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Five Reasons Why Doctors Search For a New Job


If you pay any attention at all to the stock market or financial news, you already know that the economy is booming and the outlook for jobs is better than it has been in decades.  The same can be said for physicians, as the healthcare industry is grappling with filling open positions around the country.  If you are a physician who has not been considering finding a new job, maybe now is the right time to start looking for a new place to practice.  Let’s take a look at five reasons why Doctors search for a new job to see if any of them apply to your situation.

Experiencing feelings of burnout.

At least 50% of all doctors report feelings of burnout, with some specialties like critical care and emergency medicine slightly higher.  If you are one of those physicians experiencing burnout without a solution or help from the administration on the horizon, now is the time to explore making changes.  Burnout doesn’t just get better by itself. Instead, it takes making changes in your life, or organizational changes to alleviate some of the stressors, or finding a new job that already has processes in place to help physicians avoid burnout.

Feeling a sense of complacency.

You probably didn’t choose to practice medicine because you wanted to “punch a clock.” If you are like most, you were drawn to the excitement of medicine.  Studying different ways to treat illnesses and ailments, and digging into the science of medicine was the attraction.  If you have found that your excitement and passion is waning, and you are simply going through the motions, you have become complacent.  Finding a new job may be just the cure for your “punching the clock” blues.  A new location, new management, new ideas, even new patients can help you inject just enough discomfort into your routine to make your job fun again.

You need to keep learning and growing.

Similar to the complacency rut, when you became a physician, you went to school for a long time.  It was worth it because you knew that in the end, you would have a career and a sense of accomplishment. No matter what career people choose, most of us want to continue to grow personally and professionally.  If you are in a position that is not affording you the opportunity to grow, do research, even practice abroad occasionally, then it might be time to find an employer who wants those things for you.

Not fitting in anymore.

Workplace culture has been a focal point for successful companies for a very long time.  Not surprisingly, the healthcare industry has been behind the curve on understanding the importance of how important culture and fit is for attracting and retaining the best talent.  In healthcare, we have all read about and even experienced the rash of mergers and acquisitions that the industry is experiencing.  These developments are not always good for workplace culture.  When new leadership comes in, often times the culture and communication changes and leads to good people seeking new environs.

Work and life are out of balance.

We all want balance in our life.  As a physician, you know there will be some late nights or the occasional disruption to your social calendar, but you also probably want to have some control over it. Predictable hours, minimal call schedules (if any), and untouchable vacation and personal time should be on your short list to ensure that you can achieve the work/life balance that is so critical to being at your best.  Achieving that is no longer a pipe dream. Hospitals and health systems know that they no longer have the upper hand in physician recruitment and have been much more willing to offer attractive incentives to physician candidates.

Jackson Physician Search has the national reach and healthcare industry experience to help you find your perfect job.  To find out what we can do for your career, contact one of our recruitment professionals today.


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Lifting the Regulatory Burden on Physicians


The regulatory burden on physicians and others on the front lines of healthcare is intensifying. A new, comprehensive study echoes growing frustration with the amount of time providers spend pushing paper rather than treating patients.

According to the Medical Group Management Association’s 2018 Survey, an overwhelming 86% of respondents reported an increase in regulatory burden over the past 12 months. An even larger percentage (94%) said a reduction in regulatory burden would allow more resources to be allocated toward patient care.

The MGMA report is further evidence that regulatory overload has been mounting. Previously, the 2016 Jackson Healthcare Physician Trends Survey, revealed that 60% of physicians reported more administrative work under the Affordable Care Act, resulting in less time with patients. Medscape has reported that 57% of physicians spend more than 10 hours per week on paperwork, and numerous studies have found that administrative work contributes to physician stress and burnout.

This burden comes with a cost. An analysis by the American Hospital Association shows that providers spend nearly $39 billion a year solely on administrative activities related to regulatory compliance. An average-sized hospital dedicates 59 full-time equivalents (FTEs) to regulatory compliance. one-quarter of those employees are physicians, nurses and other health professionals who would otherwise be caring for patients.

Impact on Physicians in the Future

The administrative overload makes the challenge of recruiting and retaining physicians more daunting. According to a recent survey, regulations are among the top causes of physician burnout. And, 54% said increased administrative burden contributes to the changes in healthcare that are likely to lead them to retire over the next five years. Seven out of 10 are unwilling to recommend healthcare as a profession, adding to the concerns of young people about entering medicine.

What You Can Do to Lessen the Overload

Here are the steps you can take to counteract trends that may prompt physicians to choose early retirement or cause young people to avoid medicine because of concerns that paperwork will impact work/life balance or detract from patient care:

However, there are steps you can take to counteract these trends:

  • Embrace the role of physician assistants and nurse practitioners in your practices.
  • Implement telemedicine solutions to reach more patients more efficiently
  • Utilize clinical scribes to facilitate documentation, while the provider focuses on the patient
  • Evaluate your electronic health record systems to ensure they are compatible with workflow
  • Guard against burnout by making work/life balance a reality and offering interventions, as needed
  • Educate elected officials about the impact on patients, healthcare workers and the community

Use your Voice and Vote

With healthcare representing the largest economic driver in many communities, administrators and trustees have access to their congressional representatives and the responsibility to place the issue of regulatory relief on the top of their agendas.

As voters, everyone – administrators, providers, staff and patients – can make our voices heard at the ballot box. Take an opportunity to examine your congressional representatives’ position on these issues and support those who understand the severity of the burden and act on regulatory relief.

While the wheels of government turn slowly, it is important to listen to physicians and other providers and manage those things under you control. Understanding their daily experience and frustrations will lead to solutions that maximize patient care time, ensure they are doing work “at the top of their license,” and encourage committed individuals to choose – and stay in – medicine as the satisfying profession it is meant to be.

Contact us to explore how you can position your organization to find and keep physicians in a satisfying practice.


Put the Flame Out on Physician Burnout
Balancing Compensation and Culture

Put the Flame Out on Physician Burnout

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The Challenges of Urban Physician Recruitment


While the expansion of community-based facilities is a welcome development for inner cities and rural settings where most are located, it is not without challenges.  The National Association of Community Health Centers (NACHC) reports that 95% of health centers have a clinical vacancy and 70% are reporting a physician vacancy.  These trends are even more concerning when you consider that by the year 2020, CHC’s are expected to be managing the care of 35 million patients. Unfortunately, this is becoming the new reality for community health centers, and it is forcing administrators to rethink the FQHC model and adapt to become more competitive in recruitment and retention.

In the past, community health centers could utilize desirable work schedules and quality of life incentives to attract physicians to practice there. Typically, CHC’s would offer attractive schedules, little to no call, better work/life balance and other similar enticements.  Whether it was the slower pace of a quiet rural community or a consistent 9 to 5 schedule in an urban setting, physicians would often forgo some salary in exchange for quality of life.  Today, physician recruitment and retention is so competitive, that CHC’s no longer have exclusivity with convenient work schedules, limited call, and other attractive incentives.  Large hospitals and major health systems have the financial resources to not only offer salary incentives, but student loan forgiveness, favorable work schedules, and so much more that smaller CHCs cannot compete against.

All of these developments are increasingly putting more and more pressure on CHC administrators to adapt.  Many health centers are expanding partnerships and residency programs with local universities to introduce graduating physicians to their systems and potentially attract them to stay on after graduation. Another strategy has been to become even more creative in making work schedules as flexible as possible, including generous leave packages, allowing physicians to focus on limited types of preferred services, part-time work, and more. These types of creative solutions are made possible through the increased use of nurse practitioners.

Another advantage that community health centers may have over large systems is a close-knit sense of family and teamwork.  By promoting the values and culture of the CHC, administrators are able to attract like-minded physician candidates. CHC’s are rebranding their organizations, enhancing their social media messaging and online presence, and ensuring that candidates are a good fit culturally and have similar values to the organization.

There is no magic solution to physician recruitment for small urban and rural community health centers.  It takes a combination of best practices to ensure that not only are the right candidates aware of vacancies but that no stone is left unturned in their pursuit.  This includes having a network of relationships throughout the community acting as an extension of your recruitment team. Whether it is to learn about family members who may be pursuing a career in healthcare, or currently practicing clinicians who may want to return home to be closer to family and friends, the local network is a goldmine for information.

Jackson Physician Search has the expertise and nationwide reach to help solve even the most challenging physician and advanced practice recruiting situations. To find out more, contact a recruitment professional today.


reviewing the physician recruitment checklist
Physician Recruitment Guide: How to Execute Physician Site Visits

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Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment


This presentation, given by our President at the 2018 MGMA Annual Meeting, explains why cultural fit is so important and how to create a physician recruitment blueprint that focuses on fit.

Focus on Fit A Cultural Blueprint for Successful Physician Recruitment

Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment

Learning Objectives

  • Analyze the motivations and personal needs of physicians, advanced providers and their families
  • Outline a blueprint for a sustainable culture that accelerates recruitment and fosters retention
  • Differentiate their organization in the best marketplace through recognition as a best place to work


  • Culture: What and Why?
  • Examples
  • How To’s

Pathway to Culture as a Competitive Advantage


  1. Apply for Certification as a Great Place to Work
  2. Survey Employees – Get Results
  3. Interpret Results – Tie quantitative business results to outcomes
  4. Share Results with Leaders – Set up an Executive Insights Session to help your leaders understand results and align around next steps
  5. Reflect & Respond to Employees – Execute a communication plan that builds trust
  6. Confirm Focus Areas – Collect additional insight through focus groups, interviews, or a customized full census or pulse survey
  7. Take Action – Design a support and accountability plan to drive change

 Evaluating Best Workplaces

For All – A great workplace for everyone regardless of who you are or what you do in your company.

Innovation – A culture that enables a company to continuously improve, adapt quickly, and generate game-changing opportunities.

Executive Team Effectiveness – A high functioning executive leadership team that inspires followership and strategic cohesion at every level of the business.


Physician Recruitment Success
Create a Cultural Blueprint for Successful Physician Recruitment

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How to Create a Cultural Blueprint for Successful Physician Recruitment


Culture is defined as “values, beliefs, attitudes, and behaviors that employees share and exhibit on a daily basis in their work and in the community”. And, lack of cultural fit is among the top reasons physicians leave a practice – even more than compensation. Many practice executives and recruiters can attest to the challenge of recruiting into an organization with a dysfunctional culture. It doesn’t work!

On the other hand, some organizations have earned a reputation for a healthy culture that supports physician retention, which is key to successful recruitment. By establishing trust and maintaining transparency, from top leadership through the entire organization, they have created an environment that supports faster fills, shorter vacancies, lower turnover and a measurable return on investment.

Culture and Performance

More and more studies are proving the correlation between culture, performance, and growth. Gallup research shows a direct link between employees’ understanding of their organization’s purpose and culture, and important performance metrics that are critical in healthcare.

For example, nearly every healthcare organization says: “We are mission-driven.” It may be the most common catch-phrase in healthcare! But Gallup found that an average of only 40% of employees feel that “their job is important to their organization’s mission,” a key predictor of employee and team performance. They also found that performance improves in organizations where 80% feel their jobs are important.

By moving the dial up to the point where 8 out of 10 employees understand their role is valued – they achieved a very significant improvement in key performance metrics:

  • 33% improvement in quality
  • 41% reduction in absenteeism
  • 50% drop in patient safety incidents

Simply stating the goal of building a “healthy culture” is not enough. It requires a blueprint. Just like building a clinic or hospital, you need to be sure everyone is following the same vision, understands the standards and can measure all the materials and supplies precisely so it both looks and functions as you envision. Building a culture is the same way — you need a vision, a plan to follow and a way to measure it.

Where to Start

One place to start is by participating in a well-structured “best places to work” program. Look for a program with objective assessment tools, a defined process for making improvements, and methods for keeping leadership and workgroups accountable for closing the gaps identified in the assessment. The right tool can:

  • Provide a pathway of discipline and intentionality toward building a healthy culture
  • Give you great data that you can benchmark, act on and measure your progress over time
  • Enable you to tie your initiative back to business results and outcomes

So, whether you call it a blueprint, a framework or a foundation, start by thinking of culture as an intentional way to demonstrate the attributes that are vital to your mission and important to your team.  Doing so will differentiate your organization in the marketplace and clarify how well your culture fits the motivations and personal needs of physicians and advanced practice providers you seek to hire. Becoming known as a genuine “great place to work” will accelerate recruitment and foster retention over the long-term.

To learn more about the how to evaluate how your culture fits with physicians and advanced practice providers you want to recruit, contact us.

Cultural Blueprint for Successful Physician Recruitment
Reducing Physician Regulatory Burden

Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment

This presentation, given by our CEO at the 2018 MGMA Annual Meeting, explains why cultural fit is so important and how to create a physician recruitment blueprint that focuses on fit.

Lifting the Regulatory Burden on Physicians

The regulatory burden on physicians and others on the front lines of healthcare is intensifying. A new, comprehensive study echoes growing frustration with the amount of time providers spend pushing paper rather than treating patients.

Need Help Recruiting Physicians?

Click the Get Started button if you’re ready to speak with one of our physician recruitment experts.

[Recruitment Guide] How to Expertly Execute Physician Site Visits



Part 2 of our Guide to Physician Recruitment focuses on site visits. How you execute a physician site visit has a huge impact on the decision of your candidate. This recruitment guide has tips that will help you prepare for site visits. You can view or download the entire guide for free. Part 1 is our guide to developing a strategic physician recruitment plan.

Physician Recruiting Guide Part 2 – Physician Site Visits

How to Expertly Execute Physician Site Visits

Physicians and their families have unique needs when considering a career move or new practice setting. A personalized and refined physician site visit is essential.

Do everything in your power to target the type of physicians who would appreciate your unique characteristics. Present your community and facility favorably. Control the sensory-emotional experience you deliver, from the very first contact to the final follow-up, and every touch in between.

Recruiters who successfully coordinate and manage the physician site visit will position their organizations to:
Rise above the competition
Earn the trust of the physician and spouse
Become their number one choice

The organization will have a healthier interview-to-hire ratio, faster time-to-fill, higher acceptance rate, and lower recruitment expenses.

Overcome the “Practice Utopia” Expectation

Most physicians understand there is no perfect job in the perfect place. Their mindset is both: Optimistic (hoping to fulfill their needs and wants) & Cautious (looking out for risk or challenges)

Bad News: You can’t control your location
Good News: You can control your interview experience
Once a physician identifies your location, they focus on fit.

Set Expectation Before the Site Visit
Do: Listen for both work and family needs
Do: Uncover and address issues in advance
Don’t: Bring a physician in for an interview if deal-killers exist

Speak with the Spouse

  • Gain insight into how involved they will be in the decision.
  • Understand their expectations.
  • Explore the family’s needs with open-ended questions.
  • Foster connections.
  • Avoid unimportant time wasters.

The Site Visit is the…

Key time to determine cultural, operational and philosophical fit. “Secret Sauce” that differentiates hospitals and facilities who recruit successfully from the rest. Opportunity to create a feeling of familiarity that permeates the entire interview process.

A multi-ethnic group of medical staff are indoors in a hospital. They are wearing medical clothing. A Caucasian female doctor is giving a presentation to the others.
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Culture and Physician Retention


Imagine a workplace where medical professionals at all levels are highly respectful.

Too many hospitals today are losing valued physicians due to toxic environments. A recent study estimates that “for hospital medicine, the overall cost of turnover is probably at least $400,000 per provider and could easily be $600,000 or more”.

The relationship between culture and physician retention is straightforward. Making a smart hiring decision is just the beginning. Once a physician is recruited, onboarded and in place, the challenge to keep them begins.

Jackson Physician Search did a study in 2016 (The Engagement Gap) revealing a significant difference in how executives and physicians rated their workplace culture.

One example of a gap between physicians and executives revealed their attitudes when asked their level of agreement with the following item:

“Always treats physicians with respect”

  • 48% of physicians agreed
  • 78% of executives agreed

Conflict and communication breakdowns are inevitable.


Toxic cultures

What exactly is a toxic culture? Based on my research working with physicians, physician executives, hospital executives, and support teams, toxic cultures often include:

  • Punitive, old-school leadership
  • People are judged quickly, labeled and “singled out”
  • Factions/cliques are strong and you see “in-groups” versus “out-groups”
  • Strong, long-held beliefs about “right and wrong” regarding how physicians should manage patients and nurse practitioners
  • Senior-level physicians or leaders prone to outbursts, yelling, profanity, name-calling and throwing things, creating an intimidating environment
  • Ineffective leadership skills at the highest levels (poor management skills)
  • Unclear vision and performance expectations
  • Low-trust issues; gossip is rampant
  • Power struggles

I’ve observed cultures first hand through my consulting and executive coaching. I’ve conducted 360 leader assessments, including verbal interviews with bosses, peers and direct reports of executives/physicians in healthcare organizations.

I’ve also conducted culture assessments and gained an in-depth look at the inner workings of how things get done behind the scenes.


Culture Assessment

Few organizations stop to assess their culture. The cost of ignoring a toxic culture is devastating in terms of turnover, morale and profitability. Patient care also suffers as a result.

Where do you begin to measure your organization’s culture?

Finding a valid and reliable assessment tool is the first step. I prefer an assessment tool called “LEA Culture Survey” from MRG. The result of the assessment is a report that paints a clear picture of “what it’s like to work here”. Leaders shape the culture. They determine what gets noticed, rewarded . . . and in many cases what gets ignored or even punished.

I facilitate the culture assessment process using the following 10 steps:

  1. Identify a sponsor and/or culture project team
  2. Identify critical leadership practices for achieving the mission
  3. Select the best culture assessment (online preferred)
  4. Communicate to all what’s coming and how they’ll be involved
  5. Administer online culture assessment
  6. Preview results with culture project team
  7. Plan roll-out of results to all; hold group feedback sessions
  8. Explain next steps and form action teams
  9. Close the gaps to reach top workplace benchmarks
  10. Re-survey in 12 – 18 months

Invest in your most valuable resource—your people. Rather than guess at what it’s like to work in your organization—measure it. Help shape the culture that helps you achieve your mission.


Kathy Cooperman is President and Founder of KC Leadership Consulting, LLC. She specializes in Leadership Development through executive coaching, consulting and facilitation. Her passion is helping organizations accelerate excellence in their leaders—engaging everyone to work together to achieve the business strategy while applying the core principals of Positive Psychology.


Successful Culture Assessment
Physician Recruiter Consulting with Physician Hiring Manager

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What to Know When Recruiting Residents – Medscape Takeaways


Life as a resident is challenging for many reasons. Long hours and low pay, it’s a balancing act of simultaneously being learners and medical care providers. If that wasn’t enough, they are also job-seekers. By the beginning of their second year (if not before) they will begin exploring and making decisions about where, when and how they will start practicing.

Recent surveys by Medscape hold important clues about how the competing priorities of time and money will factor into a physician’s career decisions. By better understanding the value they place on time and money, there is a better chance of presenting your practice opportunity with the right balance and fit and appealing to their needs.

Show Your Respect for Their Time

No one has figured out how to add hours to the day. And, the technology intended to make physicians more efficient has been proven to be a source of frustration for many. According to Medscape:

  • Achieving work/life balance, while dealing with the pressures and demands on their time, are the top two challenges they face in residency.
  • Eighty percent report that they don’t consistently have enough time for personal wellness and a satisfying social life.
  • Two-thirds believe that having a manageable work schedule and call hours would relieve stress.

That’s why it’s vital to demonstrate your respect for a physician’s time. Skillfully assess how well an opportunity might fit the interests of the resident and tailor the timing and content of your outreach to the greatest extent possible. The first touch during the recruitment process should be a highly relevant message that reaches them at their preferred time, using their preferred channel.

Once they show interest, don’t waste their time with a prolonged process; but don’t be pushy, either. It’s hard to strike that fine balance, but you can show them how important they are to you by following the three P’s in all communications. Be prompt, precise and personalized to their specific needs.

When phone and onsite interviews are scheduled, be sure everything is well-planned (and everyone is well-prepared) so there is no time lost due to confusion, duplication or unnecessary delays in delivering an offer.

Your candidate’s experience during the recruitment process, including their encounters with your practicing physicians and staff, will show them how well – or poorly – their time will be respected if they decide to join your organization.

Influence of Money on Physician Career Choices

Over half of the residents in Medscape’s survey expect to finish training with at least $200,000 in medical school debt. So, it is no surprise that 92 percent of residents said that potential earnings will influence their choice of specialty. But even with the pressure to pay off debt, “starting salary/compensation” ranks second, right after “work schedule/call hours,” in the list of key factors they will look for in their first job. Residents also see attributes such as “gaining clinical knowledge and experience,” “being very good at what I do” and “gratitude of patients” as the most rewarding aspects of their job, far ahead of “the potential for making good money.”

Every resident has different financial drivers and personal motivations that will influence their career decision. So, it is important to discover what those are and craft a win-win compensation package. Paying top dollar is not necessarily the answer. But being competitive is key. Just be sure you know exactly who, what or where your competition really is.

The important point is to set clear expectations about how a physician can maximize their compensation while living the life they hope for. A pathway out of educational debt or a low cost of living may be more highly valued than a top dollar salary in a high-pressure practice setting.

Explain how work RVUs, collections, quality bonuses, and other components work. Show them benchmarks and allow them to see how others like them have progressed. Provide the practice support that will free them to focus on productivity and increase their earning potential. Help them envision how well the incentives and benefits align with their needs and those of their spouse and family (if they have one).

Surveys can deliver helpful insights, but they need to be placed in the context of your situation. If you are looking for solutions to specific challenges, talk to a Jackson Physician Search recruitment expert today.

discussing physician benefits with a recruiter
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Focus On Culture To Build the Perfect Team


Are you having staffing issues and problems with turnover?  Does the cost of constantly recruiting physicians get brought up at every meeting?  If either of these situations sound familiar, your organization might have a culture problem. There is a growing amount of discussion regarding culture and fit, and how physicians today are placing more emphasis on finding a workplace that is aligned with their values.  The working professional’s website, LinkedIn, sponsored research into the role culture and fit play in workplace satisfaction and retention.

Do you know what is most important to your physician team?  If you are operating under dated assumptions, you would probably say it’s all about the money.  In today’s healthcare environment, physicians who are unhappy with their current situation have ample opportunities to move on and find a position with more control over their work/life balance and an environment that is consistent with their values. According to LinkedIn, 70% of professionals today would not work at a leading organization if it meant tolerating a bad workplace culture. If you think you can buy their happiness and loyalty, think again. An impressive 65% of survey respondents are willing to put up with lower pay if it means they can work in a better environment.

As you already know, physicians are suffering from burnout in record numbers. To stem the churn, administrators need to gain a better understanding of what type of culture exists currently, and what they envision for the future.  A good place to start is by reviewing a study conducted by Jackson Physician Search, The Engagement Gap. The results indicate a vast difference between what physicians believe about the workplace and what the executives believe. For example, less than 50% of physicians believe they are being treated fairly, while almost 70% of executives believe that their doctors are treated fairly.  In that same vein, only 48% of physicians feel they are always treated with respect, while 78% of executives feel that physicians are treated respectfully.  One area where doctors and administrators agree is that the majority of both groups admit that communication needs to be improved.

Once the culture and types of behaviors needed to support and foster a better work environment are understood, leadership must clearly communicate the message throughout the organization via words AND actions. None of this happens overnight in any workplace, but over time, tangible results are visible through improved performance, stronger physician engagement, and more successful recruitment and retention.

For more information about how Jackson Physician Search can help you find and retain qualified physicians and advanced practice professionals that fit within your culture and values, contact one of our experienced healthcare recruitment professionals today.


Create a Cultural Blueprint for Successful Physician Recruitment
Differentiators to Recruit Physicians

How to Create a Cultural Blueprint for Successful Physician Recruitment

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The Link Between Physician Burnout and Cultural Fit


Physicians today are suffering the effects of burnout at higher rates than ever before.  If someone were to make an assumption about what is causing physician dissatisfaction and burnout, compensation might be at the top of your list, but you would be incorrect. According to the Medscape National Physician Burnout & Depression Report 2018, compensation was fifth on the list of burnout contributors.  By taking a close look at the survey we see that many of the factors that are contributing to physician stress and burnout can be attributed to organizational culture. Physicians are saying the issues that are contributing to burnout include being bogged down with bureaucratic tasks, unmanageable work schedules, lack of respect and awareness from administrators, and issues with electronic health records.

Some of the contributors to burnout listed by survey respondents include bureaucratic tasks, lack of respect from the administration, lack of autonomy, feeling like a cog in the wheel, and emphasis on profits over patients, among others. An organizational culture that promotes engagement, respect, communication, fairness, etc. makes for a healthier environment for staff and administrators alike.

Is culture really that much of a factor? The answer is a resounding yes.  According to a research study conducted for LinkedIn, 70% of professionals in the United States indicated that they would not work at a leading organization if it meant having to deal with bad workplace culture.  Another 65% of respondents would accept lower compensation if they were working in a great environment.

As a physician, you have options in this evolving healthcare industry.  If you are unhappy in your current position or feel that you tolerate working in an environment that is not aligned with your values, you probably want to reassess your surroundings. Proactive healthcare organizations are working through the process of understanding their culture and finding employees who will fit.

There are some simple questions you can ask yourself to see if culture is contributing to feelings of burnout or dissatisfaction.

  • Do you feel there is a shared mission that is clearly defined and followed at every level of your organization?
  • Are behaviors and corporate decisions aligned with your own personal values?
  • Is communication transparent from top to bottom?
  • Does the organization value things like work/life balance and demonstrate a commitment to the well-being of the employees?

Answering those four simple questions, and you will notice that none involved compensation, should give you an idea of whether or not it is time to seek new opportunities.  If you have never had the opportunity to work in an environment that fosters a strong organizational culture, you don’t know how much of an impact it has on your personal fulfillment, job satisfaction, and passion for the practice of medicine.

To see for yourself how finding a cultural fit can help you take your career to the next level, speak with a Jackson Physician Search recruitment professional today. There are available opportunities locally and across the country, let us help you find your perfect fit.


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