care. Yeah.
16:45
I've had the opportunity to talk with a number of other folks
16:48
that are in the healthcare staffing space.
16:51
And no surprise, during COVID, demand just went through the
16:55
roof, rates went through the roof, and then there was an
16:59
adjustment period coming out of that.
17:01
And a lot of folks, you know, still trying to find their
17:05
footing there. And So what you're saying makes
17:07
a lot of sense that, hey, you know, folks went from paying
17:11
whatever they could to get, you know, folks in to take care of
17:15
patients during the epidemic. But now we've got to tighten the
17:21
purse strings, right? Like we've, we've got to reign
17:23
in costs and so being able to lean on some of the newer
17:27
services that you're offering and those long term direct
17:31
placements seems like a natural progression.
17:35
Absolutely. And I think it's so key to, to
17:39
help educate partners on how to do that and that and how
17:43
important it is because often times it's just what's the
17:48
easiest route to not having support versus looking at and
17:52
going, OK, well, actually, if I engage in permanent resourcing,
17:55
that will help me long term. If you don't fill that gap, you
17:59
end up kind of resorting back into that place of, well, just
18:04
hurry up and throw a contract employee in there or I'll, I'll
18:08
bridge the gap with per diem. But you still want to get to no
18:11
different than a, you know, I often refer to it as like, just
18:14
like a medical condition. If you go in and you have a
18:16
headache, you're not going to just be given Tylenol or
18:20
ibuprofen. We have to figure out what the
18:22
underlying challenge is. And if you have high blood
18:24
pressure and that's what's causing your headache, you need
18:26
to solve the high blood pressure issue.
18:27
And it's similar to this in the workforce solution space, which
18:30
is it's not just about the Band-Aid fix, it's about how do
18:35
you solve that problem long term and create an environment where
18:40
you reduce burnout and you help provide better quality care for
18:43
patients overall by solving the workforce challenges.
18:47
And it's not cookie cutter. That's the hardest part is it's
18:50
not just about permanent placement because we have a
18:52
nursing shortage here in the US. It's also about looking at
18:56
additional resources like international support or how can
19:01
you flex the resources that you have.
19:03
Sometimes we find that we're using analytics to help give
19:06
insight to our clients that actually, while you can provide
19:10
overtime and that might be encouraging for your team
19:13
members at the time, you'll increase burnout.
19:16
So sometimes you're better both from a employee engagement
19:21
perspective and quality healthcare outcomes to add
19:26
another additional staff member versus continue down this path
19:29
of consistent overtime. And that just has a high cost to
19:33
it as well. What geographies are you able to
19:36
service Amanda talking specifically here in the US?
19:40
So we service all states across the US, We have had for the last
19:46
again, 45 years, branch offices or individuals who are located
19:50
in the communities that we we serve where we have the highest
19:53
volume of, of partnerships. We feel it's really, really
19:57
important to have people in the communities that we partner with
20:00
for a variety of reasons. One, just from a candidate and
20:04
partner engagement standpoint. You need to know who you're
20:08
supporting. You need to understand the
20:10
market, you need to be able to connect with the candidates that
20:14
are there and help them understand where they're going
20:16
when they go on site at a healthcare facility.
20:20
But we also really feel like it's important to give back to
20:23
the communities that we serve. So a lot of our team will go out
20:26
and do philanthropic events with the HealthCare Partners that we
20:29
support. They might just recently had
20:33
team members who were volunteering with a hospital to
20:35
grow community garden. And so those things for us are
20:39
really pivotal to kind of our underlying core values and our
20:42
our culture as an organization. And it's it's wonderful to be a
20:45
part of. Tell us what are managed service
20:51
providers and why this has been so important for the way that
20:56
you guys approach. Growth, yeah.
20:58
So MSPs are managed service providers are very ingrained in
21:04
healthcare staffing today and similar to a GPO, which is a
21:09
group purchasing organization for, for hospital systems and
21:14
MSP provides an easy way to manage contingent labor or
21:19
contract labor. Like we provide an MSP program
21:23
basically says we'll fill 100% of the needs that you have, but
21:27
we'll do that by supporting not just with our own healthcare
21:31
staffing arm, but also affiliate vendors.
21:33
So we have partners local and and across the US who then
21:38
foreign their own resources as well and help fill those gaps.
21:42
So it's a collaborative partnership between US and other
21:45
vendors in the market who help support and it's a, it's a
21:50
really great program for hospital systems especially who
21:55
nowadays as, as we continue to see consolidation in the market,
21:58
it gets hard for them to be able to manage.
22:00
If every department leader is kind of using a different agency
22:02
and has different points of contact and you know, some are
22:05
filling in one area but not in another or maybe from a
22:09
contractual standpoint, they just want to be able to manage
22:12
that better. It gives them one point of
22:14
contact, one contract, a more streamlined kind of method to
22:19
the workforce management process.
22:21
And then we've utilized that. We've kind of, again, bridge
22:25
that gap from being not just an MSP program, but moving into
22:29
kind of more of a workforce architecture style, which is we
22:32
want to come in with data and analytics and actually look at
22:34
your organization to figure out how do you create and bridge the
22:38
gap between where you are today and that sustainable future and
22:42
really focus on the hospital systems end goal.
22:46
So what are they trying to achieve?
22:48
And then we work backwards from there to support their workforce
22:51
solutions. So you're kind of like the
22:54
general contractor, so to speak. You've got the primary contract
22:58
with the hospitals and then they're relying on you as their
23:03
trusted managed service provider to then take care of everything
23:08
else. And some of that directly
23:09
through, you know, folks that are under your umbrella.
23:12
And some of that is other companies that can help you to
23:16
fill in the gaps there locally. Exactly.
23:18
That's an excellent way to describe it, yes.
23:22
And it's there. They turn into very robust
23:24
programs as you can imagine, especially given that we're
23:27
providing different resources and different capacity.
23:30
But it's wonderful. We've some incredible affiliate
23:33
vendor partners that we've worked with for decades and it's
23:36
just great to see them engaging the way that they do.
23:39
And a lot of them are are kind of specialized in certain areas.
23:43
So they might support specific allied classifications or they
23:47
might be a small business and we're helping them to grow and
23:50
flourish. And that that's an exciting
23:51
thing to be a part of. I.
23:53
Bet I know that you really champion yourself as being
24:00
heavily invested in innovation tech.
24:03
What are some technologies or approaches that you've
24:07
introduced that you feel are advancing?
24:10
What you guys are doing in healthcare staffing?
24:13
Yeah. So obviously the hot button
24:15
topic today is, is AI that continues to be a growing,
24:20
growing area in the market. I think we're seeing AI being
24:24
deployed in various ways and healthcare staffing.
24:27
What we're trying to focus it on is how do we help our teams
24:32
continue to be people focused. So our industry as a whole and
24:37
and healthcare in general is very people focused.
24:40
It's very connection relationship driven.
24:43
And so we want to give people time back to make sure they can
24:47
continue to develop those relationships.
24:50
Feel from a candidate engagement perspective that if our team,
24:53
our recruitment team can spend more time engaging and getting
24:56
to know a candidate because they have less administrative
24:59
workload on their desk, then that needs to be a key focus of
25:02
where we're looking at new technologies and innovative
25:05
ideas to help support. And so that, that's a key area
25:10
that we're continuing to focus on.
25:12
We have our own proprietary system, So it allows us more
25:15
flexibility then to kind of develop new things and and
25:19
engage in that way. But AI will definitely continue
25:23
to be an area that we focus on and developing it specifically
25:27
to make sure that our teams have more time to engage with
25:30
candidates in a meaningful way. Yeah, I've heard that from other
25:33
staffing firms too, that the idea isn't so much of how do we
25:37
take our headcount from X to X / 2, it's more of how do we free
25:44
up our really talented people to spend more time with the
25:49
candidates. So, you know, they're not buried
25:52
under the minutiae of all the paperwork and the searching and
25:55
that kind of stuff. You know, they can just focus on
25:59
the the human aspect of it. Yeah, I think people don't
26:02
realize how much extra work goes.
26:05
And it's not just about connecting the dots of we have
26:08
an opening and here's a person, there's so much more complexity
26:11
to it. You're, you know, you're
26:13
building a contract between that healthcare system and this
26:16
individual you're setting, you might be setting them up with
26:19
housing and helping support that process or maybe a relocation
26:23
package and helping them navigate those those pieces.
26:26
So there's there's a lot of extra work that goes into it.
26:28
And so therefore, there's also a lot of kind of back in
26:30
administration of things that happen as a result of it.
26:34
And the teams are asking for it like the, it's a consistent
26:38
message of I want to do more human things.
26:41
I want to, I want to engage and interact.
26:44
How do you take these things away from me so that I can do
26:46
the fun stuff they want? They want to do that human side,
26:49
the engaging piece. So we're glad to continue to be
26:52
looking at that. We'll keep looking at areas
26:55
where we can continue to invest in what streamlines and makes
26:59
the candidate experience the most engaging that they can can
27:03
have in the market. You know, as I'm looking at your
27:07
trajectory here at Favorite Healthcare Staffing, you've held
27:10
over a half dozen different roles in the seven plus years
27:14
that you've been there. Which of those transitions did
27:19
you find to be the most challenging and why?
27:24
Full transparency probably this role today and I wouldn't say it
27:30
from, I say it from the standpoint of the time in which
27:33
I transitioned in specifically coming through having gone
27:40
through what we did during the pandemic to to what you
27:42
mentioned earlier, which is this like massive expansion in the
27:45
market favorite also does emergency response staffing.
27:50
So we have for the last 15 years supported natural disasters and
27:56
other other crisis response. And so we were tagged in a lot
28:00
during during the pandemic to help support in various ways.
28:05
So kind of coming into this role, I was faced with an
28:09
organization that had been through a massive change.
28:13
We also kind of post pandemic, we had gone through some
28:17
organizational structural changes to kind of again, get
28:20
back to what is, what is the root of what we're focused on
28:24
and how do we align our teams to make sure we're best supporting
28:27
those areas of the business. And that was tough.
28:30
It's tough to lead A-Team through massive change.
28:35
I would say it's probably the easiest way to put it, that's
28:38
our whole industry has just gone through this huge change.
28:41
It's hard to do that in a way that continues to build that
28:46
momentum and excitement and positivity and the vision for
28:48
the future. And so that, yeah, it's
28:52
definitely been a transitional year, I would say overall, but
28:55
I, I love every moment of it. It's been really, really nice to
29:00
to have the opportunity to lead the team through that to create
29:03
a vision for our path forward and what the industry looks like
29:07
and, and supporting our our path toward continued growth.
29:11
What do you think that path post pandemic towards that continued
29:16
growth looks like? How do you, you can't expect
29:20
certainly in the near term to get back to those pandemic
29:23
numbers, but how do you get back to pre pandemic numbers now that
29:28
you know, there's been this huge reset?
29:31
Yeah, it's a great question. I think it the whole industry is
29:34
asking that as a whole, as a as a collective, we've definitely
29:39
seen stabilization in the market, which is as helpful not
29:42
just for the business perspective, but also for just
29:45
candidates and clients. Everyone's been itching for some
29:48
level of what we call normalcy. So this year has been very much
29:52
about are we getting back to normalcy.
29:54
For us in particular, it is about focusing on where we where
30:01
we are best, our best poised to continue to grow.
30:05
And that for me is, is in this managed services space in
30:09
developing new and innovative ways to be a really good
30:13
workforce partner. A lot of that will be on the
30:16
heels of things like new analytics and data insights that
30:19
we can provide. So we're not just looking at
30:22
kind of the workforce pieces I mentioned earlier and, and where
30:25
we can bridge gaps, but also how do you take data and, and be
30:29
very insightful about the way in which you do that.
30:32
So maybe it's again looking at overtime or looking at the
30:36
amount of time that internal workforce team spends doing
30:40
paperwork and how do you help support those processes.
30:42
So I think we we will continue, continue to grow and develop a
30:47
more robust workforce solutions program that is based on really
30:53
objective insights within the organization's processes.
30:57
The emergency response, staffing, obviously we can all
31:01
contextualize that in our brains when we think about COVID.
31:04
What are some other examples of times where you've been called
31:07
into that kind of service? Yeah, we've done hurricane
31:11
relief response. So that was one of the earliest
31:13
things that we did in that space and that it's a, it's an all
31:18
hands on deck activity. So sometimes you're getting a
31:21
call and the answer is we need you to provide X number of
31:25
resources in the next 24 to 48 hours.
31:28
And so you're mobilizing extremely efficiently.
31:31
You're, you know, bussing people in flying them in, making sure
31:35
that they can reach a certain kind of drop zone, if you will,
31:39
to then be able to get on a bus to get into these areas.
31:42
You're making sure that they have food and water and and
31:44
safety gear and all of the kind of resources that are needed
31:48
somewhere to to stay. We often are sending a A-Team on
31:53
site with any of the healthcare resources that we're providing.
31:56
It's kind of be logistics coordinators and make sure
31:58
everybody is, is safe and taken care of.
32:01
And so that's really how we started an emergency response.
32:04
So that happened, you know, for years pre pandemic.
32:07
And then of course, because we've been able to do those fast
32:10
mobilization of resources, that's why we ended up getting
32:13
tapped in quite early by States and the and government
32:17
institutions to kind of come in and provide additional support.
32:21
So that was very, you know, it was great to be a resource in
32:25
that space during that time and to continue to do this sort of
32:29
work. It's very as a life giving is
32:32
probably the best way to put it. You know, you don't want to ever
32:34
have to provide resources in a crisis, But at the same time to
32:39
be the team who can help step up in those instances is it's
32:43
encouraging for our teams to to see how they give back and the
32:47
impact of the work that they do makes.
32:49
So I want to go back to something you said earlier,
32:51
Amanda, pointing out that there is a big nurse shortage here in
32:55
the US. So as I think about that big
32:58
nurse shortage, it makes me think that nurses with that
33:02
training, with those skills, they're kind of in the driver's
33:04
seat, right? They can, I can work here.
33:07
I could work there. It seems to me, and correct me
33:11
on this, but you know, because I'm an outsider, it seems to me
33:14
like most nurses would say, well, I want to work there full
33:17
time. I want to know that I'm going to
33:18
the same place to work everyday rather than like, why do they
33:23
choose to work for favorite? What's the advantage to a nurse
33:28
in that situation? Everybody's situation is
33:32
different and so I I agree. I think most jump to well, it
33:37
makes sense for someone to just want a secure position.
33:39
So why do they travel around or or maybe they're not an adequate
33:42
nurse and that's why they do it. That's actually completely
33:46
opposite. Oftentimes it's maybe they want
33:50
to pick up additional shifts to to make some more money for
33:53
their families. Maybe they want the ability to
33:56
travel and see new places. We often see that with, you
34:00
know, different areas of the country where people maybe
34:02
haven't visited before and they they want to do that.
34:04
We see it when people want to go live near their family and maybe
34:08
they have family in a different state, but they've kind of
34:11
landed somewhere else post college and they want to get
34:14
back, but they maybe don't want to stay there full time.
34:17
They just want to see what it's like.
34:19
So there's a a lot of variability and kind of the why
34:22
and the other interesting. But as we see a lot of close to
34:26
retirement nurses who you know, they can have done the the full
34:30
time gig and they want an opportunity to now go and and
34:34
have a little fun doing something different somewhere
34:37
else that they haven't experienced before.
34:39
And when you get to see different healthcare systems in
34:42
the ways in which they work, that's one of the unique parts
34:45
of the US is that different environments, whether it's, you
34:49
know, urban or rural, are going to have a different experience
34:52
and the patient care is going to be a bit different because
34:54
you'll see a different type of, of patient come in.
34:58
And, and again, whether you're level 1 trauma center or a
35:02
smaller healthcare organization, all of that gives a lot of
35:07
variability, which allows for a really enticing environment.
35:12
I think especially for nurses to go into and say, well I just
35:15
want to do something a bit different.
35:17
Be curious to get your perspective on this.
35:19
I, I always like to ask my guests about because it's a
35:22
tough labor market just about in any industry.
35:25
Obviously yours with the nurse shortage is particularly acute,
35:28
but from both a recruiting and retention standpoint, since you
35:32
guys have done this on such a massive scale for years, for
35:36
decades, what have you found is really helpful to bring in good
35:42
folks to recruit those folks, you know under your umbrella?
35:45
And then when you've got the good folks, how do you hold on
35:47
to them? What are folks looking for?
35:51
It comes back to that human element and this is a it's an
35:55
interesting dynamic that we're in today and and kind of going
36:00
back to what we talked about earlier of I really like to be
36:03
innovative and I want to ingrain technology.
36:06
But at the same time, one of the things that really makes
36:09
favorite stand out in the market is the human touch.
36:13
It's our people. And so you want to engage
36:17
technology, but you also need to keep that human element.
36:19
And I think the biggest thing around engagement, when you talk
36:24
about external candidates who want to come work for us to then
36:27
go be placed at a healthcare organization, it is about that
36:32
personal connection. It's about having someone who is
36:36
supporting you and championing whatever outcome you're trying
36:40
to get to. So as I mentioned earlier, if a
36:42
nurse wants to go live somewhere for a short time because that's
36:46
where their family has moved and they they want to be near them,
36:50
knowing that and keeping that personal connection makes all
36:53
the difference in the world. And so many now are kind of
36:57
going to a, a tech only style of delivery.
37:01
And while I think there's a place for that, absolutely, at
37:04
the same time, there's always going to be that need for
37:07
personal connection. And if we don't continue to to
37:11
ingrain that as a part of the culture and the way the
37:13
organization moves forward, you'll, you'll lose I think a
37:17
portion of candidates. And so for us, it really is
37:19
about that engagement, making sure we have good connections
37:23
with the teams that we're supporting.
37:24
That's why being in the markets for us is so pivotal because
37:28
we're connected with the individuals that we help
37:30
support. As I'm thinking more about your
37:34
model, it seems like, you know, the being the managed service
37:38
provider at a lot of these organizations is really sort of
37:42
the the hub of this, right? And then when you've got that
37:45
trusted relationship, then it becomes easier to draw in your
37:49
local partners to help support you in providing, you know, the
37:54
end service. Why is it that you think
37:59
Favorite Healthcare has been so successful in getting those MSP
38:04
relationships across the country?
38:08
I think it comes back to again what I just mentioned honestly
38:13
is is being local to them is understanding?
38:17
That that that presence there in their community is is critical.
38:21
It, it really is critical because often times our, our own
38:25
families and friends are being served by those healthcare
38:30
organizations and that means something.
38:32
You know, it's, it's one thing. It creates a different level of
38:35
trust and, and engagement as a partner to say, oh, my mom was
38:40
just cared for at this hospital down the road that I'm, I'm
38:44
helping to support. I think you have a different
38:47
level of kind of ownership over that partnership too, but also
38:51
it allows us to do other things that make an impact outside just
38:55
providing support staff. You know, we're there on site
38:59
helping support things like, again, they're philanthropic
39:03
events. We do a lot of that sort of
39:05
volunteer engagement with the partners that we work with.
39:09
And that goes beyond just our normal relationship day-to-day
39:12
kind of what can sometimes become a bit transactional.
39:15
We we really like to come back in and engage in ways that mean
39:19
something for that community, not just for for the partnership
39:22
overall. So I think that piece is key.
39:25
I also think just seeing the seeing the gap between what
39:32
needs to be provided transactionally and where that
39:35
partnership wants to go. So if, if the hospital system is
39:38
trying to do, to get to a certain end result, we have to
39:42
be a part of that conversation and that narrative in helping
39:45
work together collaboratively to get there.
39:48
And I think that comes back to the way in which we deliver our
39:52
MSP program. But also being able to engage in
39:55
person virtual is excellent. But it's just something
39:59
different to sit down together and to have a, an honest
40:03
conversation around what are the challenges that you're you're
40:06
facing as a hospital? What are you trying to achieve
40:08
in the next one to five years? And then how do we help you
40:12
navigate those waters in a way that's collaborative together?
40:15
And you can do that so much better when you can just.
40:18
Drive 10 minutes down the road and and pop in to see them at
40:21
any point. You know, I can vouch to that
40:25
from my own personal experience. You know, I get to do so many of
40:28
these wonderful interviews, over 300 and counting so far.
40:32
And, you know, most of them don't live anywhere close to me.
40:36
And in the rare case where I've got a guest who is local to me
40:40
in Columbus, OH, I'm so excited to go get a cup of coffee with
40:44
them, you know, share a meal. And you know, the, the
40:46
conversation that we're able to have across the table, you know,
40:51
in the same space, there's just something different about it.
40:53
There's a different level of connection that takes place
40:55
there, so. There it is and it, it's just so
40:58
palpable when you can be in a room together and especially
41:01
when you're talking. These are they're big decisions
41:04
for organizations to determine who am I going to entrust 100%
41:09
of my contingent labor staffing resourcing to?
41:13
It's a it's a big decision. You want to know that the the
41:16
people that you're working with not only are going to help get
41:19
you to your end goal, but also match your culture and your
41:23
environment that you're, you know, trying to build as a
41:26
leader within a healthcare organization.
41:28
So I think that piece is really key too, is that matching
41:31
personality types ultimately helps impact the the
41:35
relationship as well. Amanda, what is a big, serious
41:40
challenge that you've overcome in your life?
41:43
How did you get through that? Who did you lean on?
41:45
What did you learn? Yeah, that's a, that's a big
41:50
question. You know, I think for me, I, I
41:58
lost my grandparents at a young age to suicide and it was a very
42:07
emotional, it was at a very trying time in my life and it
42:13
was very, very difficult to get through.
42:17
And I think it really gave me another reason to want to be in
42:22
healthcare, to want to give back to, to things that give to
42:28
people. It also kind of working through
42:31
that has helped me have a perspective of what people are
42:34
going through and what has LED them to where they are today.
42:38
So everyone has a journey that they've been on and sometimes we
42:43
can easily lose sight of what makes the person the person.
42:48
And especially in today's environment, kind of going back
42:50
to the virtual versus in person. It's so easy to dehumanize one
42:55
another in today's world and being able to look at a
43:00
situation or a person or the environment that you're in and
43:06
say, well, this is what's LED them to to that.
43:08
And I can understand where they're coming from and I can
43:10
empathize with their situation. I think it's so huge.
43:14
And so that that situation is terrible as it was.
43:18
It also has helped me become a better empathetic human and to
43:24
really see that there's always something going on behind the
43:28
scenes and you have to be willing to take a second to see
43:31
the person 1st and then work toward, you know, whatever,
43:35
whatever you're trying to communicate or, or build upon,
43:41
you have to be able to see that first and foremost.
43:45
Wow, how old were you when this happened?
43:48
I was 15. OK.
43:51
And you said it was already a very trying time in your life
43:54
when you were going through this, when this, these horrific
43:58
events happened, where did you go?
44:00
Who did you lean on? Where did you go for help?
44:05
So at the time, honestly, I, I think my family was grappling
44:10
with it a lot as well. So it didn't really have, you
44:14
know, that ability to necessarily lean on them either,
44:17
not in the way that I think most probably would.
44:20
And anything that's traumatic like this, A lot of it was
44:24
friends and realizing that as long as I communicated about it
44:30
and talked about it and kind of worked through those emotions
44:34
that helped me on that journey. I think it was easy for someone,
44:40
some of my family in particular kind of bottled it up and wanted
44:44
to try and just suppress it. And for me, it was quite the
44:47
opposite. Like I wanted those outlets, I
44:49
wanted opportunities to talk through it so that I could think
44:53
through, why did this happen? How did we get here?
44:56
What, what caused this outcome? And that for me was really huge,
45:01
was having incredible friends who supported and and leaned in
45:05
and we're just willing to be there.
45:08
I'm curious that that process that you went through, do you
45:12
think it was just the act of being able to open up to unload
45:17
this emotional burden that you didn't have to carry it inside
45:22
that really helped you through it?
45:24
Or did you ever get to sort of the answers that you were
45:28
looking for, like why did this happen?
45:32
That's such a good question. And so yes, it both if I'm
45:38
honest about the journey, I think for a long time, for
45:42
years, it was very still living in this kind of don't understand
45:48
how you know why, how do we get there.
45:50
It was kind of as I went into adulthood and had my own
45:55
children and started to understand too, just again, what
46:02
made my grandparents who they were and the things that
46:05
happened in their lives and what they were going through at the
46:08
time, which when you're 15, you don't think about the
46:11
complexities of adulthood, right?
46:12
You're not thinking about the weight and the stress and, and
46:15
all the things that people are contending with.
46:18
But as I moved through that journey too, I started to
46:22
understand, OK, there were things I didn't know or I, I
46:26
wouldn't fully have comprehended or understood the weight of.
46:30
And in seeing them, it helped me get to that point of
46:33
understanding, OK, I understand why you did what you did, why
46:39
you got to this point. I'm going to like, you know, as
46:43
an individual, I'm going to advocate and help support people
46:46
who are going through those things, help them see a light at
46:48
the end of the tunnel and be a part of the, the change that
46:51
supports individuals so they don't get to that point.
46:54
But it starts with, again, really understanding the why,
46:59
you know, why did we end up in this position?
47:02
And it wasn't until adulthood that I finally kind of came to
47:04
terms with that and felt at peace.
47:08
I think of of understanding how it it into that ended up the way
47:12
that it did. Yeah, It sounds like there's
47:14
this element of you, like you said, as a 15 year old, you have
47:18
no understanding of the complexities of adulthood and
47:21
specifically with your grandparents, you didn't know
47:22
what was going on, you know, kind of underneath the layers.
47:26
And similarly, now when you're interacting with team members,
47:31
you know, with your staff, just with friends and family, you you
47:35
also don't are often not aware of what's going on, you know,
47:38
123 layers deep. And so just having that
47:42
awareness that, you know, they may be showing up in a certain
47:45
way and you have no idea why. And just being open to the fact
47:49
that you know whatever is happening may have nothing to do
47:52
with you. Am I putting words in your mouth
47:54
or is this? Making no, no, you're you're
47:56
you're spot on. I I have not definitely seen the
48:01
way in which I've become as an individual because of that
48:08
situation and getting back to kind of understanding what's
48:10
happening with the human at the human level.
48:13
I definitely see that play out in my leadership and I try to be
48:16
very overly commutative and I'm a very just transparent person.
48:22
And so I try and be very transparent with, you know, the
48:24
way the organization is going and, and what we're focused on
48:28
and communicating that with my teams.
48:30
But also making sure to take the time then of of communicating in
48:35
that personal way, which is, you know, recognizing when someone's
48:39
struggling or maybe something is going on that we need to just
48:42
sit down and have a one to one to say, what can I do to
48:45
support? I will often say to the team,
48:47
what what boulders are in your way?
48:49
And it can be small or it could be big and it could be personal
48:52
or it could be professional. But what are the things that I
48:55
can do to help enable you to have a better day or week as
48:58
you're continuing to come into work every day?
49:01
So yeah, I think that to me, as I think about it, is rooted in
49:06
this understanding of why people are the way that they are, why
49:09
they do the things that they do, and using that to build a
49:14
better, better relationship overall.
49:18
You talked about when you were going through loss of your
49:21
grandparents. What was really helpful for you
49:23
is that outlet of friends to be able to give voice to what was
49:27
going on inside of you. I'm curious, now that you're the
49:31
CEO of this large company, where do you go for whether it's
49:37
personal or maybe more specifically the professional
49:41
side of help? Because you know, it's one thing
49:44
when you are sort of rising up to the ranks and you have people
49:48
who are quote UN quote at your level on the org chart.
49:51
Got some other folks you can go to.
49:53
You've got, you know, the, the bosses that you report to that
49:56
you can go to for help and support and mentorship.
50:00
Now that you're, you know, king, queen of the mountain, where do
50:04
you go? Where do you, where do you get
50:06
support? Who do you go to when you're
50:07
like, I don't know what to do? I got questions.
50:10
Yeah, that's always that. It's always a good one that
50:13
people ask, especially because the the old adage is it's lonely
50:16
at the top, right. It does become quite isolating
50:19
because there's only so much that you know, you don't ever
50:23
want to kind of impress upon anyone in the organization that
50:29
you don't have it all together. But at the same time, it's OK to
50:33
sometimes question and to make sure to want to talk through
50:36
making sure you're making the right decisions.
50:39
I am lucky to have an incredible senior leadership team.
50:44
I have told my I've told my team as a whole.
50:48
You always need to surround yourself with people who can see
50:52
you on a bad day, recognize it and help lift you up.
50:56
It's easy to get in a silo where you're just kind of in that
50:59
negative voice and then someone else can feeds into it, etcetera
51:02
and you spiral. But you've got to find those
51:05
people who can pull you out, but also who are a balance to your
51:10
personality and your style. That may mean that you disagree
51:14
at times, but not having that kind of cycle of of an echo
51:20
chamber is really, really key. And I have a, a senior
51:24
leadership team who are not just incredible and being great about
51:27
bouncing ideas off of one another.
51:29
And we have a very transparent and open, you know,
51:32
collaborative partnership in that way.
51:34
But also they have different, a different thinking process than
51:37
I do. And so they challenge me and I
51:39
challenge them. And, and so that relationship, I
51:42
think is very, very key. But outside of, of work, it's
51:47
also family. I have younger siblings who are
51:51
an excellent just outsource outside resource and they always
51:57
have a different mindset because they're outside of the industry
52:00
and they're we're quite a bit different in age.
52:03
And so it's nice to have kind of thinking that's that is
52:06
differentiated. So family in particular is
52:08
really key for me of finding time to just sit down and talk
52:13
with them. And, and sometimes I don't even
52:15
have to share the details of what's going on.
52:17
They just know me. And so they'll they'll say, you
52:20
know, seems like there's a lot on your mind, like, you know,
52:23
don't lose the faith. Keep going.
52:24
They just are that word of encouragement.
52:26
That's enough to kind of get that breakthrough, especially,
52:30
you know, it's almost like writer's block is the best way
52:32
to describe it. And yeah, just sometimes you hit
52:35
that wall where you're like, I just don't know.
52:37
Is this the right answer? You know, sometimes for me in
52:41
the past, being a member of like a mastermind or a peer support
52:45
group, I know for some people it's like EO in the past.
52:49
That's been really helpful for me because I get those sort of
52:52
different perspectives from people may or may not be in my
52:55
industry. Have you ever been able to
52:59
benefit from an arrangement like that?
53:02
Yes, I'm engaging with some new opportunities outside of the
53:06
industry specifically because as, as the industry is changing
53:11
so much. The other thing that I want to
53:13
do as a part of that, not just for thinking about ideas or
53:18
things that we're, we're contemplating now, but it's also
53:21
to look at what, what are people doing outside of our industry
53:23
that we can merge into, into our environment.
53:27
Because it's so easy to get caught up and just, well, what
53:31
is this organization doing with inside the industry and not
53:34
necessarily look at something disruptive that someone else is
53:37
doing. So yes, I'm engaging with some
53:39
new groups that I think are going to be additional just
53:42
supports as we continue to move forward in this new very tech
53:46
enabled healthcare staffing market.
53:50
Amanda, what is your superpower? I don't know that I have a
53:56
superpower. I wish I did, but I would say if
54:01
I had to think about a strength, I was lucky enough to have a dad
54:06
and a stepdad. I call him my bonus dad growing
54:09
up, who who were very much about me learning and and growing in
54:17
any way that I could. And often times that was in
54:21
things like fixing a car and you know, my stepdad as a pilot and
54:27
sometimes we would work on hit an ultra light and so we would
54:29
work on the engine together and various things like that, that
54:33
they never put bounds on me in terms of what I could do.
54:36
And they also pushed me to be able to be independent and do
54:39
things on my own, like change the brakes on my vehicle.
54:43
And those things, I think not only helped me from the
54:46
standpoint of feeling empowered and knowing that I can that can
54:50
do anything and be anything, but also to look at things from a
54:54
more holistic view. So you think about the parts of
55:00
an engine. It's not just about one part
55:02
that makes the engine run. You have to understand the
55:04
intricacies of how those pieces build together to ultimately
55:07
create an engine. And so I tend to look at things
55:11
in that way in a very kind of scientific process like, OK,
55:15
well, this impacts this piece and, and this has, you know, a
55:19
secondary impact down the road here.
55:20
And if you make this change up at the front end, that's what's
55:22
going to happen down, down in the back end.
55:25
And so I, I think as a whole, I look at things in a very
55:28
engineering style way and that has served me very well because
55:34
it allows me to just be creative in my thinking and also
55:40
understand the ripple effect of change and how that will
55:45
ultimately, yeah, impact the engine.
55:48
Was there ever any thought for you to take any engineering
55:50
courses or go that direction or you?
55:53
Were you were drawn. Really strongly to healthcare.
55:56
Yes, I think that I also have this just like innate passion
56:01
for I'm just very empathetic as a person and so the healthcare
56:04
industry as a whole always drew me in.
56:07
I did at one point start my private pilot's license process
56:10
because I thought, oh, maybe I'll fly, but I ended up giving
56:14
up on that and haven't haven't done much My my bonus dad is a
56:18
instructor. He can instruct on everything
56:21
from helicopters to small planes to commercial.
56:25
And so he's, he's always taken me out and, and helped me fly
56:29
and stuff like that, but I never ended up pursuing my private
56:31
pilot's license. Amanda, I've just got one more
56:35
question for you today. But before I ask it, I want to
56:37
do a few things. First of all, anyone who wants
56:40
to get in touch with Amanda, we have given been given permission
56:45
to give out her e-mail address, which is Amanda dot Hoffman with
56:48
2FS at favoritestaffing.com, amanda.hoffman@favoritestaffing.com.
56:54
And their phone number is 8884277019.
56:59
So 888-427-7019. And we'll we'll have all of that
57:04
information into the show notes for everybody.
57:07
So amanda.hoffman@favoritestaffing.com
57:10
and 8884277019. Also as a reminder, if you want
57:14
to get more of your employees access to healthcare that won't
57:18
hurt them financially and carries a financial upside for
57:21
the company, reach out to us at AD back benefits.com.
57:25
Finally, if you will take just a moment to leave us a comment or
57:28
review on your favorite podcast app, you will hold a special
57:31
place in my heart forever. Thank you.
57:33
So last question for you, Amanda, you and I reconnect one
57:37
year from today and you are celebrating something big fist
57:41
pumping up in the air, excited. What's that big thing that you
57:44
hope to be celebrating one year from now?
57:48
It's absolutely that favorite. Healthcare staffing has become
57:54
the number one workforce architecture solutions provider
57:58
in the USI. Love it.
58:00
We're going to put a pen in that and come back and check on it.
58:04
Let's do it. Amanda Hoffman from Favorite
58:07
Healthcare Staffing. I want to be the first to thank
58:08
you for sharing both your time and your story with us today.
58:11
I really appreciate it. Anthony, thank you.
58:13
It was wonderful to have this chance to connect.
58:16
Folks, that's a wrap on another episode of the Inspired Stories
58:19
podcast. Thanks for learning with us
58:21
today.