Credentialing Support for Overwhelmed Teams: Beyond the Basics

Practical Solutions When "Doing It All" Isn't Working

You’re running as fast as you can—and somehow, it never feels like enough. Maybe you’re onboarding new providers, preparing for an accreditation survey, rolling out a new EHR, or expanding to new locations—all while juggling the relentless stream of credentialing tasks. The pressure never lets up, deadlines keep stacking up, and every day brings new demands from leadership, providers, and payers.

Whether you’re a solo practitioner doing it all, part of a small team, or managing credentialing across a large organization, the reality is the same: the workload can reach a breaking point. When that happens—especially if you lose a key team member or face a major project—it’s time to consider getting help.

We understand these pressures because we’ve seen them firsthand. And we’re here to help you find the right support when you need it most.

Burnout and Turnover: The Credentialing Crisis

Burnout among credentialing professionals is at a critical level. According to a 2023 survey of nearly 700 medical staff professionals, 66% of credentialing staff reported moderate to high levels of burnout. The National Association Medical Staff Services (NAMSS) and the American Medical Association (AMA) have both acknowledged that credentialing professionals face immense stress and pressure, with many reporting that the administrative complexity and lack of support are major contributors to their distress.

Turnover is a direct and damaging result. The same survey found that 64% of credentialing departments are impacted by turnover, and the average hospital staff turnover rate is now 26%. When a credentialing specialist leaves, processing times can double to six or eight months, causing backlogs, onboarding delays, and lost revenue. MGMA reports that each day a provider is delayed in credentialing can cost a hospital between $6,000 and $15,000 in lost revenue.

This isn’t just a problem for hospitals—these pressures and risks are felt in dental, behavioral health, therapy, and all other specialties that rely on credentialing to keep providers seeing patients and organizations running smoothly.

Why Is Turnover So High?

If you’re wondering why turnover is so high in credentialing roles, it’s not just one factor—it’s a combination of pressures that add up quickly. Here are some of the most common reasons credentialing professionals feel overwhelmed or choose to leave the field:

• Disconnect with leadership: Credentialing professionals often feel their work is misunderstood or undervalued by executives, leading to unrealistic expectations and a lack of support.
• Constant payor and regulatory changes: Payers and accrediting bodies frequently update requirements, forms, and portals, forcing credentialers to relearn processes—often with no warning or training.
• “Killing the messenger”: Credentialing staff are often blamed for delays or denials, even when the real issue is outside their control.
• Role ambiguity and overload: In many organizations, credentialing is “tacked on” to someone’s job or split among several people, making it feel endless and thankless.
• Lack of recognition and career path: Credentialing is rarely celebrated, and there’s often no clear path for advancement, leading to disengagement and attrition.

Taken together, these challenges create a perfect storm for burnout and turnover. Recognizing these pain points is the first step toward building a more resilient and supported credentialing team.

How Credentialing Teams Are Structured (and Why It Matters)

Credentialing looks different in every organization, and every specialty, but a few common models stand out:

Solo Practitioners:
For sole proprietors and solo practitioners—whether in medicine, behavioral health, dentistry, or therapy—credentialing is a one-person show. You’re responsible for gathering every document, submitting every application, and following up with every payer. There’s no one to delegate to, and every hour spent on credentialing is an hour away from patient care or running your business. The process can be both empowering and isolating: you have autonomy and flexibility, but the time investment and administrative burden fall entirely on your shoulders. Even a minor paperwork delay or missed renewal can have an outsized impact on your revenue and reputation.

Small Practices:
Often, an office manager or admin gets credentialing “added on” to their existing duties. They learn as they go, and the work can quickly become overwhelming.

Mid-Sized Groups:
Credentialing might be split among multiple staff—billing, HR, or front office—leading to confusion, gaps, and missed deadlines.

Large Practices & Health Systems:
Dedicated credentialing teams or medical staff offices exist, sometimes with certified professionals (CPCS, CPMSM). Even here, turnover is a major issue, especially during periods of rapid growth, mergers, or new provider onboarding.

No matter the structure, the workload and stress can spike quickly as the organization grows, adds new specialties, or faces major changes like EHR transitions or accreditations. Understanding your team’s setup can help you identify where vulnerabilities may exist—and where support is most needed.

The Ripple Effects of Turnover and Burnout

The consequences of burnout and turnover in credentialing aren’t limited to paperwork—they ripple through the entire organization. Here’s what you can expect when credentialing staff are overwhelmed or leave:

• Backlogs and delays: New providers can’t see patients or bill payers until credentialing is complete, resulting in lost revenue and frustrated clinicians.
• Increased costs: The cost of replacing a credentialing specialist can be as high as 200% of their annual salary, not to mention the operational disruption and loss of institutional knowledge.
• Compliance and quality risks: Gaps in credentialing can lead to compliance violations, failed audits, and even loss of accreditation.
• Worsening morale: Remaining staff are left to pick up the slack, perpetuating the cycle of burnout and turnover.

Recognizing these risks is essential for making the case for additional support—whether that means more staff, better tools, or outside help.

If You’re Trying to “Figure It Out” Yourself

You probably know most of the standard suggestions already, but it’s worth highlighting the foundational strategies that still matter if you’re committed to handling credentialing in-house:

• Centralize and standardize: Store all documents in secure, shared folders and use checklists for every step.
• Leverage technology: Credentialing management software and platforms like Availity can automate reminders, track statuses, and reduce manual work.
• Define clear roles: Make sure everyone knows their responsibilities. Avoid splitting credentialing duties among too many people without clear accountability.
• Invest in training and mentorship: Regular training on regulatory changes, payer requirements, and new tools can keep your team up to date and feeling supported.
• Support your people: Hold regular check-ins, set realistic expectations, and recognize wins—not just mistakes.
• Communicate clearly: Keep leadership and providers informed about credentialing timelines, challenges, and wins.

If you’re reading this, you probably already do much of the above. But when the workload keeps growing and the stakes keep rising, even the best internal processes may not be enough. That’s when it’s time to look at outside support.

The Hybrid Option: Keeping Control, Getting Backup

Some teams aren’t ready to fully outsource—but still need backup. Hybrid support models let you keep internal control while getting expert help on high-volume or high-risk tasks, like Medicaid enrollments, revalidations, or credentialing audits. These can be one-time projects or ongoing support that scales up or down as your needs change.

When to Consider Outside Help

There are certain red flags that signal it’s time to seek external support for credentialing. Watch for these signs in your practice:

• Deadlines are consistently missed despite your team’s efforts
• Provider onboarding delays cost thousands per day in lost revenue (MGMA)
• Staff burnout/turnover disrupts operations
• Complex changes (new specialties, payer expansions) exceed internal bandwidth

When these issues arise, bringing in outside help can relieve pressure, speed up onboarding, and protect your organization from costly mistakes.

Evaluating Outsourcing: Your Practical Guide

If you’re considering outsourcing, it’s important to know what to expect. Here’s how to approach the decision:

• Where to find help: Specialized credentialing services, healthcare operations consultants, and hybrid platforms that blend software with human support are all options.
• Cost structure: Per-provider ($300–$800/provider), monthly retainer ($1,500–$5,000/month), or project-based ($2,000–$15,000/project), depending on your needs. (Source: MGMA 2024 Industry Benchmarks)
• Implementation timeline: Basic support can be up and running in 2–4 weeks; a full process takeover may take 6–12 weeks.

Taking the time to evaluate your options and understand the investment can help you choose the right partner and approach for your organization.

Making the Case to Leadership (or Yourself)

Justifying the expense of outsourcing or augmenting credentialing support requires clear, data-driven arguments. Here’s how to frame the discussion:

• Annual cost: In-house FTEs cost $75k–$100k (salary + benefits); outsourcing typically ranges from $20k–$60k (retainer).
• Error reduction: Outsourcing can lower error rates from 10–15% to 2–5%.
• Revenue impact: Outsourcing can cut onboarding time in half (from 60–90 days to 30–45 days), saving $6,000–$15,000 per day in lost revenue (MGMA, NAMSS benchmarks).
• Risk mitigation: Vet providers for SOC 2 compliance, NAMSS-certified staff, and transparent SLAs. Start small with a pilot before full transition.

Framing the conversation this way helps leadership see the value and urgency of investing in credentialing support.

If You’re the Decision-Maker

If you’re the one making the call, here’s how to approach the decision:

• Calculate ROI: (Current onboarding delay cost) × (Days saved) – Outsourcing cost.
  Example: ($10k/day × 30 days saved) – $45k fee = $255k net gain
• Redirect internal resources: Free up 15–20 hours/week for strategic work.
• Phase implementation: Start with high-volume tasks (payer enrollments) before full handoff.

This approach ensures you’re making a strategic, data-driven investment that pays off in both the short and long term.

Clarity Over Platitudes

You don’t need more generic tips—you need actionable solutions matched to your practice’s scale and pain points. Whether it’s targeted outsourcing, hybrid support, or process redesign, the goal is sustainable credentialing that supports growth without sacrificing team well-being.

Next Steps:

• Audit your highest-volume/highest-risk tasks
• Get three vendor proposals with transparent pricing
• Run a pilot project before committing

Credentialing doesn’t have to break your team—or your business. The right support, whether internal or external, can reduce stress, speed up onboarding, and prevent costly mistakes. Get proactive. Audit your process, talk to vendors, and give your team the backup they deserve.