< Physician Recruiting Archives - Jackson Physician Search

The Challenges of Urban Physician Recruitment

By

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.

How to Create a Cultural Blueprint for Successful Physician Recruitment

By

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.

[Recruitment Guide] How to Expertly Execute Physician Site Visits

By

 

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.

What to Know When Recruiting Residents – Medscape Takeaways

By

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.

Community Health Center Physician Recruitment Checklist

By

The growing demand for affordable primary care, especially among underserved patient populations, has fueled the need for innovative solutions to the most pressing health care issues. National Health Centers Week raises awareness about the mission and accomplishments of America’s health centers to reach beyond the walls of conventional medicine and provide quality health care in the context of the individual, family, and community.

But, the shortage of physicians and advanced practice providers is especially acute for community health centers. Practice leaders are looking for a special breed of clinician who are:

  • Great listeners, innovative thinkers, and team players.
  • Enthusiastic about caring for patients whose social, educational, family and community environment may adversely affect their health and well-being.

Get ready to recruit into this challenging setting by adopting a 30-point checklist which will strengthen your recruitment and retention efforts. It will enhance your chances of hiring and keeping providers who are a great fit and will embrace your practice opportunities in rural or urban communities.

These four sections highlight how to be a “recruitment ready” FQHC and are covered in more detail on the full checklist:

 

Lay a Strong Pre-Search Foundation

Clearly define and establish the groundwork for the position and be ready to make a strong offer to the ideal candidate. The Pre-search Checklist covers key aspects of planning that create an efficient and successful recruiting process. It covers the essentials such as where they will practice, consensus on what qualities and skills you require, how they will be paid, and how much is available for incentives and loan repayment assistance.

Prepare the Interview Team

The best game plan fails if even one team member fumbles in their interview team responsibilities. That’s why almost every point on the Interview Checklist starts with “who.” From identifying who will develop the itinerary to who will share the organization’s vision, you must customize each interview to reflect the needs and motivations of the candidate, while putting your best foot forward. Leave no aspect of the site visits to chance – because you only get one – to make a lasting impression on your candidate.

Plan for Post-interview Follow-up

Best practices dictate that you commit to a firm and timely schedule for delivering a verbal offer, followed by the contract. The parameters and process for making the hiring decision and extending the offer should be planned well in advance. Following the Post-interview Checklist will help you plan for and deliver a rapid response. The additional benefit? Demonstrating to the candidate that your organization is serious about hiring them.

Deliver on Promises During New Provider Launch

It’s proven that long-term retention starts during recruitment and extends through onboarding and beyond. Yet, the baton is frequently dropped between the recruitment and post-hire operational teams, leaving a newly recruited provider wondering if they made the right decision. With many candidates accepting the positions more than a year before they finish training, it’s critical to establish a roadmap for keeping the provider engaged from acceptance through onboarding. The New Provider Launch Checklist outlines key requirements for successfully ramping your physicians and advanced practitioners into practice and ensuring their families are welcomed in the community from day one.

 

Download the full 30-point “Ready to Recruit Checklist” for community health centers, and contact us for more help in making your community health center’s recruitment efforts successful.

Balancing Compensation and Culture for the Right Fit

By

Balancing Compensation and Culture for the Right Fit is a look into compensation trends, quality of practice, quality of life, practice location, and how they contribute to culture and fit.

Jackson Physician Search_Balancing Physician Compensation and Culture

 

Balancing Compensation and Culture for the Right Fit

Finding the Right Fit

  • Comp
  • Quality of Practice
  • Quality of Life
  • Location

MGMA Data – Most used benchmarks

Compensation: Total compensation as reported on the W2.

Work RVUs: Reflects the relative time and intensity associated with furnishing a Medicare PFS (Physician Fee Schedule) service

Compensation to Work RVU Ratio: Total compensation divided by the Work RVUs

  • This reflects only the sample of individuals that had both compensation and wRVUs submitted.
  • This is an important aspect of the Provider Compensation.
  • So many organizations pay based on productivity.
  • This measurement reflects what those providers are paid per wRVU

Key Trends in the 2018 MGMA Provider Compensation Data

Primary care physicians’ compensation rose by more than 10% over the past five years

Depending on medical specialty, the difference in physician compensation between the highest-paid state and the lowest-paid state range between $100,000 and nearly $270,000.

Over the past five years, overall nonphysician provider compensation has increased at a rate of 8%. Looking at the changes over the past 10 years, the rate has doubled to 17%.

Successfully Benchmarking Compensation

Filter the data to get the most relevant data to compare against. MGMA filters include:

  • Organization Ownership (Hospital vs Physician owned)
  • Demographic Classification (Metro vs Nonmetro)
  • Geographic Section (Eastern, Midwest, Southern, Western)
  • Number of FTE Physicians
  • Practice Type (single Specialty vs Multispecialty)
  • Years in specialty
  • ETC.

Ensure you are looking at the correct group of physicians

  • Academic vs Non-academic
  • Newly hired providers

 

Download the entire Balancing Compensation and Culture of the Right Fit presentation by clicking the button below.

Finders Keepers Physician Recruitment and Retention Practices That Work

By

We take a hard look at how technology, company culture, and team roles can influence physician recruitment and retention practices. We discuss how technology can help with recruitment, what physician turnover can do to your bottom line, when retention should be a priority, and much more. You’re invited to download the entire 49 slide presentation by clicking the download button. If you would like to discuss how we can help you with recruitment and retention, feel free to contact us.

Jackson-Physician-Search_Finders-Keepers-Recruitment-and-Retention-May-2018

Finders Keepers: Physician Recruitment and Retention Practices That Work

Learning Objectives

  1. Identify fit as the critical success factor for high-performance recruitment
  2. Describe systematic approach to onboarding that results in long-term retention
  3. Understand team roles and responsibilities to create a seamless continuum from recruitment through retention

Pieces in the Recruitment Puzzle

  • Place
  • Pay
  • Practice
  • Culture

Focus on Fit in Sourcing Process

Use Segmenting Technology >> Laser-Target Candidate Research >> Customize Outreach to Identify “Best Fit” Candidates

Beware… You Must Be Relevant

  • 16% of Physicians are contacted once per week
  • 39% have multiple contacts per week
  • 55% get weekly job opportunities
  • less than 10% of recruiter communications are relevant

Culture and Engagement

Who sells the vision?
Who shows the culture?

Physician Turnover: Early Years Are Most Critical

Annual physician turnover is at an all-time high: 6.8% average
Highest turnover rate by years of service is 12.4% at 2 to 3 years

Key Takeaways: Find and Keep Top Providers

Adopt modern recruiting technologies and techniques enhance targeting, and leverage social networking

Identify candidate with communities ties – or create them

Tailor recruitment champions and interview team to match candidates and their spouses

Establish onboarding best practices, including designated lead, full-year program with mentorship

Benchmark key performance indicators, set goal metrics and seek feedback for continuous improvement

 Critical Success Factors: Recruitment and Retention

Involve key players from the entire team

Personalize the process for your organization, the physician, and their family

Manage expectations: keep promises and deliver no surprises

Remember to survey and adjust the process for continuous improvement

Your current physicians are your greatest recruitment and retention resources

 

Click the button below to download the entire 49 slide Finders Keepers: Physician Recruitment and Retention Practices That Work presentation.

Bend Key Trends to Achieve Physician Recruitment Success

By

This presentation demonstrates how you can achieve physician recruitment success by leveraging 4 trends we have identified. We invite you to get in touch with our physician recruitment experts if you have any further questions.

How to Bend Key Trends for Physician Recruitment Success

Workforce Trends

The Physician Shortage ranks in the top three concerns for hospital CEOs

Each physician vacancy costs an average of $1 million in lost revenue per year

Compensation Trends

Family Medicine Comp is Up – Family medicine physicians saw a 12% rise in total compensation over the past five years

Benefits are Rising in Importance – Practices offered more benefits to attract and retain physicians

Compensation Isn’t Everything – Two elements have the strongest relationship to satisfaction: trust in the health system’s leadership and quality of communication

Digital Recruiting Trends

Reaching Passive Candidates are the largest and best source of candidates

Social and Digital Media – 87% of physicians ages 26-55 are using social media and 65% of physicians ages 56-75 are using social media

Be Efficient and Strategic – Accelerating your search by even 30 days can equate to tens of thousands in revenue/reduced vacancy costs

Cultural Fit

Culture and Engagement –

  • Tailor the interview team to the candidate
  • utilize your best facility and community advocates
  • ensure a consistent message
  • explore the candidate’s priorities

Organizational Alignment –

  • Examine the average age of your physicians to determine how much of your workforce is nearing retirement
  • review turnover
  • Align recruitment and retention to your organization’s broader priorities

Lower the Cost of Hire and Maximize Revenue

  • Reduce the interview-to-hire ration from 5:1 to 3:1 for a cost savings of $18,000
  • Improve acceptance rate from 70% to 90% for a cost savings of $24,000
  • Shorten vacancy time by 60 days for a revenue gain of $138,000

Key Takeaways

Strategically align your recruiting objective with community needs and realities of supply and demand in key specialties

Follow best practices that leverage social and digital media to efficiently network and attract top candidates

Communicate transparently, build trust and foster ties to the community based on the values, motivations and needs of the candidates and their families

Ensure the team is hitting key recruitment metrics to maximize return on investment

 

Click the button below to download the Bend Key Trends to Achieve Physician Recruitment Success presentation.

Successfully Recruit Physicians to Rural Communities

By

It’s challenging to successfully recruit physicians and even harder for rural communities. Let’s look at the current state of physician recruitment, address some of the challenges rural communities face, and dive into how you can improve your recruitment process.

Physician Shortage

The Association of American Medical Colleges states the projected physician shortfall by 2030 is between 40,800 and 104,900. One factor is, though the amount of medical school graduates increases every year, there still aren’t enough residency slots. But, the biggest contributing factor to the projected shortfall is physician retirement. The current shortage makes it hard to recruit physicians and it will only get more difficult as the shortfall increases.

Rural Access to Medical Care

According to the Health Resources and Services Administration and Rural Health Information Hub, access to medical care for rural communities is highly disproportionate. Approximately 20% of the population of the nation lives in rural areas but less than 8% of physicians practice in rural areas. That means rural communities have less access to basic medical care and specialist care. Additionally, the population of rural areas has a higher percentage of people aged 65 and older.

Recruiting Passive Candidates

76% of physician candidates are considered passive. That means they are interested in a new position but not proactively seeking one. Using digital recruiting tools, you can consistently and effectively reach these candidates. Social media is a great place to start. 31% of all physician use social media for professional networking and over 70% of all U.S. physicians are on Doximity, a physician only social network. Leveraging email is also crucial. 95% of all physicians prefer to receive info about job opportunities via email.

Culture and Physician Engagement

Treat an interview as a window to your organization’s culture. Personalize and strategize for every interview. To successfully make a connection you’ll need to tailor the interview team to each candidate. Explore their priorities and motivations to affirm that your community and culture matches well with their values. See how each candidate reacts to your organization’s vision and make certain they see the impact it has on the community. Get the candidate’s spouse and family involved. Show off the best aspects of your facility and enlist your community advocates to impress them.

Improving Your Physician Recruitment Process

The best way to improve your process is to define benchmarks for each step of the process and work to improve them all. We use benchmarks for placements, time-to-fill, interviews-to-hire, acceptance rate, recruitment spend-per-hire, and retention to evaluate ourselves. By better understanding the steps in the recruitment process we become more efficient. Maximizing efficiency allows us to pay extra attention to quality and ensure that we place the right candidates in the right positions.

 

For additional resources on how to recruit physicians to rural communities, check out our thought leadership page. You can also use the form below to contact our physician recruitment experts.

Selling Your In-Person Healthcare Organization Brand

By

In our continuing series on Healthcare Organization Brand Management, it is time to turn our attention to the importance of having your brand on display during face-to-face interactions with potential physician hires, suppliers, corporate partners, and most importantly the patients receiving care. As discussed in our previous post, your online presence has to support your brand in every aspect.  At the same time, in-person interactions are just as, if not more important than what someone experiences when visiting a website or social media page. Context is diluted or lost online that is present in a conversation. Let’s explore ways that healthcare organizations can ensure that their brand is being supported in personal interactions.

Sell Your Organization Brand from the Inside Out.

The brand that your healthcare organization is building is not just an executive wing program based on feedback from a hired marketing firm.  If your branding is truthful and reflective of organizational goals and values, then it must be embodied by every employee from staff working the information desk, to the medical professionals, all the way up to the C-suite.  Your branding message should be clear, concise, and understood by everyone.

How to Make Your Organization Brand Known.

If the expectation is that your brand is on display within every face-to-face interaction between employees and those they are engaging, there should be a clear understanding for everyone on what the brand is and what the brand looks like.  Most organizations who have undertaken efforts to develop a brand or re-brand, utilize brand ambassadors. Think Disney! Since 1965, Disney Resorts have used brand ambassadors to act as real-life examples of what Disney is all about.

Your organization already has staff that embodies the qualities, skills, and values of your brand and they can be the catalyst for cultivating that brand attitude from the bottom up.

Interviewing for Brand, Culture, and Fit.

Competition for healthcare professionals, especially physicians, is fierce.  Hospitals and healthcare organizations understand the costs of making the wrong hire and are re-doubling their efforts to find physicians who fit the culture and values they are building around. The surest way to hire individuals who will thrive in your culture and naturally embody your brand is to have your best brand ambassadors involved in the hiring process.  You may have someone on your interview team with skills and knowledge that are critical to the organization but may not exemplify your brand outwardly. This person, while valuable to the organization, is not the best person to be involved in attracting the perfect physician to hire.  Instead, make sure your brand is highly visible in those that are “selling” your organization to highly sought-after job candidates.

The time, effort, and energy that has been invested in understanding, developing, and promoting your organizational brand has to be a consideration in any situation or interaction between an employee and someone who is not an employee. Whether it is a nurse collecting medical history, a physician explaining a medical condition to their patient, or recruiting staff working a table at the local job fair, your brand is always on display. When you have hired the right people and shared your branding vision, organizational culture and values come across naturally and serve as an attractive selling point to potential job candidates, patients, and others.

Contact us for further information about solving all your physician recruitment needs.