For some consultants, the days of being on call are numbered.
A growing number of companies are reducing their workforce, a trend that has already been felt by some of the most prominent consultants in the industry.
They’re also cutting back on how they do work for clients, with some opting to make fewer hires in their field.
“We’re seeing a shift,” said Daniel LeVine, vice president of communications for Deloitte Consulting.
“They’re not hiring on a daily basis, they’re just not hiring.”
This shift, which has also impacted the health care industry, is occurring as a result of several factors: A shift away from outsourcing in health care has allowed firms like Deloittes and the consulting giant McKinsey & Company to compete with one another to bring in the best talent.
These companies have taken advantage of this shift by outsourcing the job of recruiting and finding candidates.
But while these firms have found success recruiting and hiring on an ad hoc basis, their efforts have been less successful in keeping their employees on the payrolls.
“I can’t say for sure that outsourcing hasn’t played a role, but the majority of the time, I think the outsourcing is having a negative effect on us,” said LeVines.
“The problem is that if you don’t have a payroll, it’s just impossible to get your employees to stay on the job.”
For the most part, the health industry hasn’t been immune to the outsourcing trend.
It has been slow to adjust to the shift, as the health insurance industry has been a major beneficiary of the outsourcing.
But health care consultants say that outsourcing is not the only issue, as they’ve also seen some companies reduce their staffing in other areas.
“There’s a perception that consultants don’t like to be on call,” said Scott Hagerstrom, vice chairman of the consulting firm Hagerstech Associates.
“That’s not the case.”
Many health care companies are trying to figure out how to retain and attract the best staff while still retaining their core competencies.
For instance, the industry has begun to consider outsourcing its marketing, which helps it compete in the health marketplace.
Health plans have been experimenting with this strategy, as well.
In addition to outsourcing their marketing, health plans have also tried to recruit more in-house talent to help manage the new health insurance marketplaces, which is expected to expand significantly by the end of the year.
“A lot of the consultants have become a little bit of a liability,” said Hagerstroem.
The health insurance companies have also been trying to reduce their cost structure, which could lead to lower costs in the long run.
Health plan CEOs say they’re not interested in hiring consultants because they don’t want to increase the size of the company and take on more debt.
The healthcare industry has also become more focused on attracting people with a certain set of skills, which often includes being a computer programmer, a physician, or a computer expert.
This focus on people with specific skills could mean that consultants will be underrepresented in certain industries, according to Hagersten.
“As the economy improves, the demand for consultants has grown,” he said.
“But the demand from health plans is still very much the same.”
One consulting firm, Deloise, has started a survey to see how health plan executives are using the health consulting industry to recruit, retaining, and retainers.
“Our goal is to identify trends in health planning and recruit consultants and retainrs who are likely to have a positive impact on the health plan and help shape the future of the industry,” the firm said in a press release.
“It’s important to understand the health planning process and its impact on consultants, retainrs, and staff.
The survey will provide us with an understanding of what health plan leadership, consultants, and others are doing to recruit consultants, manage their staffs, and ensure they are well-trained and have the skills they need to manage and lead their teams.”
The survey was not complete at the time of publication.