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.

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.

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.

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.

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.

[Learn More]

For further info:

Cheryl Devita
800-678-7858 x63448
cdevita@cejkasearch.com