Four Keys to Developing Physician Leadership


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

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

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

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

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

Physician Workplace Culture

Why Relationships and Workplace Culture Matter to Physicians

Much has been written about the rising prevalence of burnout among today’s physicians, with estimates approaching up to 70% feeling the effects.

How Culture Affects Physician Retention

Culture and Physician Retention

Imagine a workplace where medical professionals at all levels are highly respectful. Too many hospitals today are losing valued physicians due to…

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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. In years past, those who chose a career as a physician expected that upon graduating and completing a residency that they would end up in a hospital or private practice setting.  While this is still the case for many physicians, and often depends on the chosen specialty, today’s healthcare industry is a wide-open environment where medical professionals have a variety of career paths to choose from.  Here is a look at several ways that physicians are adapting their career to fit their lifestyle.

Earning Board Certification

For physicians that want to pave their way into exclusive opportunities, becoming board certified is a natural first step.  Earning board certification requires a physician to undertake intensive training in their chosen specialty and passing a certification exam.  Physicians can choose multiple specialties based upon their ultimate career goals. For more information, visit the American Board of Medical Specialties.

Join Academia

For physicians who prefer the academic side of medicine, choosing to devote your career to training the next generation of physicians is always an option. As the demand for physicians grow, there will always be opportunities for qualified individuals to teach the practice of medicine.  Becoming an academic physician does not require you to focus only on teaching, research, and specialized clinical opportunities are also potential tracts.

Becoming an Administrator

As the approach to healthcare is becoming more team-based, physicians are naturally taking on more of a leadership role. Leading clinical care teams provide physicians with the opportunity to exercise a number of skills that can ultimately translate into larger and more involved leadership positions within the organization. Physicians that are interested in higher level leadership positions should focus on developing their communication skills, conflict resolution, financial and operations planning, and furthering their overall business skills.  The American Association for Physician Leadership is a great place to learn more about the transition from physician to executive.

Starting or Joining a Private Practice

Although the current trend in the healthcare industry is that the majority of physicians are choosing to be hospital employed, that doesn’t discount the availability of private practice opportunities. As of 2018, almost 46% of physicians worked independently with an ownership stake in private practice. Many young doctors choose to establish themselves in a hospital setting before “taking the plunge” into a private practice setting.

Practicing in Non-traditional Settings

There are many other settings where physicians can gain experience or may choose as a career option based on their own preferences and lifestyle choices.  For example, working as a physician for a state or federal corrections system might not be the first practice setting that comes to mind as a career path but is one that provides a variety of experiences conducive to becoming a well-rounded physician.


Some physicians, after working in a hospital or traditional clinical environment, begin to gravitate towards non-clinical settings after reaching a certain point in their career.  This might mean utilizing your skills and experience as a medical director for an insurance company or for a pharmaceutical manufacturer. Others jump into politics or public service to play a role in shaping the legislative future of healthcare. For those considering a role like that in the future should prepare themselves throughout their career by continuing their education in areas like communications, public policy, and business-related courses.

Your hard-earned medical degree has provided you with a passport to pursue many different avenues as your career progresses.  The key is to find the path that is going to lead you into a future that is not only financially secure but also personally fulfilling.  Whether it is the patient-facing aspect of providing quality healthcare or choosing to pursue other avenues or settings, the key is that you have choices and opportunity.

If you are currently open to pursuing a career change or just want to explore the possibilities, contact a Jackson Physician Search recruitment specialist today and start your search.


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Advance Your Physician Career with a New Job

How To Advance Your Physician Career With a New Job

As you look to advance your physician career with a new job, the most important question you must ask yourself is why are you considering a change?

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Physician Recruitment ROI and What it Means to Your Organization


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

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

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

Physician Recruitment ROI Calculation

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

Physician Recruitment ROI = Physician Revenue Generated – Cost Per Hire

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

Four Ways to Improve Physician Recruitment ROI

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

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

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

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

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

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

Guide to Strategic Digital Recruitment

This guide will help you quickly and cost-effectively engage the right candidates and score better hires.

Benchmarking Your Recruitment Tactics

Benchmarking to Improve Your Recruitment Process

As if healthcare organizations don’t lose enough revenue by having lingering vacancies in their physician ranks…

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Recruiter’s Commitment Leads to Win-Win Physician Placement


It is no secret that finding your ideal job as a physician can be an overwhelming process.  Once you’ve taken the time to figure out what is most important to you – be it compensation, flexible hours, or time spent with patients – the sometimes grueling process of sifting through job postings to find a position that seems like the right fit can make anyone want to throw their hands in the air. Thankfully, working directly with a physician recruiter can make the job search process a pleasant one, as was the case for Dr. Joe and Don Evans, Senior Search Consultant here at Jackson Physician Search.

Don was tasked with the search for a new physician at a rural clinic in South Dakota. With three of their physicians retiring in the near future, clinic leadership knew they needed a partner to help them fill their upcoming vacancy. As is so often the case, the rural location in South Dakota was going to be a challenge, but the clinic had many positive aspects to balance out that equation. It has been in operation for 85 years and has successfully established an on-site pharmacy, labs and imaging facilities, and very efficient processes for scribing and medical records.  All of this means the physicians can spend more time with the patient.

During the process of recruiting for the clinic, a fellow Jackson Physician Search recruiter forwarded Don the contact information for a family medicine physician whose practice of 15 years had been bought out by a large health system. He was located in the state of Washington and had recently begun testing the waters to see if other opportunities were available.  Don established contact with Dr. Joe, and the two quickly established an important rapport.  Dr. Joe can be described as a “Doctor’s Doctor.”  He puts patient care above all else and was resistant to the time constraints and other changes that were implemented by the health system. The bureaucracy and inefficiencies in the medical records systems were adding hours to his already long days.

Don and Dr. Joe spent a lot of time on the phone talking about life and family, and what that might look like in a new setting should Dr. Joe find the right opportunity. Currently, work was consuming all of Dr. Joe’s life, and he barely had time to see his family and never had time for hobbies or personal activities. Together, through many hours of communication at all hours and even on weekends, they began crafting a plan of what the right opportunity would look like.

Eventually, Don realized that the clinic in South Dakota would provide Dr. Joe with everything he was looking for, both personally and professionally.  Dr. Joe was hesitant because he was unsure about making such a major move from the state of Washington to South Dakota. During one of their frequent calls, Don asked Joe when the last time was that he had sat down with his family and had a meal together.  After a long silence, Dr. Joe realized it had been three years.  He then agreed to at least make a site visit and hear what the clinic leadership had to say.

The clinic administrator knew that their location was always going to be a hurdle that they had to overcome when recruiting physicians to work there.  He made sure that the entire staff was onboard and prepared to make an invaluable first impression on Dr. Joe.  During the visit, Dr. Joe met with the other physicians, most of which are partners in the practice, and they even went out on a hunting expedition. A hobby that Dr. Joe never has time for in his current situation.

The visit was highly successful, but Dr. Joe still had trepidation. He was worried that his family would not be happy in such a small community.  After a few more weeks, Dr. Joe’s family was able to make a site visit, and as fate would have it, his wife fell in love with the family-friendly community and also learned that a childhood friend lives an hour away in Sioux Falls.  From that point on, she played an integral role in convincing Dr. Joe that the move would be the best thing for their entire family. Another important factor in Dr. Joe eventually agreeing to accept the offer was the level of trust and the friendship that developed between himself and Don. Because they built up that bond through all of their conversations, Dr. Joe felt comfortable listening to Don’s insight and trusted his expertise while making a life-changing decision for him and his family.

The result was a win-win for the physician and the clinic. Dr. Joe got the work/life balance he wanted and the clinic got a physician that is dedicated to outstanding patient care.

If you are ready to make a change in your physician career, trust the experts at Jackson Physician Search.  Our recruitment professionals take the time to learn and understand what is important for you, your family, and your career.  Contact us today.

Rural Community Parade Placement Story

Welcomed With a Parade

It is undeniable that physicians practicing in small rural communities are a renowned and respected member of the community.

Physician Recruiters Help You Change Jobs

Working With a Recruiter to Make a Change

Based in Boise, Dr. M. had been traveling all over Idaho and other western states as the Medical Director for a correctional facility conglomerate.

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[White Paper] Rural Recruitment: Results from the 2019 Rural Physician and Administration Survey


President of Jackson Physician Search, Tony Stajduhar, reviews the results of our recent rural physician and administrators survey and provides a summary of action items administrators should consider when recruiting physicians to their community.

Rural Physician Recruitment: Results from the 2019 Rural Physician and Administration Survey

By Tony Stajduhar, President, Jackson Physician Search

The Current State of Rural Physician Recruitment

The number of physicians practicing in America’s rural areas is on the decline. From 2013 to 2015, the overall supply of physicians in the United States grew by 16,000 but the number of rural physicians declined by 1,400. These facts compound the problem that while 20 percent of the U.S. population is rural, only 12 percent of the primary care physicians work in a rural area. This survey reports the results from the perspective of rural hospital administrators and rural physicians. The insights lead to recommendations which may help with this growing disparity.

With all of the data trending in the wrong direction for rural healthcare administrators, the challenges of recruiting and retaining physicians to work in rural communities have reached new levels of urgency. In a perfect world, rural health systems would be able to allow the free market to dictate what they can offer physicians to practice in non-metropolitan areas, but that isn’t the case.

Many rural health administrators have had to address physician recruitment in more creative ways than just offering more compensation. However, a recent survey sponsored by Jackson Physician Search has identified that a gap exists between what administrators think is important to their physicians versus what the physicians claim are important to them.

This paper will review the results of what rural physicians say is essential to them in their practice setting in contrast to what rural health administrators identify as important to their physicians. Lastly, we will provide a summary of action items that rural health system administrators should consider when recruiting physicians to their community and what they need to do to keep them engaged.

Jackson Physician Search Physician Recruitment ROI White Paper

[White Paper] Physician Recruitment: The Cost to Hire and Return on Investment

If you’re looking to reduce your cost to hire and optimize your return on investment when it comes to physician recruitment, this white paper is for you.

Recruit Physician to Rural Communities

Successfully Recruit Physicians to Rural Communities

It’s challenging to successfully recruit physicians and even harder for rural communities. Let’s look at the current state of physician recruitment…

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Welcomed With a Parade


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

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

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

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

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

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

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


Physician Recruiters Help You Change Jobs

Working With a Recruiter to Make a Change

Based in Boise, Dr. M. had been traveling all over Idaho and other western states as the Medical Director for a correctional facility…

Finding Physician Opportunities

Finding Non-traditional Physician Opportunities with the Help of a Recruiter

In today’s hot physician job market, many physicians assume that when the time comes for a job search, it will seem like catching fish in a…

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Leverage Physician Compensation Survey Data to Improve Your Recruitment Results


Every year there are a variety of physician compensation surveys published, each with varying degrees of detail and context. The charts and tables they contain deliver a wealth of information. To understand how each report defines compensation and the larger trends driving it, you need to read between the lines.

Here is our overview of the recently published surveys to get you started.

Modern Healthcare Physician Compensation Survey

This leading media source publishes a round-up of compensation data for 23 specialties as reported by 12 organizations, from recruitment and consulting firms to industry associations. The three-page survey reports average starting salaries, rather than average incomes. Salary and bonuses are included, but insurance, stock options, and benefits are not. Data points include:

  • Average cash compensation for that specialty
  • Percentage change between the current and previous year

Key Takeaways:

  • Physician pay increases appear to be slowing, possibly due to the rise in hospital employment, where salary (vs. bonuses) make up most of compensation for physicians.
  • Although primary care specialties are among the lowest paid, they scored the highest average starting pay increases.
  • Emergency, internal, family, and hospital medicine physicians saw average year-to-year pay increases of more than 3%.

MGMA DataDive Provider Compensation Data

The Medical Group Management Association gathers W-2 data directly from practice managers at over 5,800 organizations nationwide, providing a dataset of approximately 136,000 providers. Their data offers a complete picture of over 140 physician specialties based upon practice size, region, metropolitan statistical area and more. Benchmarks include:

  • Compensation – Including total pay, bonus/incentives, retirement and more
  • Productivity – Work RVUs, total RVUs, professional collections and charges
  • Benefit Metrics – Hours worked per week/year and weeks of vacation

Key Takeaways:

  • Primary care physician compensation increased by more than 10% over the past five years.
  • Depending on specialty, the difference in compensation between states can be in the range of $100,000 to $270,000.
  • Family medicine physicians saw a 12% rise in total compensation over the past five years, while their median number of work relative value units (wRVUs) remained flat. This reflects higher signing bonuses, continuing medical education stipends, relocation reimbursement and other cash incentives to attract and retain physicians.

AMGA Medical Group Compensation and Productivity Survey

The American Medical Group Association survey represents more than 105,000 clinical providers. Participants are primarily large multispecialty medical groups and integrated health systems. The average number of providers per participant group was approximately 380. Data includes:

  • Compensation
  • Net collections
  • Work RVUs
  • Compensation-to-productivity ratios

Key Takeaways:

  • Although compensation per relative value unit (work RVU) was higher than average, 2017 was the first-year physician compensation increased by less than 2% in over a decade.
  • Compensation increased only +0.89%.
  • The national median showed a decline in physician productivity by a weighted average of -1.63%, possibly related to growing administrative burdens on providers.

Doximity Physician Compensation Report

Doximity is known as the largest medical social network in the country – with over 70% of US doctors as verified members. Their report draws on the responses of more than 65,000 licensed U.S. doctors in 40 medical specialties. Physicians who are verified Doximity users can access an interactive salary map to drill down on compensation data combined with housing cost insights.

Their public report focuses on year-over-year trends in:

  • Physician compensation across Metropolitan Statistical Areas (MSAs)
  • The gap in pay between male and female physicians
  • Absolute physician compensation across specialty, state, region, and gender

Key Takeaways:

  • There was a 4% increase in physician compensation nationally.
  • Less populated MSAs tend to have higher average compensation compared to larger cities.
  • The presence of large medical schools in an area ensures a stronger pipeline of doctors competing for a relatively fixed number of positions, which causes a dampening effect on compensation.

Medscape Physicians Compensation Report

Medscape is one of the most popular sources for physicians who use the report to access high-level salary trends and gauge how their peers feel about the challenges and rewards of practicing medicine. More than 20,000 physicians in 29 specialties responded to the online survey, and the results were weighted to the American Medical Association’s physician distribution by specialty. Information reported:

  • Annual Compensation by Specialty
  • Year-to-year Trends
  • Regional Averages

Key Takeaways:

  • Employed physicians comprised 69% of the respondent group versus 26% who are self-employed, with 5% not reporting.
  • Demand for specialists to help address behavioral health issues and the opioid crisis surged, highlighted by a year-to-year increase in psychiatry and physical medicine/rehabilitation.
  • Physicians cited altruistic reasons as the top three most rewarding parts of their job, with “making good money at a job I like” ranking fourth.

To learn more about the various compensation surveys and tools available, contact the industry experts at Jackson Physician Search today.

Close Recruitment Gaps

How to Close Physician Recruitment Gaps and Improve ROI in 2019

The time to invest in the implementation of key best practices to improve your hiring process and create success in the recruitment process is now. 

Physician’s Contribution

What is the ‘Physician’s Contribution’ Really Worth?

Simply put, the physician’s contribution relates to the typical inpatient and outpatient revenues, referral revenues, and other incomes not directly related to patient care.


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Jackson Physician Search Helps Healthcare Organizations Manage the Growing Demand for Mental Health Professionals


Atlanta, Ga. (May 21, 2019) – May 2019 marks the 70th year of Mental Health Month, observed at a time when the field of mental health has been especially hard hit by the country’s physician shortage. According to the Health Resources and Services Administration (HRSA), 55.3 million Americans live in a federally designated primary care shortage area, while a remarkable 89.3 million live in an area with a shortage of mental health professionals. This shortage of psychiatrists and licensed professional counselors stems from a variety of factors, according to Jackson Physician Search, a firm specializing in the permanent recruitment of physicians and advanced practice providers to hospitals and other healthcare providers.

“The shortage of mental health practitioners starts with very low numbers graduating in the field and is compounded by lower pay and insurance reimbursement in this specialty,” said Tony Stajduhar, President, Jackson Physician Search. “Our experience shows the ratio of open jobs to open candidates is skewed compared with fields like cardiology and surgery. Mental health needs are growing in both rural and suburban settings, and medical facilities are seeking both physicians and physician ‘extenders’ like nurse practitioners and physician assistants who can practice as both generalist and mental-health specialist.”

According to a JAMA infographic, the number of people being treated for mental disorders doubled in the overall population from 1996 to 2015. So, what’s fueling the increase in mental health patients? For Kurt Micelli, M.D., Senior Vice President and Chief Medical Officer for Elwyn, an internationally recognized nonprofit human services organization, the growing number of mental health patients probably stems from a range of issues.

“The increase is likely due to a combination of service awareness, insurance coverage, improved treatment options, decreased stigma of treatment, and the increased stress and complexity of modern life,” said Dr. Micelli. “The demand for mental health services is so great that it’s hard keeping up with the supply of clinicians needed to provide those services.”

To keep pace with the demand for skilled mental health professionals and provide premier services, Elwyn turned to Jackson Physician Search for recruitment assistance.

“Jackson Physician Search has helped improve awareness of our nonprofit and allowed us to better compete in the labor market for talented psychiatrists and psychiatric nurse practitioners,” said Dr. Micelli. “JPS has really enhanced and broadened our recruitment abilitiesOur commitment, in general, to investing in employees is all with the intent of improving patient care.”


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 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. For more information, visit

How a Physician Assistant Career Compares to a Job as a Doctor


College students who are interested in health care and who excel in science often see one path open to them: medical school. However, becoming a licensed and board-certified physician typically requires four years at either an M.D. or a D.O. program, plus three to five years in a residency focused on a medical specialty like psychiatry or surgery.

Aspiring doctors who want to sub-specialize in a very specific area of medicine, such as addiction psychiatry or pediatric surgery, may elect to pursue a fellowship in that field, which means that their medical training will last about a decade.


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Quick Look: Physician Retention Tips


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

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

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

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

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