SY2022 was the highest performing Star Year on record with a total of 219 contracts improving their Star Rating, while only 3 plans experienced a decrease in performance. This boom time for Star Ratings was driven primarily through relaxed rules within the Rating System due to COVID-19 impacts. These relaxed rules are due to expire for the upcoming SY2023 ratings release. This means that for the first time since SY2021, plans will utilize pure data without the assistance of relaxed rules.
Moving forward into SY2023 and SY2024, every Stars contract will be impacted by additional changes to the Stars Program. These changes, either already in effect or pending to be in effect, have the strong possibility to negatively impact contracts. These headwinds include:
Member Experience Weight Changes 2x – 4x (SY2023)
Tukey Outlier Deletion Impact (SY2024)
Below we provide critical information for Health Plans and Stars Leaders as we approach SY2023 data release.
Member Experience Weight Changes
SY2023 will see the full x4 weight impact of the Member Experience measure changes. ProspHire has spoken about this change in the past and has provided key insights into how Health Plans can deploy strong Member Engagement strategies to significantly impacts Stars.
Health Plans will need to double down on the work they’ve been doing on the CAHPS and Disenrollment measures and continue to focus efforts on ensuring a positive member experience with the Health Plan.
Tukey Outlier Deletion (SY2024 Impact)
Tukey outlier deletion is a standard statistical methodology for removing outliers with the goal of increasing the stability and predictability of the Star measure cut points and ultimately reduce Quality Bonus Payments. Measures that will see the biggest impacts are those with cut points most separated or wide. It is also estimated that by 2030, Quality Bonus Payments will be reduced by nearly $4 billion dollars.
This change will have a dramatic impact on measure performance at both the lower range and upper range of the current cutoff thresholds. According to preliminary analysis by the Federal Register, if these proposed changes would have been implemented for the 2018 Star Ratings, 16 percent of Health Plans would have decreased by half a star.
To provide deeper analysis, our analytics partner, Hyperlift, applied the Tukey methodology to SY2021 data (non-COVID impacted data) to examine the impact it would have had across the health plan landscape. For this article, they used the average SY2021 scores for each measure and showed what the impact would have been. You can see, in this graphic below, that the average plan would have had the Star ratings changed on eight measures (all but one of those changes resulted in Star rating drop), which would have resulted in losing a total of 15 basis points.
At ProspHire, we continue to partner with Health Plans to offer insights, analysis and execution strategies to improve Star ratings. Do you need support to protect against the impending Star Rating decline? Contact us for a free Tukey Impact Analysis specific to your contract.
OIG Study The Office of Inspector General (OIG) recently published a report on a study completed showing significant issues in prior authorizations for Medicare Advantage members. The investigation was sparked by a concern that Medicare Advantage organizations were denying or delaying coverage for procedures and services allowed by the Centers for Medicare and Medicaid Services in both Medicare Advantage Plans and covered under traditional Medicare benefits. In a randomly selected sample, the OIG determined that prior authorization determinations in some cases were not consistent with Medicare coverage rules and Medicare Advantage billing rules. The findings in this study were consistent with previous studies published in 2018.
OIG Findings In this study, 13% of the denied services met Medicare coverage rules. The study provided examples related to decisions for the payor incorrectly time limiting a follow-up MRI scan. Another example was denying a post-polio patient a walker that had previously used a cane. One of the issues identified in the study was the fact that Medicare Advantage Organizations were applying clinical criteria that Medicare does not require.
In the second part of the study, the OIG investigated payment denials resulting in an 18% error rate based on Medicare Advantage billing rules. One of the reasons cited in the study for the issues was human errors during the manual review process. Examples included denial of a claim for a non-par provider in an in-network facility and a reviewer missing a prior authorization that led to claim denial for radiation treatment. Other errors were related to programming issues in claims processing systems, such as incorrectly identifying tax identification numbers or incorrect time-frame identification for coverage. Another was related to a more restrictive policy requiring an x-ray before an MRI or a MRI before therapy. Other treatments were inconsistent with Medicare National Coverage Decisions governing the plan.
The list of issues identified in the study is extensive. The OIG provided CMS with recommendations that will require Medicare Advantage Organizations to consider the similar problems they may have in their prior authorization processes and procedures. CMS agreed with the OIG recommendation to issue new guidance on clinical criteria, update audit protocols and direct Medicare Advantage Organizations to take additional steps to identify and remedy issues in manual and system errors.
How ProspHire Can Help At ProspHire, our team of utilization management experts can rapidly assess your current policies, procedures and processes for prior authorization issues and provide a detailed playbook for addressing problems identified in the assessment. We will help you navigate the issues and mitigate potential audit risks represented by the OIG report. Working with your team, we can support the implementation of the playbook, including updating policies, training staff and executing transformation to processes and systems to remedy potential errors. We will review current prior authorization criteria and improve the accuracy and the workflow issues that may be causing problems. We believe proactive evaluation and execution can limit the risks to the organization while enhancing processes that may be causing issues for the organization.
On April 4th, 2022, CMS released their 2023 Medicare Advantage and Part D Rate Announcement. This notice contained several proposed changes to both methodology, calculation and future measures. However, the short-term impact overall is minimal in 2022 and 2023. Proposed changes could potentially have to go through the rule making process and work take additional time. With each new notice from CMS, plans should always be forward-thinking.
Below, we highlight two critical considerations for Health Plans to be successful in Stars. These take into account future changes to the program and will position your plan to be successful both now and into the future.
HEDIS Impacts – Data Transformation:
CMS has announced that they are removing the hybrid reporting method for Colorectal Cancer Screening in MY2024 and transitioning the measure to electronic clinical data systems (ECDS) reporting only beginning in MY2024. For the Breast Cancer Screening measure, CMS will move the measure away from administrative collection and to ECDS collection beginning in MY2023.
What is the difference between traditional HEDIS reporting and ECDS? The ECDS method has specific guidelines for reporting data to NCQA using four data source categories: EHR, health information exchanges/clinical registries, case management system and administrative claims/enrollment. Contracts will no longer be able to assess performance based on a sample of members when the hybrid method is removed, but they can continue to use data from chart reviews if it is standardized upon abstraction and included in an electronic database. They can perform year-round chart review and have it audited as non-standard supplemental data and use it to report the measure.
Plans need to consider data transformation efforts to shore up their ECDS capabilities if, in fact, CMS decides to migrate all eligible HEDIS measures toward ECDS reporting.
Future Changes to Star Ratings – A Focus on Health Equity
CMS, in its latest ruling, hinted at several potential changes to the Star Rating program, several of which had a focus on Health Equity. These changes would come across as net new measures and calculation/methodology changes.
The biggest takeaway for health plans is not to focus in any one specific new potential measure, but to consider health equity broadly when devising Stars strategies. Forward thinking plans would be wise to consider the following:
Intelligent Data Collection
Plans need to rethink how they collect and document data from members (i.e., on housing security, food security, etc.). Creative plans are thinking about enhancements to Health Risk Assessments, Application Data and other data collection opportunities along the continuum of a member’s journey with the plan.
Community Collaboration
Health plans should consider enhanced public/private partnerships within the communities they serve. This includes improved programs and/or incentives with focuses on social risk factors and assisting members to obtain community resources available to them.
Reminders for Star Rating Measures in 2023 and Future Years:
Measure
Impact Year
Description
Care of Older Adults Functional Status
MY2021/SY2023
CMS removed this measure.
CDC- Kidney Disease Monitoring
MY2021/SY2023
NCQA announced the retirement of this measure after MY2021/SY2023. CMS will consider Kidney Health Evaluation for Patients with Diabetes (Display Page) as new measure with future rule making.
Recently, the Centers for Medicare & Medicaid Services have changed the final calculation to increase the weight of customer experience measures. By 2023, the influence of customer experience metrics will increase to 57% of the final score.1 High performance on customer experience metrics is a significant challenge among health plans, when as recently as 2018, a Net Promoter Score (NPS) score comparison revealed that the health insurance industry had a 19 percent lower score than every other sector except utilities.2
The inability of health insurers to positively impact customer experience leaves them vulnerable to lost revenue and increased customer acquisition costs. More specifically, insurers participating in the Medicare Advantage Stars program compete for $15 billion in additional incentives for those members.2 A significant portion of this Star rating and subsequent reimbursement utilizes customer experience measures, including the CAHPS survey. The need for new, innovative and data-driven solutions in this facet of health insurance is required for insurers to make intentional gains in their customer experience ratings, thereby preventing financial losses due to low retention rates and Star ratings.
At ProspHire, we believe that health plans have the opportunity to improve customer experience through the use of artificial intelligence (AI) and other data-driven approaches. The application of AI in healthcare has dramatically increased in recent years. Forecasts by Business Insider project healthcare spending on AI will grow at an annualized rate of 48% between 2017 and 2023.3 Presently, AI benefits are typically associated with claims processing and fraud prevention, with figures of $122 billion in savings due to automatic claims processing realized in 20204 and a reduction of $527 million in losses due to fraud in 20165. While these areas are driving healthcare forward, how does the healthcare system utilize AI to assist patients with navigating, understanding and utilizing their health insurance benefits, thereby ensuring a positive customer experience with their plan and respective insurance provider?
Personalized Outreach and Product Recommendations for Improved Retention
“People are very careful about how they allocate limited attention and cognitive resources. Particularly when resources are scarce, people tend to have tunnel vision that focuses limited attentional resources to only the most pressing matters. People have less cognitive bandwidth for making decisions or taking action on matters with distant outcomes.”
Lisa Zaval, PhD Limetree Behavioral Science Advisor
One method to improve retention in the health insurance space is to increase relevant engagement with members, specifically those deemed high retention risk. Retail sectors have extended the application of AI to improve customer experiences through personalized marketing and product recommendations to specific groups of customers based upon past purchase history. MA members prefer personalization, with 86% of respondents to an online Harris Poll requesting more personalization to their communications, medical care and services.6 This concept may seem impossible in the healthcare space due to the inherent complexity of the market, but ProspHire has developed an innovative approach for health plans.
ProspHire’s approach involves a partnership of artificial intelligence, behavioral science-based insights and marketing and health plan expertise to deliver a service of the following attributes:
Rapid speed to value
Artificial Intelligence calibrated by industry expertise
Proven, personalized communication leading to member action
Scalability through a user interface that coordinates multiple performance indicators across a variety of stakeholders
Turn-Key Solution for Improved Retention and CAHPS Scores
The competitive health insurance landscape is not a new phenomenon. As a result of this market pressure, most clients have one or many competitive resources, such as AI and machine learning, excellent product design or competitive marketing and sales groups. The reality of bringing all those resources to bear to deliver personalized marketing or product recommendation campaigns in a performance cycle is unlikely. This partnership provides a calibrated AI platform, project management support and tailored interventions with little disturbance to employees’ current duties and responsibilities. Selected interventions can be launched just a few weeks after project initiation.
This program is designed to be self-sustaining and operate adjacent to key business owners and IT professionals at the organization. Once the program is effectively running, it is transitioned back to business owners to manage long-term. There are six essential program components included in this service:
Operations Assessment – Generate hypotheses regarding significant or unique barriers to current performance goals. Identify capacity gaps to address prior to A.I. pattern review.
Data Request and Intake – Ensure general industry and unique drivers for poor retention or CAPHS scores are inserted into the AI Platform.
Behavioral Science Analysis– Identify underlying human judgement and decision-making principles impacting the customer experience or interfering with engagement goals.
AI Platform and User Interface– Calibrated with the assistance of healthcare professionals to identify actionable and meaningful patterns.
Intervention Playbook – A prioritized list of interventions to address capacity gaps in operations, as well as important trends revealed by the AI analysis. Best industry practices and behavioral science approaches will be used to design the interventions.
Program Management – Project support and guidance from initiation through intervention.
Realizing Value with a Team-based approach to AI and Customer Experience
In industries outside of the health sector, 75% of business executives report prioritizing customer experience investment over the prior three years and the next three years.7 Health insurance companies may have a similar commitment, but the results today are not being realized at the level of these other industries. ProspHire, with the partners of Limetree and Unsupervised, can make a noticeable change in retention and CAHPS performance. This intervention not only delivers a quick win within a performance cycle but provides a long-term surveillance system to continually improve these areas. Once a client achieves and maintains the desired level of performance, the platform is easily scalable to other areas of customer experience or general operations. Some of these additional areas can be Stars quality measures, care/utilization management or connecting sales processes to member profiles.
Impact Retention Today
Do not let the current performance year pass before acting to improve key revenue driving metrics.
The Healthcare Effectiveness Data and Information Set (HEDIS), a set of performance indicators, is required by the Centers for Medicare and Medicaid Services (CMS) for all Medicare Advantage plans. It is a tool utilized to monitor outcomes related to clinical quality and preventative care across health plans and has significant impact on Medicare Stars. HEDIS data can be calculated either utilizing administrative data within the claim or encounter, supplemental data, or hybrid data review. Hybrid data requires additional information through medical record review to provide the full picture of the care provided. HEDIS season is the last opportunity to focus on HEDIS measure improvement efforts for Star Year 2023.
Maximizing your Chart Retrieval Process for HEDIS
Performing a review and analysis of the medical records is critical to the success of HEDIS/Hybrid season and maximizing abstraction efforts. Medical record outreach to providers can be completed in multiple ways, such as fax, mail, on-site collection, electronic medical record (EMR) access, etc. From HEDIS pre-planning efforts to the pull of the initial rates, health plans need to be focused and have strategies in place for early and often outreach.
Below we discuss three key themes outlining a successful HEDIS/Hybrid strategy.
Advanced Analytics Support
Completing an initial assessment/impact analysis of the HEDIS data as your initial rates/sample is pulled gives your team a great perspective on the season ahead and allows for strategy development. This enables your team to have a clear understanding of opportunities and strategies to pursue throughout the season.
Plans are encouraged to have reporting to allow leadership insight into performance as the season progresses. This includes chart retrieval goals, forecasting and provider location opportunity analysis, which allows for better communication and more informed decision-making.
Enhance Provider Partnerships
Optimizing relationships with provider partners is extremely important to the success of HEDIS season. Plans typically have internal communications, tools, trainings and resources available to better assist provider partnership.
Continuously updated provider data enables a strong start to the HEDIS season and in turn will help reduce provider abrasion and ensure your requests are ‘first in the door’ with providers.
Plans should also consider creating strong and up-to-date provider repositories. This repository/database will go a long way to help ensure the information is passed from season to season such as a list of providers that require on-site retrieval or providers with EMR access.
Clinical Approach and Review
Having the right clinical abstraction team in place to support HEDIS season is imperative. Ensuring the team is established in prior to the new year, allows for trainings and educations to be completed ahead of the start of the season. This clinical abstraction team will make the clinical connections that can improve HEDIS outcomes.
Performing a second review (over-read) of the medical records at 100% ensures accurate and consistent abstraction with every medical record retrieved.
Contact ProspHire Today
At ProspHire, we continue to partner with Health Plans, to offer insights, analysis and execution strategies to improve Star ratings. Do you need support to optimize your HEDIS season? Let’s have a conversation.
View Our Infographic on Positive Member Engagement
With the shift in the Consumer Assessment of Healthcare Providers and Systems Survey (CAHPS) and other operational measures weighted from 2x to 4x, a positive Member Experience with the plan is now critical to succeed in Stars. Understanding member’s journey with the plan, end to end, is paramount. In our experience, health plans that listen to the member and proactively react to their feedback often will achieve their performance goals and reach 4.0+ Stars for their contract.
Creating a Culture of Positive Member Engagement – Strategic Approach
Individuals are most dissatisfied when their expectations are not met. The Medicare Program and the Medicare Stars team need to work collaboratively across the organization to ensure that members’ expectations are clearly set, defined, and ultimately exceeded. Mature Health Plans have strong alignment between the management of their products and the management of the Member Experience. From the pre-sales process to acquisition to onboarding and throughout the life cycle of the membership, health plans need to be cognizant of every member interaction to make each touch meaningful and impactful.
Below we discuss four key themes outlining a successful member engagement strategy.
Predictive Analytics and Centralized Data
You cannot fix what you don’t understand and measure. Health plans need to think more creatively about the ways they understand Member Experience at the health plan. Centralizing Member Experience metrics in a database will go a long way to help enable better, more informed decision making.
Understanding your membership – Plans need to consider deployment of micro-surveys, pulse checks, and off-cycle surveys in order to gather key member insights which will inevitably inform your ongoing strategy.
Predictive Analytics – predicting future member dissatisfaction will help mitigate downstream risk. Analysis of member-level predictions can identify opportunities for targeted messaging.
Alignment of Messaging and Synergy Identification
Plans typically have the internal capabilities, tools, and resources necessary to optimize member communications. Internalizing multichannel engagement strategies and leveraging those capabilities and expertise reduce reliance on external solutions and ensure greater governance, data management, and program management.
In heavily siloed organizations, members are often victims of ‘information overload’ due to numerous member outreach campaigns throughout the year. Within these campaigns, there are several opportunities to combine efforts among plan operations that should be considered to reduce member abrasion.
Enhance the Payer – Provider Relationship Potential
Providers are typically a member’s primary point of care, not the plan. Plans should optimize their provider relationships as it can have deep downstream impacts on CAHPS and satisfaction. This includes understanding a member’s care journey, medication history and other relevant experience information.
Positive Feedback Loop – keeping providers informed and engaged is key. Plans need to educate providers about what you are asking your members to do in addition to the incentive opportunities they may have. Lastly, plan product design changes can impact providers, and proactively informing providers of changes and their impacts can improve engagement.
Benefit and Resource Optimization
In a highly competitive Medicare landscape, optimized benefit design and reward or incentive programs can significantly impact Member Experience while also impacting other domains (i.e., HEDIS, HOS, PDE, etc.). Plans can also empower their supplemental benefit providers to bolster the member experience across existing touchpoints (and therefore avoid the need for additional outreach).
Health plans invest a lot of money into programs and resources that members either are not aware of, or not capable of connecting with. It is the health plan’s job to proactively form those connections, to improve satisfaction and engagement.
At ProspHire, we continue to partner with Health Plans, to offer insights, analysis, and execution strategies to improve Star ratings. Have you considered your own health plan’s member engagement strategy? We would love to have a conversation. Feel free to reach out to me, Andrew Bell, at [email protected]. Let’s prosper together.
On Thursday, January 6, 2022, the Centers for Medicare and Medicaid Services (CMS) issued their annual proposed rule, aimed at informing health plans and stakeholders of potential changes to the Medicare Advantage and Part D programs. Many of the underlying proposed changes are aimed at improving health equity in the programs. These proposals, if adopted, will impact health plans, the DSNP product, marketing and communications to members, network adequacy, and many other key facets of health plan operations.
A few of the significant changes proposed by CMS are outlined below.
Network Adequacy Requirements
CMS is proposing that plan applicants must demonstrate they have a sufficient network of contracted providers prior to agency approval of an application for a new or expanded MA plan
Marketing Oversight and Communication Enhancements
CMS is seeking to increase oversight of third-party marketing organizations to identify and prevent potential deceptive marketing tactics, particularly around enrollment of members
CMS is also proposing the reinstatement of a multi-language insert in specified materials to inform beneficiaries of the availability of free language and translation services
D-SNP Plan Operational Enhancement
CMS is proposing that all D-SNP plans establish and maintain at least one enrollee advisory committee in order to hear from the members in order to improve health equity
Special Needs Plans, under the following proposed changes, would also be required to add to the current Health Risk Assessment (HRA) questions regarding a member’s housing stability, food security, and access to transportation status
Enhanced Transparency in Medical Loss Ratio (MLR) Reporting
The proposal would reinstate MLR reporting requirements that were already in effect from 2014-2017
Star Rating Calculation Adjustment (HOS Measure Inclusion)
The adjustment would make the calculation for three HOS measures (Improving Bladder Control, Monitoring Physical Activity, and Reducing the Risk of Falling) possible until PHE guidance
In summary, CMS continues to highlight and emphasize the importance of Health Equity in its latest proposed ruling through tightening marketing and communication guidelines to alterations in DSNP plan operations. The potential regulatory changes would once again signal to health plans that a robust and thoughtful health equity strategy is no longer nice to have, but a must.
In 2021, 219 contracts saw improvements in ratings, compared to only 63 last year. In partnership with Hyperlift, the ProspHire team has put together a look back at Star Year 2022, complete with an analysis about the performance of all contracts industry wide. The industry experienced an unprecedented increase in performance (due primarily to the impact of CMS’ Better-Of guidance) and we want to make sure you’re planning to sustain your success next year.
Looking ahead to Star Year 2023, there are several critical considerations for Stars leaders to embrace to maintain or improve their Star Score.
Managing Expectations with Senior Leadership: As you close out Q4 efforts and move into medical record review and CAHPS season, it’s imperative that Stars leaders appropriately set the right expectations with Leadership moving into SY2023. With the emphasis in Member Experience and CAHPS (and the shift in measure weighting from 2x to 4x) paired with the probable drop in overall Star Ratings, Senior Leadership needs to be aware of potential downside risk to Stars contract scores.
Lesson’s Learned and Strategy Sessions: It’s always helpful for teams and leaders to step away from their day-to-day work and observe progress, risks, and issues from a high level. At ProspHire, we have partnered with Hyperlift to facilitate and lead several successful Program Strategy sessions. Teams need to rigorously evaluate not only measure performance, but also intervention and initiative effectiveness to stay ahead of risks and make data-backed decisions that drive positive results.
There is no singular success model for Stars. Each plan has their own unique set of challenges which require their own unique solutions. Successful Stars Programs share similar characteristics including governance and accountability models, analytics insights into both measures and interventions, as well as support from Senior Leadership.
If you’d like to talk more, please contact Andrew Bell, Manager and Stars Leader, [email protected]
PITTSBURGH, PA – ProspHire, a national management consulting firm focused on healthcare advisory, project delivery and strategic resourcing, is proud to announce that it has been awarded the Women-owned Small Business (WOSB) certification by the Small Business Association (SBA). This certification helps small businesses owned, operated and controlled by women to compete for federal contracts. The federal government’s goal is to award at least 5% of all federal contracting dollars to women-owned small businesses each year.
“We are honored to officially be designated as a certified Women-owned Small Business,” says Lauren Miladinovich, ProspHire’s Managing Principal and CEO. “This is an opportunity to connect with and serve companies who share our commitment to diversity and inclusion. Companies that have the need or desire to diversify their partnerships can now utilize ProspHire to fulfill those requirements.”
Contact ProspHire Today
ProspHire is a national management consulting firm focused on healthcare advisory, project delivery and strategic sourcing. Founded on the core value of relationships, with the goal to “prosper together”, ProspHire partners with clients to identify and solve their most significant people, process and technology challenges. The women-owned and rapidly growing Pittsburgh-based firm has nearly a 100 dedicated practitioners and consultants who deliver on projects and services across the U.S.
PITTSBURGH, PA – ProspHire, a national management consulting firm focused on healthcare advisory, project delivery and strategic resourcing, announced today that for the 2nd year in a row, the Firm has ranked in the top ten on the Modern Healthcare Best Places to Work List under the category of healthcare supplier. In 2021 ranking 8th and 2020 ranking 5th, respectively. The award recognizes high performing and successful teams, regard for employee’s well-being, acknowledgement of contributions and respect to the experience and dedication in helping maintain a level of harmony during the pandemic. This program singles out and recognizes outstanding employers in the healthcare industry on a national level.
“Thank you to Modern Healthcare for recognizing our emphasis on the compassion and respect that is essential to an engaged and productive workforce. During an incredibly trying time for the industry, and the world, it’s inspiring and humbling to see the dedication of our employees to strive for growth,” said Lauren Miladinovich, ProspHire’s Managing Principal and CEO.
Christopher Miladinovich, ProspHire’s Principal and COO, said, “Being a great place to work means having great people and compassionate leadership. We’re nearing 100 employees, with offices in Pittsburgh and Philadelphia and celebrating rapid growth since our founding in 2015. This is a direct result of the relentless dedication of our people who have helped scale this organization so responsibly.”
The executive leadership at ProspHire believes that to be successful you must start internally with employees who then lead you to great clients. “We leverage mentoring and training programs to build an environment that focuses on the right thing to do for our clients, the Firm and the individuals involved.” says Dan Crogan, Principal and SVP of Consulting at ProspHire. “In turn, it empowers our employees to think creatively, make decisions and build trusting relationships with our clients.”
2021 has been another award-winning year for ProspHire. The Firm ranked in the top ten on the Pittsburgh Business Times Fast 50 List of the fastest growing private companies in the Pittsburgh Region. The award recognizes the Firm for its 95.68% revenue growth between 2018 and 2020. ProspHire was also named an unprecedented 2 years in a row to 2021 Inc. Magazine’s annual list of America’s Fastest-Growing Private Companies – the Inc. 5000.
About ProspHire
ProspHire is a national management consulting firm focused on healthcare advisory, project delivery and strategic sourcing. Founded on the core value of relationships, with the goal to “prosper together”, ProspHire partners with clients to identify and solve their most significant people, process and technology challenges. The women-owned and rapidly growing Pittsburgh-based firm has nearly a 100 dedicated practitioners and consultants who deliver on projects and services across the U.S.
