The problem with the human resources sector in the health sector compared to other sectors of staff is that to be competitive, you have to pay your employees well and keep your prices low to attract care facilities. It is standard in the human resources sector in the health sector to create creative incentives for healthcare facilities to get your services without having to lower your prices. The basic concept was to increase the volume, the more the agency staff used the care facility, the better the discount they were getting. This form is a sample of an agreement reached by a staff agency for nurses and nursing assistants at a hospital, as required. This form is a general example that can be referred to when preparing such a form for your particular status. It only serves to illustrate. Local laws should be consulted to define specific requirements for such a form in a specific jurisdiction. This information has deeply irritated and hurt me! LPN-Male had been a very good employee on our part and the nursing home had been an excellent customer. I enjoyed working with them and enjoyed our relationship with both, so I was completely shocked by the dishonesty. When I survived my personal reaction, I discovered that the nursing home had broken its contract with Staffing Agency by sometimes hiring LPN without contacting us. I realized that both the nursing home and LPN Male were aware of the contractual agreement and that by having them search for teams through the other staff agency, they thought they could avoid the search costs. The ultimate goal of a health care agency is to help health care facilities cope with staff fluctuations when their census increases or decreases. We can also create working relationships between health care facilities and our employees.
This is a great situation for a staff agency, as it confirms to our clients that we are very proud of the staff we hire and that we are here to really help them whenever possible. But as an agency, we need to ensure that all the costs of hiring that particular staff are covered before a health care facility can employ them, as well as some kind of recruitment fee to help them meet those employment needs. Our contract with healthcare facilities offers a clause to protect us in such situations while allowing the company to become competitive. Instead of charging a flat fee to the client after an employee has completed a specified number of hours under contract with the health care institution, research costs decrease and, at 540 hours, they can hire that staff free of charge. Employment by the care facility must also be carried out according to the wishes of the staff. My former employer was a family staffing agency, I call it the Staffing Agency, and we mainly employed nurses in nursing homes and hospitals in Iowa and Nebraska. It was a start-up, so I had the right to take part in many decisions on pricing and contractual agreements. Shortly after launch, I learned how competitive the industry was, and during the three years I worked with the staff agency, I saw several other similar companies open in a few months and then close. After three years of activity, I had not met a client who had qualified for the lease or an employee who wanted to enter into an employment contract with one of our clients. It was only after speaking to one of our employees that I called him LPN-Female, when I realized that one of our clients had ignored our contract and hired one of our employees. The client, I call him “Nursing Home”, had used us to help them occupy an LPN team overnight, which they were struggling to fill.