7/01/2009

Congratulations to PNP's on their new jobs!!!

Congratulations to K. Z. on her new job as a PNP at Children's Mercy Hospital in Kansas City as a Neuro Surgery PNP and to M.B. as the Director of Children's School Services at Children's National Medical Center!!! We loved working with you!!!!!


To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland, President
Melnic Consulting Group
800-886-7906
jill@melnic.com

6/30/2009

Pediatric Nursing Director Jobs, The Children's Hospital Denver

The Children's Hospital Denver
Director Innovation and Research
Director of Professional Practice
Director of Critical Care



The Children’s Hospital of Denver is a beautiful, brand new 350 bed facility with private rooms. It is in the top 10 hospitals and is a Magnet Hospital. The facility is incredibly designed from the Terrazzo tile that directs the families to the teen room and large cafeteria with kid friendly, high quality food. 5280 magazine listed the cafeteria as having the “Best Blueberry Pancakes”. Don’t forget, the large windows provide picturesque views of the mountains. Each floor is balanced with an inpatient and outpatient unit. The family play center would keep any child entertained and the lounges on each floor helps parents collect their thoughts and relax in a space where they can take care of their needs. Everyone finds comfort and entertainment when they view one of the 18 fish tanks.

The critical care unit houses a 60 bed NICU, 26 bed PICU, and 12 bed CICU. There is a highly regarded milk lab and lactation service available to the NICU. Excellence in nursing and care are the mantra of the Children’s Hospital and is seen throughout the facility. Research and education are a focus with close ties to University of Colorado Medical Center whose new facilities are next door. One of only 10 hospitals nationwide to rank in all specialty areas, Children’s made Honor Roll as one of the nation’s ten best pediatric hospitals in the 2009 edition of America’s Best Children’s Hospitals. The hospital ranked in the top 10 in six specialty areas, including cancer, diabetes & endocrine disorders, digestive disorders, neonatal care, orthopedics, and respiratory disorders.

If you are interested in nursing leadership jobs at the Children’s Hospital in Denver, please contact Melnic Consulting Group. We are looking for a Director of Innovation and Research, Director of Professional Practice, and a Director of Critical Care.

To inquire about these jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/26/2009

Children's Hospital Denver PHD Director

Children's Hospital of Denver Director of Innovation and Research
Director of Professional Practice


The Children's Hospital in Denver is looking for two leader's in the area of research and professional development

I was there on Wednesday and it is very exciting. It is brand new, beautiful, family and patient friendly hospital. The facility is thoughtfully designed down to the last detail. The new CNO Kelly Johnson is on fire. A very dynamic, inspirational, and progressive leader who is building a leadership team. It is a Magnet Facility with strong academic ties to University of Colorado Medical Center. Please contact me if you are a Nursing leader with your PHD.


To inquire about these jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/15/2009

Facebook- Melnic Consulting Group Review

Post a review of your experience with Melnic Consulting Group on Facebook

Join Jill Gilliland on Facebook

Become a Fan of Melnic Consulting Group on Facebook

Join the Pediatric Nurse Practitioner Group on Facebook


To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/05/2009

Hiring a PNP -Salaries, Structure, and Profitability

Hiring a PNP, Salaries, Structure, and Profitability

The PNP Advantage: Guidelines for Hiring a PNP

Why Hire a PNP?


You want to expand care, increase patient satisfaction and control costs. It sounds like mission impossible-but there is a solution: make Pediatric Nurse Practitioners (PNPs) part of your care team.

PNPs practice in a variety of settings: ambulatory, HMOs, private practices, specialty clinics, hospitals, emergency rooms, schools, home care, rural and underserved areas.

The following example of two private practice models illustrate the benefits of adding PNPs to the clinician team. They are equally compelling in most care settings. For our models, we'll assume the Pediatricians have an annual salary of $120,000, while the Pediatric Nurse Practitioners have an annual salary of $60,000. See the discussion of typical salaries below.

Practice X: Four Pediatricians, each seeing 25 patients per day. Total patients per day: 100. Total salaries: $480,000.

Practice Y: Two Pediatricians and four Pediatric Nurse Practitioners, each seeing 20 patients per day. Total patients per day: 120. Total salaries: $480,000.

Which practice will have the highest patient satisfaction and most extensive hours?
Which practice will have the lowest per-patient provider cost?
Which practice will have the better cash flow and strongest bottom line?
Which practice will allow the Pediatricians to see the most interesting cases, and yet be less time-stressed?
You know our answer-but why not ask one of the many Pediatricians who have taken their practices to the next level by collaborating with PNPs? For example:

"Having Pediatric Nurse Practitioners is a win-win-win situation: our patients love them, they provide outstanding care and they are cost effective for our practice." -Doug Olk, MD, Department of Pediatrics, Medical Associates Clinic, Dubuque, IA.

More...

National Association of Pediatric Nurse Practitioners, NAPNAP
20 Brace Road, Suite 200
Cherry Hill, NJ 08034-2634
tel: (856) 857-9700 | fax: (856) 857-1600
Members Only: 1-877-662-7627


Please contact us if you are looking for a qualified, experienced Pediatric Nurse Practitioner for your Primary Care Pediatric practice.


Jill Gilliland, President
Melnic Consulting Group
800-886-7906
www.melnic.com
jill@melnic.com

ACPNP MSN and Post Master's Cetification RUSH

Rush University
ACUTE/CHRONIC CARE PEDIATRIC NURSE PRACTITIONER (AC PNP)


RUSH is ranked 7th for Pediatric Nurse Practitioner programs in U.S.
News & World Report!

Master of Science in Nursing and Post Master's Certificate

THE ROLE
The AC PNP program, formally known as the Pediatric Critical Care Nurse Practitioner Program (PCCNP), is designed to prepare experienced pediatric nurses for roles as advanced practice nurses in the subspecialty care of infants and children with complex acute/chronic conditions.

THE PROGRAM
The graduate core and advanced practice nursing core courses emphasize the curricula requirements as outlined in the Essentials of Master’s Education for Advanced Practice Nursing by the American Association of Colleges of Nursing. This coursework is available in on-line and/or compressed formats for distance students. Students must have at least two years of recent pediatric experience and current Pediatric Advanced Life Support training before advancing to the specialty curriculum. The AC PNP specialty curriculum starts with a core knowledge set of pediatric concepts ranging from normal growth and development through health screening and maintenance. It then advances to provide in-depth education into specialty practice for nurse practitioners working with infants, children, and their families with complex health care needs. Specialty courses are provided in a combination of live and compressed formats. Graduates are prepared to meet the Acute Care Nurse Practitioner Competencies as defined by the National Organization of Nurse Practitioner Faculties.

Graduates receive a Master of Science in Nursing (MSN) degree.

Post-Master’s Certificate study is also available and is individualized for each student based on previous graduate education and advanced practice nursing experience.

FAQs please contact:
Beth Bolick, RN DNP
Specialty Coordinator
Beth_N_Bolick@rush.edu

ACPNP MSN and Post Master's Certification RUSH Program Flyer

To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/04/2009

Pediatric Nurse Jobs- Advanced Practice, Nursing Leadership

Pediatric Clinical Nurse Specialist Jobs
CNS CICU Mid Atlantic
CNS CVICU West
CNS NICU North West
CNS NICU IV Mid West
CNS NICU Level II West
CNS PICU Mid Atlantic
CNS PICU North West

Pediatric Nurse Manager and Director Jobs
Director Acute Care West
Director Critical Care Rocky Mountain
Director Medical Surgical Mid Atlantic
Director NICU West
Director of Hematology Oncology Mid Atlantic
Director of Innovation and Research Rocky Mountain
Director of the Heart Center West
Director Performance Improvement
School Health Services Mid Atlantic
Director Professional Practice Rocky Mountain
Manager PICU West
Manager Senior HEM Onc West

Pediatric Nurse Practitioner Jobs
Ambulatory

PNP Bariatric Mid West
PNP Diabetes Mid West
PNP Genetics Mid West
PNP Hospital for sick Children Mid Atlantic
PNP Ortho Mid West
PNP Sleep Pulmonary Mid West
PNP Special Needs Mid West

Medical Surgical
PNP Vascular Mid West
PNP Wound Care Mid West
PNP Pain Mid Atlantic
PNP Pain West

Critical Care
PNP Cardiac Transplant Mid West
PNP Cardio Thoracic Surgery South East
PNP Cardio Thoracic Surgery West
PNP CVICU East Coast
PNP CVICU West
PNP ER Rocky Mountain
PNP ICU South West
PNP Neurosurgery Mid West
PNP Neurosurgery Mid West

Cardiology
PNP Cardiology West
PNP Coag Mid West
PNP Electro Physiology West
PNP Pulmonary Hypertension East Coast

Hematology/Oncology

PNP Coag Mid West
PNP BMT South West
PNP Hem Onc West
PNP Hemophilia Sickle Cell Mid Atlantic
PNP Neuro Oncology Mid Atlantic

To discuss these opportunities please call (800) 886-7906 or email jill@melnic.com
Jill Gilliland, President
Melnic Consulting Group
www.melnic.com

6/03/2009

DETERMINING ARNP WORTH OF SERVICE- Cost To Practice

DETERMINING ARNP WORTH OF SERVICE
The data in this example was provided by a nurse practitioner employed in an internal medicine practice in a small city in Kentucky. The income projected is based on the amount actually received by the practice for the nurse practitioner visits. Twenty five percent of the patients have Medicare; 65% have a HMO or PPO; and 10% have commercial insurance.

The nurse practitioner saw 18 patients per day. Two were new patients; sixteen were established patients. Of the established patients, two were Level 2 visits, seven were Level 3, three were Level 4, and four were annual physicals (Level 5). There were also charges for two EKGs and three microscopic urinalyses.

The nurse practitioner generated income of $1075 per day - $5375 per week – and $258,000 per year (assuming 48 weeks worked).

The following chart illustrates the costs incurred by the internal medicine practice to employ the ARNP.

Overhead costs include additional supplies and equipment needed, plus two full-time employees at $10 per hour to support the nurse practitioner (a nursing assistant and clerical help).

COST TO PRACTICE TO EMPLOY ARNP

Salary $80,000
FICA 6,120
Health Insurance 4,000
Malpractice Insurance 504
Continuing Education 2,000
401K 3,200
Professional org/license 150
95,974
Overhead 54,446
Expense to Practice 150,420
Income Generated by ARNP 258,000
Profit to Practice $107,580

Patient Care/Practice Expectations
a. Determine the number of patients the nurse practitioner is expected to see, remembering that a new graduate will need more time in the first six months of practice. It will also help to find out what the most frequently billed CPT codes are for the practice and the amount received for those codes.
b. If you are expected to take call or make hospital rounds, determine what percent of the other practice provider’s salaries are attributed to this activity. You would expect to receive a like percentage if you take rotation with other providers.
c. If you are to be salaried and your clinical and administrative schedule requires longer days or evening hours, you may wish to negotiate a half-day off/week to compensate for this time.

Bonus/Productivity Payment
a. Negotiating a bonus payment system may be important, particularly as the nurse practitioner develops a large patient base. Bonus formulas can be based on productivity, quality, profit or patient satisfaction. if a patient satisfaction based formula is agreed upon, using a satisfaction tool is helpful in determining the bonus formula.
b. A productivity-based bonus may be appropriate if the nurse practitioner is on at least a 50% fee-for service system. Formulas are usually based on number of patient visits per year. Quality based bonus payments may be more practical under a capitated system where profit is measured by maintaining high quality care in as few visits as possible. In this case bonuses should be awarded for meeting or exceeding quality standards.

Profit Sharing
When negotiating profit sharing, it is important that the language regarding the determination of the profit share is clear. It is important to negotiate the right to access the company audit and a method for handling disputes.

Authored by American Academy of Nurse Practitioners Committee on Practice: Chair, Margaret Friel, Staff Liaison, JanTowers, Lenore Resick, Mary Jo Goolsby, Evelyn Jackson, Norann Planchock, Sue Tanner, Barbara Weis

For the full document go to Melnic Consulting Group including Contract Negotiations for Pediatric Nurse Practitioners

To inquire about these jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

Contract Negotiation for Pediatric Nurse Practitioners

Negotiating Compensation

Determining Worth of Service: When negotiating contracts, it is important to determine both the amount of income that the nurse practitioner may bring into the practice and the associated cost to the practice. While there will be variability among practices due to the specialty, the location and the outstanding debts of the practice, the following guidelines will help you determine what compensation you might be able to contract.

The federal government focuses on three elements when determining compensation for medical services provided: cost of service (the cost of compensating the clinician providing the service); the practice overhead (includes utilities, rent, supplies, payment to support staff etc); malpractice insurance. While the formula used for Medicare reimbursement has been based on a percentage of 48% service, 48% overhead and 4% malpractice insurance, these percentages may vary from practice to practice. (See attached example from one primary care practice)

a. Ask for the percentage of practice income that goes for overhead expenses. Be sure to ask what the practice includes in the category of “overhead” expenses.
b. Generally a private practice will wish to net some profit from you participation. A general figure is 15-20%. Determine if that is the case in the practice you are considering. Is this included in the overhead cost quoted to you?
c. Determine if a percentage of your gross receipts are expected to be used for physician consultation.
(Seasoned nurse practitioners may expect to pay 10-15% of their gross receipts for this service.) Is it included in the overhead cost quoted to you?
d. It will be important to be able to access your productivity data within the practice. Determine how this will be accomplished in the practice site you are considering.

Authored by American Academy of Nurse Practitioners Committee on Practice: Chair, Margaret Friel, Staff Liaison, JanTowers, Lenore Resick, Mary Jo Goolsby, Evelyn Jackson, Norann Planchock, Sue Tanner, Barbara Weis

For the full document go to Melnic Consulting Group including COST TO PRACTICE TO EMPLOY ARNP


To inquire about jobs visitMelnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

NAPNAP Community- Social Networking

We have exciting news. The NAPNAP Community, a social networking platform for members, is available for you to network online with your NAPNAP colleagues at www.napnap.org. The new Community features an interactive Member Directory, eGroups and Resource Library.

Use the Member Directory to upload your photo, biography, certifications and job history. The best part is you control how much information is viewable to members.

Going forward you may now communicate with your fellow SIG members using the eGroups feature instead of using the list server. You may post messages, reply to the entire group, and share documents by uploading them to the resource library and more. An FAQ has been posted to the online community to get you familiar with the new social networking site. Read the FAQ online.

To access the Member Directory, eGroups and Resource Library:

1. Login at www.napnap.org with your Member Number and Password and click on Community Profile.
2. You will see a link to your SIG(s) under the Groups section (just below My Contacts). Click on your SIG. You will see a listing of members in your SIG.
3. To access the entire eGroup, click on the “View the eGroup” link.
4. To post a message select “Post New Message”
5. Subscribe to the eGroup by selecting your notification preferences for the eGroup (Note: you will only be asked to do this one time per eGroup)
6. Click Save
7. Post your message
If you wish to add a document to the resource library select the “View the Library” link after you select your SIG eGroup. Once you are logged into the library select “Add a Document” and upload your document from your computer and save it.

Have fun and build your network today! Login to www.napnap.org. Any questions regarding the NAPNAP Community can be directed to info@napnap.org.


Thank you,
NAPNAP National Office

To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

Becoming an ACNP in Pediatrics

How Do I become an AC PNP in Pediatrics?

Click for information on AC PNP programs at Rush and UCSF

I was hoping to get more information about becoming an Acute Care Pediatric Nurse Practitioner. I am planning on either entering an entry level masters program to obtain my NP license in ACNP Pediatrics or a CRNA license. I am even debating going to PA school. But I don't know what would be better for me. I obviously want to make a comfortable living but I also want job satisfaction. I don't want to have to relocate to remote areas as I am not used to that kind of lifestyle. What would be a better course of action for me?

Are there more jobs out there for Nurse Practitioners rather than Physician Assistants?
No, sometimes the jobs are interchangeable but not usually. There are a lot of PNP jobs available, but it does help to be flexible in where you want to live.

My interests lie specifically in pediatrics/cardiology/sports medicine/trauma care. Who makes more money (entry level and potential growth)?
In Pediatric Cardiology there are a number of jobs. Many pediatric heart programs are growing at this time. I do not know the level of need in sports medicine, and I do not see a demand in pediatrics. Trauma care is another growing area in pediatrics. In the ER, the way PNP's are being used is changing which will increase the number of PNP's needed in the ER. Hospitals are beginning to use them in lower acuity and triaging ER patients. PA's have a stronger foothold in the ER's at this time, but that is changing monthly. The salaries are comparable to PNP's. The range for new PNP's in specialty care with 3-4 years RN experience is $65,000-over $100,000 depending on the location and hospital. If you work at a hospital, then you generally get annual increases of 3-5%. If you work in primary care that is not usually the case. Sometimes there is the option of productivity bonuses.

Who do physicians prefer to hire?
I believe that there are more PNP jobs available, but that is more of a guess based on experience. The physicians do not always hire the PNP's. Many times the hospitals do. PA's do not have prescriptive authority in all states.

What is the job prospect like for individuals like me who enter these entry level masters programs to become an NP to work in Pediatric Acute Care?
If you have worked as an RN in acute care, ie. the ICU, ER, OR, trauma, or Surgery, for about 3-4 years (this can include while you are in the PNP program which is what I recommend even if it takes a little longer) and you get your Acute Care Certification, (this is true without the certification depending on the state, but if you do not get it when you become a PNP, I would get it afterwards) there are incredible opportunities available with great pay potential.

Is it hard finding a job as an NP rather than an RN after completing these programs?
There are more RN jobs in more locations so it is a relative question. If you are willing to move where the jobs are, ie. cities where there are children's hospitals, http://pediatric-nurse-practitioners.blogspot.com/2008/08/alabama-childrens-hospital-of-alabama.html, there are a number of great opportunities available.
Is it possible to get a CRNA license first, then go back and get an NP degree to have the best of both worlds? (Salary as well as patient contact and care?)
Yes, that is ideal. If you work for 2-3 years as an RN in the specialty area you want to work as a PNP, and then you start your program and continue working part-time, you will be a great candidate for possible jobs. Most of the time, salary is based on experience and specialty. RN experience can be counted as either 2 RN years equals 1 PNP year or sometimes 1 for 1 to determine your salary. If you want to work as a critical care PNP, I do not recommend working in the NICU if you are going to be a PNP. If you want to work in the NICU you should become an NNP. I would suggest working in PICU, CICU (cardiac), Med-Surg, ER or Trauma to build your experience in critical care. When you are working as an RN, become involved in ACCN to make connections and learn as much as possible.

What are some of the best pediatric Acute Care Programs out there for students in my position?
Depending on your situation you have a couple of options. Attend a PNP program that does not include the Acute Care Certification (if that works better for your personal life), and then start your career in critical care as a PNP if you have the critical care RN experience, (but not in Texas or Arizona because they require the Acute Care Certification). Then I would suggest taking one of the online programs such as Rush Children's or UCSF and get your Post Masters Certification or attend one of the Acute Care Programs concurrently with your PNP program. I am not familiar with the pluses and minuses of all the programs. I think that most of them are very good. Professors in nursing programs work very hard to create the best program possible and most of them have extensive experience. I would also consider the costs very carefully. That is another reason why working while you are in school is a good idea. I would consider working at hospitals that help pay for your education.
When I submit candidates, the biggest influence on whether they get an interview and offer is their experience either RN or PNP.

I would appreciate any other information you can give me! Thanks.

I think that you are on the right track. Your options for where you live and can work as a PNP in the long run depend on what you want. If you want to work in specialty care at a Children's Hospital, you are dependent on the Children's Hospital locations. New children's hospitals crop up regularly and hospitals add children's hospital components to create a hospital within a hospital.

If you want primary care, then you can work in any location and in cities of all sizes. You can either set up your own business, depending on the state, or work for a pediatric office. Some physicians in some states are more in-tune with the benefits (both financial and scheduling) to hiring PNP's versus others. You also need to evaluate the business savvy, benefits, scheduling and personalities of the pediatric office to determine if it is a good place to work or not.

Questions asked by a college student contemplating a nursing and advanced practice career.

Warm Regards,
Jill Gilliland

To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

Nurse Leadership and CNS Coaching

COACHING: IS IT FOR YOU?

How many of you thought of your child’s sports team when you read this title? Well, I’m here to tell you, coaching isn’t limited to sports. Coaching is for everyone in whatever role we are residing in the moment. As nurses, do we think of ourselves as needing coaching? I know initially I didn’t. Over my 35 years as a nurse, I have held many positions from staff nurse to director of nursing. I have had a number of individuals I considered mentors, but it wasn’t until I was in a director position that I was able to have a personal coach, someone that had the time and skills to help me navigate the complex environment known as healthcare.
All too often, coaching is thought to be for the executive level staff. But what about those individuals that don’t occupy space in the “C” suite? What about the individuals that need support/guidance in their position. I’m thinking about those roles that are considered “support” roles, such as the Clinical Nurse Specialist (CNS).

The CNS faces many challenges in their work environment. How you navigate the challenges will impact your success. What support systems are in place to help you in all that you do? What relationships do you have that assist you in making an impact with your role? Is the organizational culture “there for you?” Where do you turn for support?

How many of you have struggled with the nurse manager on the units to which you are assigned? The manager may not value your role and/or they may not see you as a member of their leadership team. Often times CNS’ tell me they just “go along” with things because the manager is “the boss” (even if you don’t directly report to them) and isn’t open to discussion about the topic at hand.

A coach may be just the answer. Coaching is a valuable tool for everyone’s professional development tool kit. A coach will partner with you to design a path that will assist you in living life in an as fulfilled and purposeful way as possible. A coach can assist movement from feeling isolated and overwhelmed to being focused and motivated.

Let me share one example of a recent coaching encounter I had with a relatively new CNS (Jane). Her challenge was in the relationship she had with a nurse manager on one of the units in which she was assigned. Historically, the nurse manager didn’t value the role of the CNS (had a negative experience in the past) and therefore didn’t include Jane in any of the strategic planning for the unit. The manager wanted Jane to focus on skin assessments and make sure that all of the staff members were focusing on skin and not “worry” about anything else. The CNS had identified clinical learning needs of some of the nurses new to the unit. Most of these nurses were new graduates. The CNS was concerned that the nurses wouldn’t be clinically competent to move out of orientation as expected. Upon approaching the manager, the CNS was told the concern was not about skin and therefore something she shouldn’t be addressing.

Our sessions focused on how Jane could help the manager appreciate that she did not practice in the same style as the previous CNS. The sessions also helped identify ways to enhance their working relationship. Working together, Jane was able to design a “script” to utilize in presenting her concerns. The script contained examples of past interactions “gone bad” and suggestions for future interactions based on Jane’s needs in her role. Jane shared how she felt in these interactions as well as what would be helpful. She also included asking the manager what would be helpful for her. We role-played this until Jane felt confident in her presentation. The response was positive. The nurse manager didn’t realize how her feelings about the previous CNS had infiltrated her relationship with Jane. Both have agreed to work on ways to more effectively work with each other. Future work with Jane will continue to focus on role-clarification and assertive communication in addition to any other issues that may arise.

Coaching provides a vehicle for growth and development.

Do you need one?

Barbara Reece, RN, MSN
Development Matters, LLC
barb@barbreece.com
216-409-5611


To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/02/2009

Post-Master’s ACPNP Program UCSF

Post-Master’s ACPNP Program UCSF

Congratulations to Mary McCulley at USCF School of Nursing. She has her first Post-Master's ACPNP Program student now. Students start in the spring (early April), and they can be done by the end of March the next year. Two states, Texas and Arizona, require the Acute Care Certification, ACPNP, for any critical care jobs. For Oncology jobs, many hospitals require you complete your certification within two years of employment. Many other hospitals strongly encourage the certification.

This exciting online program is highly recommended for any PNP who is interested in critical care units such as surgery, ICU's, trauma and the ER. Clinical hours can be arranged distantly, if they have a contract with the institution. There are some condensed courses, and soon almost all of them will be either condensed or online.

Please see full flyer for the Post-Master's ACPNP Program at UCSF at http://www.melnic.com/advanced-practice-nursing-pediatric-jobs.php. Contact Mary McCulley at 415-502-8159, mary.mcculley@nursing.ucsf.edu




To inquire about PNP, Peds advanced practice and nursing leadership jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

6/01/2009

What is the Impact of the Economy on Recruiting?

What is Impact of Economy on HR and Recruiting?

What is the Impact of the Economy on Recruiting?

In the human resources arena, the dilemma has always been how to get the highest quality candidates in the shortest period of time in order to provide a seamless operation of the actual health care center. One common misconception with employee placement and recruiting in any sector is that using outside assistance to find the best candidate is more costly than using internal resources. Within the Health Care Community, the perception that using a health care recruiting company is no different. While many larger recruiting services offer candidates with a wide range of credentials and experience levels, almost none focus on specific aspects of the health care community. Conversely, while many smaller recruiting services offer specific hands-on involvement in the individual recruitment, they lack the resources to provide effective candidates on a consistent basis.

The difference at Melnic Consulting Group is that it is just the right size. With a specific focus on Pediatric Nurse Practitioners, Clinical Nurse Specialists and Health Care Administrators, Melnic offers a personal touch in the difficult process of recruitment. At the same time, Melnic has a database of over 10,000 qualified candidates from across the United States that it updates regularly. While most positions take months to even find quality candidates, Melnic Consulting's vast resources allow it to meet the needs of large health centers and local clinics alike. Melnic's dynamic approach to nurse placement not only provides excellent candidates, but ultimately saves human resource departments money by greatly reducing the time each position remains unfilled. In this economy, the question has become not whether health care companies can afford to use resources like Melnic Consulting Group but for how long they can afford not to.

To inquire about jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com

5/30/2009

Electrophysiology, Cardio Thoracic Sugery, BMT for PNPs

Jill is excited to help a Children's Hospital in California find a PNP for Electrophysiology, a Children's Hospital in North Carolina find PNP's for Cardio Thoracic Surgery, and a children's Hospital in Texas find a PNP for Bone Marrow Transplant!

To inquire about these jobs visit Melnic Consulting Group or contact:

Jill Gilliland
800-886-7906
jill@melnic.com