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.

Doctor and Hospital Admin Meeting with a Recruiter

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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

The True Cost of Physician Vacancies

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

How to Create a Cultural Blueprint for Successful Physician Recruitment

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What Recruiters Wish Administrators Knew About Recruiting

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The process of finding, recruiting, offering, and ultimately hiring a physician to fill your vacancy is complex.  Each step has to be planned, practiced, and executed flawlessly to ensure that your offer is the one that is accepted over that of a competing healthcare system.  In days past, hospital systems were in a position to pick and choose candidates for their vacancies, and it may have been commonplace to take the recruitment process for granted.  Today, the dynamics have changed, and physicians are a heavily recruited group with multiple opportunities available. Missteps at any stage of the recruitment process could be the difference between making a placement and having to start from scratch.  We asked dozens of physician recruitment professionals to help us understand the difference between why physicians choose one offer over another, and not surprisingly, it isn’t always about the money!

Timing is Everything.  Unanimously, recruiters list timing as one of the most important factors in the recruitment process. Timing is needed to keep the process moving, and unnecessary interruptions or delays can grind you to a halt. Timing encompasses everything from acting with a sense of urgency from the time a candidate is presented to scheduling an interview, a site visit, and ultimately an offer.  Trust between the candidate and potential employer is built on a timely chain of events. If a candidate asks a question and weeks pass before an answer is provided, an interested candidate will probably move on to another offer.  One recruiter summed up the importance of timing.

“Timeliness is making the first point of contact and acting with a sense of urgency throughout the entire recruitment process. Remember, if they are speaking with us, they are speaking with others – it is a very competitive market!”

Be Prepared With a Plan.  The most effective way to keep the recruitment process moving and avoid unforced timing errors is to have a strategic recruitment plan. While each search is a separate occurrence with the potential for unique variables, effective recruiting means executing a well-designed plan every time. From the team members who are involved in an interview to having buy-in from key stakeholders who may be needed to answer questions that arise, successful recruitments require communication and collaboration. Another key to preparedness is understanding your market and having a solid, pre-approved compensation package that can be justified with the historical/anticipated patient or procedural volumes. Terms are still going to have to be flexible, but having an anticipated offer and contract template ready to go keeps the process moving.

Make Site Visits/On-site Interviews Count.  When a physician agrees to an on-site interview, they are already interested. It is important to create a memorable site visit to set yourself apart from the competition.  The way to make this happen is to understand as much as possible about a candidate’s work and family expectations.  Always put forth the effort to create an atmosphere that is not only welcoming to the candidate but also demonstrates that they can be successful in your facility and community. Catering to the family unit is as important as meeting the professional needs of the physician and helps you earn the trust of the candidate and their partner.  Another mistake that occurs in today’s competitive environment is expecting a candidate to be available for a second interview.  Avoid losing a top candidate by making sure everyone that needs to be involved is committed to the timeframe. If you try to schedule a second interview, you have probably lost this candidate.

“The interview is the client’s time to win a candidate over. From a welcome basket in their hotel room to a detailed itinerary that includes social events catering to the interests of the candidate and their spouse.   A red carpet experience should be arranged!”

The Recruiter is Your Partner.  Aside from timeliness, one of the things most often mentioned by recruiters is how important it is to keep the lines of communication open throughout the process. After a candidate is presented, it is still critical to keep the recruiter in the loop. Their expertise can be very helpful in keeping things moving in the right direction. Recruiters are a valuable resource in planning the perfect site visit because they have undoubtedly gotten to know a lot about the candidate and their family situation. Recruiters can also provide valuable insight into why a candidate has chosen a competing offer over yours. They experience a lot on the front lines of this competitive environment, and tapping into that expertise can help you adjust your process for the better.

If you want to know more about how Jackson Physician Search can help you streamline your recruitment process, contact our team of industry professionals today.

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Four Keys to Developing Physician Leadership

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One area of physician engagement that is sometimes overlooked is how many of today’s medical doctors want to play a role in leadership. With the ongoing physician shortage and unsustainable turnover rates in many healthcare organizations, developing plans to provide physician staff with development opportunities can be utilized to stem the effects of burnout and improve their engagement in the work environment.  A May 2019 poll conducted by Medical Group Management Association (MGMA), queried a broad spectrum of healthcare leaders and an astounding 67% of respondents replied that they provide no leadership coaching to their clinicians.

That gap in responses represents a huge missed opportunity for healthcare organizations that are battling recruitment and retention problems.  In a recent Jackson Physician Search survey of physicians, an impressive 43% of physicians responded that more autonomy would be an important attribute to their career.  One way for administrators to feed into the physician’s need for more autonomy is to provide them with leadership training and growth opportunities. In that same Jackson Physician Search survey, physician’s listed participatory decision making and autonomy as two of the top three attributes for a positive organizational culture. 14% of the physicians that took the survey indicated that leadership opportunities are the most influential recruiting incentive. Let’s examine four keys to developing physician leadership.

  1. Develop a clear understanding of each physician’s strengths and weaknesses. In the business world, it is a common practice to identify the traits of the leadership team through the utilization of comprehensive assessments. Often referred to as 360- degree assessments, information is collected about team members through surveys and self-assessments. This process will not only identify the physicians with natural leadership skills and instincts, but it will also identify those that are not interested in pursuing leadership opportunities and may provide clues to other initiatives that will lead to better physician engagement.
  2. Design a program that works within your organization. Not all leadership development programs are going to look the same. In an article published by the American College of CHEST Physicians, one of the established best practices for creating a leadership program is to ensure it is developed as part of the organization’s overall strategic plan. Some organizations may be equipped or even prefer to handle all of the leadership training in-house while others are better suited to outsource leadership development to a third-party organization.
  3. Embrace Mentorship as part of the plan. Today, it is fairly common for younger physicians to already be connected to a mentor.  That may or may not continue as the physician progresses throughout their career.  As a component of a leadership development program, physician mentorship should not only be encouraged, administrators should help facilitate the process as much as possible.  Mentorship between an existing physician leader and one who is in the process of developing the skills and experiences necessary to take on a leadership role is a perfect complement to the formal coaching they are receiving.
  4. Create skill-building opportunities. Leadership development is as much about formal coaching and exposure to leadership concepts and best practices as it is about actual real-world experiences.  Providing tangible leadership opportunities cannot just be after program completion, they must be “baked in” along the way as much as possible.  In the early stages, leadership program participants can participate as part of search or review committees or membership on a task force. Allowing “trainees” to see how the skills they are developing works in actual organizational settings is a key component of growth. Additionally, exposing them to other organizational leaders early on allows them to develop a fuller picture of themselves as a future leader.

Organizational leadership is the foundation of the culture that exists in every aspect of the workplace. Developing personal and professional growth opportunities within the physician ranks will go a long way toward cultivating physician engagement and can ensure that future organizational leadership can come from within.

Jackson Physician Search leadership has decades of proven healthcare industry expertise. From developing recruiting and retention plans to understanding and improving your organizational culture, Jackson Physician Search has teams of professionals to help you tackle your toughest challenges. Contact us today to learn more about ways we can help you thrive.

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Physician Recruitment ROI and What it Means to Your Organization

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With the ongoing shortage of physicians creating extreme competition for the recruitment of physicians across specialties, it has never been more important for healthcare administrators to fully understand their recruitment costs and the impact of time-to-fill.  Today, healthcare organizations should be looking at their recruitment costs as an investment and calculating their returns, or as a Return on Investment.

When physician recruitment is identified as an investment, healthcare organizations can take action on improving their ROI and can also understand the impact of their recruitment efforts on their practice.

First, let’s determine how you can calculate physician recruitment ROI.

Physician Recruitment ROI Calculation

ROI can be calculated by comparing Costs and Revenue. To look at it from a physician recruitment perspective, utilize your cost-per-hire against physician generated revenue. Cost-per-hire will include advertising fees, recruitment team labor and commission, travel expenses, relocation, and any signing bonuses distributed. As a formula, it will look something like this:

Physician Recruitment ROI = Physician Revenue Generated – Cost Per Hire

Another way of considering ROI is by looking at more than physician generated revenue.  This will still include revenue, but may also include things like cultural contributions in the workplace.  A physician’s contribution can include a lot of factors, some are monetary, and others are not. For example, being short-staffed for extended periods increases the burden on other physicians and staff, leading to increased burnout, more turnover, decreased patient satisfaction, and more. Each organization is different, which increases the importance of understanding how each variable is impacting your bottom line. For a quick way to see how time-to-fill impacts your bottom line, use our Physician Recruitment ROI Calculator.

Four Ways to Improve Physician Recruitment ROI

When you have a clearer understanding of what your recruitment ROI is, it is easier to take actionable steps for improvement. Here are four things your organization can do today to improve Physician Recruitment ROI.

Implement Continuous Recruitment.  One of the biggest mistakes many healthcare organizations make is treating each vacancy as a separate occurrence. Firing up the recruitment process only when you have a vacancy is the surest way to draw out costly time-to-fill ratios. Typically, it takes six to nine months to hire a physician, and if you are not continuously recruiting, then your time to fill can be even longer. Continuous recruitment allows you to always have candidates in your hiring pipeline. Also, by not treating each vacancy as a one-off scenario, you can recover more quickly to unforeseen snags in the hiring process and have candidates ready to hire in the event of unexpected turnover.

Hire for Fit.  The better you know your organization, the better your hiring process will become. Understanding the types of individuals who are successful and contribute to a positive work environment allows you to seek out and attract those same types of individuals during the recruitment process. Hiring for fit is one of the most important ways to improve your recruitment ROI and also protect you from making a bad hiring decision. Physicians who are engaged are, on average, 26% more productive and generate 51% more inpatient referrals.  If you do not have a solid understanding of what is driving your organizational culture, take the time and complete a cultural assessment so you can attract candidates who will fit into your culture instead of detracting from it.

Improve Your Hiring Process.  Implementing continuous improvements in your hiring process can help you maintain efficiencies and avoid costly delays.  One of the keys to an efficient hiring process relates back to understanding your cultural values and how that plays a role in attracting the right candidates. During the hiring process, prospective candidates should be able to experience the organizational culture first-hand through the people they meet during the interview process.  Another important aspect of the hiring process is creating an effective site visit.  Taking the time to cater to both the physician and their loved ones is an important factor in presenting your specific opportunity in a positive light over the other offers the physician may be considering.

Utilize a Recruitment Partner.  An often overlooked aspect of improving your ROI is finding a strategic recruitment partner. Cultivating a relationship with an organization that has a nationwide reach and proven recruitment techniques allows your administrative team to spend time focusing on refining your interviewing and hiring process. This strategy also saves you money on sourcing and advertising. The right recruitment partner leverages technology to source the right candidates for you and always has access to a network of candidates, which decreases your time to fill rates and saves you money in the long run.

If you are interested in learning more about physician recruitment ROI you can read more here. If you need to find a trusted partner to help you attract the right physician candidates for your organization, contact the industry professionals at Jackson Physician Search today.

Guide to Strategic Digital Recruitment

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Benchmarking Your Recruitment Tactics

Benchmarking to Improve Your Recruitment Process

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Welcomed With a Parade

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It is undeniable that physicians practicing in small rural communities are a renowned and respected member of the community.  Typically, when a doctor is hired to fill an opening at the local health center, it is a big deal, and word travels around town at the speed of light.  What doesn’t happen very often is that the physician is introduced to the community via parade!  That was recently the case in a small, rural western Oklahoma community of 1,500 people.

Dane Altman, Senior Vice President, Business Development for Jackson Physician Search was born in a small rural community in Oklahoma.  When the Medical Director/Physician working at the local 24-bed critical access hospital was planning to retire, Jackson Physician Search received the contract to find his replacement. Dan Rixon, a JPS recruitment professional, began the search by visiting the community and meeting with facility leadership to develop a picture of the town and also the position he was tasked with recruiting.  In setting expectations with the client, he made it clear that it might take some time to find the right physician who would be willing to relocate to such a small community.  To keep things light, he informed the team that if he were to find the right physician before April 20th, he would participate in the town’s 50th Annual Cow Chip Throwing Tournament to be held at the county fair.

As is often the case, the search to find an experienced general practice physician who was willing to relocate to a small community was challenging.  After four months, with little luck, everything changed.  Dan was holding an online career fair when he was contacted by a physician, Dr. M., currently practicing in Florida.  Dr. M. was unhappy in his current position and was looking for a new opportunity.  As luck would have it, Dr. M. had family in the Dallas area, only a six-hour drive from the rural opportunity.

Dan coordinated a meeting between the leadership team at the hospital and Dr. M., and it was clear early on that this would be a very good fit. Dr. M. was looking for a position where he would be valued and treated with respect and also where he could be laser-focused on his career. As the new Medical Director, he would have that opportunity.  Dr. M. was very excited about the opportunity to practice at the small hospital, manage the team of Nurse Practitioners, and also rotate through two other community health centers that were in neighboring areas.  Within a month, everything came together, and Dr. M. accepted his offer.

This brings us to the World Championship Cow Chip Throwing competition. Both Dan and Dane attended the fair, and as promised participated in the tournament along with Dr. M.!  Later, the local community gave their new physician the warmest of welcomes as he was introduced while riding in the festival parade.

Not every new small town physician will ride down Main Street in the back of a convertible waving to the crowd, but that feeling of being a valued and a respected member of the community is not uncommon.  Small communities across the country have openings for physicians, and most if not all will make the community experience a highlight of the recruiting process.  Community leaders are never shy about being invested in partnering with the town’s medical providers, and they typically play a role at some point during recruitment.  This type of access to community influencers should not be discounted when on a site visit.  There is much to learn from them about how their small, tight-knit community can offer a tangible change of pace from larger urban settings.  Cost of living, quality of life, culture, and fit are all part of the consideration when looking at opportunities in rural America. Not every community can boast about their world champion cow chip tossers, but many of these opportunities offer more work/life balance, a slower pace, less noise and bustle, and a true appreciation for the work.

If you are looking for a new opportunity, whether you are willing to consider rural America like Dr. M., or you want a position in a larger urban setting, Jackson Physician Search has openings for you to consider.  Contact one of our physician recruitment professionals and get started today.

 

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Quick Look: Physician Retention Tips

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Each year, the Association of American Medical Colleges (AAMC) updates their report outlining projected Physician Supply and Demand for the United States.  The most recent report is projecting physician deficits between 42,600 and 121,300 by the year 2030.  As in years past, primary care physicians represent the largest shortfall with estimates as high as 49,300.  Surgical specialists are not far behind with a projected shortage of up to 30,500.

If nothing else, these projected physician shortages highlight the importance for healthcare administrators to ensure that their organizations are utilizing best practices in their physician recruitment and retention policies.  In today’s highly competitive physician recruitment environment, the best way to ensure that your organization avoids lengthy physician vacancies is to minimize turnover.

Here is an overview of eight retention strategies that every healthcare organization should be practicing now.

  1. Focus on Making Good Hires – One of the best ways to give your organization a better chance at retaining the physicians you have on staff is to make sure you are hiring for fit and not hiring to fill. Ensuring that your recruitment process targets individuals that are already aligned with your organizational values gives you the best opportunity to keep them engaged and not seeking greener pastures.
  2. Develop a Culture that Feeds Retention – By now, you should be well aware of the role that organizational culture plays in physician retention. Poor work environments and dysfunctional communication is the surest way to alienate the physicians you have on staff and will lead to a revolving door of vacancies.
  3. Help Your Physicians Stay Engaged – In any work environment, when staff is engaged they exhibit more loyalty to the organization, they are better at working through issues, and consistently put forth greater effort than employees who are not engaged. According to Gallup, fully engaged physicians generate more outpatient referrals and a whopping 51% more inpatient referrals than non-engaged physicians.
  4. Provide Personal Growth Opportunities – According to Medscape’s 2018 National Physician Burnout & Depression Report, 42% of physicians reporting feeling burned out while 15% admitted feeling varying levels of depression. Keep your physicians engaged by encouraging them to pursue the things they are passionate about.
  5. Allow for Career Advancement Opportunities – The Physicians on your staff have spent many years of schooling to reach their current position, and it is a mistake to think that they are now on cruise control. Collaborating on a plan that affords them the flexibility to pursue their career goals will benefit your organization and ultimately make them better doctors.
  6. Promote Work/Life Balance – Physician burnout is dominating the headlines on medical news outlets, and it is reasonable to assume your physicians are experiencing those same issues. It is critical for administrators to engage their physician staff to develop solutions. The Mayo Clinic developed a model to reduce burnout called the “Listen-Act-Develop” approach.
  7. Compensation – According to Kresser Institute, forty percent of medical school graduates finish with more than $200,000 in student loan debt. Organizations cannot ignore this intrinsic pressure on their physician staff and should explore creative ways to ensure that financial pressures are not contributing to physician burnout.
  8. Encourage Time Off/Family Time – When physicians are asked directly about what would help them the most in dealing with workplace pressures, most will respond that they need more time off and more manageable call schedules. A healthy family life can be a physician’s best defense against burnout and depression, and a supportive administration can help foster physician well-being.

As the physician shortage continues to impact healthcare organizations across the U.S., retaining the physicians you have on staff is going to be increasingly more critical to keeping up with the projected demand.  The question for healthcare executives is whether or not to spend the time, effort, and money on developing a successful retention program or on a continuous cycle of recruitment and hiring to fill avoidable physician vacancies.

Announcement: Physician Recruitment ROI Calculator

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Do you know where your candidates are coming from and how much they cost you to find?

If your answer to either of those questions is negative, then you’ll want to check out the Jackson Physician Search ROI Calculator when it launches later this quarter. In today’s competitive environment, it is critical for healthcare facility administrators to understand how much return they are getting for each recruitment dollar spent. And even more importantly, how much the return could be if placements were made faster.

Using the JPS ROI Calculator, you can look at your recruiting dollars in new ways by learning how much it costs when your time-to-fill averages are lagging.  The ROI Calculator also illustrates, in real dollars, how much revenue is lost with each physician vacancy.  Check out the ROI Calculator when it launches, and give Jackson Physician Search a call to learn how we can help improve your ROI.

 

The True Cost of Physician Vacancies

The True Cost of Physician Vacancies

This article is the first in a series of content that reflects upon the findings in a recent white paper published by Tony Stajduhar, President, of Jackson Physician Search

Physician Recruitment ROI

What You Should Know About Physician Recruitment ROI

When it comes to Physician Recruitment ROI, there are three key concepts you should know. How to determine ROI, steps you can take to improve ROI, and the impact a physician recruitment partner can have on ROI.

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How Smart Recruitment Helped An FQHC Expand Services

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The state of Healthcare for FQHCs and Rural Communities

According to data published by the Association of American Medical Colleges (AAMC), the U.S. will have a projected shortage of physicians that could reach over 120,000 by the end of the next decade.  Especially hard hit are rural communities, served by Federally Qualified Health Centers (FQHCs), which are dealing with primary care shortages and also a lack of resources to address other healthcare needs.  In communities throughout the U.S., healthcare providers are struggling with an increased demand for behavioral, mental health and addiction treatment services.  In rural America, the problem is compounded because FQHCs are often relying on family practice physicians to provide these expanded services to the community.

In 2000, Congress passed the Drug Addiction Treatment Act, known as DATA 2000, allowing physicians to prescribe FDA-approved medications for the treatment of addiction and other mental health needs. Originally, DATA 2000 was enacted with restrictions limiting the number of patients a family care practitioner can treat at one time under the plan.  As the mental and behavioral health needs of the community grow, practitioners at FQHCs are applying for waivers that expand the number of patients they can treat under DATA 2000.

This scenario serves to illustrate how critical it is for FQHCs in rural communities to effectively recruit and retain primary care physicians who not only have the skills but are willing to earn the certifications necessary to meet the behavioral and mental health needs of their communities. Today, according to the National Association of Community Health Centers, almost 70% of Health Centers have a physician vacancy.

How one Rural FQHC Expanded Services and Access to Care

In many communities, the local health center is the sole healthcare provider available to the residents who live there.  FQHCs operate under federal funding and often rely on grants and other creative funding sources for recruitment purposes and expansion of services when needed.  Recently, an FQHC located in rural Vermont was dealing with a primary care vacancy at the same time they were trying to expand their mental health services offering.  Because of the length of time needed to fill vacancies in the past, they turned to Jackson Physician Search for help in meeting the stringent timeline associated with a federal grant they had received.  The grant funding was set to expire within a few months leading the FQHC to find a recruitment partner with national reach and a proven success rate.  Their requirement called for a family care physician who had experience treating all age groups and would also be willing and able to meet the certification requirements for a DATA 2000 waiver.  The waiver was a critical component of the FQHCs expansion of services for the growing mental and behavioral health needs of their community.  Ultimately, JPS presented a successful candidate that met the family practice requirements, was open to an accelerated relocation process, and will have the DATA 2000 waiver certification completed within the time required.

The above recruitment story is all too familiar to many FQHC Administrators.  As the primary care shortage continues impacting the healthcare industry, health centers will be navigating these challenges while finding new ways to serve their communities.

If your organization has a physician recruitment need, contact the professionals at Jackson Physician Search to find out how we can help.

Physician Recruitment Issues Affecting FQHC

What to Do About the Biggest Physician Recruitment Issues Affecting FQHC’s in 2019

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How Millennial Doctors are Changing the Recruitment Landscape

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In the United States, it has been a long-held practice to attribute generational monikers to individuals based on the year of their birth.  If we look at that breakdown, it makes sense to see that the number of physicians is relative to the population of the generational mix.  For example, in the U.S., 76 million people were born between 1946 and 1964, these baby boomers also represent the largest numbers of practicing physicians.  Studies show that over 40% of the nation’s physicians are over age 56.  The second largest generational mix are the millennials, with 62 million born between 1981 and 1996.  As the Boomer generation ages and retires, the Millennials are increasingly representing a greater proportion of physicians in the U.S., and there is a good reason why that matters with regard to recruitment.  Let’s look at how recruiting millennial physicians is different than past generations.

Digital Recruitment is Key

Unlike other generations, millennials grew up in the technology boom.  Doctors born in the millennial era are going to be more reliant on and more accessible through technology than their Gen-x or Baby Boomer counterparts.  Because they are so connected through their smartphones, laptops, and other tech gadgetry, your utilization of a smart digital recruitment strategy will keep you ahead of the curve.

It’s Not Always About Money

Of course, millennials worked hard in school and want to be fairly compensated for the work they are doing, but recruiting them will not be solely based on a dollar amount in their paycheck.  While they are sometimes inaccurately maligned by older generations as not being committed, or lacking drive, the truth is the opposite.  According to Deloitte’s 2018 Millennial Survey, over 50% of the respondents placed greater or as great a value on quality of life issues over the highest salary. Millennials are looking for more flexible schedules, guaranteed time off, and less time on call.  To recruit the millennial generation, work/life balance should play a prominent role in any job offers.

Don’t Overlook Culture and Fit

Much like millennials seeking greater work/life balance over annual salary, they also have strong opinions about how important it is for them to feel connected to the culture and values of their workplace. Millennials were raised in the era of participation trophies where teamwork and affirmation were valued above individual success. They are looking for the same in their work environment.  Millennial physicians are comfortable with the trend toward team-based care and are drawn to organizations that are aligned with their own personal values.

Focus on Retention

Because culture and fit are such vital factors in the millennial physician’s job search, it is no surprise that it plays a significant role in physician retention. Older generations of physicians are prone to stay in a job for a decade or more, with little to no thought of leaving. The millennial generation of physicians will seek out new opportunities after only two or three years.  To combat this tendency, healthcare organizations are more focused on finding a physician that first fits their culture, and then they develop a strategic plan to retain them.  Successful retention strategies include affording them time to pursue research projects, or branch out into additional specialties, and pursue charitable endeavors.  They key is keeping your physicians excited and engaged and not giving them a reason to look for greener pastures.

If your organization needs to develop a digital recruitment and retention strategy, contact the industry experts at Jackson Physician Search today.

Guide to Strategic Digital Recruitment

Our Regional Vice President of Recruiting, Christen Wrensen, presented the Digital Recruitment Strategy Guide to members of the Texas Hospital Association at their 2019 annual conference.

Extreme Physician Shortage

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The combination of the current workforce shortage and an ineffective recruitment strategy can be costly to your organization and the community. The physician shortage means…

Need Help Recruiting Physicians?

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