A prominent northeast hospital cardiology group with a long-standing reputation in the community sought to hire a physician. At the beginning stages of the search, the hiring team of this single-specialty group, located in a rural area, felt that their ideal candidate would be a younger physician familiar with the region with three years of experience.
The hiring committee needed a partner to work with their schedule and help facilitate the search. Cejka Search joined their team to promote this competitive job opportunity and implement a successful hiring process.
Strategy
Developing a partnership with the hiring team is essential to creating a cohesive recruitment process. Joining the team, embracing the organization’s goals and desired outcomes, Cejka Search earned the leverage to offer advice to other team members.
Cejka Search used that leverage, encouraging the hiring team to open up the selection parameters by (1) seeking candidates beyond the regional parameters of the northeast area; and (2) increasing the number of years of experience required. This created a greater pool of candidates, as well as a sense of urgency to the search.
Cejka also recommended revising the compensation package. Other organizations seeking candidates for similar positions offered higher compensation packages, along with a signing bonus. Since the hiring process is primarily candidate-driven, the position’s benefits needed to keep the potential physician’s expectations in mind. Presenting a more competitive offer attracted more applicants.
Results
By reevaluating the criteria for the position, the recruitment team succeeded in hiring a doctor from the West Coast with more than 15 years of experience who received a higher compensation package. Within a year’s time, two more cardiologists were also successfully recruited. Because this partnership yielded fine results, Cejka Search is now collaborating with the group to create a similar hiring process for a vascular surgery position.
The partnership between the two organizations of the hospital and Cejka Search resulted in a unified recruitment process, a better understanding of what candidates want, and a successful placement for the job position.
Tuesday, October 21, 2008
Monday, October 20, 2008
Improving the Interview Process
A southern New Hampshire hospital needed to improve their success at hiring additional physicians and a team of employed physicians were struggling to find qualified candidates for various positions. In the past, the physicians interviewed a candidate for about 15 minutes then returned to their busy schedules and evaluated the candidate based on instinctive feelings.
After noticing a disorganized interview process, the physicians enlisted Cejka Search experts to help create a successful interview process for the hospital, physicians and the candidates.
Strategy
Most physicians’ busy schedules leave little time to concentrate on interviewing a candidate effectively.
Cejka Search decided that in order for them to recruit successfully, the physicians had to make the interview process a higher priority, which meant starting the process with a serious training program.
Prior to the interviews, Cejka Search and the physicians met to address the results needed for a successful hire. The training continued with the group discussing the importance of advance preparation, introducing the entire team in one visit, assigning specific competencies to individuals interviewing and allotting enough time in the interviews for candidates to answer questions thoroughly. For instance, most interviewers tend to rush candidates even though allowing more time results in more comprehensive answers.
The physicians then role-played within the group to become comfortable asking interview questions. Finally, Cejka Search emphasized how crucial it is to evaluate a candidate within 24 hours.
Cejka Search recommended the physicians apply behavioral interviewing, a technique used to obtain more in-depth answers from the candidates and avoid scripted answers. This technique helps highlight the candidate’s experiences—how they have reacted to situations in the past; what they did to specifically address this issue and the outcome.
Results
After the physicians practiced behavioral interviewing, they interviewed numerous candidates for varying positions. Follow-up surveys, which allowed the candidates to evaluate the interview process, confirmed the process was highly effective.
As a result of the physicians using behavioral interviewing, each qualified candidate proved they identified with the core values of the hospital and would make a good long-term fit for the organization. The improved interviewing process helped the hospital hire several candidates quickly and efficiently.
After noticing a disorganized interview process, the physicians enlisted Cejka Search experts to help create a successful interview process for the hospital, physicians and the candidates.
Strategy
Most physicians’ busy schedules leave little time to concentrate on interviewing a candidate effectively.
Cejka Search decided that in order for them to recruit successfully, the physicians had to make the interview process a higher priority, which meant starting the process with a serious training program.
Prior to the interviews, Cejka Search and the physicians met to address the results needed for a successful hire. The training continued with the group discussing the importance of advance preparation, introducing the entire team in one visit, assigning specific competencies to individuals interviewing and allotting enough time in the interviews for candidates to answer questions thoroughly. For instance, most interviewers tend to rush candidates even though allowing more time results in more comprehensive answers.
The physicians then role-played within the group to become comfortable asking interview questions. Finally, Cejka Search emphasized how crucial it is to evaluate a candidate within 24 hours.
Cejka Search recommended the physicians apply behavioral interviewing, a technique used to obtain more in-depth answers from the candidates and avoid scripted answers. This technique helps highlight the candidate’s experiences—how they have reacted to situations in the past; what they did to specifically address this issue and the outcome.
Results
After the physicians practiced behavioral interviewing, they interviewed numerous candidates for varying positions. Follow-up surveys, which allowed the candidates to evaluate the interview process, confirmed the process was highly effective.
As a result of the physicians using behavioral interviewing, each qualified candidate proved they identified with the core values of the hospital and would make a good long-term fit for the organization. The improved interviewing process helped the hospital hire several candidates quickly and efficiently.
Tuesday, October 14, 2008
Restructuring to Improve Recruitment
A hospital in a small Midwestern community had one hospitalist on staff and was contracting with a hospitalist group who supplied a number of hospitalists when the solo physician was not on duty. The staff hospitalist had a patient load higher than one person could handle. The hospital recognized that to have the continuity and care, a second staff hospitalist was needed.
The hospital recognized this problem and turned to the experts at Cejka Search to recruit for an additional full-time hospitalist.
Cejka Search evaluated the situation from an outside perspective and foresaw a significant power balance issue that might turn highly qualified candidates away.
The current hospitalist was not interested in bringing in a partner to the organization. A new physician would likely face difficulty finding new patients and receiving referrals from doctors with whom the original solo practitioner already had relationships. The job description and setting were not viable unless the hospital was willing to restructure the organization.
Strategy
In this particular case, Cejka Search recommended the hospital create a new coordinator position to serve both an external and internal role. Externally, the position would be a positive face for the community to interact with and internally, he or she would schedule and organize among the soon-to-be three full-time hospitalists. The coordinator would ensure that none of the physicians would be in a position to compete against one another for patients or compensation opportunities.
Results
Since the hospital established a proven and equitable method for distributing patients among the hospitalists, Cejka Search was able to bring in a number of qualified candidates to be interviewed.
After learning about the system’s positive structure, a high percentage of candidates left their interviews very interested in the position and the hospital was able to hire its two top candidates.
The organization now has a hospitalist system that serves the best interest of all parties: the hospital, physicians and most importantly, the patients.
If any organization is planning to grow, it is important to bring all new physicians into fair work environments, which positively impacts physicians’ tenure with the organization.
The hospital recognized this problem and turned to the experts at Cejka Search to recruit for an additional full-time hospitalist.
Cejka Search evaluated the situation from an outside perspective and foresaw a significant power balance issue that might turn highly qualified candidates away.
The current hospitalist was not interested in bringing in a partner to the organization. A new physician would likely face difficulty finding new patients and receiving referrals from doctors with whom the original solo practitioner already had relationships. The job description and setting were not viable unless the hospital was willing to restructure the organization.
Strategy
In this particular case, Cejka Search recommended the hospital create a new coordinator position to serve both an external and internal role. Externally, the position would be a positive face for the community to interact with and internally, he or she would schedule and organize among the soon-to-be three full-time hospitalists. The coordinator would ensure that none of the physicians would be in a position to compete against one another for patients or compensation opportunities.
Results
Since the hospital established a proven and equitable method for distributing patients among the hospitalists, Cejka Search was able to bring in a number of qualified candidates to be interviewed.
After learning about the system’s positive structure, a high percentage of candidates left their interviews very interested in the position and the hospital was able to hire its two top candidates.
The organization now has a hospitalist system that serves the best interest of all parties: the hospital, physicians and most importantly, the patients.
If any organization is planning to grow, it is important to bring all new physicians into fair work environments, which positively impacts physicians’ tenure with the organization.
Monday, October 13, 2008
Use Web Technology to Your Advantage
The demand for primary care positions significantly outweighs the current supply, which makes recruitment a struggle. Since primary care physicians are especially important for the aging population, hospitals and medical groups must adopt creative recruitment strategies.
A non-profit regional health system in eastern Texas launched a search to recruit 15 family practice physicians this calendar year. This health center operates more than 20 area clinics, for which primary care physicians are always in high demand. The health center enlisted Cejka Search experts to help strategize this search.
Strategy
Realizing the importance of cutting-edge technology and outreach, Cejka Search made recommendations on how to best leverage technology based on current trends. For instance, a greater percentage of recent medical school graduates use mobile devices and MP3 players more often than their predecessors. As these technological tools gain popularity, both young and experienced doctors are becoming more tech-savvy. Therefore, the health system can utilize more technology in its efforts to recruit top physician talent.
Effective uses of technology can be as simple as: frequently updating the health center’s Web site producing podcasts (audio recordings of available positions), creating a blog to encourage discussion between candidates and others in the health system. • Update Website with recent awards and announcements. Web site updates are important when candidates consider joining a health system or medical group. They first turn to the organization’s Web site to find information and to validate their interests in applying for an opportunity. Updates may include news about the health system such as recent awards, new treatment centers, and welcome announcements for new physicians.
Results
• Create podcasts. Podcasts are a particularly progressive advertising opportunity as an additional outlet for physicians to find job postings. When Cejka Search began posting job openings via podcast, in as little as 24 hours, the podcast was downloaded 72 times.
• Blog. Another avenue for recruiting, as well as retention, is the use of social networking through a Web log, or “blog.” From a recruiting perspective, it gives candidates a window into the organization’s culture. Candidates can read how new and experienced physicians interact and discuss issues with one another. As an outlet to talk about trends and to ask questions, the blog provides a consistent dialogue amongst doctors at all points in their careers, which is good for retention.
Though it is still a little early to measure results for this year, the feedback, thus far, has been very positive. Even though these positions are in high demand across the country, the search is currently on track to fill all 15 positions as planned. Since there are more candidates who use the Internet to find job opportunities versus journal ads, both the podcast and the blog make job postings even more accessible than traditional search engine postings. Like Web 2.0, recruiting is in its next phase and can be used in combination with Internet tools to seek out the best physicians for hospitalist care.
A non-profit regional health system in eastern Texas launched a search to recruit 15 family practice physicians this calendar year. This health center operates more than 20 area clinics, for which primary care physicians are always in high demand. The health center enlisted Cejka Search experts to help strategize this search.
Strategy
Realizing the importance of cutting-edge technology and outreach, Cejka Search made recommendations on how to best leverage technology based on current trends. For instance, a greater percentage of recent medical school graduates use mobile devices and MP3 players more often than their predecessors. As these technological tools gain popularity, both young and experienced doctors are becoming more tech-savvy. Therefore, the health system can utilize more technology in its efforts to recruit top physician talent.
Effective uses of technology can be as simple as: frequently updating the health center’s Web site producing podcasts (audio recordings of available positions), creating a blog to encourage discussion between candidates and others in the health system. • Update Website with recent awards and announcements. Web site updates are important when candidates consider joining a health system or medical group. They first turn to the organization’s Web site to find information and to validate their interests in applying for an opportunity. Updates may include news about the health system such as recent awards, new treatment centers, and welcome announcements for new physicians.
Results
• Create podcasts. Podcasts are a particularly progressive advertising opportunity as an additional outlet for physicians to find job postings. When Cejka Search began posting job openings via podcast, in as little as 24 hours, the podcast was downloaded 72 times.
• Blog. Another avenue for recruiting, as well as retention, is the use of social networking through a Web log, or “blog.” From a recruiting perspective, it gives candidates a window into the organization’s culture. Candidates can read how new and experienced physicians interact and discuss issues with one another. As an outlet to talk about trends and to ask questions, the blog provides a consistent dialogue amongst doctors at all points in their careers, which is good for retention.
Though it is still a little early to measure results for this year, the feedback, thus far, has been very positive. Even though these positions are in high demand across the country, the search is currently on track to fill all 15 positions as planned. Since there are more candidates who use the Internet to find job opportunities versus journal ads, both the podcast and the blog make job postings even more accessible than traditional search engine postings. Like Web 2.0, recruiting is in its next phase and can be used in combination with Internet tools to seek out the best physicians for hospitalist care.
Friday, October 10, 2008
Compensation Expectations
Setting clear expectations for compensation is one of the most important strategies identified by respondents of the AMGA and Cejka Search 2007 Physician Retention Survey. With that in mind, it is important to remember that attracting and securing the best applicants will help save hospitals and medical groups time and money in the long run.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Thursday, October 9, 2008
Recruiting and Retaining Primary Care Physicians
The Primary Care physician shortage is becoming more critical every year. Primary Care physicians provide their patients with the basic care they require, often recommending and coordinating specialized care as needed. Despite their important role, Primary Care physicians were recently found to be the most difficult to recruit and retain, according to the Cejka Search and AMGA 2006 Physician Retention Survey.
Call responsibilities tend to be the most common challenge for Primary Care physicians. While compensation for call coverage was the least frequently mentioned strategy for recruiting and retaining these physicians, the following tactics have proven effective:
Increasing the use of Nurse Practitioners and Physician Assistants
Hiring Hospitalists to reduce call schedule and hospital responsibilities
Increasing base salary and/or guarantees
Among all respondents in the Cejka Search and AMGA 2006 Physician Retention Survey, 93 percent employed Primary Care physicians and 77 percent of respondents ranked Primary Care physicians first for difficulty in recruiting. Of the Primary Care physicians, the survey found that Internists were the most difficult to retain over the last two years, and pose the greatest concern for recruitment in the next five years.
The above industry trends and challenges reflect important issues from the candidate’s perspective. This information will help develop a Primary Care practice opportunity that is both appealing and competitive, thus attracting the best candidates.
Call responsibilities tend to be the most common challenge for Primary Care physicians. While compensation for call coverage was the least frequently mentioned strategy for recruiting and retaining these physicians, the following tactics have proven effective:
Increasing the use of Nurse Practitioners and Physician Assistants
Hiring Hospitalists to reduce call schedule and hospital responsibilities
Increasing base salary and/or guarantees
Among all respondents in the Cejka Search and AMGA 2006 Physician Retention Survey, 93 percent employed Primary Care physicians and 77 percent of respondents ranked Primary Care physicians first for difficulty in recruiting. Of the Primary Care physicians, the survey found that Internists were the most difficult to retain over the last two years, and pose the greatest concern for recruitment in the next five years.
The above industry trends and challenges reflect important issues from the candidate’s perspective. This information will help develop a Primary Care practice opportunity that is both appealing and competitive, thus attracting the best candidates.
Wednesday, October 8, 2008
Recruiting the Younger Physician
In the coming years, the young medical professionals will be filling the positions that are currently occupied by physicians in the generations known as “Baby Boomers” and “Matures.”
According to the American Medical Association:
Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
According to the American Medical Association:
Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
Thursday, October 2, 2008
Recruiting Principle and Example
Setting clear expectations for compensation is one of the most important strategies identified by respondents of the AMGA and Cejka Search 2007 Physician Retention Survey. With that in mind, it is important to remember that attracting and securing the best applicants will help save hospitals and medical groups time and money in the long run.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Submitted by Cheryl DeVita, Senior Search Consultant of Cejka Search
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Submitted by Cheryl DeVita, Senior Search Consultant of Cejka Search
Tuesday, August 12, 2008
Partnership and Equity Ownership Opportunities
Partnership and ownership opportunities are one of the most effective initiatives for retaining today’s physician. According to the Cejka Search and AMGA 2006 Physician Retention Survey, 51% of respondents mentioned partnership opportunities as one of the most effective initiatives on an ongoing basis.
These partnership and equity ownership options have proven successful among groups with established opportunities in place. Of the 62% who already offer their physicians these opportunities, 79% of respondents said partnership opportunities was their most effective retention tool, followed by profit-sharing opportunities (60%).
Be aware of what your competitors are offering and how your group’s partnership and equity programs stand out. For example, most groups offer partnership after two years. Consider these questions as you evaluate your group’s program, and then highlight its positive aspects that would be most appealing for each candidate as you are recruiting.
If your group’s income is divided equally among the doctors, are all doctors eligible or just shareholders?
After how much time does your organization offer partnership and equity opportunities?
How does your partnership buy-in price compare to the salary you are offering, and the benefits a partner stands to gain?
Some other partnership trends to be aware of include:
65% of groups offer the opportunity to part-time physicians.
94% of physician owned groups offer the option.
Partnership opportunities are most common in smaller practice groups and it’s found in 69% of groups with between 51 and 150.
While a lack of partnership opportunity was never cited as a main reason for leaving a group, the opportunity has proven effective for recruiting and retaining successful physicians.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
These partnership and equity ownership options have proven successful among groups with established opportunities in place. Of the 62% who already offer their physicians these opportunities, 79% of respondents said partnership opportunities was their most effective retention tool, followed by profit-sharing opportunities (60%).
Be aware of what your competitors are offering and how your group’s partnership and equity programs stand out. For example, most groups offer partnership after two years. Consider these questions as you evaluate your group’s program, and then highlight its positive aspects that would be most appealing for each candidate as you are recruiting.
If your group’s income is divided equally among the doctors, are all doctors eligible or just shareholders?
After how much time does your organization offer partnership and equity opportunities?
How does your partnership buy-in price compare to the salary you are offering, and the benefits a partner stands to gain?
Some other partnership trends to be aware of include:
65% of groups offer the opportunity to part-time physicians.
94% of physician owned groups offer the option.
Partnership opportunities are most common in smaller practice groups and it’s found in 69% of groups with between 51 and 150.
While a lack of partnership opportunity was never cited as a main reason for leaving a group, the opportunity has proven effective for recruiting and retaining successful physicians.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Leadership Succession Programs
Leadership succession programs are a key factor in ensuring high physician retention rates and an organization’s continued success. These programs show that your organization values quality leadership, and has a plan in place for recognizing and grooming potential leaders for management roles. According to the Cejka Search and AMGA 2006 Physician Retention Survey, 39% of respondents said that their organization has a senior leadership succession plan in place. * Implementing a written leadership succession plan would put your organization ahead of the curve, and in a better position to recruit high-potential candidates.
Establishing set standards to identify future leaders is a fundamental aspect of an effective leadership succession program. Groups often use the following factors to identify potential leaders in their organization:
Leadership/Board observation and recommendation
Demonstrated leadership through committees/roles
Prior leadership training
Demonstrated interest in a leadership role
Once your group has identified potential leaders, it is important to encourage their growth and development within the organization. The following programs and activities are good examples of how organizations can promote leadership from within:
Extensive orientation covering leadership succession plan
Incremental leadership roles
Annual feedback from those in leadership roles
Payment and encouragement for leadership training
Pairing with senior members on projects
Involvement in decision-making within their departments
When recruiting new physicians, emphasize your organization’s leadership standards and how you encourage leadership development throughout the group. Setting leadership succession expectations in writing will help your organization recruit new physicians who are not only a good fit for your organization, but the candidates who have the potential to lead the organization in the future.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Establishing set standards to identify future leaders is a fundamental aspect of an effective leadership succession program. Groups often use the following factors to identify potential leaders in their organization:
Leadership/Board observation and recommendation
Demonstrated leadership through committees/roles
Prior leadership training
Demonstrated interest in a leadership role
Once your group has identified potential leaders, it is important to encourage their growth and development within the organization. The following programs and activities are good examples of how organizations can promote leadership from within:
Extensive orientation covering leadership succession plan
Incremental leadership roles
Annual feedback from those in leadership roles
Payment and encouragement for leadership training
Pairing with senior members on projects
Involvement in decision-making within their departments
When recruiting new physicians, emphasize your organization’s leadership standards and how you encourage leadership development throughout the group. Setting leadership succession expectations in writing will help your organization recruit new physicians who are not only a good fit for your organization, but the candidates who have the potential to lead the organization in the future.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Establishing Mentoring Programs
An essential way to ease the transition of a new physician into your organization is to establish a mentoring program. These programs significantly decrease physician turnover. For example, according to the 2006 Cejka Search and AMGA Physician Retention Survey, practices without mentoring programs experience a 7.2% turnover rate. Practices with established mentoring programs experience a 6.3% turnover rate.*
Mentors perform a wide variety of activities with new physicians. Mentoring roles may include:
· Orientation: Mentors shadow new hires for first day and assist in orientation efforts.
· Social: Introducing new physicians to staff, leadership and providing social opportunities for physician and their families is a key role for mentors.
· Policy assistance: Mentors will ensure that new physicians understand all policies, unstated rules, coding issues and oversight on the group culture.
· Regularly scheduled meetings: These meetings are designed to check in with the new hire. The meetings are more frequent when the physician first begins.
· Reviews: Mentors offer new hires a review after predetermined time periods.
· Reviews offer the new hire valuable feedback on their performance in order to help them acclimate to the organization.
· The go-to-role: New physicians can go to their mentors at any time with any questions regarding the organization.
The primary factor for success or failure in a mentor relationship is the commitment level of the mentor. Mentors must be available to a new hire in order for the relationship to be successful. In addition, the more formalized your mentor program is, the more likely it is to succeed.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Mentors perform a wide variety of activities with new physicians. Mentoring roles may include:
· Orientation: Mentors shadow new hires for first day and assist in orientation efforts.
· Social: Introducing new physicians to staff, leadership and providing social opportunities for physician and their families is a key role for mentors.
· Policy assistance: Mentors will ensure that new physicians understand all policies, unstated rules, coding issues and oversight on the group culture.
· Regularly scheduled meetings: These meetings are designed to check in with the new hire. The meetings are more frequent when the physician first begins.
· Reviews: Mentors offer new hires a review after predetermined time periods.
· Reviews offer the new hire valuable feedback on their performance in order to help them acclimate to the organization.
· The go-to-role: New physicians can go to their mentors at any time with any questions regarding the organization.
The primary factor for success or failure in a mentor relationship is the commitment level of the mentor. Mentors must be available to a new hire in order for the relationship to be successful. In addition, the more formalized your mentor program is, the more likely it is to succeed.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Friday, August 8, 2008
The Critical First Three Years
A physician’s first three years in a practice hold the greatest likelihood for separation. According to the Cejka Search and AMGA 2006 Physician Retention Survey, 46% of separating physicians leave within the first three years. During this time, organizations should examine recruitment and retention efforts.
During the orientation period, new physicians should receive intensive job training and social introductions to make them more comfortable with their new surroundings. Helping a new physician fit in with your group can increase your chances of keeping that physician as a satisfied and productive member of your organization.
Many retention initiatives have proven successful in retaining employees through the first three years. By implementing some of the following initiatives, your organization will internally strengthen your retention of physicians over the long term. Successful initiatives include:
· Regular feedback and performance reviews
· Partnership/ownership opportunities
· Flexible work hours or part-time options
· Opportunities to meet with senior leadership
· Continuing medical education reimbursement
· Profit-sharing opportunities
· Ongoing mentoring
· Formal recognition for a job well done
· Opportunities for involvement in non-clinical committees or functions
· Ongoing employer contact with spouse and/or family
· Opportunities for non-clinical professional development
· Retention bonuses
An equally important issue for new hires is family involvement and spousal assistance. Often hiring a new physician means that a spouse will also need a new job. When recruiting, make an effort to facilitate the spouse’s transition, too. These strategies include engaging the spouse in the interview process, providing dedicated relocation assistance, providing spousal career assistance or professional networking opportunities and creating social events for the family.
Strong retention initiatives and clear expectations of job responsibilities can ultimately lengthen a new hire’s tenure and create an environment that will make future recruitment more successful.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
During the orientation period, new physicians should receive intensive job training and social introductions to make them more comfortable with their new surroundings. Helping a new physician fit in with your group can increase your chances of keeping that physician as a satisfied and productive member of your organization.
Many retention initiatives have proven successful in retaining employees through the first three years. By implementing some of the following initiatives, your organization will internally strengthen your retention of physicians over the long term. Successful initiatives include:
· Regular feedback and performance reviews
· Partnership/ownership opportunities
· Flexible work hours or part-time options
· Opportunities to meet with senior leadership
· Continuing medical education reimbursement
· Profit-sharing opportunities
· Ongoing mentoring
· Formal recognition for a job well done
· Opportunities for involvement in non-clinical committees or functions
· Ongoing employer contact with spouse and/or family
· Opportunities for non-clinical professional development
· Retention bonuses
An equally important issue for new hires is family involvement and spousal assistance. Often hiring a new physician means that a spouse will also need a new job. When recruiting, make an effort to facilitate the spouse’s transition, too. These strategies include engaging the spouse in the interview process, providing dedicated relocation assistance, providing spousal career assistance or professional networking opportunities and creating social events for the family.
Strong retention initiatives and clear expectations of job responsibilities can ultimately lengthen a new hire’s tenure and create an environment that will make future recruitment more successful.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Thursday, August 7, 2008
What Physicians Want
As the demographics of the physician workforce continue to diversify, hospitalist managers should consider the expectations of the new generation of physicians when recruiting for your practice.
According to the 2006 Cejka Search and AMGA Physician Retention Survey, 46% of physicians who leave a practice are most likely to do so within the first 3 years.* Therefore, understanding what physicians want in a practice will ensure that you are recruiting physicians who will remain with the organization.
Physicians who fit well with the culture of an organization are more likely to stay with a practice. Make sure your candidates have similar personalities and work ethic as the rest of the staff.
The family has become increasingly important to the modern physician. Doctors are looking for practices that offer benefits such as maternity leave and spousal job search support. Physicians also desire a practice that is located near their extended family.
Part-time and flexible work hours are also growing in importance. The number of physicians working part-time hours has increased to 20%. Flexible hours or part-time options are reported as one of the top three ongoing retention initiatives that medical group leaders have found to be effective*
Above all, recruiters should recognize the importance of focusing on a physician’s desires in a practice. To attract and keep a physician in your practice, it is increasingly important to understand and discuss a physician’s expectations ideal practice environment, including cultural fit, family and flexibility.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
According to the 2006 Cejka Search and AMGA Physician Retention Survey, 46% of physicians who leave a practice are most likely to do so within the first 3 years.* Therefore, understanding what physicians want in a practice will ensure that you are recruiting physicians who will remain with the organization.
Physicians who fit well with the culture of an organization are more likely to stay with a practice. Make sure your candidates have similar personalities and work ethic as the rest of the staff.
The family has become increasingly important to the modern physician. Doctors are looking for practices that offer benefits such as maternity leave and spousal job search support. Physicians also desire a practice that is located near their extended family.
Part-time and flexible work hours are also growing in importance. The number of physicians working part-time hours has increased to 20%. Flexible hours or part-time options are reported as one of the top three ongoing retention initiatives that medical group leaders have found to be effective*
Above all, recruiters should recognize the importance of focusing on a physician’s desires in a practice. To attract and keep a physician in your practice, it is increasingly important to understand and discuss a physician’s expectations ideal practice environment, including cultural fit, family and flexibility.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
How to Determine if Your Candidate is a Good Fit for the Long Term
How a physician meshes with the current culture of an organization influences the length of the physician’s stay. According to medical group leaders who responded to the 2006 Cejka Search and AMGA Physician Retention Survey, said “poor cultural fit with the practice” is the single most frequently mentioned reason for voluntary separation. *
Because recruitment and retention are directly related, you should focus on attracting candidates who will quickly acclimate to your group’s culture. Recruiters must first clearly understand the culture of the organization. By identifying your organization’s values, you can more accurately recognize traits in candidates that will blend with the current staff.
One of the most effective strategies for assessing whether or not a candidate will be a long-term cultural fit is through behavioral interviewing techniques. The following questions may be employed:
▪ Describe an experience that required talking with a patient or staff member under particularly difficult circumstances.
▪ Tell me how you have created an environment where staff or patients are comfortable approaching you—even with bad news.
▪ Describe a time when you provided recognition of a staff member.
▪ Describe a time when someone wasn’t performing up to your standards.
▪ Tell me about your relationships at work. Describe a favorite relationship, a difficult relationship.
▪ Give me an example of where you had to mediate conflict in your office, department or organization.
▪ Describe a patient case or encounter that generated a particular sense of compassion for you.
Such questions will assist in determining if a candidate is a long-term cultural fit for your organization. Additional strategies include peer interviews, spouse participation in interviews, job shadowing prior to the offer and offering a locum assignment for a probationary period.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
Because recruitment and retention are directly related, you should focus on attracting candidates who will quickly acclimate to your group’s culture. Recruiters must first clearly understand the culture of the organization. By identifying your organization’s values, you can more accurately recognize traits in candidates that will blend with the current staff.
One of the most effective strategies for assessing whether or not a candidate will be a long-term cultural fit is through behavioral interviewing techniques. The following questions may be employed:
▪ Describe an experience that required talking with a patient or staff member under particularly difficult circumstances.
▪ Tell me how you have created an environment where staff or patients are comfortable approaching you—even with bad news.
▪ Describe a time when you provided recognition of a staff member.
▪ Describe a time when someone wasn’t performing up to your standards.
▪ Tell me about your relationships at work. Describe a favorite relationship, a difficult relationship.
▪ Give me an example of where you had to mediate conflict in your office, department or organization.
▪ Describe a patient case or encounter that generated a particular sense of compassion for you.
Such questions will assist in determining if a candidate is a long-term cultural fit for your organization. Additional strategies include peer interviews, spouse participation in interviews, job shadowing prior to the offer and offering a locum assignment for a probationary period.
*Source: The Cejka Search and AMGA 2006 Physician Retention Survey was completed by 92 members of the American Medical Group Association, and collectively employ more than 16,833 physicians.
How to Determine Whether Your Candidate is a Good Fit for Your Organization
How well a physician meshes with the current culture of an organization influences the length of the physician’s stay. According to the Cejka Search and American Medical Group Association (AMGA) 2006 Physician Retention Survey, which was completed by 92 members of the AMGA who collectively employ more than 16,833 physicians, “poor cultural fit with practice” is the single most frequently mentioned reason for voluntary separation.
Because recruitment and retention are directly related, focus on attracting candidates who will quickly acclimate to your group’s culture. To do so, recruiters must first clearly understand the culture of the organization. By identifying your organization’s values, you can more accurately recognize traits in candidates that will blend with the current staff. One of the most effective strategies for assessing whether a candidate will be a long-term cultural fit is through behavioral interviewing techniques.
Ask candidates the following during the interview process:
▪ Describe an experience that required talking with a patient or staff member under particularly difficult circumstances.
▪ Tell me how you have created an environment where the staff members or patients are comfortable approaching you – even with bad news.
▪ Describe a time when you provided recognition of a staff member.
▪ Describe a time when someone wasn’t performing up to your standards.
▪ Tell me about your relationships at work. Describe a favorite relationship and a difficult relationship.
▪ Give me an example of where you had to mediate conflict in your office, department or organization.
▪ Describe a patient case or encounter that generated a particular sense of compassion in you.
Such questions will assist in determining whether a candidate is a long-term cultural fit for your organization. Additional strategies include peer interviews, spouse participation in interviews, job shadowing prior to the offer and offering a locum assignment for a probationary period.
Because recruitment and retention are directly related, focus on attracting candidates who will quickly acclimate to your group’s culture. To do so, recruiters must first clearly understand the culture of the organization. By identifying your organization’s values, you can more accurately recognize traits in candidates that will blend with the current staff. One of the most effective strategies for assessing whether a candidate will be a long-term cultural fit is through behavioral interviewing techniques.
Ask candidates the following during the interview process:
▪ Describe an experience that required talking with a patient or staff member under particularly difficult circumstances.
▪ Tell me how you have created an environment where the staff members or patients are comfortable approaching you – even with bad news.
▪ Describe a time when you provided recognition of a staff member.
▪ Describe a time when someone wasn’t performing up to your standards.
▪ Tell me about your relationships at work. Describe a favorite relationship and a difficult relationship.
▪ Give me an example of where you had to mediate conflict in your office, department or organization.
▪ Describe a patient case or encounter that generated a particular sense of compassion in you.
Such questions will assist in determining whether a candidate is a long-term cultural fit for your organization. Additional strategies include peer interviews, spouse participation in interviews, job shadowing prior to the offer and offering a locum assignment for a probationary period.
Wednesday, August 6, 2008
Retention Initiatives Can Lower Turnover
Physician retention is a growing concern for healthcare organizations. Establishing formal retention strategies results in fewer turnover rates and saves you time and money in your recruiting efforts.
According to a the Cejka Search and AMGA 2006 Physician Retention Survey, which was completed by 92 members of the American Medical Group Association who collectively employ more than 16,833 physicians, organizations with designated retention programs experience lower turnover rates (6%) than organizations without retention initiatives (7.1%).
The survey found the following retention initiatives to be the most effective:
§ Regular feedback and performance reviews
§ Partnership/ownership opportunities
§ Flexible work hours or part-time options
The timing of such initiatives appears to make a difference. Between the time a new physician is hired, until his or her starting date, setting clear expectations about compensation was rated as the most effective strategy. And, in the first 90 days of employment, personal interaction with peers is rated most highly.
Assigning a mentor to newly recruited physicians is an effective retention strategy, according to the group leaders who responded to the survey. Of all respondents, 61% reported that they assign a mentor to new recruits. Most mentors work within the same department as the new physicians, and have been with the practice an average of 5.3 years. Among the groups that assign a mentor within the same department, the turnover rate was significantly lower, at 5.8%, compared with organizations with no mentoring – who reported a 7.2% turnover rate.
Every organization will find a different path for retention that is specific to its own situation, culture, and resources. However, there is value in establishing early groundwork for retention by setting clear expectations, offering a variety of career options, and engaging new physicians with their peers and mentors.
According to a the Cejka Search and AMGA 2006 Physician Retention Survey, which was completed by 92 members of the American Medical Group Association who collectively employ more than 16,833 physicians, organizations with designated retention programs experience lower turnover rates (6%) than organizations without retention initiatives (7.1%).
The survey found the following retention initiatives to be the most effective:
§ Regular feedback and performance reviews
§ Partnership/ownership opportunities
§ Flexible work hours or part-time options
The timing of such initiatives appears to make a difference. Between the time a new physician is hired, until his or her starting date, setting clear expectations about compensation was rated as the most effective strategy. And, in the first 90 days of employment, personal interaction with peers is rated most highly.
Assigning a mentor to newly recruited physicians is an effective retention strategy, according to the group leaders who responded to the survey. Of all respondents, 61% reported that they assign a mentor to new recruits. Most mentors work within the same department as the new physicians, and have been with the practice an average of 5.3 years. Among the groups that assign a mentor within the same department, the turnover rate was significantly lower, at 5.8%, compared with organizations with no mentoring – who reported a 7.2% turnover rate.
Every organization will find a different path for retention that is specific to its own situation, culture, and resources. However, there is value in establishing early groundwork for retention by setting clear expectations, offering a variety of career options, and engaging new physicians with their peers and mentors.
Include Spouse in the Interview Process
To determine if your physician candidate is a viable prospect for a long-term fit, engage the spouse early in the recruitment process. This will help you better understand the family dynamics, and the professional and personal needs of both parties. Once you realize you’re recruiting the couple and not just the physician, you will be able to address the needs that each individual feels are most important.
The importance of family and spouse in recruiting and retaining physicians is reinforced by findings of a physician retention survey of group practice administrators. The survey, conducted by Cejka Search and American Medical Group Association (AMGA), was completed by 92 members of the AMGA who collectively employ more than 16,833 physicians.
According to the survey results, relocating to be “closer to family” or “for spouse’s job” were among the four most frequently mentioned reasons why a physician leaves a practice voluntarily.
The effectiveness of early engagement with a candidate’s spouse was also reinforced in the retention survey (What retention survey?). Group practice administrators noted the following as being effective strategies:
▪ Providing dedicated relocation assistance
▪ Including the spouse during the interview
▪ Providing career assistance or professional networking for the spouse
▪ Creating social events for the family
If the practice opportunity you are offering is especially unique due to location or the nature of the position, you may want to consider offering a one-week locum tenens as a trial.
If you remember that employing a physician is often a “package deal,” and work to make both partners happy, you’re more likely to employ a physician who will be with you for the long-term.
The importance of family and spouse in recruiting and retaining physicians is reinforced by findings of a physician retention survey of group practice administrators. The survey, conducted by Cejka Search and American Medical Group Association (AMGA), was completed by 92 members of the AMGA who collectively employ more than 16,833 physicians.
According to the survey results, relocating to be “closer to family” or “for spouse’s job” were among the four most frequently mentioned reasons why a physician leaves a practice voluntarily.
The effectiveness of early engagement with a candidate’s spouse was also reinforced in the retention survey (What retention survey?). Group practice administrators noted the following as being effective strategies:
▪ Providing dedicated relocation assistance
▪ Including the spouse during the interview
▪ Providing career assistance or professional networking for the spouse
▪ Creating social events for the family
If the practice opportunity you are offering is especially unique due to location or the nature of the position, you may want to consider offering a one-week locum tenens as a trial.
If you remember that employing a physician is often a “package deal,” and work to make both partners happy, you’re more likely to employ a physician who will be with you for the long-term.
Recruiting the Younger Physician
In the coming years, the young medical professionals will be filling the positions that are currently occupied by physicians in the generations known as “Baby Boomers” and “Matures.”
According to the American Medical Association:
§ Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
§ Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
§ Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
§ Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
§ Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
According to the American Medical Association:
§ Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
§ Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
§ Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
§ Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
§ Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
Tuesday, August 5, 2008
Sample Initiatives to Improve Physician Retention
Physician turnover not only drains time and resources due to the need to continually recruit new physicians, but it can also result in increased stress, heavier workloads, and decreased morale for physicians who remain on staff. In an effort to address these challenges, many hospitals and physician practice groups are increasing their focus on physician retention initiatives:
▪ More intensive and longer orientation and mentoring programs
▪ Assignment of both a senior- and junior-level mentor to a new physician
▪ Increased family and spouse focus; intermittent social events throughout the first year
▪ Performance reviews at three, 12 and 24 months
▪ Retention committee and physician satisfaction team; three-year follow-up on all new
physician hires
▪ Flexible work schedules and job sharing
▪ Increased contact with medical directors and leadership
▪ Concierge services
▪ Loan repayment and salary advances (five-year paybacks)
▪ Involvement of newer physicians in portions of the orientation or interviews processes
▪ Different bonus options – vacation or pay or a mixture or sabbaticals
▪ Interview for cultural fit
▪ Prior to hiring, contract with physician candidates for a one-week locum assignment (spouses and children come with a physician)
▪ Exit interviews with both human resources and the CEO
▪ More intensive and longer orientation and mentoring programs
▪ Assignment of both a senior- and junior-level mentor to a new physician
▪ Increased family and spouse focus; intermittent social events throughout the first year
▪ Performance reviews at three, 12 and 24 months
▪ Retention committee and physician satisfaction team; three-year follow-up on all new
physician hires
▪ Flexible work schedules and job sharing
▪ Increased contact with medical directors and leadership
▪ Concierge services
▪ Loan repayment and salary advances (five-year paybacks)
▪ Involvement of newer physicians in portions of the orientation or interviews processes
▪ Different bonus options – vacation or pay or a mixture or sabbaticals
▪ Interview for cultural fit
▪ Prior to hiring, contract with physician candidates for a one-week locum assignment (spouses and children come with a physician)
▪ Exit interviews with both human resources and the CEO
Checking References
Although many healthcare organizations leave their reference checks until the end of the recruiting process, these checks may be among the most critical steps in hiring new physicians.
Reference letters from candidates provide helpful insights, but they do not replace the need for in-depth telephone conferences with at least three sources who have knowledge of the candidate’s past clinical experience.
Consulting references early in the recruiting process is valuable not only because these individuals can alert you to potential trouble spots, but also because they enrich the interview process and help you better understand the candidate’s prior clinical and workplace experiences. They can also provide ideas about the areas on which to focus during the face-to-face interview.
Note: Leaving a reference check until the end of the process should occur only in cases in which there are extenuating circumstances and the candidate’s confidentiality must be maintained.
Not all references are alike. Ideally, the references you interview should have recent experience with the candidate and have known him or her for at least a year in a professional capacity.
Once you've introduced yourself to the reference, give him or her only a brief description of the position for which the physician is applying. A “behavioral” interviewing style is effective when querying references. Try asking open-ended questions, such as:
Can you please briefly describe the candidate’s style and approach to making clinical decisions?
What types of office or practice environments and cultures would be the most appropriate for this physician to excel?
Please share any insight as to how the candidate comes across to patients.
Would you feel comfortable having this physician treat a member of your family? Why?
Next, ask the reference to describe a particular situation in which the candidate exhibited certain qualities or behaviors.
While checking references, you may learn negative information about a candidate that may influence your opinion of him or her. However, you should not share this data with others, including the candidate. Doing so violates the confidentiality of the information the reference has shared. Sharing such information could also limit the effectiveness of securing candid assessments from this reference in the future.
Follow the rule of securing references before you interview, and you will increase your ability to assess the hospitalist’s viability as a candidate and the likelihood for a good fit as a potential member of your team.
Reference letters from candidates provide helpful insights, but they do not replace the need for in-depth telephone conferences with at least three sources who have knowledge of the candidate’s past clinical experience.
Consulting references early in the recruiting process is valuable not only because these individuals can alert you to potential trouble spots, but also because they enrich the interview process and help you better understand the candidate’s prior clinical and workplace experiences. They can also provide ideas about the areas on which to focus during the face-to-face interview.
Note: Leaving a reference check until the end of the process should occur only in cases in which there are extenuating circumstances and the candidate’s confidentiality must be maintained.
Not all references are alike. Ideally, the references you interview should have recent experience with the candidate and have known him or her for at least a year in a professional capacity.
Once you've introduced yourself to the reference, give him or her only a brief description of the position for which the physician is applying. A “behavioral” interviewing style is effective when querying references. Try asking open-ended questions, such as:
Can you please briefly describe the candidate’s style and approach to making clinical decisions?
What types of office or practice environments and cultures would be the most appropriate for this physician to excel?
Please share any insight as to how the candidate comes across to patients.
Would you feel comfortable having this physician treat a member of your family? Why?
Next, ask the reference to describe a particular situation in which the candidate exhibited certain qualities or behaviors.
While checking references, you may learn negative information about a candidate that may influence your opinion of him or her. However, you should not share this data with others, including the candidate. Doing so violates the confidentiality of the information the reference has shared. Sharing such information could also limit the effectiveness of securing candid assessments from this reference in the future.
Follow the rule of securing references before you interview, and you will increase your ability to assess the hospitalist’s viability as a candidate and the likelihood for a good fit as a potential member of your team.
Fostering Leadership Potential
Leadership development for a physician requires a comprehensive approach and lasts throughout his or her entire career. Hospitalist leaders can foster leadership in their organizations by proactively recruiting physicians with leadership potential.
To do this, first determine whether a candidate’s skills and knowledge meet your organization’s needs. A well-constructed interview enables you to evaluate attitude, self-image, and social skills. The interview process should look below the surface to assess the candidate’s motives, values, and key personality traits.
Traits to look for in physician leaders include:
▪ Organizational agility
▪ Integrity values
▪ History of achievement
▪ Motivation
▪ Professional and personal goals
▪ Interpersonal and communication skills
▪ Ability to accept feedback and respond to coaching
▪ Leadership experience and potential
To target and develop leadership potential in a physician, the key is to start early. Immediately introduce physicians to the organization’s goals, mission, vision, and core values, and discuss how these align with those of the physician.
By clarifying expectations, the developing physician leader will better understand how his or her skills will help to lead the organization in multiple ways: clinically, as a business enterprise, and among peers and staff.
Ensure that up-and-coming hospitalist leaders understand the expectations and specific responsibilities related to their job description. Communication and ongoing feedback and support are essential and send the message that you want to nurture the careers of physician leaders. This helps to increase job satisfaction and retention.
To do this, first determine whether a candidate’s skills and knowledge meet your organization’s needs. A well-constructed interview enables you to evaluate attitude, self-image, and social skills. The interview process should look below the surface to assess the candidate’s motives, values, and key personality traits.
Traits to look for in physician leaders include:
▪ Organizational agility
▪ Integrity values
▪ History of achievement
▪ Motivation
▪ Professional and personal goals
▪ Interpersonal and communication skills
▪ Ability to accept feedback and respond to coaching
▪ Leadership experience and potential
To target and develop leadership potential in a physician, the key is to start early. Immediately introduce physicians to the organization’s goals, mission, vision, and core values, and discuss how these align with those of the physician.
By clarifying expectations, the developing physician leader will better understand how his or her skills will help to lead the organization in multiple ways: clinically, as a business enterprise, and among peers and staff.
Ensure that up-and-coming hospitalist leaders understand the expectations and specific responsibilities related to their job description. Communication and ongoing feedback and support are essential and send the message that you want to nurture the careers of physician leaders. This helps to increase job satisfaction and retention.
Monday, August 4, 2008
Recruiting to Win Spouse Approval
You think you’ve found the right match for your hospitalist position – the feedback from your interview team overwhelmingly points to one outstanding candidate, and the position seems to meet the prospective employee’s professional and personal goals.
However, there is an important element missing that could derail the entire offer: does the spouse support this job change? One of the most common reasons that candidates will refuse a position is because their spouse is dissatisfied or unsure regarding factors related to the job. In fact, over 60% of offers are rejected specifically because of the spouses’ concerns.
During the evaluation process, be sensitive to personal and professional needs of the candidate’s family, particularly when the position involves relocation.
Beyond salary and incentives, “quality of life” in the community and location are important. Considerations may also include:
Career opportunities for the spouse
Residential areas
Education
Religious institutions
Recreational facilities
Cultural and sporting activities
When recruiting a candidate, assure the spouse that he or she will be an integral part of the interview process. Learn about the spouse’s professional and personal interests, and then prepare an itinerary for the candidate’s family. While you’re under no obligation to find a spouse employment, you could set up courtesy interviews with some potential employers, churches, schools, and real estate offices. By addressing the spouse’s particular needs and desires, you can emphasize key factors of the position that help to engage them and win their acceptance.
However, there is an important element missing that could derail the entire offer: does the spouse support this job change? One of the most common reasons that candidates will refuse a position is because their spouse is dissatisfied or unsure regarding factors related to the job. In fact, over 60% of offers are rejected specifically because of the spouses’ concerns.
During the evaluation process, be sensitive to personal and professional needs of the candidate’s family, particularly when the position involves relocation.
Beyond salary and incentives, “quality of life” in the community and location are important. Considerations may also include:
Career opportunities for the spouse
Residential areas
Education
Religious institutions
Recreational facilities
Cultural and sporting activities
When recruiting a candidate, assure the spouse that he or she will be an integral part of the interview process. Learn about the spouse’s professional and personal interests, and then prepare an itinerary for the candidate’s family. While you’re under no obligation to find a spouse employment, you could set up courtesy interviews with some potential employers, churches, schools, and real estate offices. By addressing the spouse’s particular needs and desires, you can emphasize key factors of the position that help to engage them and win their acceptance.
How to Find Quality Candidates
Experiencing the recruitment blues? Finding quality candidates in today’s market can be particularly challenging, as hospital medicine programs grow increasingly competitive and the nationwide physician shortage becomes more severe.
Note: A shortage of 200,000 physicians across all specialties is predicted by 2020. Source: Cejka Search.
The successful recruitment of star hospitalists requires careful thought and execution through an organized search plan. However, a quarter of all organizations surveyed do not define what they are looking for in candidates before they begin searching.
First, engage senior leadership to help you define the core competencies (skills, motivations, and behaviors) of the position you are seeking to fill. Senior leadership can provide direction regarding the organization’s goals, which can then guide you in orchestrating a recruitment process. There are both short- and long-term organizational goals to consider, and they span multiple areas including:
▪ Clinical
▪ Operational
▪ Financial
▪ Cultural
Finding the right physician to match your organization’s expectations requires sensitivity to factors inherent in the position. For example, the greater the number of responsibilities of a position, the smaller the pool of candidates with the desired personal and professional qualifications will be.
Determining how a position fits your organization’s needs, critiquing the specifications and job descriptions, and ensuring that your team is properly trained to interview candidates can help your organization more successfully recruit top-quality hospitalists that fit well into your organization.
Note: A shortage of 200,000 physicians across all specialties is predicted by 2020. Source: Cejka Search.
The successful recruitment of star hospitalists requires careful thought and execution through an organized search plan. However, a quarter of all organizations surveyed do not define what they are looking for in candidates before they begin searching.
First, engage senior leadership to help you define the core competencies (skills, motivations, and behaviors) of the position you are seeking to fill. Senior leadership can provide direction regarding the organization’s goals, which can then guide you in orchestrating a recruitment process. There are both short- and long-term organizational goals to consider, and they span multiple areas including:
▪ Clinical
▪ Operational
▪ Financial
▪ Cultural
Finding the right physician to match your organization’s expectations requires sensitivity to factors inherent in the position. For example, the greater the number of responsibilities of a position, the smaller the pool of candidates with the desired personal and professional qualifications will be.
Determining how a position fits your organization’s needs, critiquing the specifications and job descriptions, and ensuring that your team is properly trained to interview candidates can help your organization more successfully recruit top-quality hospitalists that fit well into your organization.
Tuesday, July 29, 2008
How to Close the Deal
Your hospitalist candidate has completed the on-site interview process and you’ve begun your wrap-up session.
At this stage, it is best to provide the candidate with personal, direct, and meaningful feedback. Comments that you might incorporate into your closing conversation include the following:
▪ “We really like you and feel that the interview went very well.”
▪ “We believe you’d be a tremendous fit for our hospitalist program.”
▪ “Are there any issues that came up today that we should address?”
▪ “What are your thoughts about the position and the organization?”
Closing the deal ultimately comes down to knowing your hospitalist candidate both professionally and personally. A physician is most likely to accept a position if it offers a better career path, a promotion, or better lifestyle. Through a candid conversations, you can learn about one’s professional and personal goals, and identify what opportunities your organization can provide over his or her current situation.
If the candidate portrays a positive attitude and likes the organization, position, salary, and the community you may want to ask, “If we were to make you an offer, what would you say?” If the candidate seems prepared to make the decision, you may want to cut and close. In that case, if you’ve done your reference checks, you’re home free.
At this stage, it is best to provide the candidate with personal, direct, and meaningful feedback. Comments that you might incorporate into your closing conversation include the following:
▪ “We really like you and feel that the interview went very well.”
▪ “We believe you’d be a tremendous fit for our hospitalist program.”
▪ “Are there any issues that came up today that we should address?”
▪ “What are your thoughts about the position and the organization?”
Closing the deal ultimately comes down to knowing your hospitalist candidate both professionally and personally. A physician is most likely to accept a position if it offers a better career path, a promotion, or better lifestyle. Through a candid conversations, you can learn about one’s professional and personal goals, and identify what opportunities your organization can provide over his or her current situation.
If the candidate portrays a positive attitude and likes the organization, position, salary, and the community you may want to ask, “If we were to make you an offer, what would you say?” If the candidate seems prepared to make the decision, you may want to cut and close. In that case, if you’ve done your reference checks, you’re home free.
Screening Candidates to Ensure the Best Fit
Screening a hospitalist candidate goes beyond reviewing a resume and performing the necessary background and reference checks. It is also important to consider whether the candidate is a good “fit” for your organization. For example, does he or she share the majority of the organization’s work styles, philosophies, and goals?
When assessing whether a candidate is a good fit, first you must candidly consider the style of your department and organization. Address questions such as:
1. Does the organization value individual performance or team play?
2. Is the organization’s style loose or structured with regard to schedules, coverage, etc.?
3. How social is the department and organization?
4. Does the position entail taking risks, or it more suited to a cautious hospitalist?
5. How much value does the organization place on saving money and improving the bottom line?
Next, develop a checklist of all of the qualities you are seeking in a hospitalist. Begin by addressing the following questions:
1. Do you need a team player or an independent performer?
2. Do you want a physician who will stay for 20 years or for five?
3. Are community involvement and civic contributions important?
4. What does the candidate’s background tell you about his or her ability to fit in with your organization?
While there is no fail-safe method for assessing candidates, a careful appraisal of your organization coupled with a detailed exploration of a candidate’s personal and professional goals will help you better determine if he or she is a good match.
Orientation for Hospitalists New to Your Program
Great news: You have successfully hired a hospitalist. Now it’s time to ensure that the newest addition to the staff understands how things get done at your organization. Whether the hospitalist has years of experience under his or her belt or is transitioning from a residency program, it is up to the hospitalist program to provide specific instruction on the organization’s systems, processes, and policies. Failure to adequately orient your new hospitalist to the program could lead to feelings of stress and alienation, reduced productivity, and avoidable mistakes.
Elements of a strong and effective orientation program include:
▪ Implementation of a formalized training program to help the new hospitalist learn the ropes of your organization, making him or her feel more at ease in the new position.
▪ Introducing the new hospitalist to staff and arranging meetings between the hospitalist and the individuals with whom he or she will work closely.
▪ Creating a welcoming environment by inviting the new hospitalist to social events. It is important to include the new hospitalist’s significant other and/or family in part of the orientation, especially in cases where the physician/family has relocated to the community.
Elements of a strong and effective orientation program include:
▪ Implementation of a formalized training program to help the new hospitalist learn the ropes of your organization, making him or her feel more at ease in the new position.
▪ Introducing the new hospitalist to staff and arranging meetings between the hospitalist and the individuals with whom he or she will work closely.
▪ Creating a welcoming environment by inviting the new hospitalist to social events. It is important to include the new hospitalist’s significant other and/or family in part of the orientation, especially in cases where the physician/family has relocated to the community.
Monday, July 28, 2008
How to Retain Great Hospitalists
You may be surprised to learn that the retention process begins during a hospitalist candidate’s first interview. Most physicians who leave their organizations do so in the first five years, and often the decision to leave occurs within the first three to five months of employment. Examples of factors that lead to physician turnover include:
Poor fit within the organization’s culture
Disappointment with compensation
Pressure to see a higher-than-anticipated patient volume
From the initial interview, set clear expectations about compensation and long-term goals, clinical performance, and quality standards. Provide realistic details about your hospital or health system’s culture. Seek feedback on the candidate’s expectations and desires, and objectively evaluate the match.
Finally, invest in formalizing and implementing an effective retention program. A formal, written retention plan is essential to reducing turnover.
Remember: In the face of physician shortages and increased patient demand, it can be difficult to objectively evaluate issues such as fit and long term expectations, but securing the right hospitalist upfront will help save your facility time and money in the long run.
Poor fit within the organization’s culture
Disappointment with compensation
Pressure to see a higher-than-anticipated patient volume
From the initial interview, set clear expectations about compensation and long-term goals, clinical performance, and quality standards. Provide realistic details about your hospital or health system’s culture. Seek feedback on the candidate’s expectations and desires, and objectively evaluate the match.
Finally, invest in formalizing and implementing an effective retention program. A formal, written retention plan is essential to reducing turnover.
Remember: In the face of physician shortages and increased patient demand, it can be difficult to objectively evaluate issues such as fit and long term expectations, but securing the right hospitalist upfront will help save your facility time and money in the long run.
Managing the On-site Interview
You have pored over countless curriculum vitae, selected the best hospitalist candidates, and now it’s time to invite them for an on-site interview. Remember that first impressions count. The manner in which you conduct the on-site interview sends a clear message to the candidate about your organization.
The interview team needs to be well-prepared and set aside plenty of time to spend with the candidate. Preferably, the interview itinerary should be sent to the candidate a week in advance.
The prospective employee should be greeted upon arrival and escorted by a designated interview team member during the course of the interview. Well-conducted interviews with a wrap-up session that allows the candidate to address any issues or unanswered questions. If he or she wants the position afterward, your efforts have been successful.
The interview team needs to be well-prepared and set aside plenty of time to spend with the candidate. Preferably, the interview itinerary should be sent to the candidate a week in advance.
The prospective employee should be greeted upon arrival and escorted by a designated interview team member during the course of the interview. Well-conducted interviews with a wrap-up session that allows the candidate to address any issues or unanswered questions. If he or she wants the position afterward, your efforts have been successful.
Friday, July 25, 2008
Cornett Featured in Managed Care Article
In the May 2008 issue of Managed Care, David Cornett was featured discussing the topic of physicians balancing professional time with personal time through the use of part-time employment.
A survey conducted by Cejka Search and the American Medical Group Association (AMGA) shows a rise in the number of physicians who practice part time. From 2005 to 2007, the percentage of all physicians practicing part time increased from 13 percent (5 percent men and 8 percent women) to 19 percent (7 percent men and 12 percent women) — a jump of 46 percent.
“Twenty years ago, the concept of practicing medicine on a part-time basis was never heard of,” says David Cornett, regional vice president for client services at Cejka Search. The need is not coming from the organizations but from the younger physician population and those nearing retirement,” says Cornett.
Forecasts of a shortage of primary care physicians and the trend toward more part-time practice suggest that it will be increasingly difficult for health plans to ensure access to primary care providers for their members.
Cornett says that physicians want to avoid the administrative burdens of running a traditional independent medical practice and that managed care organizations can play a role by reducing those burdens.
“If managed care organizations can remove obstacles for physicians, they will be more productive — and accessible to health plan members — within the clinical hours they will be working,” says Cornett.
Thursday, May 1, 2008
Available Internal Medicine Physician Job in Missouri
Barnes-Jewish St. Peters and BJC Medical Group have a unique opportunity for YOU. Establish your practice in one of the fastest growing areas in the state of Missouri and have a shared call arrangement.
We are seeking internal medicine physicians for two unique practice settings. You can select an outpatient-only arrangement or practice traditional internal medicine with shared call. Each practice is located minutes west of Barnes-Jewish St. Peters Hospital. In addition to the signing bonus, you will receive an attractive base compensation, productivity bonus option, and full benefits including health, dental and vision insurance, pension, vacation, CME, covered malpractice and relocation assistance.
For further info:
Cheryl Devita
800-678-7858 x63448
cdevita@cejkasearch.com
Tuesday, March 11, 2008
Trauma Surgeon Needed for Mother Frances Hospital
Join Luis Fernandez, MD, Robert Ellis, MD and John Norris, MD as we grow our Level II Trauma program to four surgeons. You will receive a generous compensation package and outstanding benefits. Mother Frances Hospital (affiliated with Trinity Mother Frances Hospitals and Clinics) is a 390-bed tertiary care facility with 18 OR's and state-of-the-art technology (including 3 da Vinci surgical robots).
In 2006, Mother Frances was selected by the National Foundation for Trauma Care as one of five nationally recognized "Best Preparedness Practice Hospitals" in its 2006 study of Trauma Center Terror and All Hazards Preparedness. Mother Frances Hospital was recently named on the US 100 Top Hospitals as a performance improvement leader in the large community hospitals' category by Thompson Healthcare, a leading provider of strategic business and clinical information for the health care industry. Mother Frances Hospital is one of only 20 large community hospitals to earn this award.[Learn more]
[Download the podcast]
Monday, March 10, 2008
Trinity Mother Frances Seeks Additional Hospitalist: Sign-on Bonus Included
Trinity Mother Frances Hospitals and Clinics is offering a lucrative hospitalist opportunity with excellent compensation and benefits package. A sign-on bonus is included.
Enjoy a high-quality team in Tyler, Texas, where you'll find a most ideal environment to practice medicine. Amentities include a 400-bed tertiary care medical center with with 44 critical care beds, a call schedule of 1 in 10 ( with no more than three call nights in eight weeks), and a very efficient patient management system.
[Learn more]
[Download the podcast]
Enjoy a high-quality team in Tyler, Texas, where you'll find a most ideal environment to practice medicine. Amentities include a 400-bed tertiary care medical center with with 44 critical care beds, a call schedule of 1 in 10 ( with no more than three call nights in eight weeks), and a very efficient patient management system.
[Learn more]
[Download the podcast]
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