I believe owners think differently than employees with no stake in the company’s future. They are more committed to the success of their fellow employees and to the company as a whole.

Hospitals are being squeezed by the dual forces of soaring costs and limited revenue growth, resulting in extreme pressures on margins. Faced with these increased costs, hospitals are looking for ways to boost revenue from all sources.

When asked to describe what she was looking for in a new PA job, Kristen says, “the biggest thing for me is the ability to leave work at work.”

To succeed in serving our hospital and surgeon customers, we have to offer a talented team of professionals, as well as cost savings when compared to an in-house staffing alternative. This requires a laser focus on efficiency and flexibility in our operations.

AP Health is proud to be Certified™ by Great Place to Work® for the 2nd year in a row. The prestigious award is based entirely on what current employees say about their experience working at AP Health. This year, 84% of employees said it’s a great place to work- 25% higher than the average U.S. company.

Recruiting and retaining employees is challenging in any industry – probably none more so than healthcare. This only gets more difficult the more specialized the healthcare professional. To succeed, you need to have an ongoing recruitment and retention program. That’s one of the main reasons hospitals and surgeons value their partnership with AP Health.

I became a PA in 1998 because it was a profession that was not only growing in numbers, but also in importance. I saw it as a great way for me to make a more impactul contribution to the delivery of quality healthcare.

PA Danielle Richmond is a lifelong learner, which she says makes AP Health a great place for her to practice. “AP Health is unique because I can do a variety of surgical procedures, which allows me to continue to learn different facets of surgery and develop my skills.”

Once a cardiac program is set up, the biggest factor determining operational success is staffing. This doesn’t just mean finding the right team member for the right surgeon – it’s also finding the right people for the OR, for the ICU and for the floor.