Temporary work for psychologists is gaining traction

Temporary work for psychologists is starting to gain traction. For those in a medical field, short-term positions have long been a part of work options. One study found that by 2023, about 50,000 doctors, or 7% of the U.S. physician workforce, worked temporary assignments. While concrete stats for temp work for psychologists are difficult to find, anecdotally, this work has expanded significantly over the past 2 decades.

Locum tenens, or temporary work, allows psychologists to expand their résumés, gain varied experience, and potentially transition into a permanent role. Locum tenens roles suit both early career and experienced psychologists; some use it to test different work environments without a long-term commitment. Others find that temp work suits their needs to alleviate burnout, experience a new region of the country, or ease into retirement.

One recruitment agency, LocumTenens.com, established in 1995 with psychiatry staffing, historically worked primarily with doctors and advanced practice registered nurses. In 2020, the agency expanded into psychology staffing. Though overall numbers are still small, they have seen significant growth over the past 5 years. With the COVID-19 pandemic compounded by social unrest and workforce shortages, the agency’s clients have “needed all the help they can get to address and meet the needs of their patients,” said Jeannie Smith, associate vice president of behavioral health at LocumTenens.com.

As the COVID-19 pandemic raged around the world and millions of people’s lives were upended, Debra Warner, PhD, PsyD, realized that she needed a change.

The forensic and organizational leadership psychologist wanted more flexibility in caring for her aging mother, who’s a cancer survivor, and an aunt with dementia, and to be more present for her children. She started looking into temporary psychology work—months-long assignments that would allow her to escape traditional, rigid work schedules and tailor her career around her family life.

Warner now works as a contract consultant in a correctional facility in California, training professionals from psychologists to security staff. She works mainly hybrid and often schedules in-office time during her children’s school breaks when they can travel with her.

Her family remains her top priority, and being able to travel with them to different assignments and maintain a stable income made temporary work ideal. “My job allows me to support my family and still be there for them, which is an amazing thing,” Warner said. With more flexibility, she’s also pursuing activities that bring her joy and fulfillment, including more media-related work and volunteer opportunities.

The COVID pandemic turned out to be the perfect time for a career shift because the demand for psychology services surged. A survey conducted by APA about 6 months into the pandemic found that more than a third (37%) of psychologists reported an increase in patient referrals. And 44% observed a decrease in no-show rates and appointment cancellations compared with before the pandemic.

Amy Gentile, divisional vice president of behavioral health at locum tenens agency Consilium Staffing, has been in the industry for more than 20 years. “I don’t remember seeing psychology jobs when I started, but in the last decade, it’s really grown.” Her agency also saw a surge during and after the COVID pandemic as mental health needs increased. For practitioners experiencing burnout, locum tenens provided viable options to relieve pressure. Agencies say this growth has continued in the years after COVID.

“Locum tenens” is a Latin phrase meaning “to hold the place of, to substitute for.” This health care model began in the 1970s in Utah to prevent burnout among rural doctors. A network of physicians took over rural practices while local doctors attended training. Today, recruitment agencies match clinicians with employers, offering short-term assignments that fill staffing gaps and address the rising need for mental health services.

The process for a temp agency begins with understanding a clinician’s availability, preferences, and experience. “I try to match them first to their actual interests,” explained Kristina Armistead, psychology and clinical social work recruiter at LocumTenens.com. This involves detailed questions about preferred settings, populations, and case types.

Armistead says the most in-demand settings for employers at her agency include state hospitals, community mental health clinics, and correctional facilities. They also work with private practices, Indian Health Services facilities, and government entities.

Rural areas face a critical shortage of psychologists. Studies show that the mental health workforce meets only 32.5% of the estimated demand for behavioral health services, indicating a significant gap. This shortage is especially pronounced in rural regions, where around 62% of the designated mental health professional shortage areas are found (Domino, M. E., et al., The Journal of Rural Health, Vol. 35, No. 1, 2019opens in new window).

To attract psychologists to rural areas, recruitment agencies and employers will sometimes negotiate higher rates. “There are times when facilities, if funding is available, will offer higher pay to get clinicians to consider more remote opportunities,” Smith said.

Psychologists passionate about helping underserved populations tend to be more successful in rural roles. “They’re there because they want to be there; they aren’t just chasing a check,” explained Ricky Moses, divisional vice president of behavioral health at Consilium Staffing. Psychologists who take on these assignments typically have a deep-rooted commitment to service, which helps them thrive despite the challenges of remote or resource-limited environments.

Agencies assist with travel and lodging to make relocation as easy as possible. And they provide support with licensing, credentialing, and pay negotiation. The idea is to ensure that the process is “seamless so providers can focus solely on patient care,” Armistead said.

Some agencies also cover malpractice insurance for workers. But since clinicians are considered independent contractors, agencies don’t typically provide traditional benefits. So while the hourly wage might be higher for temporary work, psychologists pay their own taxes and for life insurance, disability, retirement plans, health insurance, and other benefits out of pocket.

Joseph D. Salerno, PsyD, a clinical psychologist, was initially drawn to locum work because of the higher pay and opportunity to travel. “I’ve always been interested in seeing different areas of the country. This is a great way to see it.”

He’s worked in various settings, including correctional facilities, an immigration processing center, and a state psychiatric hospital. He typically stays in one location for 6 months to a year and often applies for licenses to practice in states he wants to explore, planning moves months or years in advance. His dream location is Hawaii.

Salerno said those interested in temporary assignments “need a certain degree of flexibility to get started with licensing as the first step.” He added that assertiveness is another essential quality “to make decisions in terms of what you want and where you want to go.”

Salerno plans to continue with temporary roles for now, appreciating the variety it brings to his work. “The role of psychologist never changes, just the location.”

Warner encourages psychologists new to locum work to try different roles and, as with any other job, be ready to work hard. “Be able to roll your sleeves up and just go in there. You can choose to stay or decide it wasn’t your cup of tea.”

Temporary assignments typically last 3 to 6 months, although some may extend to a year or more. This flexibility provides opportunities for diverse work experiences and allows for personal scheduling. One psychologist associated with LocumTenens.com works with the agency for 6 months each year and spends the remainder of the year volunteering with Doctors Without Borders.

There isn’t much research yet on the impact of locum tenens; however, one study looked more broadly at independent contractors (who may negotiate contracts directly with hiring organizations) in public mental health clinics (Beidas, R. S., et al., Psychiatric Services, Vol. 67, No. 7, 2016opens in new window). From a hiring perspective, employers appreciate flexibility in hiring for specific skills, but there are challenges.

The study found that relying on independent contractors leads to increased staff turnover. Administrators noted that contractors are more likely to leave their positions without adequate notice, creating operational instability and challenges in providing consistent patient care.

Employers also saw independent contractors as having a weaker connection to the organization than salaried staff. This disconnect stems from their exclusion from organizational activities such as team meetings, professional development opportunities, and social events, which leads to a sense of isolation. Because contractors aren’t integrated into the organization’s culture, they often view their roles as transactional rather than mission driven. This perspective limits their commitment to the organization’s broader goals and initiatives.

Some organizations have reported a reluctance to allocate resources for training and professional development for independent contractors. Since contractors are not permanent employees and tend to have higher turnover rates, organizations view investing in their training as a financial risk. They’re concerned that training contractors may not provide long-term benefits since contractors could leave before the organization recovers its investment (Beidas, R. S., et al., Psychiatric Services, Vol. 67, No. 7, 2016opens in new window).

Temporary employees also allow organizations to cover vacations and sabbaticals or supplement seasonal staffing needs during peak seasons, which can be more cost-effective than hiring permanent staff.

Regine Neiders, PhD, is the CEO of Pacific Rehabilitation Centers in Washington, which provides physical, occupational, medical, vocational, and psychological therapies for injured workers. The company has employed temporary psychologists for the past decade to address ongoing psychology staffing shortages. Her team is intentional about integrating temp staff into the organization.

“We train them on our state’s workers’ compensation system and assign mentors to smooth out misunderstandings about our approach. They join all appropriate team meetings and educational sessions. We make them feel like they are truly part of the team.”

Today, the locum tenens industry prioritizes onboarding by providing important points of contact, orientation, and training to improve the experience for the hiring organization and the locum workforce.

For now, the future of locum tenens work for psychologists appears to be on an upward trajectory. The severe shortages of psychologists in some areas and the increasing desire for services mean more work for both agencies and psychologists, plus relief in the form of temporary staff for clients. Locum tenens work is redefining career possibilities for psychologists, offering flexibility, diverse experiences, and the chance to make meaningful contributions in underserved areas. As demand for mental health services continues to rise, this model provides a unique pathway for professionals to thrive—on their own terms—while meeting critical community needs.