Staffing for hospitals, clinics and long term care

What we cover

Registered nurses across critical care, medical surgical, perioperative, emergency and women's and children's services. LPNs and CNAs, particularly for long term care, rehabilitation and skilled nursing. Allied health across respiratory, imaging, laboratory, surgical services and therapy. Nursing leadership on a direct hire basis.

Engagement models: travel contracts of 8 to 26 weeks, local contracts, per diem shifts and block bookings, contract to hire, and direct hire.

How we work with facilities

We ask about the unit, not just the role

A requisition for an ICU nurse tells us very little. We will ask about acuity, the actual ratio on the shift you are filling, the EHR, required certifications, whether the assignment floats and to where, and what orientation genuinely consists of. That is what allows us to screen properly rather than sending volume.

Files are complete before submission

Primary source licence verification against the state board, BLS and ACLS or PALS as the unit requires, immunisation and titre records, physical, drug screen, background check, a specialty skills checklist and two clinical references. Kept current rather than collected once.

This is why we can usually put a qualified candidate in front of you within 48 hours in specialties we fill regularly. Agencies that start credentialling after you call are the reason submissions take three weeks.

You get a named contact

The person who takes your requisition manages it. Not a handoff to an account team after signature, and there is someone reachable when a clinician does not show at six in the morning.

We tell you when something is hard

CVICU nights in a single state licence market takes longer than med-surg days in a compact state. We will say so at the outset. A requisition that sits open for two months with no explanation costs you more than a candid conversation on day one.

Contract terms worth agreeing upfront

Most disputes between facilities and agencies come from terms nobody read closely. We would rather settle these before you need them.

• Guaranteed hours and the cancellation allowance. How many hours per contract you can cancel without charge, and the notice required.
• Float language. Named units the clinician can be sent to, and whether orientation is provided. Ambiguity here is the most common cause of a contract ending early, which costs you the fill twice.
• Conversion fees that step down. If you want to hire a contractor permanently, the fee should decline over the assignment and reach zero after a defined period. A flat percentage indefinitely just prevents you converting your best people.
• Orientation. Hours included and how they are billed.
• Overtime and holiday multipliers. What triggers them and at what threshold.

The cost argument, stated honestly

Agency staffing is not cheap and comparing it to a staff nurse's hourly rate is the wrong comparison. The relevant comparison is against what running short actually costs.

Mandatory overtime on core staff, which converts a short term shortage into a resignation. Turnover, which industry survey data has put above 27 percent for RNs with replacement costs around forty six thousand dollars each once recruitment, orientation and vacancy coverage are counted. Closed beds. And the outcomes literature on understaffing, which is not ambiguous: our note on staffing ratios and patient care covers it.

Used to stabilise a known gap, contract staffing is usually cheaper than the alternative. Used to patch every hole indefinitely, it is not, and we will say so if that is what is happening.

Getting started

Call 470 713 0689 or use the form on the contact section. Tell us the unit, the shift, the start date and the real reason the role is open. If you are evaluating agencies more broadly, our piece on choosing a nurse staffing agency lists the questions worth asking us and everyone else.