How a Recruiter Can Make a Connection That’s Just Right

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Many physician searches for small, rural hospitals stretch on for months.  The key is finding a doctor who is ready and willing to relocate to a small community, and that sometimes takes time.  Having a successful recruitment to a small West Texas hospital last 42 days is almost unheard of, but that is exactly what happened for Jackson Physician Search recruitment professional, David Isenberg.

David’s client was located in a Western Texas town of about 10,000 people and had been unsuccessfully trying to recruit a family medicine practitioner with Obstetrics experience and credentials.  Ideally, they were hoping to find an experienced physician who could act as a mentor to the other physicians on their staff and provide much-needed leadership during a period of transition for the newly renovated hospital.

David made contact with Dr. K, who was practicing in Central Texas. At the time of her contact with David, it was just the right time for her to make a new move.  Shortly after starting this search for his client, David became aware of Dr. K and immediately pursued her.  She had the OB/GYN experience and had many of the character traits that they were looking for.  He reached out to her and discussed her level of interest in a move to West Texas.

After discussing the opportunity, Dr. K knew that this was an opportunity where she could be successful.  Within weeks, Dr. K made arrangements to clear her schedule for a site visit.  While that was happening, the hospital CEO made plans for a site visit that would seal the deal with Dr. K.

While on her visit, Dr. K met with just about everyone on the hospital staff, she met with the mayor of the town and many others. The locale is known for its wineries, so part of the site visit was at a nice wine tasting event where Dr. K was able to meet with the hospital Board, the head of the school district where her son would be going to school, and even folks from the community who showed up at the event.

Things were progressing rapidly, and David was able to play an intermediary role throughout the process. The hospital CEO communicated directly with Dr. K, which really kept the negotiations moving toward a successful conclusion.  During this time, Dr. K was presented with other offers, but she ultimately chose this one because of how well she was treated during the site visit, the potential of the opportunity and the open dialogue she had with the CEO.

Not every search will last just 42 days, but even with a short time frame, this client did everything right, which ultimately landed them the physician they needed. They prepared a top-notch site visit, maintained open communication throughout the recruitment, and moved quickly through the negotiation process.

This search went so well the client has engaged JPS to identify an additional provider for the hospital.

If you need help looking for new opportunities, contact Jackson Physician Search to learn how our expert recruiters can help you today!

Physician Retirement Planning

It’s Never Too Early for Physician Retirement Planning

If you are one of the more than 30% of physicians who will be 65 years of age or older by 2020, you have probably already thought a lot about retirement. 

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It’s Never Too Early for Physician Retirement Planning

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If you are one of the more than 30% of physicians who will be 65 years of age or older by 2020, you have probably already thought a lot about retirement.  If you have some years ahead of you before retirement age, it is still a good time to think about what your retirement might look like.

Jackson Physician Search surveyed both practicing physicians and healthcare administrators to gain an understanding of how physicians can prepare for the transition to retirement and how healthcare organizations can plan for the potential vacancies.

According to the almost 600 physician respondents, the drivers for retirement included lifestyle issues (44%), financial stability (23%), with nearly 20% citing burnout and frustration with increased administrative responsibilities detracting from a focus on patient care.  Let’s look at other factors to consider when retirement is a part of your conversation.

Is full-retirement your plan?

While more than 40% of administrators responded that when one of their physicians was planning to retire, it was going to be a full retirement. In contrast, only 17% of physician respondents planned to fully retire, with 28% planning to work full- or part-time somewhere else.  Physicians have options available to them, with many organizations happy to provide flexible work schedules, telehealth opportunities, and other unique job opportunities for physicians who still want to practice medicine, but on their own terms.

Do you have a planned retirement location?

For the physician who wants to spend a portion of their retirement years fishing, hunting, or hiking, or maybe sailing and spending time on the water, retiring to a favorite location doesn’t mean you have to be fully retired.  Most rural and less-populated communities will jump at the chance to have an experienced physician working a few hours a week at the local critical care hospital or FQHC.

Who should initiate the retirement conversation?

According to the Jackson Physician Search survey, the majority of physician respondents acknowledged a responsibility to initiate the retirement conversation with administration, but almost 52% expressed their discomfort with discussing retirement.  An important fact to know for those physicians who are uncomfortable initiating the retirement conversation is that 74% of administrators are open to the discussion.

What is a fair lead-time for retirement notification?

Your retirement is a personal matter that should obviously be discussed and decided by yourself and your loved ones.  However, with the current physician shortage and the lengthy time needed to fill physician vacancies, the matter of retirement notification lead time has become a critical topic.  Almost 50% of administrators cited an ideal advance notification of one to three years, while 40% of physicians felt six months was adequate.  Ideally, a retirement notification should be somewhere in between those two extremes.  In today’s high-demand climate, physician vacancies can take from six months to more than a year to fill.  The key is for there to be an open dialogue between the physician and administration to allow for adequate planning and recruitment time.

Physicians who are beginning to reach that stage in their career where retirement is closer to reality should plan their conversation with administration.  No organization wants to be caught off guard with an unexpected vacancy.  And, administrator survey respondents clearly stated that they welcome the opportunity to discuss retirement options with their physician staff.

If you are finding yourself nearing that retirement discussion, it may be time to consider speaking with the industry professionals at Jackson Physician Search.  Our team has decades of healthcare industry experience, and we can assist you with whatever your retirement plans may include. From helping you plan the retirement discussion with your current organization to finding you the perfect part-time opportunity in your retirement locality.  Jackson Physician Search wants to help you transition to your perfect retirement.

For more information, contact Jackson Physician Search today.

Physicians talking with hospital administration

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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…

Finding Physician Opportunities

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

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Proactive Retention for Today’s Physicians

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It is already well-documented how much physician vacancies cost healthcare systems and medical practices.  With as much as 40% of physician vacancies going unfilled as recently as 2017, retaining the physician staff that you already have in-house has become more important than ever.  Let’s review proactive ways that administrators can improve physician retention instead of filling endless vacancies.

Hire for Fit

The most effective way of reducing physician turnover is to hire physicians that are already aligned with your corporate mission, values, and culture. When your staff believes they are working for an organization that embodies the same values and culture, they are naturally more engaged in their workplace. According to a Gallup study, physicians who are more engaged not only avoid looking for new opportunities, they are also 26% more productive and generate 51% more referrals than their counterparts that don’t feel that same sense of engagement.

Embrace Flexible Scheduling

Today’s physicians are not the typical doctor of 30 years ago. If you want your physician staff to maintain a singular focus on treating patient after patient in an assembly line fashion, there is a good chance you are already in an unending cycle of physician vacancies. Today’s physician has other personal and professional interests that go beyond their love of healthcare. Whether it is research, teaching the occasional class, or spending several weeks a year on medical missions to underserved nations, cater to your physician staff’s outside interests, and they will repay you with loyalty.

Learn the value of EQ

When discussing someone’s intelligence, references are always made to their IQ, but just as important for retention purposes is EQ.  Emotional quotient (EQ) has been studied since 1990, and the results have shown that individuals with higher EQ, are more rewarding to work with, and are better at handling stress and workplace relationships. The good news is that EQ is something that can be developed in everyone.  EQ training is sometimes referred to as soft skills training, and when successful, the results are an improved workplace culture and environment. Another important consideration when EQ training is being implemented is that it needs to include everyone from administration to physicians to support staff.

Develop a Mentorship Program

Physician burnout is affecting up to 55% of doctors, according to the Stanford University School of Medicine.  When staggering numbers of physicians are reporting feeling the effects of burnout, it is not a stretch to imagine them looking for a new opportunity that doesn’t include the same amount of stress.  A mentoring program can help physicians who are struggling to manage the stress of their job and career.  Physician mentors have experienced the same types of job stress as their struggling counterparts and have valuable wisdom to share.

There is no single retention strategy that will help you avoid physician vacancies. But, losing sight of the factors that are contributing to your retention woes is the surest way to keep the vacancy cycle going.  Paying attention to the culture of your workplace and understanding how leaders with lower EQ contribute to stress and disengagement can help you set a course for improved retention and more success overall.

Jackson Physician Search is annually ranked in the top 15 Best Places to Work in by Modern Healthcare.  Our team of industry and recruitment professionals stands ready to help you find, hire, and retain the physicians and advanced practice professionals your organization needs.  Contact us today to get started.

Engaged Physicians Discussing Healthcare Topics

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. 

How Culture Affects Physician Retention

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Building an Effective Search Committee for Physician Leadership Recruitment

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Recruiting a physician leader to a healthcare organization or academic medical center is often fraught with a slow and inefficient recruitment process. When coupled with the worsening physician shortage— between 42,600 and 121,300 by 2032 according to the Association of American Medical Colleges (AAMC)—losing quality candidates is a real risk.

The gap between what academic and community-based physician leaders demand in a new role and the recruitment process they’re willing to tolerate is fiercely closing with power transitioning from the traditional institution to the candidate in high demand. This is making the role of the search committee even more critical to physician leadership recruitment success.

The search committee represents the strategic direction of the organization and decides by vote which candidate to hire—Choose members wisely.

I am of the opinion that search committees should be called Leadership Transition Committees, as they single-handedly determine which physician leaders will steer the organization through clinical innovation initiatives, healthcare transformation processes, physician and resident retention strategies, and more.

When working with community-based healthcare organizations and academia, I’m often asked to advise on who should serve on the search committee, as well as strategies to ensure effectiveness. Setting up a search committee contains three key components: Preparation, Committee Mix, and Commitment. Let’s review.

  1. Preparation

This stage is the most overlooked and underutilized, yet it’s the one that will ultimately keep your committee on track throughout the entire search process. Before you set up your search committee, prepare the following three documents: Job Analysis, Committee Charter, and Activity Report.

The Job Analysis contains specific candidate parameters including experience, competencies, and soft skills. It also includes compensation information and position duties. Tip: Resist the temptation to recycle an old Job Analysis. Healthcare is constantly changing, so consult with direct reports, colleagues, and superiors who will interact with the chosen physician leader.

The Committee Charter defines the committee tasks and the chair obligations, as well as budget and deadline guidelines. It also includes a list of decision-makers involved in the recruitment process, the Diversity Policy or Affirmative Action Plans, as well as all EEOC, EOP, and other human resource forms. There is no room for ambiguity in the Committee Charter.

The Search Activity Report contains a step-by-step process that the committee will follow throughout the recruitment process, as well as a record of all activity to be certain the search is on track with regards to goals and deadlines. The commitment to diversity and equity is shown in this report as well.

  1. Committee Mix

Making recruitment decisions by committee can be very effective as long as the committee isn’t polarized—one that agrees on everything without due diligence or, worse, one that is riddled with conflict. To prevent this, decide who will lead as the committee chair first. This person is the liaison between the search committee, the hiring official and, when involved, the search firm. It’s important that the chair be the same level position or higher than for the role you’re recruiting and is a naturally strong leader.

To round out your search committee, here are some best-practice guidelines:

  • Keep the committee to an odd number as each person has voting rights.
  • Have no more than 11 members, ideally between seven and nine.
  • Reflect diversity in regard to gender, race, seniority, reporting levels, and departments.
  • Include a human resources or legal officer as an ex-officio member.

Also, keep in mind that for President or Provost searches, you will want to include stakeholders from the board, the foundation and, when relevant, the alumni.

  1. Commitment

The most common reason for ineffectiveness within a search committee is lack of commitment and engagement. When physician leadership searches extend from weeks to months, enthusiasm can dissipate. Schedule monthly or bi-monthly meetings to review search progress and set future expectations.

The main goal of the search committee is to review, screen, and host candidates, as well as check references. It can also be very tempting to discuss a candidate with a spouse or colleague, but to maintain search integrity, confidentiality is a must. This extends to voting procedures as well. Blind voting eliminates the potential for recruitment bias, and it extends respect for all candidates regardless of what stage of the recruitment process they’re eliminated.

Whether you use a recruitment firm or choose internal resources, building an effective search committee or Leadership Transition Committee is the optimal method for maximizing time, candidate fit, and recruitment investment. Remember, most importantly, the search committee is responsible for choosing the physician leader who will drive the future of your healthcare organization—Those are big shoes to fill and worthy of extra attention prior to launching a new search.

 

At Jackson Physician Search, we help healthcare organizations and academic medical centers to recruit physician leaders. Our innovative process includes rolling well-qualified and interested candidates as they become available versus waiting for a full slate, reducing the number of interviews with cutting edge technology, and providing transparent and frequent communication to search committees. This strategy reduces candidate attrition and time-to-fill while increasing recruitment return on investment. Please contact our physician leadership experts at Jackson Physician Search for more information.

The Shrinking Gap between Academic and Community-Based Physician Leader Recruitment

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Let Branded Recruitment Work for You

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Has your healthcare organization developed a brand that is recognizable to local consumers and gives them a glimpse into your values and culture?  If not, you may be missing out on consumers who would choose your facility for their healthcare needs, as well as physicians you are trying to recruit.  It is critical that you use your brand throughout your recruitment process, but remember that it’s more than just a logo and tagline. Rather, it represents an embodiment of your staff, your values, and the type and quality of care you provide to your patients.

As important as branding is for your organization, overall, it is just as important in attracting the right physicians to join your team.  Physicians today are much more likely to join organizations that they perceive to share similar culture and values. Jackson Physician Search understands the importance of branding and offers branded physician recruitment.  Branded recruitment is a level of partnership with a recruitment agency that goes to the next level. A recruitment agency’s resources and expertise are combined with the branding of the organization. Job postings and emails have the logo of the organization and include more detail about the opportunity.

How Branded Recruitment Works for You

Whether you are an administrator at a rural FQHC or a multi-facility health system, branded recruitment offers you an opportunity to expand and improve your recruitment process.  A smaller facility or health system may not have the resources to run a national recruitment campaign.  In many instances, those who are doing the recruiting are already wearing multiple hats. Finding a trusted physician recruitment partner who can manage a branded search for your vacancy immediately adds experienced resources to your search effort.  And, in the case of a large health system with an established team of recruiters, today’s hiring landscape is probably stretching them to capacity.  Large systems can utilize their recruitment partner for specific searches, for example, the primary care and internal medicine vacancies, while the in-house team focuses on all of the specialties.  Both of these scenarios creates a win-win situation because, with branded recruitment, the physicians only see your facility name and brand.  Let’s look at other ways a branded recruitment strategy can work for you.

  • Using a branded recruitment strategy with a trusted, experienced recruitment partner immediately provides you with reach and access to hundreds of passive and active physician applicants. Because candidates are more familiar with local healthcare organizations and the fact that AAMC reports physicians often stay in state, it pays to use your own brand. For example, AAMC reports that physicians in Georgia remain in the state at a rate of 49.8% and 62.1% in Texas.
  • Digital branding of your ads and emails seamlessly appear to the candidates as coming from your facility and location. Studies show that branded emails generate up to a 50% higher response rate than generic emails or job board postings.
  • Having a recruitment partner managing your brand presence for physician vacancies improves your brand awareness and visibility, helping you now and in future searches.
  • Your recruitment partnership is an exclusive agreement that takes the time-consuming vetting process off of your team’s plate, allowing them to focus on other critical matters of the business. You are only presented with the candidates who fit your organizational culture and values.

Your brand is important, and it should be a factor in your recruitment process.  Using a recruitment partner who understands the importance of brand and also has the capabilities to reach candidates, you may not otherwise have access to, is an important factor in finding a physician who fits your need.

Jackson Physician Search can manage your branded search campaign while providing you with access to proprietary digital tools, national exposure, and an experienced team of recruitment professionals.  Contact us today to learn more about how we can put your brand to work for you.

Physician recruiter on the phone with her client

Act Fast to Get the Most Out of Your Recruitment Partner

While most health care systems have in-house recruitment departments, the shortage of available physicians and the difficulty in reaching passive candidates have…

Hospital manager talking to a physician during an interview

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…

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How a Recruiter Can Help You Find Your Best Opportunity

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Dr. E is a young, family medicine practitioner. She did her undergrad in Alabama and her medical degree in Washington, DC.  Dr. E was completing her Family Medicine Residency at a large medical center in North Carolina, but was in the process of starting her search for outpatient primary care openings within driving distance of her family who lived in and around Washington, DC.

Searching for the right position on her own, she had received a few offers from large medical systems but had been hesitant to accept any of them. She was finding that the offers were requiring her to commit to five years, in exchange for a $100,000 in student loan assistance.  Then, Dr. E responded to an opportunity for a Primary Care provider search being promoted by Jackson Physician Search, Director of Recruitment, Sally Ann Patton.  The opportunity was located in Maryland and within driving distance of the nation’s capital.  Dr. E and Sally Ann immediately developed a great rapport. Through their initial conversations, Sally Ann quickly understood Dr. E’s concerns about the type of setting she was looking for, her student loan concerns, and she walked her through what a reasonable compensation package might look like without strings attached. She explained what Dr. E should be looking for to provide quality of life, a manageable caseload, and the ability to pay down her student loans.

The opportunity that was being presented to Dr. E was with a 375-bed community hospital system that was primarily physician-led throughout their seven locations.  Dr. E met with the key leaders and was immediately taken by the physician-first approach and their focus on the doctor-patient relationship.  She found this in contrast to the larger systems that she had been interviewing at, and she appreciated the personable approach that was evident with everyone she met.  Another important relationship that played a role in what ultimately turned into a successful placement was the key role that the client’s recruitment lead played in the process.

There were clear lines of communication from the beginning, and the client was very responsive to any questions or concerns raised by Dr. E.  When the offer was presented to Dr. E, she had received a couple of other solid offers.  Because of the trust and rapport she had built with Sally Ann, she felt confident in her understanding of everything being presented to her and ultimately chose the community setting.

This scenario is not uncommon for young physicians who might be overwhelmed by the frenzied nature of searching for the right opportunity. In this case, the recruitment professional was able to establish a trust-based relationship with the physician, provide guidance about the industry and the inner workings of the contractual offer process, and even help facilitate the open communication between the client and the candidate.

If you are a physician who is ready to start exploring new opportunities to take the next step in your career, or if you are a new physician and want to better understand the industry through the guidance of an experienced physician recruitment professional, contact Jackson Physician Search today.

residents need to know

JPS Recruiters Live: 3 Things Residents Need to Know to Land a Great First Job

You can watch the recording of JPS Recruiters Live: 3 Things Residents Need to Know to Land a Great First Job on our Facebook page. (10 mins.)

Avoid the Resident’s First Job Curse

As a resident entering your final year of training, logic may lead you to believe that the high demand and limited supply of physicians will make it easier for you…

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How to Solve the Impending Physician Shortage

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While we continue to see news stories that illustrate the impending physician shortage that is impacting communities all over the United States, the thing we don’t hear enough about is what can be done about it.  The main reason for the lack of information about ways to reverse the doctor shortage is because much of it relies on federal intervention.  To refresh your memory, in 1997 as part of a Balanced Budget Act, Congress enacted legislation to cap the number of residency training slots to be funded through Medicare.  Now, twenty-two years later, the limitations are effectively inhibiting the training of enough new physicians to keep up with the increased care demands of a growing population and an elderly population that is living longer.

A recent comprehensive study presented key findings to include, a projected physician shortage by the year 2032 of up to 121,900, and population growth of 10% with those over age 65 increasing by 48%.  The report did identify that there would be a continuation in the growth of physician assistants and advanced practice RNs.  Good news on the surface, but the report found that emerging health care delivery trends in addition to the increased use of advanced practice providers would only contribute to a physician demand reduction of about 1% overall.  Considering all of these factors, let’s look at what can be done to solve the physician shortage.

  1. Enact legislation to reverse the residency training limits.

There are currently two bills that were introduced in the House of Representatives and one bill introduced in the Senate that will increase the numbers of residency slots by up to 5,000 per year for the next five years.  While this should be welcome news that physician shortage relief is on the horizon, the current ultra-partisan state of our legislative branch means that like so many other pieces of legislation, no action is being taken on the bills.  All three of these legislative items are sitting in a preliminary status after having been introduced earlier this year. Concerned citizens can take action and contact their federally elected representatives and ask them to move on the Resident Physician Shortage Reduction Act of 2019 (H.R. 1763, S. 348) and also the Opioid Workforce Act of 2019 (H.R. 3414).

  1. Continue to develop ways to improve physician utilization.

As previously mentioned, there is a growing utilization of advanced practice providers, such as physician assistants and other specialty practice providers, like certified anesthesiologist assistants and others.  Extending a physician’s reach through improved and increased utilization of technology solutions, like telemedicine, is another cost-effective way to improve access in underserved communities. One interesting advancement currently being used in France is a standalone telemedicine booth, called a Consult Station.  Inside, a patient is connected with a physician, via video, and has access to an array of diagnostic medical devices. Guided by the physician, the patient can perform a variety of health checks, including vital signs, blood oxygen levels, an electrocardiogram, and other tests.  These stations are in use throughout France and have improved access to medical care for many underserved rural communities.

  1. Embrace the utilization of new technologies.

Like France has done with the implementation of the Consult Station, the United States must take action to embrace and increase the efficiency of implementing new technologies.  From streamlining the training, licensing, and certification process for new innovations to increasing the utilization of computer-assisted medicine, artificial intelligence, and sensor technology.  As today’s healthcare consumers become more and more connected, they are increasingly active in monitoring their own care and are more open to accepting technologies as part of their healthcare experience. Technological innovations can supplement the increased utilization of advanced practice professionals and help bridge the gap in direct physician interventions.

There is no simple answer to the challenge of alleviating the physician shortage in the United States.  It is going to take a multi-faceted approach that includes participation and funding from both the private and public sector.  What can’t be overstated, however, is the fact that the trending pace of the shortage is far exceeding the pace of actions being taken to address the matter.  Until, a concerted effort is taken at the federal, state, and local level, access to care gaps will widen, and healthcare consumers will continue to bear the burden of the inaction.

 

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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…

Extreme Physician Shortage

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Physician’s Choice: Employed vs. Self-employed

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Today’s physicians are in the enviable position of being in such high demand that they have any number and variety of career options to choose from. Some, in recent years, have left their private practice for hospital or large health system employment, while others have reconsidered and returned to a private setting.  Let’s take a look at the main differences between being an employed physician vs. self-employed.

Employed

  1. Financial Stability – Physicians working in a hospital or hospital-owned group do not have to worry about over-head, billing, administrative, or other private practice concerns. They know what their salary is going to be and any types of financial incentives they need to meet.
  2. Focus on Medicine – Like financial stability, employed physicians don’t have as many distractions or the responsibilities of running the practice, in addition to treating their patients. This allows their focus to remain on doing what they love to do most, practice medicine.
  3. Benefits/Insurance Coverage – Like most careers, when you are working for a larger organization, you tend to have better insurance and other benefits. Employed physicians typically have better malpractice insurance as another added benefit over private practice.
  4. Regular Schedule – In an employment setting, physicians tend to negotiate a stable work schedule, limited call duties, and paid vacation time.
  5. Academic Opportunities – In an employed setting, physicians who have the desire to pursue research and other academic opportunities can do so without losing billable hours at a private practice.

Self-employed

  1. Autonomy – As much as employed physicians have guaranteed financial security, self-employed physicians have the autonomy to practice medicine the way they deem is best. Self-employed physicians do not have administrators or other executives dictating various processes or rules that may be contrary to the physician’s practice methods.
  2. Workplace Culture – Physicians in a self-employed setting have the ability to develop the culture and values of their workplace. Whereas in an employed setting, there is little control of the culture. When you are the one making the decisions, everything that happens within the workplace is within your purview.
  3. Unlimited Income Potential – While an employed setting may provide a stable financial opportunity, there is no limit to how successful your private setting can become. As in any business, you can grow the practice into whatever you envision and with greater success comes greater reward, financial and otherwise.
  4. Work/Life Balance – When you run your own practice, you can control your work schedule. It may take time, but eventually, you can be in a position to work as many or as few hours as suits your lifestyle.
  5. Patient Relationships – In a self-employed setting, physicians have opportunities to develop relationships with their patients. Research has shown that when a doctor gets to know their patient, the result is that both are more satisfied with the level of care and overall experience.

The results of physician job satisfaction surveys show that employed physicians and self-employed physicians have similar levels of job satisfaction, with self-employed physicians just slightly more satisfied.  With that, it is safe to infer that physicians should choose the practice setting that is best aligned with their individual career goals and workplace preferences.  The employment outlook for physicians is continuing to grow at a rapid pace which means that there will continue to be plenty of opportunities to choose from regardless of the practice setting.

If you want to explore the many opportunities that are available for your physician career, contact a Jackson Physician Search recruitment professional today.

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What To Consider When Choosing a Practice Setting

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Start Your Job Search

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JPS Recruiters Live: 3 Things Residents Need to Know to Land a Great First Job

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You can watch the recording of JPS Recruiters Live: 3 Things Residents Need to Know to Land a Great First Job on our Facebook page. (10 mins.)

What you need to know, before we get started, is that now is the time for you to be preparing yourself for the perfect job opportunity.

Why Now?

  • Credentialing process: On average will take 90 – 120 days
  • Phone interviews and site visits: 30 – 45 days, longer if considering multiple offers
  • Decision making: Some organizations move faster than others but prepare for a 30-day process
  • Contract review, revisions, and signing: At least 30 days

When things are going smoothly, you are looking at a process that will take 6- to 8-months from the first date of contact.

Things to Consider

1. Play the Long Game

    • Finances – The financial aspect of your first job can be broken down into the immediate monetary value (salary, sign-on bonus, loan forgiveness, etc.), and more importantly, the long-term wealth-building opportunity of the position. Consider how the job will set you up for your future including buying a home, starting a family, living within the lifestyle of your choice, and even potentially retiring early.
    • Impact – Your career choices have an impact on every aspect of your life. Internally, you should consider what type of impact you will be able to impart on the practice and setting you choose. From an external perspective, consider the impact you can have on the community and patients you will serve. Finally, it is important to consider how your career choice impacts yourself, your family, and your future.
    • Experience – Think about how this first job is going to set you up for the future. What types of experiences will be provided for you and what do you want to gain from this job.

 

2. Embrace Your Brand

    • Millennial Pride – Yes, you are a millennial and with that comes an intrinsic set of positive attributes. As outlined in Entrepreneur Magazine, millennial employees are naturally curious, very tech-savvy, care about important social issues, and among other things, are great working in teams. Own your “millennial-ness!”
    • Promote Your Brand – Healthcare organizations have finally begun embracing the concept that finding employees who fit their culture and values are their best hires. The same applies to residents who should be looking at opportunities with organizations that match their own values. Embracing the things that you are passionate about and understanding what unique traits you bring to the table will help you make the right choice.
    • First Impressions – You’ve worked extremely hard to get to this point. Be proud of the fact that you are no longer a resident and are stepping out into a fresh start. You are skilled, prepared, and ready to make a difference – Use these attributes to present yourself during the interview process.

 

3. Utilize Available Resources

    • Don’t Go It Alone – In your profession, most of the time, you are left to your own devices when treating your patients. Sure, you have a team of nurses and others to help, but the decisions come from you. Your first job search doesn’t have to be that way. Finding an established, experienced recruitment partner, like Jackson Physician Search, can open up doors and information that you might otherwise miss.
      • Resources, Access, and Reach – A trusted career partner has resources and established connections throughout the industry that will help you access the right opportunity.
      • Experience, Data, Mentoring – Establishing a relationship with an experienced recruitment firm allows you to tap into a team that has been in the industry for decades. The right firm will provide you with quality, real-time market data showing you where the best jobs can be found.
      • Contract Negotiations – Physician compensation offers can be a tricky, complicated process. Your recruitment partner can help you navigate the hills and valleys of contract negotiations and help keep your mind at ease.
    • Blogs and Articles – There is a lot of information available to any physician who is willing to take the time to stay current on things that are happening in the employment side of the industry. You are already perusing articles through the New England Journal of Medicine, but at this stage of your career, it is also important to stay focused on the job search. Subscribing to professionally presented blog articles, like those found through Jackson Physician Search provides you access to compensation information, industry trends, data analysis, and much more. Other sites and applications we would recommend include Doximity and LinkedIn.

If you want to connect with a trusted, experienced physician recruitment firm with a national presence, contact the professionals at Jackson Physician Search today.

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A Texas-sized Opportunity

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Sometimes, a career move leaves you wondering if it was the right move after all. This was the case with Dr. J., a Board-certified OBGYN who left his native Texas for an opportunity at a Women’s Hospital in the state of Ohio.  While his wife and kids stayed behind in Lubbock, waiting for their house to sell, Dr. J. quickly ingratiated himself into his new community, even becoming involved with a local church.

Dr. J. was in a good position at the hospital and knew he had an opportunity to be successful there, but the longer his house was on the market back in Texas, the more he missed his family, his parents, and their extended family. It was around this time that Dan Rixon, a recruitment Specialist with Jackson Physician Search, posted an OBGYN opportunity for a client in the panhandle of Texas.  Because of its more rural location, the CEO was looking for someone familiar with the panhandle lifestyle who could lead their expanding OBGYN Department.  Dr. J. saw the job on an online job board and immediately reached out to Dan to casually learn more about the opening.  He explained his situation but told Dan that he wasn’t quite ready to express any formal interest.

Over the next three months, Dan spoke with Dr. J. about once a month to monitor the progress of the home sale back in Lubbock.  Finally, on an evening in June, Dr. J. and Dan had a long conversation about his situation. The length of time it was taking for his house to sell made him revaluate whether or not he wanted to stay in Ohio. They spoke about Dr. J.’s “true” career plans and also what it would mean to be closer to family. Ultimately, Dr. J. decided that he wanted to speak with the CEO and see if the opportunity in Texas was a good fit.

Once they spoke, Dr. J. sensed an immediate connection with the CEO and agreed to a site visit.  Prior to the visit, the CEO’s wife reached out to Dr. J.’s wife to get her involved in the process. This made Dr. J.’s wife feel very comfortable, and they made plans for her and the kids throughout the upcoming site visit.  During the four-day visit, Dr. J. and his family were overwhelmed by how everything seemed to click. They attended the local high school football pep rally, met many of the other physicians at a dinner in the CEO’s home, and other staff members and several local dignitaries at a well-attended barbecue picnic.  And, to cap off the incredible karma that was being generated, Dr. J. found out that he and the CEO had ties to the same college, Abilene Christian University.

Within ten days, Dr. J. was presented with a contract to be the Director of the OBGYN Department.  He felt a great sense of relief because he knew that this opportunity was going to be perfect for him.  From the connection he felt with everyone he met to how well he and his family were treated and made to feel special during the site visit, Dr. J. is thankful to be back in Texas and closer to his roots.

Whether you are actively or just casually considering a change in your physician career, contact a recruitment professional at Jackson Physician Search today.

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