[Infographic Guide] Four Steps to Advance Your Physician Career


If you’re looking to take your career to the next level and want to be in the best position to achieve your goals, learn four helpful steps to advance your physician career.


4 Steps to Advance Your Physician Career:

1. Build Your Professional Network

  • Join associations like the American Medical Association or the Medical Group Management Association
  • Get involved by actively networking at conferences and serving on committees within your facility and professional associations
  • Develop relationships with physician recruiters

2. Boost Your Digital Footprint

  • Keep your social media profiles up to date
  • Check the privacy settings on your accounts
  • Don’t rely on a single source for your online professional presence

3. Seek Professional Publication

  • Be original
  • Be cost-conscious
  • Be a rule follower
  • Be persistent

4. Serve Your Community

  • Volunteer for local causes in your community and within the healthcare industry
  • Consider medical mission trips
  • Mentor medical students, residents, and newer physicians

Five Ways Professional Coaching Helps Physicians Turn New Jobs into Long-Term Success

As a physician, landing a new practice opportunity is cause for well-deserved celebration. It also signifies the beginning of a new journey…..

Physician Giving a Lecture

A Physician’s Career Can Take Many Paths

Through the year 2026, the Bureau of Labor Statistics projects physician employment to increase by 13%, with rural and underserved population centers even higher….

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[Case Study] Continuous Growth Drives Provider Recruitment Partnership with FQHC



A six-clinic, Federally Qualified Health Center (FQHC) in rural Northern and Central Pennsylvania had undergone continuous growth in order to provide its communities with much-needed medical and dental services. With two dental clinics as part of its network, the CEO needed a proven, trusted recruitment partner who had experience in recruiting dentists and physicians. Due to the competitiveness and costs associated with provider recruitment today, prioritizing the opportunity for long-term retention of newly hired providers was mission-critical. For the partnership to succeed, it would be incumbent on the recruitment firm to source high quality candidates who were genuinely interested in moving to rural Pennsylvania and were a good cultural fit with the FQHC.

Scroll down to continue reading or download the Case Study.



After an initial discussion with Regional Vice President Trevor Strauss and knowing we were endorsed by CommonWeath Purchasing Group, the CEO was confident that our 100% digital sourcing strategy would efficiently attract both active and passive candidates. Little did we know at that particular time, but a pandemic was about to take hold in the U.S. Fortunately, our ability to cast a wide net through multiple job boards, dedicated email campaigns, and targeted outreach allowed us to recruit uninterrupted.

Success Factors for an Effective Recruitment Partnership

  • Establish trusting relationships with a recruitment partner, candidates, and your internal hiring team
  • Think high-tech and high-touch by employing modern, agile sourcing technologies and delivering a highly personalized experience candidate experience
  • Create recruitment benchmark metrics that measure performance and return on investment


Partnering with Jackson Physician Search gave the FQHC a recruitment process and fee structure that are rooted in trust and transparency. With a track record of successful placements dating back more than 40 years, the CEO found that her communication with Trevor and Search Consultant Mark Rooney made the biggest difference. From day one, it was our commitment to providing an unparalleled level of service that made her feel that Jackson Physician Search was solely focused on the FQHC’s recruitment needs. From the conception of the partnership, three dentists have been successfully recruited with two happening within 30 days. A fourth search is also already underway.

About Jackson Physician Search

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

To speak further about your physician and advanced practice provider recruitment needs, please contact Jackson Physician Search.

Jackson Physician Search Issues Affecting FQHCs White Paper

[White Paper] Issues Affecting FQHCs: What will it take to survive in today’s healthcare physician recruiting climate?

Physician vacancies are affecting the majority of health centers across the country. This paper examines some of the recruitment and retention challenges that Federally Qualified Health Centers are facing and how to overcome them. Feel free to download and share…

[Case Study] How One FQHC Successfully Recruited Three Family Medicine Physicians

With physician recruitment becoming increasingly competitive due to the growing shortage of candidates and continued maldistribution of talent, a Federally Qualified Health Center in Pennsylvania was seeking a partner to help increase its candidate reach…

Need Help Recruiting Physicians?

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

2021 Physician Staffing: 6 Takeaways from Our Candidate Poll Questions


As healthcare administrators pursue their 2021 physician staffing plans, it’s a perfect time to share the intel we’ve been gathering from physicians over the past six months. Jackson Physician Search asked physicians via our candidate email newsletter and job opportunity emails to answer a single poll question related to their career plans each month, with the queries beginning in June and concluding at the end of November. The results are not only enlightening, but they offer insight that can help healthcare organizations gain an edge in their 2021 physician recruitment plans. Here’s what we learned:

June 2020: Has COVID-19 prompted you to search for a new job?

Each year, the healthcare industry experiences physician turnover at a rate of 6-7%, which equates to approximately 50,000 physicians accepting new positions. Once the country began re-opening, we asked physicians if the pandemic had prompted them to search for a new job.

A striking 67% of physicians said, yes, COVID is influencing their decision to seek a new job opportunity. 

With the first vaccines rolling out now, it will be interesting to see how many physicians continue to pursue new roles. But clearly, they have taken stock of their current situation, and it may lead to higher physician turnover rates than in past years. Now is the time to ensure that you have contingency plans in place in order to keep your 2021 staffing plan on track.

July 2020: Would you accept a position based on a virtual interview alone (no on-site visit)?

Another component of physician recruitment that has been heavily impacted by the pandemic is the interview process. With in-person and on-campus meetings severely curtailed at various points throughout the year, we wanted to learn more about how virtual interviews impacted physician candidates’ decision-making process. We asked a yes or no question about whether a candidate would accept a new position based solely on a virtual interview.

The responses were split down the middle as 52% of physicians said yes and 48% responded no.

Obviously, virtual meetings and interviews have proven helpful during the shutdown protocols and several of our clients made successful hires via virtual interviews alone. But for many physicians, a face-to-face meeting is an essential part of the process.

August 2020: How many on-site or virtual interviews are needed for you to be comfortable making a career decision?

In that same vein, we sought to learn more about the ideal number of interviews before a physician candidate reaches a decision.

In response, 45% of physicians chose one interview, while 26% needed two, and 29% chose 3 or more as the ideal number.

Since almost half of the candidates only need a single interview before deciding if an opportunity is right for them, administrators should focus on delivering a great first impression.

September 2020: Which aspect of the community tour most influences your decision to accept or reject a job offer?

One aspect of the recruitment process that should never be discounted is the community tour. Site visits and community tours in 2020 were significantly challenged by the pandemic. However, according to physicians, they remain a vital influence on whether or not they will accept an opportunity that involves moving to a new community.

More than 90% of physicians responded that a community tour is essential to their decision.

In support of community tours, 42% cited the local housing market as the most important factor, while 31% pointed to the schools and childcare resources. These are timely data points to consider when planning out a community tour for physician candidates. It is also worthy to note that a well-planned community tour and site visit are essential parts of your first impression.

October 2020: In making your employment decision, how important is it that your significant other accompany you on the interview and community tour?

Another factor that should never be ignored when planning your in-person interview is the candidate’s significant other. In their own words, physicians are telling us that having their spouse or significant other accompany them on an interview is key.

Over 53% considered it very important, while another 18% chose somewhat important.

Just 12% said it was not important, while 17% chose not applicable. Knowing that 71% of the candidates with a significant other cite the importance of their inclusion solidifies the notion that the whole family should be recruited, not just the physician. When planning the on-site tour, aim to engage the candidate and any attending family members.

November 2020: What is your ideal interview schedule?

The last question posed to physicians was designed to determine a preference in how the interview process was scheduled overall.

The majority of the respondents split between having several visits (35%) and finishing the interviews all in one day (37%).

A smaller number indicated a preference for a 2- to 3-day long visit (13%), while 14% stated that it didn’t matter to them. While these numbers may seem inconclusive, they suggest that you may want to ask candidates what they prefer.  When the schedule is tailored around the candidate’s wants and needs, it demonstrates that they are valued as an individual.

6 Key Takeaways from Our Physician Polls

  1. COVID may be prompting physicians to seek new job opportunities.
  2. Virtual interviews have a place, but many physicians still prefer face-to-face interviews.
  3. Almost half of the physicians responded that they only need one interview to decide if an opportunity is right for them.
  4. Community tours are a significant factor for physician candidates, focusing on housing markets and school systems.
  5. Over 70% of candidates felt it was essential to have their significant other involved in the interview/recruitment process.
  6. Physicians didn’t state a strong preference for the number of days to commit for interviews. Take that as an opportunity to tailor the process to their needs.

We understand the challenges faced by healthcare administrators to recruit and retain physicians and aim to provide you with helpful industry data and sound recruitment strategies. Our latest whitepaper on the Physician Interview Experience addresses many of the topics discussed above.

Whether you are responsible for a small rural hospital or a large hospital system, our team of healthcare industry experts can help you source, recruit, and fill your physician vacancies. Contact our recruitment team today and learn how we can make a difference as your trusted physician recruitment partner.


[Recruitment Guide] How to Deliver an Exceptional On-site Physician Interview

Download this step-by-step recruitment guide on how to deliver an exceptional on-site interview experience to reduce your time-to-fill, increase your interview-to-hire ratio, and maximize your recruitment ROI…

[Infographic Guide] Effective Physician Staffing Plans Consider These Factors

If you are working on your 2021 Staffing Plan and want to ensure your organization’s success, consider these three factors: the current state-of-the-market, retaining physicians, and planning for retirements…

Need Help Recruiting Physicians?

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

Digital Sourcing and Serendipity Result in Physician Placement in Only 54 Days


Jackson Physician Search had just made a successful physician placement at a Louisiana medical group when it found itself in a sudden bind. One of its senior physicians had become seriously ill and could no longer serve the group’s primarily Medicaid patient population. Additionally, another physician was about to go on maternity leave, so the urgency to recruit another doctor was palpable.

It was only six months earlier that the practice manager had evaluated multiple physician recruitment firms in search of a collaborative partnership. After speaking with Jackson Physician Search Regional Vice President Gary Seaberg, he felt confident in selecting us.

With a strong relationship already developed during the first search, Senior Search Consultant Don Evans immediately dove in to help the medical group recruit a second OB/GYN. To set the search up for success, Don met with the practice manager to clearly define this role and understand the characteristics of the group’s ideal physician.

As matchmakers, Jackson Physician Search is always on the lookout for both a clinical and cultural fit. In a medical group, everyone works so closely together that meshing personalities and common interests is key to long-term physician retention.

With a position description now in-hand, Don was able to customize the job ad, post the position to multiple job boards, and launch an initial email campaign in order to cast a wide net – and all within 48 hours.

The National Average Time-to-fill for an OB/GYN is 8.4 months, but Jackson Physician Search Comes Through in Just 54 Days

In a serendipitous-like moment, Don connected the very next day with an OB/GYN who had just read the job ad and found the opportunity intriguing. He also wanted to relocate back to New Orleans to be closer to family, so the timing couldn’t have been more perfect. Don submitted the candidate, and the practice administrator called the physician. They clicked right away and proceeded to schedule an on-site interview and community tour.

After identifying a candidate who appears to be a strong clinical and cultural fit, Jackson Physician Search recommends delivering an exceptional on-site interview, including a customized, comprehensive facility and community tour. In our 2020 Physician Interview Experience Survey, we learned there are three aspects of the on-site interview that can improve your chances of a physician accepting a job offer after the first interview: make the candidate feel welcome and excited about the organization and community, answer all of the candidate’s question, and ensure that there is alignment with organizational and personal values.

The Medical Group Rolled Out the Red Carpet During the On-site Interview

With a game plan in place and feeling fortunate to interview a well-qualified candidate so quickly, the practice manager and the entire medical group were prepared to make a great first impression. Determined to recruit the candidate quickly, they rolled out the red carpet from start to finish. In the practice manager’s own words, “we treated him like a five-star athletic recruit.” Shortly into the on-site interview, the practice manager and the candidate were establishing a stronger professional connection when they discovered that both belonged to and were passionate about the same national organization. They even had common connections in the community, which only helped to solidify the candidate’s excitement about the opportunity. We couldn’t have wished for a more ideal cultural match.

 “Serendipitous” Recruitment Stories Have One Thing in Common: Effective Client Communication

While the client’s constant communication with both Don and the candidate contributed to the placement’s speed, an article from The American Association for Physician Leadership (AAPL) notes that regular communication between providers and administrators instills trust. Two-way conversations allow administrators and physicians to understand one another’s perspective and discuss potential and existing challenges. Additionally, providing more autonomy regarding how their work is done and obtaining feedback about patient care and operations offers opportunities to increase physician engagement.

It is rewarding to be part of a homecoming for a hard-working, dedicated physician and his family. It also gives us great pride knowing that the medical group feels confident about its newest physician and the potential for long-term retention.

Digital Candidate Sourcing Drives Improved Recruitment ROI

To go from search initiation to offer acceptance in just 54 days is an incredible achievement in physician recruitment. Because our candidate sourcing process is 100% digital, we’re able to begin advertising a new position and actively screen candidates in days versus weeks and months. This positions our clients to potentially beat the average time-to-fill for any particular specialty, just as this medical group experienced.

Between our excellent track record of successful placements, a transparent fee structure, and our ability to show increased Reruitment ROI through our ROI calculator, we consistently earn a 97% client satisfaction rate. We’re also delighted that over 90% of clients trust us with multiple searches. To learn more about improving your physician recruitment and interview process, contact an experienced Jackson Physician Search industry professional today.


[Recruitment Guide] How to Deliver an Exceptional On-site Physician Interview

Download this step-by-step recruitment guide on how to deliver an exceptional on-site interview experience to reduce your time-to-fill, increase your interview-to-hire ratio, and maximize your recruitment ROI…

3 tips for recruiting top physician candidates

Going Beyond Compensation: 3 Tips to Win Top Physician Candidates

The volume of physicians who are looking for their next opportunity is surging right now. To recruit and retain your ideal candidates in today’s crowded recruitment environment, it’s time to get creative. Here are three tips for success…

Need Help Recruiting Physicians?

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

How our Physician Leader Search Earned Doximity’s “Hire of the Quarter”


For two years, a Midwestern academic institution tried to fill a Family Medicine Department Chair position. Faculty members were all pitching in to help, but the lengthy vacancy was taking a toll on everyone. Impressed by our track record of quickly presenting qualified physicians, the institution decided to give Jackson Physician Search the chance to find its new physician leader.

With confidence, Regional Vice President of Recruiting Tara Osseck dove in to develop a clear understanding of the position. Her goal was to find the type of candidate that would be successful and fit into the culture. Tara worked with the client to refine the job description to reflect the position’s diverse responsibilities, including a unique clinical and administrative balance.

Greater Access to Physician Leaders

Once the role was accurately depicted, Tara leveraged several sourcing tools, including Doximity.com. Jackson Physician Search’s 100% digital sourcing strategy allowed Tara greater access to a significant pool of physician executive candidates, targeting close to 450 physician leaders through Doximity alone. One of the candidates that jumped off the page was a mid-career physician who was currently on the faculty of an academic institution in Kansas. Dr. P had been working her way up the ladder and had significant leadership experience. But, she had not yet achieved the higher-level position she aspired to reach.

Tara reached out as Dr. P wasn’t actively looking for a new position, even though she deserved and wanted more for her career. As fate would have it, Dr. P had graduated from the very academic institution Tara was recruiting for and was very familiar with the university’s history and culture. Because she hadn’t been actively seeking opportunities, she was unaware of the Department Chair opportunity. As Tara spent time with Dr. P, she knew that this could be a perfect match.

The top three candidates were presented to the search committee, Dr. P included. Tara prepped the candidates for what ended up being a rigorous interview process. The search committee wanted to choose someone who was a great cultural fit and someone who could lead the department through future expansion.

Due to the pandemic restrictions, the interview process was conducted entirely virtually, including having the candidates present a lecture to students.

Doximity’s “Hire of the Quarter”

Ultimately, Dr. P was the candidate that the search committee gravitated towards, and she was offered the position. Her familiarity with the institution’s history and culture, as well as her strong combination of clinical skills and leadership experience made her the best candidate for the role.

In addition to earning Doximity’s “Hire of the Quarter,” it also had quite an impact on Dr. P as she sent the following note to Tara after being hired:

“Tara, I owe you a lot for ‘finding me’ on Doximity and partnering with me every step of the way. I know you were hired by the university, but I felt you also worked for me as well. I wouldn’t have found or landed the career-defining leadership role without your attention to detail throughout the process.” – Dr. P, D.O

Keys to Success

Clearly, Dr. P was a terrific candidate with the right skills, background, and clinical experiences that fit what the institution was looking for. But, there were several factors that Tara and Jackson Physician Search were able to bring to this process:

  • A 40-year track record built on trust and transparency and unparalleled access to physician leaders.
  • Because only 11% of candidates are actively searching for a job, our 100% digital sourcing strategy allows for a customized and targeted approach to reach passive candidates which account for 76% of the market.
  • Jackson Physician Search is the only firm where every recruiter has a Doximity license.
  • When sourcing candidates, the Jackson Physician Search team understands the vital role that culture and fit plays in recruitment and retention.

If your organization needs a trusted partner to help you find top-tier physician leaders, reach out to Jackson Physician Search today.

Recruit with Physician Retention in Mind: Why Cultural Fit Matters

Jackson Physician Search President Tony Stajduhar discussed the current state of physician staffing and what healthcare organizations can do to succeed in the competitive physician hiring marketplace….

3 tips for recruiting top physician candidates

Going Beyond Compensation: 3 Tips to Win Top Physician Candidates

The volume of physicians who are looking for their next opportunity is surging right now. To recruit and retain your ideal candidates in today’s crowded recruitment environment, it’s time to get creative. Here are three tips for success…

Need Help Recruiting Physicians?

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

Five Ways Professional Coaching Helps Physicians Turn New Jobs into Long-Term Success


As a physician, landing a new practice opportunity is cause for well-deserved celebration. It also signifies the beginning of a new journey – one in which you’re bound to experience some great successes, as well as a few bumps in the road.

During the on-site physician interview, both you and your new employer were evaluating cultural fit. Being aligned with the mission and values is a key driver of your happiness within the role, and the facility’s chances of achieving long-term physician retention.

Even with a strong culture fit, newly hired physicians still must identify key relationship dynamics among staff, colleagues and the leadership team. It can be stressful to navigate the internal politics that are unique to every organization. A recent study by a talent management software provider suggested that 53% of employees say they felt on-the-job pressure to get involved in workplace politics simply in order to get ahead – which can be a huge drain of emotional energy, if not managed effectively.

And in the search for a positive work-life balance – which is often a big reason physicians change jobs in the first place – finding some tools to get off to a great start in a new career setting is important.

Maximize the Benefits of Onboarding

The onboarding process is fundamentally important to your long-term success, as it covers everything from settling in a new community, becoming integrated in the facility, invested in the culture, and learning the unique processes of a new care setting.

According to the Society of Human Resource Management, the two primary goals of an employee’s first day on the job should be setting expectations, in addition to getting to know the team, as quickly as possible.

Communication is critical, so it’s a good idea to ask for a schedule of your first week before arriving, which will give you a good idea of who you’ll be meeting with – and allow you time to do a bit of research on the key players.

And keep that communication front and center as you begin to learn the workings of your new care environment – speak with your key staff, colleagues and leadership as much as you can. A lunch or dinner with staff is also a great way to get to understand the realities and responsibilities of a new role, so if they haven’t been scheduled already, consider extending an invitation. It’s an easy way to feel more welcomed within the organization, and you can also learn more about the cultural norms of the facility, in a less formal setting.

Finally, be open about any shortcomings in the orientation process, and don’t be afraid to ask for what you need. Then, take it one step further and consider how professional coaching could help you assimilate quicker and, ultimately, further your career.

Professional Coaching Helps You See What You Can’t

Many doctors are finding that professional, specialized coaching can be a lifesaver when it comes to more seamlessly integrating into a new position and maximizing their career potential. As well-intentioned as physicians are, they are still human. And, even the most enlightened have blind spots that inhibit their ability to build and maintain strong working relationships.

Much like the mentor arrangements many physicians find in medical school, a professional coach can help smooth the adjustment into a new role. In a healthcare setting, coaching can also help create better boundaries that may contribute to a healthy work-life balance, as well as help establish professional habits that will turn a new job into a long and satisfying part of your medical career.

Let’s review five important benefits of professional coaching and why it’s a wise investment in your future.

  1. Reduces Physician Burnout

According to a 2019 Mayo Clinic study published in JAMA Internal Medicine, physicians who received six sessions of professional on-the-job coaching had a considerable reduction in emotional exhaustion and the various symptoms associated with physician burnout. They also expressed significant improvements in their overall quality of life, and their ability to remain resilient in the face of stress.

As the study notes, one-on-one coaching can help complement traditional healthcare workplace mentoring and peer support systems by building motivation, self-awareness and the proactive ability to take effective action to resolve issues and solve problems – by accessing their strengths and skills to better handle work-related stress.

A Duke University study on coaching’s benefits also suggests that coaching can help build emotional intelligence in even high-level professionals: “…It allowed many [physicians] to become more compassionate with themselves when they were not able to accomplish what they would like. …Coaching helped them become more flexible with and tolerant of the daily challenges that came their way.”

  1. Eases the Transition to a New Position

Dr. Les Schwab is an internist with Atrius Health, and also serves as the Harnisch Scholar at the Institute of Coaching. He told the American Medical Association that physician coaching can be important at any stage of a medical career, but especially helpful when transitioning to a new role.

“Wherever you’re at, you’re on some rung of your developmental ladder, and you’re reaching for the next one,” he said. “Whether it’s the guy struggling to get his charts done, the midcareer doctor learning to revitalize his work, or the division chief learning to be an effective leader – all have new challenges to master. Coaching [aims to help] you reach wherever your attainment needs to take you.”

  1. Creates Space for Self-Reflection to Keep Career Goals on Track

And physician-specific coaching really can pay off. Cardiologist Toniya Singh, MBBS, FACC, a partner at St. Louis Heart and Vascular, told the American College of Cardiology how a professional coach helped her adapt to a potentially stressful new role as chief of staff at a hospital.

“[Coaching] helps to keep me on track and ensure I am making the progress that I want,” Singh said. “Every month, I am forced to stop and think about my priorities, and how I am going to address them with my coach. The fact that I am spending time clarifying these problems is perhaps just as valuable as the coaching itself. It is helpful for all physicians to get an outside perspective on self-confidence, work challenges and more.”

Diane Scott, a certified professional coach with three decades of healthcare experience, says, “coaching increases a physician’s capacity as a leader, which contributes to improved patient satisfaction ratings, deeper levels of engagement, and growth for the organization as a whole.”

  1. Drives Improved Patient Satisfaction, Minimizes Malpractice Risks

Physician coaching has also been shown to increase patient satisfaction scores and improve adherence and outcomes, as well as bettering staff relationships and even cutting down on malpractice costs. Dr. Dean Dalili, president of hospital medicine for Envision Healthcare, says a coaching program in his facility led to a 91% retention rate for specialists, with improved performance and patient scores across the board.

Dr. Atul Gawande, a surgeon and public health worker, admits he was initially reluctant about the idea of personal coaching, but explains in a New Yorker article that like a top athlete or performer, the one-on-one direction and goal-setting helped him reach his personal best.

That personal insight and goal setting can help make the difference in creating a positive and healthy relationship with both management and nursing staff. Perhaps now more than ever, the healthcare workplace is a high-pressure environment, and coaching can help in fostering a culture that promotes engagement, fairness, respect and communication.

  1. Promotes Culture Assimilation

A LinkedIn study suggested that 70% of professionals would not choose to take a job with an organization if it meant dealing with challenging workplace culture; your role in the first days and weeks of your new position is to help make sure you fit – and thrive – in a new job, so you can provide the best care possible to your patients.

A job change is never easy, but getting off on the right foot can be a great way to make that big move the best move you’ve made so far in your career.

Jackson Physician Search has nationwide reach and a team of recruitment professionals with decades of healthcare industry experience. Search our open positions today and take the next step in finding a role that meets your career and lifestyle needs.

Take Stock of Physician Burnout, Well-being on World Mental Health Day

With so much about the COVID-19 crisis still unknown, and with no clear end in sight, physicians should continue to monitor levels of depression and stress – even if you’re currently coping well…

Take Charge of Your Career as a Physician


Take Charge of Your Career to Avoid Physician Burnout

Much has been written about the levels of burnout being experienced by physicians in today’s healthcare environment. Here are several ways to combat burnout and achieve a better work-life balance…

Start Your Job Search

Click the Search Jobs button to browse our current openings.

[Infographic Guide] Effective Physician Staffing Plans Consider These Factors


If you are working on your 2021 Staffing Plan and want to ensure your organization’s success, consider these three factors: the current state-of-the-market, retaining physicians, and planning for retirements. We dive into each in this helpful Infographic Guide.

1. Recruitment

  • With 7% annual turnover, 50,000 physicians will accept new positions each year
  • It takes 6-9+ months to recruit most specialties, plus it can easily reach $1 million in lost revenue per vacancy
  • Low supply and high demand: to succeed, you must reach both active and passive candidates
    • Only 11% of doctors are actively seeking new jobs
    • 76% are passively looking
  • How can you get their attention?
    • Craft an agile and strategic digital recruiting process
      • Job Boards: Cast a wide net with job posts and search for resumes.
      • Email: Build an opted-in, engaged database and target ideal candidates with job ads and valuable content.
      • Social Media: 80% of doctors claimed their Doximity profile, making it an excellent source. LinkedIn can be effective, too.
    • Beware: Your content must be relevant
      • 50% of physicians report that less than 10% of communications from recruiters are relevant.
  • No direct mail. There are no metrics to prove ROI, you can’t adjust messaging, and you won’t even know if it was delivered.

2. Retention

  • Hire for cultural fit to increase retention
  • Favorable workplace culture results in:
    • 33% improvement in quality
    • 41% reduction in absenteeism
    • 50% drop in patient safety accidents
  • To physicians, culture and engagement are more important than money
  • Highlight organizational culture at the on-site interview
  • Remember the acronym: SALE
    • Sell the community as well as the opportunity
    • Assemble your “A” team
    • Leave no questions unanswered
    • Engender feelings of excitement and a sense of being welcomed

3. Retirement

  • More than 30% of physicians are at or near retirement age
  • Whose responsibility is it to initiate the retirement conversation?
    • 81% of physicians think it is their responsibility, but they are less comfortable having the discussion
    • 33% of administrators believe that it is theirs
  • Physicians feel that 3-6 months is enough notice, but administrators want 1-3 years
  • Retain end of career physicians
    • Did you know? 28% of physicians don’t plan to retire fully
    • Introduce reduced schedule options for physicians who wish to stay part time

Visit our thought leadership page for more helpful presentations, case studies, and infographics.

The Three R’s of Physician Staffing: Recruitment, Retention, and Retirement

We’ll dive into each of these over the next three weeks, empowering your organization to be well-prepared to meet patient demand now and into the future…

How Physician Retirements Could Disrupt Your Medical Staffing Plans

The three R’s of physician staffing include recruitment, retention, and retirement, and all three are integral to achieving your physician staffing goals…

Need Help Recruiting Physicians?

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

Managed Care’s Earliest Roots Planted in Rural America: How One Hospital CEO is Building on Its Legacy


This year marks the 10th annual National Rural Health Day, a day set aside to celebrate rural communities and to honor the mission-oriented healthcare providers who selflessly care for some 57 million Americans. It’s also a time to bring awareness to the unique challenges facing rural healthcare organizations.

Unlike any other year, rural hospitals have witnessed how COVID-19 has accelerated some aspects of healthcare that have elevated patient access, while also shining a light on others that remain insufficient. And considering that the closest specialist could easily be 100 miles or more away, the stakes are often higher in our rural communities.

Advocating for rural healthcare is how Corey Lively has found a deepening sense of purpose ever since taking over seven years ago as CEO of Great Plains Regional Medical Center in Elk City, Oklahoma. With big shoes to fill, he’s passionate about engaging the community, inspiring others to find happiness through humility, and building on the legacy of a 72-bed hospital that is known as the birthplace of one of the earliest managed care systems in the U.S.

We had an opportunity to get Corey’s perspective on the impact of COVID-19 on rural healthcare, what needs to change to improve sustainability for the entire rural network, and how his staff embodies resilience in the face of an unrelenting pandemic. Keep reading as he answers our questions with wisdom and a much-needed dose of empathy.

Question: Great Plains Regional Medical Center has a unique history that transformed the industry. Can you share the story?

Answer: It’s a great one! In 1929, Dr. Michael Shadid of Elk City, Oklahoma, which is about half-way between Amarillo and Oklahoma City, convinced the area’s Farmer’s Union that they’d have improved access to affordable healthcare by pooling their resources to build a hospital. Selling shares for $50, the hospital was built, and it became one of the earliest managed care systems. Today, Great Plains Regional Medical Center remains a true, independent hospital with more than 400 shareholders who continue to have voting rights. To give you an idea of our reach, we have 450 employees who serve our immediate community of about 15,000 people. Each year, we handle more than 2,500 acute care admissions, perform more than 3,000 surgeries, and field more than 15,000 emergency room visits.


Question: What has been your experience regarding the pandemic from March through today?

Answer: We started by planning aggressively to face whatever was coming. We put our surge plans into place and made the difficult decision to postpone elective surgeries. Like most facilities, we followed the community census closely to ensure we were on top of the critical data regarding infection rates and hospitalizations. We went through a difficult period for about six weeks starting April 1st but then it began to taper off as the summer months approached.

There was a valley in cases through July and August, but a new spike appeared in September. As patient admissions continue to rise, we’re responding in a big way. What’s really challenging as a leader and for our staff is to maintain peak adrenaline for such an extended period of time. Rural healthcare is taxed because there is no “B” team. Everyone is playing offense and defense, so we’re focused on doing everything we can to support our staff through this crisis.

Question: What types of new processes and procedures were implemented and will some of those changes be permanent?

Answer: We definitely had to do things differently. Out of necessity, some will end up being permanent, especially as it relates to security. One challenge that arose right away was how we would help families communicate with loved ones in our care and their physicians, while visitor access was restricted. It was especially heartbreaking for us to watch patients struggle with isolation, so we quickly brought in iPads. Now, via Facetime, patients, physicians, and families remain connected.

In rural healthcare, it’s really important to engage the community. Our hospital is unique in that we have a very nice cafeteria that serves great meals. During normal times, we operate like a restaurant and people in the community come to dine with us. When COVID hit, we had to prioritize patient safety and close the cafeteria. This left a big gap, so we have since implemented mobile meals.

Question: Has Telehealth played a larger role your response to COVID-19?

Answer: To put it in a statistical framework, prior to COVID, we had about 5% utilization of telehealth, and now we are up around 48-52%. It has really been a valuable tool that grew out of necessity. Many of our specialties got creative in utilizing the technology to continue serving patients. For example, we’re championing increased use of telehealth for dialysis and psychiatric care. It’s interesting – I’ve read that telehealth adoption and technology has jumped a full ten years from where it was anticipated to be right now. As a rural health advocate, I hope that the relaxed policies that came after COVID hit become permanent. I can already envision how many more patients a specialist could see remotely from a single location versus practicing out of several.

Question: What can HHS or the federal government do to help rural health systems?

Answer: COVID aside, to this day, there is no greater gap in the delivery of care than the one that exists between rural and urban populations. The federal government doesn’t engage rural healthcare administrators often enough, and that needs to change. They can start by listening and striving to understand our needs. For example, they should be helping us tighten up the rural provider revenue cycle. That is something that can be solved. And from a COVID perspective, one thing the pandemic has shown us is the vulnerability and inadequacy that exists in the medical supply chain. With COVID spiking again, we’re finding it difficult to secure PPE like gowns and gloves.

Question: With rural healthcare sometimes deemed a less desirable career option for physicians, what are your strategies for recruitment?

Answer: We are constantly keeping an eye toward the future, because any provider we bring on board has to be right for the facility and the community. The barometer we use is, “would I trust them with a family member?” Our approach is to use every tool available to find quality physicians who fit our culture. Sometimes we are able to source the candidates on our own, but we also maintain a strong relationship with Jackson Physician Search because you know our facility and what types of physicians can be successful with us. You’ve done a great job.

Another thing that I do is maintain a list of medical students and residents that have ties within 60 miles of our hospital. I make an effort to reach out to them periodically. Sometimes we share a meal, just so I can let them know we care about them and their success. I do the same with a list of about 50 practicing physicians. As an independent hospital, we have more flexibility in our compensation and benefits package. For instance, if a candidate cares more about student loan payoff, we can often work with that.

Question: Since we’re celebrating National Rural Health Day, has anything surprised you about how your staff has handled the past nine months?

Answer: Honestly, we have an amazing team and nothing that they accomplish really surprises me. I believe so much in them! But through all of this, three things have really stood out. First, everyone here has an incredible sense of family and community. Second, they are incredibly resilient. And third, their expertise and caregiving skills are unrivaled. We are all pulling together, and we support each other every day by saying, “We’ve got this!”  We will keep pushing through, because the person next to us is doing the same. As members of this special community, we are passionate about helping rural Americans to have access to great healthcare.

Combat the Turnover Trap

“We’ve had multiple staff test positive for COVID, and you might think that it would make them hesitant. But after recovering, they all came right back to work to keep treating patients. Their resiliency inspires me every single day!”

Corey Lively, CEO, Great Plains Regional Medical Center

Question: Before we close, what drove you to become a CEO at a rural hospital?

Answer: Becoming a hospital CEO was actually not in my early career plans. I have a Master’s Degree in Counselling and had always wanted to help children. As I pursued that, I realized there were so many things in this world that happen to us as we grow up, and they nudge us toward the path we are supposed to be on. For me, it was having the desire to influence children, to help them move from where they are to the best place they can be.  And then, I got the nudge about fifteen years ago when I had an opportunity to come over to healthcare administration. The move really ignited my passion to bring healthcare to rural communities, especially to where I am from in rural Oklahoma.

Consider this, we are over 117 miles from the nearest Level-1 Trauma Center. I want this community to know that if something happens to any of them, we may not be able to do everything they need. But we are going to save their life and get them to where they need to be. It’s part of what drives me. Every day, I realize that we are doing something here for the greater good – for our community’s health and well-being.

I’d like to leave you with a little story. You never how or when you are going to impact someone’s life. Seven years ago, as I was leaving my previous job for this position, the staff had a little going away party for me with a few gifts. Our Director of Pharmacy handed me a box and asked me not to open it until later. When I opened the box, there was a plaque with a star on it that said, “I will never forget that humility is the key to happiness.” I was taken aback because it was something I said to him four years prior when he was going through a difficult time. I reached out to thank him, and he said that sharing that sentiment changed his life. It just goes to show that you never know when you’ll have the opportunity to help someone, and you may never even know that you did.


Corey Lively became CEO of Great Plains Regional Medical Center in 2014

Great Plains Regional Medical Center at a Glance

  • 72-bed, Joint Commission accredited, acute care facility, not-for-profit corporation located in Elk City, Oklahoma
  • Only Hospital in Western Oklahoma and only 1 of 12 Oklahoma hospitals named a top performer for Quality Patient Outcomes by The National Organization of State Offices Rural Health and iVantage Health Analytics
  • Emergency room named by Becker’s Hospital Review as a Top 20 in the Nation for its superior Quality Outcomes and efficient care
  • 100+ physicians and providers offer advanced care in more specialties and subspecialties than any other facility in Western Oklahoma and North Texas

“I can’t tell you how proud I am of our staff. The way they have rallied to the call is incredibly inspiring, and it is not just the medical staff. Everybody is in this together from our physicians to our nurses to registration and our housekeeping staff. The effort is amazing, because it is so difficult to maintain peak adrenaline for such long periods of time.”

Corey Lively, CEO, Great Plains Regional Medical Center

Partner with a Recruitment Firm Dedicated to Your Community’s Success

If your rural hospital could use additional support in recruiting physicians who fit your culture, will engage with the community, and will stay, consider partnering with the healthcare recruitment professionals at Jackson Physician Search. Our decades of experience has afforded us the ability to maintain a nationwide pool of candidates and to develop the technology and tools to help you fill your most challenging vacancies.



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How a Rural Hospital Won Over a Physician’s Heart with a Special Delivery


Rural hospital administrators have mastered the art of creativity when recruiting physicians to their communities. They’ve long learned that compensation alone isn’t enough to lure most physicians away from larger towns and cities, so they aren’t afraid to go the extra mile to create a memorable interview experience and community tour for interested candidates.

This was certainly the case for a 25-bed hospital in central Minnesota who needed to recruit a Family Medicine Physician. Katie Moeller, Search Consultant with Jackson Physician Search, had built a strong relationship with the Hospital’s Director of Recruiting over the years, and they shared the belief that successful physician recruitment required a proactive approach. With its patients’ healthcare needs at the center of their recruitment strategy, the hospital was never afraid to hire a physician earlier than needed. Their goal was to build an experienced group of skilled physicians on staff who fit the hospital’s culture and would stay. To accomplish this, the hospital’s leadership worked with a robust long-term staffing forecast.

When Katie initiated this search, she implemented the same strategy that she’d long used with this hospital. By casting a wide net, she could capture the interest of several candidates, even those who may not have previously considered a rural opportunity. Using multiple job boards and a targeted email campaign, Katie highlighted not only the community and the outdoor, family friendly lifestyle it offered, but she also focused on the hospital’s commitment to physician autonomy.

The Promise of Physician Autonomy is Hard to Turn Down

Dr. L quickly stood out as Katie was reaching out to 2020-21 residents. She had strong Minnesota ties and was already familiar with the region and the hospital, but Dr. L was honest in that she hadn’t strongly considered the benefits of practicing medicine in a rural area. After Katie explained that the hospital valued quality over quantity, which would allow her to provide the highest level of quality care without as much emphasis on patient volume, Dr. L agreed to Katie’s request to present her for consideration.

With a strong candidate in hand, the hospital’s leadership quickly set out to demonstrate why they have been so successful in recruiting preferred physicians.

Catering to the Needs of the Physician and the Family

One way a hospital can demonstrate its commitment to a candidate is through a well-planned, customized on-site interview experience. Dr. L’s schedule made an immediate interview tough, so it was scheduled for three months out. With only one chance to make a great first impression, the hospital used this time to ensure every detail in the itinerary would address the needs of Dr. L and her spouse.

Dr. L’s husband had his heart set on finding a place with some land, so the hospital connected him with a vetted real estate agent. It was vital to keep the husband engaged in the months leading up to the community tour and to help him feel invested in the process. Physicians who are considering a rural opportunity often do so with the expectation that it will be extremely family friendly. The hospital went the extra mile to recruit the entire family, not just Dr. L.

Prior to the interview, Dr. L had an itinerary in hand and could see the intense effort the hospital put into planning an interview and community tour that was tailored to her and her husband’s needs. Making a candidate feel special and welcomed is a key practice that the hospital integrates into every candidate visit. In this case, through earlier conversations, Dr. L had expressed her passion for providing addiction health and treatment, and the hospital had prepared ways in which it could support her ongoing efforts.

Welcome Home, Dr. L. Let Us Introduce You to the Doctor Who Made a Very Special Delivery

A social gathering was planned, so Dr. L and her husband could meet her colleagues, leadership, and other staff, and the hospital found the most unique way to demonstrate to Dr. L that it was invested in her past, present, and future. Since she was originally from the region, the leadership team reached out to the now-retired physician who had delivered Dr. L as a baby!

Creative and customized recruitment at its best, Dr. L appreciated the lengths the hospital went to in order to build a relationship with her that was based on more than just employment. Rather, she left the interview and community tour feeling part of a collaborative team, knowing the autonomy the hospital offered would allow her to practice medicine the way she had always envisioned, and assured that her husband’s needs were being met. She accepted the position and will soon take the next step in a very promising career.

If now is the right time for you to consider a new opportunity, the recruitment team at Jackson Physician Search is here to help you every step of the way. Search our open positions today and take the next step in finding a role that meets your career and lifestyle needs.

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How Physician Retirements Could Disrupt Your Medical Staffing Plans


The three R’s of physician staffing include recruitment, retention, and retirement, and all three are integral to achieving your physician staffing goals. For years, the industry has warned that we’re on the cusp of a mass exit of talent as baby boomer physicians inch closer to retirement. No longer cautionary – reality is here – and estimates show that two out of five physicians are at or near retirement age.

At last month’s MGMA Medical Practice Excellence Conference (MPEC20), Jackson Physician Search President Tony Stajduhar led an enlightening breakout session about the Three R’s of Physician Staffing. Well received by more than 240 attendees, we decided to take a deeper dive. The first two topics – Recruitment and Retention – have already been addressed in previous articles. In this one, let’s take a closer look at physician retirements and how they could disrupt your staffing plans, as well as what you can do to mitigate the impact.

Understanding Physician Demographics

Much has been written about the ongoing physician shortage in the United States and how it is likely to worsen without legislative changes. Increasing the allowable number of physician residency slots to keep pace with medical school graduates would be a great first step. But with the rate of retirements outpacing patient demand for care coupled with not enough doctors in training and uncertain post-pandemic restrictions regarding foreign doctor visas, healthcare administrators should be proactively looking at their physician retirement scenarios in creative ways.

Demographics of the Physician Shortage:

  • GenX and Millennial Physician Pool Growing More Slowly
  • On Average, Millennial Physicians Provide 13% Fewer Hours of Patient Care Per Week

Having a Retirement Conversation

Jackson Physician Search recognized the impact that retirements were having on physician staffing plans throughout the industry and set out to better understand the situation. A survey was conducted that asked both physicians and administrators a number of questions about things ranging from who should initiate the retirement conversation to what is the appropriate lead time to provide notice of retirement. Not surprisingly, the responses were significantly different between the physician group and the administrators.

Among the key findings:

  • Physicians’ drivers for retirement include lifestyle, financial stability, burnout, and frustration with the current state of medicine. While physicians cited lifestyle issues (44 percent) as the most important reason driving their retirement decision, followed by financial stability (23 percent), comments from nearly 20 percent of them noted burnout and frustration with the increased focus on paperwork and patient volume as well as decreased focus on patient care.
  • Physicians feel it’s their responsibility to initiate the retirement conversation, but they are less comfortable doing so than administrators. A large majority of physicians (80 percent) said it’s their responsibility to broach the subject compared with 37 percent of administrators. Yet, they weren’t (52 percent) as comfortable discussing retirement plans as were administrators (74 percent).
  • Physicians and administrators have vastly different opinions on what the ideal notice period is for a retirement timeline. Almost 50 percent of administrators indicated the ideal notice was one to three years, while 40 percent of physicians felt six months or less was sufficient. Also, 34 percent of physicians said they don’t feel obligated to give any notice of retirement. Conversely, 81 percent of administrators said physicians were required to provide more than three months.
  • Administrators assume that many physicians will fully retire, but a number of them plan to work elsewhere. Almost 40 percent of administrators named full retirement as a top retirement transition method at their organization, but just 17 percent of physicians were planning to do so. In contrast, 28 percent of doctors say they will work part or full time somewhere else.

These findings should be a ‘call to action’ for administrators to initiate an open dialogue with physicians approaching or at retirement age, especially if there is no process in place that encourages early notification. Given that a hospital can lose $150,000 each month a specialty is vacant or that some specialist searches can take up to 10-12 months, there are significant financial reasons to plan ahead.

Planning for Physician Retirements

The survey established that over 80% of physicians feel responsible for initiating the retirement conversation but aren’t so comfortable in doing so. Administrators should respond by facilitating these important retirement conversations. Clearly, a more formal process, but one that invites discussion, will ease an uncomfortable situation for staff. One benefit of this approach is it provides you with an opportunity to ask physicians to be a part of the physician succession planning process, which could carry into the recruitment and onboarding of new physicians.

Another interesting result from the survey was the number of physicians who planned to keep working after retiring from their current position. They discussed seeking reduced schedules, locum tenens, PRN, or telemedicine opportunities, which leaves the door open to find ways to keep physicians in your organization and ease the transition to a replacement. Initiating a reduced schedule can lengthen the retirement timeline, reduce the burden of a full vacancy, and allow your organization to continue to meet patient demand.

Key Takeaways from ‘The Three R’s of Successful Physician Staffing’

Physician recruitment can be a costly and time-consuming process, even when it is a planned vacancy. It is critical to streamline your processes and drive efficiencies to reduce your interview-to-hire and time-to-fill ratios for improved physician recruitment ROI.

Improve Recruitment ROI and Maximize Revenue:

  • Reduce Interview-to-Hire Ratio from 5:1 to 3:1 for a Potential Cost Savings of $18,ooo
  • Improve Offer Acceptance Rate by 20% for a Cost Savings of Approximately $24,000
  • Shorten Vacancy Time by 60 Days for a Potential Revenue Gain of $138,000

Each extra day you spend recruiting equates to thousands of dollars in lost revenue through reduced productivity, morale, and patient loyalty. As shown above, even small incremental improvements can significantly enhance your bottom line. It is also essential to keep in mind that these outcomes can be advanced by leveraging technology to recruit more efficiently.

Lastly, sometimes even the best efforts and intentions do not move the needle enough. Building a trusted relationship with a recruitment partner who can fill in the gaps or bring a fresh set of eyes to your recruitment and hiring processes will be the impetus for maximizing your recruitment dollars. Jackson Physician Search is here to help. Our team of healthcare industry recruitment professionals have access to proprietary technology and industry-leading tools to help you recruit physician who will fit, succeed, and stay. Reach out today to learn more.

Missed the MGMA MPEC20 Conference?

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