8 tips for improving physician recruitment
Having a hard time finding physicians who are the right fit for your organization? You’re not alone. A recent article posted by the MGMA e-Source recognized the looming physician shortage, and it mentioned the need for qualified physicians is projected to be worse than originally thought.
“Last year, the Association of American Medical Colleges released new physician shortage estimates based on projections by the Center for Workforce Studies,” the article stated. “They were 50 percent worse than expected because of the passage of healthcare reform, which will extend insurance coverage to tens of millions of previously uninsured Americans. Plus, 36 million more are expected to enroll in Medicare.”
We reached out to Jennifer Metivier, executive director at the Association of Staff Physician Recruiters, for some guidelines to finding top-notch doctors, and after incorporating thoughts from the MGMA as well, here are eight tips for improving your physician recruitment.
1. Think local. Metivier suggests focusing recruitment efforts on physicians who have ties to your area, “whether they or their spouse were born, licensed or trained in your region.” She said this will increase your chances of a successful recruitment and, more importantly, increase your chances of retention.
[Also: Recruitment costly for health systems]
2. Include the family. “Recruiting the entire family is critical,” said Metivier. “Everyone needs to be comfortable with the opportunity. It’s not just a job - it’s about lifestyle, too.” The article posted by the MGMA suggests developing a specific agenda with both candidates and their spouses, and plans should include opportunities to see recruits and their families in as many different situations as possible. “This is when you sell the practice,” the article read.
3. Involve administration. Metivier recommends getting the organization’s administration involved in the recruitment process. “It shows the candidate how important they are to the organization.” The MGMA article suggested verifying the candidate's credentials, education, work history, hospital affiliation and other background information. “The organization's medical director or managing partner should conduct part of the reference check to confirm the applicant's clinical competence, issues affecting performance and whether the reference recommends the candidate for the type of position being recruited,” the article read.
4. Know that hospitals are in demand. According to Metivier, hospital employment has become significantly attractive to physicians, both newly graduated residents and physicians who have been in practice for years. “Organizations offering employed positions will be more likely to be successful in recruitment,” she said. And, the same goes for offering flexible working arrangements, “whether they be part-time or other creative arrangements, which are particularly appealing to working mothers and physicians approaching retirement.”
[Also: Recruitment demand high for primary care doctors]
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5. Offer incentives. Metivier said incentives are important, particularly in suburban and rural areas. “Student loan assistance and stipends for final-year residents are becoming very common, if not critical to success,” she said. The MGMA suggests determining compensation ranges, benefits and partnership opportunities. “Depending on the competitive nature of your community and the specialty for which you're recruiting, you may have to offer a signing bonus and compensate for moving expenses or medical school loan repayments,” it read. To stand out against competitors, “identify the professional opportunities you offer in terms of practice culture, technological advances and opportunities for practice leadership, research or other services.”
6. Think about the cultural fit of a candidate. “Behavioral interviewing and personality assessments are being utilized more frequently to better assess the cultural fit of a candidate with the organization,” said Metivier. Visualizing the ideal new doctor for your practice will also help, the MGMA article said. “Physicians will discuss the new doctor's specialty and clinical qualifications, but equally important are the personality and characteristics to match your practice's culture and goals.” According to the article, try asking yourself questions like, what type of work ethic is important? “Will the candidate be new from residency or will he or she be more experienced?” the article read. “Are customer service and patient satisfaction important to consider?”
7. Get creative. Aim for a more personal interaction with potential candidates through video-enabled interviewing, said Metivier, prior to bringing them in for an on-site interview. “It’s time and cost effective, (and it offers) better insight into the candidate,” she said. The MGMA suggests a similar approach of beginning the initial screening of candidates via telephone; the 30- to 60-minute conversations are an inexpensive way for initiating the interviewee and selection process, and it can help reduce the number of candidates. “Describe what your practice and community offer,” the article read. “Use the call to screen candidates for various compatibility issues, such as geography, medical interests and strengths, adequacy of your compensation package and the alignment of practice and prospective physicians' goals.”
8. Take your time. “It’s critical to find the ‘right’ physician with respect to fit,” said Metivier. “It’s the only way you will retain them. If the wrong physician is hired (for whatever reason), you will likely find yourself recruiting all over again within a year or two, or as soon as the forgiveness period is over on any recruitment incentives.” The MGMA article mentioned it’s essential to commit the financial resources to recruitment and personnel time. Budget for the process, it said, and remember to include the cost of a recruitment firm, if that’s the direction you chose to take. “Determine whether you will use Internet job boards and other methods, as well,” the article read. “Assemble a recruitment team with a mix of positions and responsibilities to provide different viewpoints. Select a recruitment coordinator and someone with authority to negotiate and close the contract.”
Follow Michelle McNickle on Twitter, @Michelle_writes
