A Texas-sized Opportunity

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Sometimes, a career move leaves you wondering if it was the right move after all. This was the case with Dr. J., a Board-certified OBGYN who left his native Texas for an opportunity at a Women’s Hospital in the state of Ohio.  While his wife and kids stayed behind in Lubbock, waiting for their house to sell, Dr. J. quickly ingratiated himself into his new community, even becoming involved with a local church.

Dr. J. was in a good position at the hospital and knew he had an opportunity to be successful there, but the longer his house was on the market back in Texas, the more he missed his family, his parents, and their extended family. It was around this time that Dan Rixon, a recruitment Specialist with Jackson Physician Search, posted an OBGYN opportunity for a client in the panhandle of Texas.  Because of its more rural location, the CEO was looking for someone familiar with the panhandle lifestyle who could lead their expanding OBGYN Department.  Dr. J. saw the job on an online job board and immediately reached out to Dan to casually learn more about the opening.  He explained his situation but told Dan that he wasn’t quite ready to express any formal interest.

Over the next three months, Dan spoke with Dr. J. about once a month to monitor the progress of the home sale back in Lubbock.  Finally, on an evening in June, Dr. J. and Dan had a long conversation about his situation. The length of time it was taking for his house to sell made him revaluate whether or not he wanted to stay in Ohio. They spoke about Dr. J.’s “true” career plans and also what it would mean to be closer to family. Ultimately, Dr. J. decided that he wanted to speak with the CEO and see if the opportunity in Texas was a good fit.

Once they spoke, Dr. J. sensed an immediate connection with the CEO and agreed to a site visit.  Prior to the visit, the CEO’s wife reached out to Dr. J.’s wife to get her involved in the process. This made Dr. J.’s wife feel very comfortable, and they made plans for her and the kids throughout the upcoming site visit.  During the four-day visit, Dr. J. and his family were overwhelmed by how everything seemed to click. They attended the local high school football pep rally, met many of the other physicians at a dinner in the CEO’s home, and other staff members and several local dignitaries at a well-attended barbecue picnic.  And, to cap off the incredible karma that was being generated, Dr. J. found out that he and the CEO had ties to the same college, Abilene Christian University.

Within ten days, Dr. J. was presented with a contract to be the Director of the OBGYN Department.  He felt a great sense of relief because he knew that this opportunity was going to be perfect for him.  From the connection he felt with everyone he met to how well he and his family were treated and made to feel special during the site visit, Dr. J. is thankful to be back in Texas and closer to his roots.

Whether you are actively or just casually considering a change in your physician career, contact a recruitment professional at Jackson Physician Search today.

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Jackson Physician Search’s Angela Henry Earns Fellow of American College of Healthcare Executives (FACHE) Credential

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Jackson Physician Search’s Angela Henry Earns Fellow of American College of Healthcare Executives (FACHE) Credential

Vice President of Firm’s Physician Leader Search Team Receives Prestigious Designation and Board Certification in Healthcare Management

ATLANTA (Sept. 13, 2019) –  Jackson Physician Search, a progressive leader in the permanent recruitment of physicians and advanced practice providers to hospitals and other healthcare providers, today announced that Angela Henry, the firm’s vice president of physician leadership search, has become a Fellow of the American College of Healthcare Executives (FACHE), signifying board certification in healthcare management.

Henry, who joined the firm in July, heads Jackson Physician Search’s recruitment services for healthcare organizations looking to fill physician leadership positions.

“Earning the status of Fellow from the nation’s leading professional society for healthcare leaders is one of the many ways Angela has demonstrated her personal and professional dedication to keeping pace with the ever-changing healthcare field, while helping organizations offer the best care for patients and their communities,” said Tony Stajduhar, president, Jackson Physician Search. “Her background, training and commitment make her uniquely qualified to lead our efforts for the nuanced recruiting required when placing physician leaders that are the best cultural and professional fit for a given client.”

By achieving FACHE status, Henry, who holds an MBA from the University of Georgia, joins a prestigious group that represents just 19 percent of FACHE’s 48,000 active members. To obtain FACHE status, candidates must fulfill multiple requirements, including passing a comprehensive examination; meeting academic and experiential criteria; earning continuing education credits; and demonstrating professional and community involvement. Fellows also commit to ongoing professional development and undergo recertification every three years.

“Working toward FACHE status has provided me the opportunity to train and network so I can best serve my clients, execute a successful physician search, and recognize innovations and technologies that help with this in today’s dynamic healthcare environment—all of which reflect the mission and values of Jackson Physician Search,” added Henry. “FACHE certification also brings new thinking and understanding into what keeps clients awake at night, the key requirements for effectively serving patient communities, and hiring of the most effective physician leaders—all in an increasingly competitive environment that includes the rise of mergers and acquisitions among healthcare organizations.”

Henry will lead a Physician Leadership Search team of expert consultants dedicated to regional searches, enabling physicians and clients to always communicate with experienced healthcare recruiters. To efficiently fill physician leadership positions, Jackson Physician Search also works with an established, ongoing roster of candidates, as opposed to waiting to present a full slate. The company is committed to full transparency, communication and reporting for healthcare clients throughout the entire recruiting process.

Jackson Physician Search

Jackson Physician Search is an established industry leader in physician recruitment and pioneered the recruitment methodologies standard in the industry today. The firm specializes in the permanent recruitment of physicians and advanced practice providers for hospitals, health systems, academic medical centers and medical groups across the United States. Headquartered in Alpharetta, Ga., the company is recognized for its track record of results built on client trust and transparency of processes and fees. Jackson Physician Search is part of the Jackson Healthcare® family of companies. For more information, visit www.jacksonphysiciansearch.com.

What To Consider When Choosing a Practice Setting

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When you were first dreaming about becoming a doctor, there is a good chance that most of the dream was just about helping and healing people without much thought to where it would occur.  Now that your dream has become a reality, you are probably amazed at how many options you have regarding a practice setting.  You have worked extremely hard to get where you are, so it is important to choose a practice setting that fits your personality and gives you the best opportunity to live out your dream.  Let’s look at several the things you should consider when choosing a practice setting.

Market Demographics

Many physicians who grew up in a small town or a rural community want to practice medicine in a rural setting.  Others who grew up in the city may just want to spend more time enjoying nature in wide-open spaces.  While there may not be a large variety of practice settings to choose from, many doctors favor the pace and lifestyle benefits that a rural community can provide.

Physicians who choose to practice in urban or more metropolitan areas will have many more practice options to choose from. In larger metro areas, doctors will experience more growth opportunities, higher patient volumes, and also have more access to support than those in rural communities.

Employment Model

Most recently, the trend for physicians is to leave their self-employed practice setting for a hospital or large system setting.  While some physicians are considering a return to private practice, the overall demand for practicing physicians is driving up the number of opportunities available in hospital settings and large private practice partnerships.

Many physicians prefer working in a hospital setting as a way to ensure a stable income with greater opportunities to earn bonuses and negotiate more favorable work hours. In a partnership setting, physicians are bridging the gap between being self-employed and the stability of a hospital setting. As a partner or at a minimum on a partnership track, physicians have a greater say in how the practice operates, fostering patient relationships, and contributing to the workplace culture.

Type of Organization

Much of your decision on the type of practice setting you want to work will be based on whether or not you want to work in a large or small setting. Obviously, if you want to be self-employed, you will be working in a smaller practice environment. If you choose to work in a large health system environment, you will have the luxury of having a stable flow of patients as well as access to a plethora of referring physicians.

If you are a specialist, you may want to practice in a single-specialty group that is independent or affiliated with a larger health system.  Others choose to practice in a larger group that has multiple specialties included within the organization.  This allows patients to have easier access to different specialists when necessary.

Working in a clinic setting may be the perfect choice for doctors who want to work in rural or underserved communities. Clinics typically offer a stable schedule with regular hours and even weekends off!  A downfall to working in a clinic environment is usually lower compensation and a lack of growth potential.

No one needs to tell you that a career as a physician is both rewarding and difficult.  The hard part of the equation is the main reason why it is so important for you to choose the right practice setting so you can achieve everything you dreamed of before becoming a doctor.  Finding a setting that affords you the opportunity to succeed and in an environment that fits your personal culture and values will lead to a long and personally healthy career.

Is it time for you to explore other opportunities and take your career to the next level?  Working with a Jackson Physician Search recruitment professional can be the jump start you need.  Contact our team of dedicated, industry experts today!

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The Shrinking Gap between Academic and Community-Based Physician Leader Recruitment

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By Angela Henry, FACHE, Vice President, Physician Leadership – Jackson Physician Search

Just a decade ago, physicians made a choice early in their career to be a teacher or a clinician and there was very little cross-over. Those that chose the academic medical path became physician leaders or clinical faculty who spent much, if not all, of their time teaching medical students, conducting medical research, and commandeering schedules, budgets, and strategic plans. Their clinician counterparts, however, were inspired to care for patients in medical clinics, acute care centers, or hospitals—possibly becoming physician leaders later in their career.

Academic versus private-sector physician leader used to translate to large title versus large pay—but no more.

It used to be that physicians who chose an academic career path could expect a large title and reasonable hours, but lower compensation. It was a tradeoff that physician leaders were willing to accept as there was an equilibrium of supply and demand. Academic Medical Deans and Chairs recruited with this knowledge, setting up large search committees, reviewing long slates of physician leader candidates, and conducting multiple interviews. The recruitment process often stretched well past the one-year mark, making it a painfully slow, inefficient, and expensive process. Worse, there was nothing candidates could do about it.

But the gap between what academic and community-based physician leaders demand in a new role is fiercely closing with power transitioning from the traditional institution to the candidate in high demand. With the worsening physician shortage—between 42,600 and 121,300 by 2032 according the Association of American Medical Colleges (AAMC)—both academic and community-based healthcare organizations are recruiting from the same pool. Academia will need to adjust their recruitment strategy to win physician leaders—offering higher pay, more traditional sign-on incentives, and a faster, more candidate-friendly recruitment process.

What are the three reasons driving the shift that’s creating a new generation of physician leaders?

  1. Mergers, acquisitions, and collaborations. A decade ago, few would have predicted Duke University Health System and LifePoint Health would collaborate and form a joint LLC. Today, we’re seeing this more often as financially strong and centralized healthcare organizations are partnering with academic facilities to attract talent, retain residents, and keep patients from leaving the system.

As the proverbial lines blur between these organizations due to mergers, acquisitions, and collaborations, physician leader employment agreements are more centralized than ever before, leading physicians to view new job opportunities on either side of the table equally.

  1. Massive physician deficit. In addition to the total physician shortage, the AAMC is estimating a deficit of 55,000 primary care doctors and 66,000 specialists. Baby boomers (76.4 million people in the U.S. and our largest workforce) have a long life expectancy, and they’re starting to retire from medicine, only coupling the problem. The shortage doesn’t discriminate between practicing clinicians and physician leaders either, leading to an unforgiving supply and demand situation.

According to the American Association of Physician Leadership (AAPL), dual degree programs such as MD/MBA or MD/MHA have increased from six to more than 65 throughout the last decade—physicians are pursuing leadership training and they expect to be compensated for their efforts. In fact, dual-degreed physicians and physician leaders earn 13% more whether they choose the academic or traditional career path.

  1. Recruitment and retention of physician leaders. Traditionally, academic physician leaders rarely left their posts prior to retirement, allowing academia the luxury of long lead times on succession planning. It was not unusual—and it’s still the case—that a recruitment process could extend well beyond a year. With everyone competing for the same candidates now, those days are gone and both academia and physician leader recruitment firms need to modernize their recruitment strategy if they want to hire to clinically sound, resilient physician leaders who fit within the culture and desire to stay long term. Academia will need to increase their compensation packages and streamline their recruitment processes to attract talent, as well as provide physician leaders with new opportunities to lead and grow within the organization to retain them.

Today’s physicians and physician leaders are now in the recruitment driver seat. They want more control over new opportunities, and they won’t tolerate a cumbersome recruitment process. At Jackson Physician Search, we’ve found success in rolling well-qualified and interested candidates as they become available versus waiting for a full slate, reducing the number of interviews with cutting edge technology, and providing transparent and frequent communication to search committees. This strategy reduces candidate attrition and time-to-fill, while increasing recruitment return on investment. Need help recruiting a physician leader? Please contact our physician leadership experts at Jackson Physician Search today.

About Angela Henry, FACHE, Vice President, Physician Leadership

Angela Henry leads the physician leadership division for Jackson Physician Search. She advises healthcare organizations and medical schools on strategic workforce solutions to secure the right physician leaders using a transparent recruitment strategy.

Prior to joining Jackson Physician Search, Angela worked for other search firms that provided staffing solutions for acute care, outpatient, ambulatory, and academic organizations.  She brought cost savings to her clients by utilizing contingent labor and increasing retention of permanent clinical leaders.

Angela’s passion for healthcare began at a very young age after participating in medical mission trips to Mexico and Ukraine. She entered nursing school and owned and managed Green Country Surgical Arts, a cosmetic and general surgery clinic in Oklahoma.

Angela earned her Master of Business Administration from the University of Georgia, a bachelor’s degree in Mathematics and Business from the University of Arkansas at Monticello, and a Green Belt in Lean Six Sigma. She is the Co-Chair for the Program’s Committee at the Georgia Association of Healthcare Executives and, in 2019, earned her Fellowship in the American College of Healthcare Executives.

Act Fast to Get the Most Out of Your Recruitment Partner

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While most health care systems have in-house recruitment departments, the shortage of available physicians and the difficulty in reaching passive candidates have administrators bolstering their recruitment efforts with the services of an outside recruitment partner.  Once a relationship is established with a trusted physician search firm, there are several things that can be done to support your in-house recruiting team while getting the most out of your recruitment partner.

Foster an environment of trust.  If you speak with the front-line recruiters from outside physician search firms, one of the first challenges they tend to mention is that the in-house recruitment team sometimes view them as a threat to their job. While this is as much human nature as anything, nothing could be farther from the truth. Administrators can ease any initial concerns by discussing the reasons why the search partner has been contracted. The external team is not there because someone wasn’t performing, but more as a response to the competitiveness of the hiring environment.  Portraying the search partner as an extension of the team, with the same goal of finding the best candidates for the organization, goes a long way to set the foundation for a successful relationship.

Clearly define roles to create success.  When you are contracting with a search partner, you can utilize their expertise at finding the right candidates while your in-house team focuses on other important components of a successful search. In most cases, the in-house recruitment team is already stretched pretty thin, and in addition to finding candidates, they are probably involved in many other aspects of the process.  Using a search partner can be the ideal way to ensure that your in-house team is “nailing” all of the aspects of a physician hire, including managing the interview process, planning and attending the site visit meetings, assisting with contract negotiations, reference checks, credentialing, and onboarding.

“My most successful client relationships are ones where the organization truly sees me as an extension of the team. It works well when they allow me to do the ‘heavy lifting’ on the back end or behind the scenes while the in-house staff focuses on the important front-end candidate management activities.” ~T. O., Director of Recruiting

Success comes with a sense of urgency.  One of the most important aspects of a successful physician search is having a process that is conducive to moving quickly.  It is extremely important to understand that most candidates are going to be choosing from multiple offers.  This is another area where your external partner can help you keep things moving.  The key is to ensure that before any search, all of the individuals who have a say in the hiring process are already on-board and recognize the urgency of the situation.  Things to include are ensuring that presented candidates are acted upon quickly, in most cases, the first contact should be within 24 to 48 hours.  Build momentum by quickly setting up interviews and prepare a winning site visit.  Another way to feed that momentum is by having the basics of a contract already laid out and approved by key decision-makers.  The most disappointing aspect of any physician search is missing out on the perfect candidate because of an avoidable bottleneck.

“I’ve had situations where there has been a 3-week gap in between contact and scheduling an interview. Needless to say, most of those candidates chose other opportunities.” ~H.F., Recruiter

Lean on your search partner’s expertise.  When you have established a great relationship with your search partner, it is important to know that they can be relied upon in a variety of ways. The successful relationship has abundant two-way communication and allows you to lean on the external recruiters to help you close the deal with your desired candidate. You can always rely on your recruitment partner to confirm availability for interviews, insights into planning the perfect site visit, and even act as a liaison through the negotiation process when appropriate.

“When we are engaged as an extension of the team and there is open communication and transparency, the relationship is seamless.  We can customize our own process to meet the needs of the client, making it a true collaboration where we all have the same goals.” ~C.C., Senior Director of Recruiting

If your organization is looking for an experienced, trusted partner to help your recruitment operations, contact the professionals at Jackson Physician Search today.

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How to Best Support Your In-house Recruitment Team

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Healthcare organization administrators are all too familiar with the challenges associated with filling a physician vacancy in today’s ultra-competitive hiring environment.  Each month a physician position remains vacant, a hospital can lose as much as $150,000 in revenue.  These staggering costs drive home the importance of having an organizational recruitment plan that is both efficient and effective.  Here are several ways administrators can ensure they are getting the most out of their in-house recruitment teams.

  1. Have A Medical Staff Development Plan – Treating each physician vacancy as a one-off occurrence is the surest path to ineffective recruitment. Instead, create a strategic recruitment plan that incorporates best practices, is aligned with your organization’s vision and values and facilitates finding doctors who will fit, succeed, and stay. Effective recruiting is as much about retention as it is filling vacancies.
  2. Track and Monitor Your Recruitment Process Data – One of the biggest mistakes a healthcare organization can make regarding their recruitment process is not measuring or worse, not acting on their recruitment metrics. Data is your friend, and when you benchmark your recruitment processes, you can create incremental improvement and remove inefficiencies that drive up costs and increase time to fill rates.
  3. Invest In Your Recruiters – Only 11% of physicians are actively looking for a new job, while 76% are casually interested in hearing about potential opportunities. Giving your recruiters the tools and training they need to connect with these passive candidates is the foundation of a successful recruitment strategy.  Encourage your recruiters to join the The Association for Advancing Physician and Provider Recruitment (AAPPR) by offering to pay their membership dues and annual education conference registration fees. Since digital recruiting has become the “go-to” method for connecting with physicians, the recruitment team needs to develop the skills and proficiency to effectively reach potential candidates.
  4. Engage an Industry Expert – If your recruitment process is not improving or your organization is struggling to find/hire quality candidates, it is time to bring in a fresh set of eyes. A trusted consultant who objectively assesses your recruitment practices and recommends areas of improvement can be the jump start your team needs to get back on track.  Working with a recruitment firm that employees former in-house recruiters means they already are familiar with the process and know about common pitfalls. Whether using the industry expert to simply identify gaps or to completely overhaul your recruitment process, having an outsider’s perspective is a valuable tool that should not be overlooked.
  5. Utilize a Recruitment Partner – During times of high volume recruitment or as part of an overall strategic recruitment plan, establishing a partnership with a successful physician recruitment firm can help you access a broader candidate pool. A reputable physician search firm also provides you with access to information, technology, and systems that you may not otherwise be able to access.  Another overlooked aspect of using a search partner is that they can free up your recruitment team to focus more on other important duties like onboarding, preparing site visits, and more.

Keys to a Successful Relationship With a Search Partner

Once the decision is reached to establish a relationship with an external physician search firm to help shore up your recruitment needs, there are a few keys to making it as successful as possible.

  • Engage your recruitment team. It is important to ensure that your in-house recruitment team knows that the external search partner is just that, a partner.  It is human nature for individuals to feel threatened if an outside entity is brought in as a resource. Clear and open communication will go a long way toward easing any initial challenges and creating essential buy-in from your in-house team.
  • Establish clearly defined roles and timelines. Your search partner is an extension of your recruitment team and will bring with them a wealth of industry knowledge and expertise. To capitalize on that, it is important for administrators to establish standards for when candidates are presented for a vacancy. Things like fast turnarounds on establishing contact and setting up interviews, to timely offers will ensure that the candidates that are presented are not lost to competing opportunities.
  • Maintain communication with your search partner. As important as it is to clearly communicate with your team about this new relationship, keeping the lines of communication open with your search partner is equally important. Establishing trust through open and honest dialog about things that are working or things that can be improved is key to any successful partnership.

If your organization is looking for an experienced partner to perform an objective assessment of your recruitment operations or you want to tap into a resource with decades of successful industry experience, visit our clinical recruitment assessment page.

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Why an Experienced Recruiter is Invaluable

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A 15-bed, critical access hospital, in remote, rural Colorado contracted Jackson Physician Search to recruit a Family Practitioner who has additional training in Obstetrics (FPOB).  The story behind this search illustrates the advantages of partnering with seasoned physician recruiters like Brian Goldman.  The combination of Brian’s years of experience, a good relationship with the hospital, and above all else, the generous hospitality of the community were all factors in successfully finding a physician that is a great fit.

The first challenge of any primary care recruitment undertaking is the limited supply.  Add to this hurdle the very rural and remote nature of this town, coupled with having no local hotel to even accommodate candidates during an onsite interview, and the implications of this challenge were compounded.

Following a search kick-off phone call Brian was quickly able to find and contact an FPOB candidate, Dr. M.  One of the keys to a successful placement is to keep the recruitment process moving as quickly as possible. With the demand for physicians so high, physicians, whether actively seeking a new position or not, regularly receive job solicitations.

The next challenge occurred right after the introductory phone call between Dr. M and the hospital’s CEO.  The CEO resigned leaving the process at a standstill.  With his contact at the hospital no longer available, Brian did some investigating and reached out to the Hospital’s Board President to carry on the recruitment process with Dr. M.

Next steps included an onsite interview.  Dr. M has a family with three young children and had no one with whom she could leave her children to allow her and her husband to make the trip to Colorado alone.  With the closest hotel to the facility 40 minutes away, the Board President graciously offered to have Dr. M, her husband, and their three children stay with him and his wife. Their home was well equipped for littles having grandchildren of their own, and they even prepared home-cooked meals for the weekend.  As if playing host was not enough, they also watched the children throughout the weekend while Dr. and Mr. M explored the community.

As luck would have it, Dr. M’s interview was to take place on the same day the interim-CEO candidate was visiting the hospital. Even the greatest amount of strategery and best laid out plans are sometimes spoiled. Dr. M interviewed under the impression she would be joining a staff that included two other FPOBs; however, one of the FPOBs called out “sick” that day and ended up resigning shortly after Dr. M’s interview.

After the onsite interview, Brian spent a great deal of time working with the Board Chair, the interim CEO, Dr. M, and both party’s legal representation to keep the recruitment process moving forward. Given the position went from joining two to only one other provider, Dr. M was very concerned about the workload, call requirements and other issues created by being short-staffed. Miraculously, through trust, open communication, and professionalism by all parties, mutual interest continued.  Before making an official offer to Dr. M, the hospital needed to first onboard the interim CEO.

Working together as a team, the greatest contributing factor to this search’s success, Brian, the Board Chair, and interim CEO were able to alleviate Dr. M’s concerns.  4 months after the interview date Dr. M signed her employment agreement!

This successful placement story is a strong reminder of how an experienced recruiter can be such a valuable resource throughout the recruitment process. One of the difference makers in this scenario was Brian’s wherewithal to seek out and involve the Board Chair after the CEO’s resignation.  It was then the generosity and hospitality of the Board Chair, his wife, and the community that sealed the deal. Dr. M even commented afterwards that she had interviewed with large systems in the past, and to experience the level of community involvement in helping facilitate the site visit, was a breath of fresh air.

It is the genuine partnership between Jackson Physician Search and this hospital, each playing their respective yet collaborative roles, a small community in Colorado got new access to quality healthcare close to home.  If your physician recruitment process could utilize the experienced partnership of recruitment professionals, like Brian, contact Jackson Physician Search today, and learn more about what our national team of consultants can do for you.

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Five Steps to Becoming a Physician Leader

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The amount of education and training that was required to become a physician has put you in a natural position of leadership. From your patients, nurses, and other supporting team members, everyone looks to you for answers and direction.  In recent surveys, physicians have identified more autonomy and participatory decision making as top attributes of a positive organizational culture.  The survey responses are a good indicator that many of today’s practicing physicians are craving the opportunity to take on more leadership roles within their organizations. Let’s look at five steps physicians can take to become a leader. Hospitals with physician leadership have higher quality scores than non-physician-led hospitals.

Know the Characteristics of a Good Physician Leader

One of the most important traits of a good physician leader is self-awareness. It is critical to understand how you are perceived by your team and how your actions impact those around you. Being a leader requires a sense of humility and a desire to create an aura of approachability to ensure others feel comfortable engaging in conversation or discussion with you.  In years past, our parents used to tell us to do something because they said so, today, leaders have to be able to communicate why something needs to be done and how it impacts the desired outcomes. Communication skills are key, along with creating an environment of transparency that welcomes the input of others who want to share their perspective.

Be Open to Process Improvements and Change

A physician leader can take a step back and understand the big picture.  As a leader, you must begin to envision how your team fits within the framework of the organization and how you collectively support the corporate goals, values, and vision.  A physician leader will be able to consider opposing viewpoints, find weak spots and inefficiencies in the process, and be bold enough to take action to improve the situation. Often times, those you are leading are contributing to an inefficient process or quality concern, your leadership means you need to understand the strengths and weaknesses of your staff and be willing to coach and mentor them as needed.

Get More Involved

On your path to a leadership role, you shouldn’t expect that one day you will get a tap on the shoulder and be told that you are now a leader. Along the way, put yourself out there by getting involved in organizational activities, process improvement task forces, and other areas where you can not only gain different experiences but are meeting and interacting with others in the organization.

Understand the Industry Outside of Your Specialty or Practice

To effectively take on the role of a physician leader, taking the time to explore, study, and understand all aspects of our rapidly changing healthcare industry is a necessity. Whether through industry journals, online or in-person webinars or training, the healthcare industry is getting more complex by the day and you should maintain a solid understanding of how it is evolving and impacting the organization as a whole. Healthcare needs physician leaders that understand the big picture and can innovate to shape the future of the industry.

Sharpen Your Saw

Being a physician leader is more than a title that says you are in charge.  Leadership requires an understanding of many things that were not necessarily part of your medical education and training.  Many physicians who are pursuing their medical degree today are also pursuing an M.B.A. in Healthcare Administration. If your educational track didn’t include that focus, prepare yourself through continuing education courses that are geared toward developing a deeper understanding of management, organizational strategies, and finance.  Also, if recognizing subordinates for their achievements or using positive coaching techniques isn’t a natural activity for you in the workplace, it is an important trait to develop as you move forward in your leadership career.  Being a physician leader is as much about personal improvement as it is the development of those around you.

Jackson Physician Search has a team of industry professionals who can help you discover your perfect leadership opportunity.  Whether you are interested in finding out what is available for someone with your experience or you are ready to take the next step in your career, our experienced recruitment professionals are available to be your career partner. Contact us today to learn more about how we can help you thrive.

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Top Ten Components of Successful Physician Recruitment

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Today’s physician recruitment environment is incredibly competitive.  This is caused by many factors including increased demand due to an aging population and the pending retirement of up to 30% of our active doctors.

It is important for healthcare administrators to develop and maintain a successful physician recruitment plan.  Make sure you are familiar with the top ten components that every successful physician recruitment plan should contain.

Develop and Promote Your Brand

How your organization is perceived by those on the outside is what constitutes your brand.  It starts with a clear, concise organizational vision and the values that drive the decisions that are made. An important factor in recruiting physicians to your organization is how much they relate to your values and workplace culture. Your brand messaging is their first exposure to that culture.

Don’t Neglect Your Corporate Website

Once you understand the importance of brand management, ensuring that your website supports that brand is a logical next step. Having a website that looks professional, is easy to use, and allows candidates to navigate your open positions and even apply online is critical. Also, either through internal IT sources or a corporate partner, being able to understand web traffic data and analytics allows you to determine the effectiveness of your web presence and ways to improve it.

Cultivate Your Best Recruitment Team

We’ve already addressed how important your brand is to physician candidates, it is equally important to ensure that the individuals who are part of the recruitment process embody the values and cultures of your entire organization. Never underestimate the value of brand ambassadors and the connection they can make with a candidate.

Recruit Passive Candidates

If you limit your candidate pool to just candidates who are actively looking for a position, you are missing out on a much larger group of potential physician hires.  Passive candidates are described as currently working, but are casually keeping their eyes open for new or better opportunities. These candidates can be reached by utilizing digital recruitment strategies found here.

Utilize the Power of Social Media

In today’s connected world, one of your best recruitment tools is an effective social media strategy.  Effective utilization of social media is an extension of your brand strategy. Specific social media platforms, like Doximity and LinkedIn, can be leveraged to reach both active and passive candidates.

Maximize Email Marketing

One of the most efficient components of your recruitment plan is your email marketing strategy.  In addition to a professional appearance and quality content, you want the information presented to be of interest to your audience. Additionally, utilizing a Customer Relationship Management (CRM) platform gives you access to improved data and tracking resources that can be utilized to improve results.

Hire for Fit

Physician burnout is occurring at higher rates than ever before and is a contributor to increased turnover rates and the overall physician shortage. In a LinkedIn survey, 70% of respondents said they wouldn’t work at an organization with bad workplace culture.  Physicians want to work in an environment that embodies and is aligned with their values. Understanding the type of physician that can be successful within your organizational culture allows you to recruit and ultimately hire physicians who fit.

Create Memorable Site Visits

Successful recruitment means setting yourself apart from the other organizations that are in the process of recruiting your candidate. Even large healthcare systems make the mistake of relying on reputation and not putting forth the effort to create a memorable site visit.  The site visit is your opportunity to convince the candidate that your organization is the best fit. Tailoring site visit activities to the physician AND their family, by highlighting what they are interested in, will help seal the deal.  Generic meet and greets will never compete with planned outings that demonstrate that you have done your homework.

Recruit Continuously

Another mistake healthcare organizations make is treating a physician vacancy as a one-off occurrence.  Instead, subscribing to a continuous recruitment philosophy allows you to keep your potential candidate pipeline full at all times.  Maintaining relationships with physician candidates means that when you have a vacancy that interests them, you are not forced to start from scratch.  Continuously recruiting candidates also keeps you in position to quickly adjust to unforeseen issues during the hiring process.

Understand the Value of Retention 

Much of what has been outlined above is directly related to improving retention as much as it has been about recruitment. When you recruit and hire for fit, you are also fostering an environment that breeds retention.  When your physicians are aligned with the culture and values of an organization, they are less inclined to suffer from burnout and are significantly more engaged.  According to Gallup, physicians who are more engaged in their work environment generate more inpatient and outpatient referrals than those who are not engaged.

There are no magic steps to immediately improve your physician recruitment results. What your organization can do right now is benchmark your recruitment process to ensure that you fully understand what is and what isn’t working.  Taking the time to understand the key metrics like time-to-fill, acceptance rates, retention rates, and more will give you the insight to make the necessary changes and improve your process.

If you need a trusted partner to help your organization recruit and retain physicians, contact Jackson Physician Search and tap into our team of industry experts.

 

The True Cost of Physician Vacancies

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According to a 2018 Association of Physician Recruiters’ (ASPR) survey, 40% of physician vacancies in 2017 went unfilled.

Create a Cultural Blueprint for Successful Physician Recruitment

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5 Things to Consider When Planning Your Career as a Physician

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No matter what stage you are at in your physician career, it is never too early to spend time planning for your future.  Young doctors sometimes make the mistake of putting off their career planning, but that is a mistake that can lead you down a path of stagnation and even burnout.  Having a clear plan for your future with enough flexibility to make adjustments as your life situation changes is the surest way to get the most out of the hard work you put in to becoming a doctor in the first place.  Here are 5 things to consider when planning your future as a physician.

Map Out Your Career Goals

Think back to when you made the decision to pursue a career in medicine and how you had at least a general idea of what your career might look like.  Now that you are a practicing physician, it is important to set time aside and map out a clearer picture of your career progression.  Whether you are happy right where you are or thinking about making changes, in today’s high-demand environment, your future is wide open.  By sitting down with a clear mind, no distractions, and a positive attitude, you can formulate a successful plan for the future that is personally and professionally fulfilling.

Moving Up or Moving On

Based on the vision you have created for your career, taking the next step may include preparing to move into more of a leadership role or finding a new opportunity altogether.  If you want to be on a leadership track, it is important to determine what additional education you are going to need for your climb up the ladder to the C-Suite.  On the other hand, if a new opportunity is in your plan, now is the time to make that happen. Finding an experienced physician recruitment professional can be the best way to land your dream job.

Return to Private Practice? 

While the trend has been physicians abandoning private practice for larger hospital systems, many are now reconsidering that decision. If you are feeling like a number and long for the days when you had more say in how things were done, it might be time to reconsider your practice setting. In private practice, you have more control over your patient load and your work schedule. If practicing in your current environment has you feeling stressed, there are plenty of private practice opportunities for you to consider.

Aim to Achieve FIRE

Unless you have completely unplugged and are practicing off the grid, you have heard about FIRE.  For physicians, FIRE is Financial Independence, Retire Early, and is a good goal to have no matter where you are in your career.  Working towards FIRE is a combination of caring about how you spend your money as much as how big your salary is.  In any career, the end goal should be setting yourself up for retirement, so you are professionally and financially able to do it when the time comes.

After You Retire

Just because you have reached the point that you are ready to retire, that doesn’t mean you have to ride off into the sunset and never be heard from again. Unless that is what you want for your retirement. Many physicians still have the desire to stay involved even through their retirement years. After your prestigious career as a physician, you still have multiple options available to keep yourself involved and busy. Consider more involvement or positions of responsibility on the boards of not-for-profits, or consider taking on the mentorship of the next generation of physicians.  You can even keep your skills sharp and work one or two days a week at a community or rural health clinic. Whatever your retirement plan looks like, the opportunities are out there.

To get a real, comprehensive insight into the healthcare industry and career opportunities for physicians, contact a Jackson Physician Search recruitment professional today.

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