Five Steps to Becoming a Physician Leader


The amount of education and training that was required to become a physician has put you in a natural position of leadership. From your patients, nurses, and other supporting team members, everyone looks to you for answers and direction.  In recent surveys, physicians have identified more autonomy and participatory decision making as top attributes of a positive organizational culture.  The survey responses are a good indicator that many of today’s practicing physicians are craving the opportunity to take on more leadership roles within their organizations. Let’s look at five steps physicians can take to become a leader. Hospitals with physician leadership have higher quality scores than non-physician-led hospitals.

Know the Characteristics of a Good Physician Leader

One of the most important traits of a good physician leader is self-awareness. It is critical to understand how you are perceived by your team and how your actions impact those around you. Being a leader requires a sense of humility and a desire to create an aura of approachability to ensure others feel comfortable engaging in conversation or discussion with you.  In years past, our parents used to tell us to do something because they said so, today, leaders have to be able to communicate why something needs to be done and how it impacts the desired outcomes. Communication skills are key, along with creating an environment of transparency that welcomes the input of others who want to share their perspective.

Be Open to Process Improvements and Change

A physician leader can take a step back and understand the big picture.  As a leader, you must begin to envision how your team fits within the framework of the organization and how you collectively support the corporate goals, values, and vision.  A physician leader will be able to consider opposing viewpoints, find weak spots and inefficiencies in the process, and be bold enough to take action to improve the situation. Often times, those you are leading are contributing to an inefficient process or quality concern, your leadership means you need to understand the strengths and weaknesses of your staff and be willing to coach and mentor them as needed.

Get More Involved

On your path to a leadership role, you shouldn’t expect that one day you will get a tap on the shoulder and be told that you are now a leader. Along the way, put yourself out there by getting involved in organizational activities, process improvement task forces, and other areas where you can not only gain different experiences but are meeting and interacting with others in the organization.

Understand the Industry Outside of Your Specialty or Practice

To effectively take on the role of a physician leader, taking the time to explore, study, and understand all aspects of our rapidly changing healthcare industry is a necessity. Whether through industry journals, online or in-person webinars or training, the healthcare industry is getting more complex by the day and you should maintain a solid understanding of how it is evolving and impacting the organization as a whole. Healthcare needs physician leaders that understand the big picture and can innovate to shape the future of the industry.

Sharpen Your Saw

Being a physician leader is more than a title that says you are in charge.  Leadership requires an understanding of many things that were not necessarily part of your medical education and training.  Many physicians who are pursuing their medical degree today are also pursuing an M.B.A. in Healthcare Administration. If your educational track didn’t include that focus, prepare yourself through continuing education courses that are geared toward developing a deeper understanding of management, organizational strategies, and finance.  Also, if recognizing subordinates for their achievements or using positive coaching techniques isn’t a natural activity for you in the workplace, it is an important trait to develop as you move forward in your leadership career.  Being a physician leader is as much about personal improvement as it is the development of those around you.

Jackson Physician Search has a team of industry professionals who can help you discover your perfect leadership opportunity.  Whether you are interested in finding out what is available for someone with your experience or you are ready to take the next step in your career, our experienced recruitment professionals are available to be your career partner. Contact us today to learn more about how we can help you thrive.

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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Is Your Physician Career on FIRE?

Not in the literal sense, but many physicians today are working to ensure that their career is on FIRE.

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Top Ten Components of Successful Physician Recruitment


Today’s physician recruitment environment is incredibly competitive.  This is caused by many factors including increased demand due to an aging population and the pending retirement of up to 30% of our active doctors.

It is important for healthcare administrators to develop and maintain a successful physician recruitment plan.  Make sure you are familiar with the top ten components that every successful physician recruitment plan should contain.

Develop and Promote Your Brand

How your organization is perceived by those on the outside is what constitutes your brand.  It starts with a clear, concise organizational vision and the values that drive the decisions that are made. An important factor in recruiting physicians to your organization is how much they relate to your values and workplace culture. Your brand messaging is their first exposure to that culture.

Don’t Neglect Your Corporate Website

Once you understand the importance of brand management, ensuring that your website supports that brand is a logical next step. Having a website that looks professional, is easy to use, and allows candidates to navigate your open positions and even apply online is critical. Also, either through internal IT sources or a corporate partner, being able to understand web traffic data and analytics allows you to determine the effectiveness of your web presence and ways to improve it.

Cultivate Your Best Recruitment Team

We’ve already addressed how important your brand is to physician candidates, it is equally important to ensure that the individuals who are part of the recruitment process embody the values and cultures of your entire organization. Never underestimate the value of brand ambassadors and the connection they can make with a candidate.

Recruit Passive Candidates

If you limit your candidate pool to just candidates who are actively looking for a position, you are missing out on a much larger group of potential physician hires.  Passive candidates are described as currently working, but are casually keeping their eyes open for new or better opportunities. These candidates can be reached by utilizing digital recruitment strategies found here.

Utilize the Power of Social Media

In today’s connected world, one of your best recruitment tools is an effective social media strategy.  Effective utilization of social media is an extension of your brand strategy. Specific social media platforms, like Doximity and LinkedIn, can be leveraged to reach both active and passive candidates.

Maximize Email Marketing

One of the most efficient components of your recruitment plan is your email marketing strategy.  In addition to a professional appearance and quality content, you want the information presented to be of interest to your audience. Additionally, utilizing a Customer Relationship Management (CRM) platform gives you access to improved data and tracking resources that can be utilized to improve results.

Hire for Fit

Physician burnout is occurring at higher rates than ever before and is a contributor to increased turnover rates and the overall physician shortage. In a LinkedIn survey, 70% of respondents said they wouldn’t work at an organization with bad workplace culture.  Physicians want to work in an environment that embodies and is aligned with their values. Understanding the type of physician that can be successful within your organizational culture allows you to recruit and ultimately hire physicians who fit.

Create Memorable Site Visits

Successful recruitment means setting yourself apart from the other organizations that are in the process of recruiting your candidate. Even large healthcare systems make the mistake of relying on reputation and not putting forth the effort to create a memorable site visit.  The site visit is your opportunity to convince the candidate that your organization is the best fit. Tailoring site visit activities to the physician AND their family, by highlighting what they are interested in, will help seal the deal.  Generic meet and greets will never compete with planned outings that demonstrate that you have done your homework.

Recruit Continuously

Another mistake healthcare organizations make is treating a physician vacancy as a one-off occurrence.  Instead, subscribing to a continuous recruitment philosophy allows you to keep your potential candidate pipeline full at all times.  Maintaining relationships with physician candidates means that when you have a vacancy that interests them, you are not forced to start from scratch.  Continuously recruiting candidates also keeps you in position to quickly adjust to unforeseen issues during the hiring process.

Understand the Value of Retention 

Much of what has been outlined above is directly related to improving retention as much as it has been about recruitment. When you recruit and hire for fit, you are also fostering an environment that breeds retention.  When your physicians are aligned with the culture and values of an organization, they are less inclined to suffer from burnout and are significantly more engaged.  According to Gallup, physicians who are more engaged in their work environment generate more inpatient and outpatient referrals than those who are not engaged.

There are no magic steps to immediately improve your physician recruitment results. What your organization can do right now is benchmark your recruitment process to ensure that you fully understand what is and what isn’t working.  Taking the time to understand the key metrics like time-to-fill, acceptance rates, retention rates, and more will give you the insight to make the necessary changes and improve your process.

If you need a trusted partner to help your organization recruit and retain physicians, contact Jackson Physician Search and tap into our team of industry experts.


The True Cost of Physician Vacancies

The True Cost of Physician Vacancies

According to a 2018 Association of Physician Recruiters’ (ASPR) survey, 40% of physician vacancies in 2017 went unfilled.

Create a Cultural Blueprint for Successful Physician Recruitment

How to Create a Cultural Blueprint for Successful Physician Recruitment

Culture is defined as “values, beliefs, attitudes, and behaviors that employees share and exhibit on a daily basis in their work and in the community”.

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5 Things to Consider When Planning Your Career as a Physician


No matter what stage you are at in your physician career, it is never too early to spend time planning for your future.  Young doctors sometimes make the mistake of putting off their career planning, but that is a mistake that can lead you down a path of stagnation and even burnout.  Having a clear plan for your future with enough flexibility to make adjustments as your life situation changes is the surest way to get the most out of the hard work you put in to becoming a doctor in the first place.  Here are 5 things to consider when planning your future as a physician.

Map Out Your Career Goals

Think back to when you made the decision to pursue a career in medicine and how you had at least a general idea of what your career might look like.  Now that you are a practicing physician, it is important to set time aside and map out a clearer picture of your career progression.  Whether you are happy right where you are or thinking about making changes, in today’s high-demand environment, your future is wide open.  By sitting down with a clear mind, no distractions, and a positive attitude, you can formulate a successful plan for the future that is personally and professionally fulfilling.

Moving Up or Moving On

Based on the vision you have created for your career, taking the next step may include preparing to move into more of a leadership role or finding a new opportunity altogether.  If you want to be on a leadership track, it is important to determine what additional education you are going to need for your climb up the ladder to the C-Suite.  On the other hand, if a new opportunity is in your plan, now is the time to make that happen. Finding an experienced physician recruitment professional can be the best way to land your dream job.

Return to Private Practice? 

While the trend has been physicians abandoning private practice for larger hospital systems, many are now reconsidering that decision. If you are feeling like a number and long for the days when you had more say in how things were done, it might be time to reconsider your practice setting. In private practice, you have more control over your patient load and your work schedule. If practicing in your current environment has you feeling stressed, there are plenty of private practice opportunities for you to consider.

Aim to Achieve FIRE

Unless you have completely unplugged and are practicing off the grid, you have heard about FIRE.  For physicians, FIRE is Financial Independence, Retire Early, and is a good goal to have no matter where you are in your career.  Working towards FIRE is a combination of caring about how you spend your money as much as how big your salary is.  In any career, the end goal should be setting yourself up for retirement, so you are professionally and financially able to do it when the time comes.

After You Retire

Just because you have reached the point that you are ready to retire, that doesn’t mean you have to ride off into the sunset and never be heard from again. Unless that is what you want for your retirement. Many physicians still have the desire to stay involved even through their retirement years. After your prestigious career as a physician, you still have multiple options available to keep yourself involved and busy. Consider more involvement or positions of responsibility on the boards of not-for-profits, or consider taking on the mentorship of the next generation of physicians.  You can even keep your skills sharp and work one or two days a week at a community or rural health clinic. Whatever your retirement plan looks like, the opportunities are out there.

To get a real, comprehensive insight into the healthcare industry and career opportunities for physicians, contact a Jackson Physician Search recruitment professional today.

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What Recruiters Wish Administrators Knew About Recruiting


The process of finding, recruiting, offering, and ultimately hiring a physician to fill your vacancy is complex.  Each step has to be planned, practiced, and executed flawlessly to ensure that your offer is the one that is accepted over that of a competing healthcare system.  In days past, hospital systems were in a position to pick and choose candidates for their vacancies, and it may have been commonplace to take the recruitment process for granted.  Today, the dynamics have changed, and physicians are a heavily recruited group with multiple opportunities available. Missteps at any stage of the recruitment process could be the difference between making a placement and having to start from scratch.  We asked dozens of physician recruitment professionals to help us understand the difference between why physicians choose one offer over another, and not surprisingly, it isn’t always about the money!

Timing is Everything.  Unanimously, recruiters list timing as one of the most important factors in the recruitment process. Timing is needed to keep the process moving, and unnecessary interruptions or delays can grind you to a halt. Timing encompasses everything from acting with a sense of urgency from the time a candidate is presented to scheduling an interview, a site visit, and ultimately an offer.  Trust between the candidate and potential employer is built on a timely chain of events. If a candidate asks a question and weeks pass before an answer is provided, an interested candidate will probably move on to another offer.  One recruiter summed up the importance of timing.

“Timeliness is making the first point of contact and acting with a sense of urgency throughout the entire recruitment process. Remember, if they are speaking with us, they are speaking with others – it is a very competitive market!”

Be Prepared With a Plan.  The most effective way to keep the recruitment process moving and avoid unforced timing errors is to have a strategic recruitment plan. While each search is a separate occurrence with the potential for unique variables, effective recruiting means executing a well-designed plan every time. From the team members who are involved in an interview to having buy-in from key stakeholders who may be needed to answer questions that arise, successful recruitments require communication and collaboration. Another key to preparedness is understanding your market and having a solid, pre-approved compensation package that can be justified with the historical/anticipated patient or procedural volumes. Terms are still going to have to be flexible, but having an anticipated offer and contract template ready to go keeps the process moving.

Make Site Visits/On-site Interviews Count.  When a physician agrees to an on-site interview, they are already interested. It is important to create a memorable site visit to set yourself apart from the competition.  The way to make this happen is to understand as much as possible about a candidate’s work and family expectations.  Always put forth the effort to create an atmosphere that is not only welcoming to the candidate but also demonstrates that they can be successful in your facility and community. Catering to the family unit is as important as meeting the professional needs of the physician and helps you earn the trust of the candidate and their partner.  Another mistake that occurs in today’s competitive environment is expecting a candidate to be available for a second interview.  Avoid losing a top candidate by making sure everyone that needs to be involved is committed to the timeframe. If you try to schedule a second interview, you have probably lost this candidate.

“The interview is the client’s time to win a candidate over. From a welcome basket in their hotel room to a detailed itinerary that includes social events catering to the interests of the candidate and their spouse.   A red carpet experience should be arranged!”

The Recruiter is Your Partner.  Aside from timeliness, one of the things most often mentioned by recruiters is how important it is to keep the lines of communication open throughout the process. After a candidate is presented, it is still critical to keep the recruiter in the loop. Their expertise can be very helpful in keeping things moving in the right direction. Recruiters are a valuable resource in planning the perfect site visit because they have undoubtedly gotten to know a lot about the candidate and their family situation. Recruiters can also provide valuable insight into why a candidate has chosen a competing offer over yours. They experience a lot on the front lines of this competitive environment, and tapping into that expertise can help you adjust your process for the better.

If you want to know more about how Jackson Physician Search can help you streamline your recruitment process, contact our team of industry professionals today.

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Finding the Right Fit for You and Your Family


Recently, a medical system serving rural Iowa contacted Jackson Physician Search for assistance in finding a new Medical Director to oversee a staff of over 30 individuals, including physicians, advanced providers, and support staff. With the current state of available physicians with child and adolescent psychiatric experience being thin, Tara Osseck, Director of Recruiting at Jackson Physician Search knew she had a challenge to overcome.

Tara made a connection with an experienced psychiatric physician who was practicing in western Montana. Dr. M was only casually seeing what types of job opportunities were out there for someone with his background and experience. He was currently in a private practice setting specializing in Adult, Child, and Adolescent Psychiatry. He was also the Medical Director for a regional cooperative and had served as a Chief Medical Director.

Dr. M. was the perfect candidate for the Iowa opportunity, but making such a big move, especially when he was only casually exploring the job market, he needed to make sure the opportunity was right for him and his family. He agreed to an interview and the leadership team in Iowa took every opportunity to ensure that Dr. M. and his family would get to know everything about the opportunity and the community. They set up a robust, four-day visit where Dr. M. met with everyone from the administrative team, the leadership team at all of the regional practice sites, and even the Board members. During the meetings, they were extremely impressed with Dr. M’s background and leadership experience leading them to begin discussing bringing him on as their Chief Medical Officer instead of Medical Director. Dr. M was similarly impressed with those he met and appreciated the open discussions they had, including strategic visions, ways to expand service offerings to the communities, and implementation of new programs.

During the visit, Dr. M, his wife, and young child were paired up with other families from the organization that had similar aged children. They attended a local festival, visited the zoo, and a family dinner with other physicians in the community. Because the organization was so thorough, it put Dr. M and his wife at ease about making the move. If you need some tips on how to make the most of an on-site interview, click here.

If you are curious about what opportunities are out there, contact one of our expert physician recruiters. We take the time to listen to what you are looking for in your personal life and career. Contact us today.

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How To Advance Your Physician Career With a New Job

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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.

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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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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?

Start Your Job Search

Click the Search Jobs button to browse our current openings.

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.

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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.

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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.

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[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.

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Successfully Recruit Physicians to Rural Communities

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