[White Paper] 2020 Physician Interview Experience Survey

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President of Jackson Physician Search, Tony Stajduhar, reviews the results of our recent Physician Interview Experience survey and provides a best-in-class recruitment and interview process that administrators and physician recruiters can follow to recruit more physicians after the first on-site interview.

Mastering the On-site Interview: Results from the 2020 Physician Interview Experience Survey

Mastering the on-site interview is the enduring challenge in physician recruitment. The first interview is a make or break moment for both the candidate and the hiring organization. More than 200 physicians responded to the 2020 Physician Interview Experience survey. Keep reading for insight on how to improve your interview process and win more candidates.

 

Introduction

The enduring challenge in the physician recruitment and hiring process is to master the on-site interview. The first interview will continue to be the make or break moment in the hiring process for both the candidate and the hiring organization.

To help provide clarity on how today’s physicians feel about the interview process and the elements comprising an exceptional interview experience, Jackson Physician Search received completed survey responses from more than 200 physicians. The survey group represented a mixture of practicing physicians and 2020 and 2021 residents who had interviewed for a position in the previous 18 months. Physicians were asked to answer questions in regards to their interview experience corresponding with their current position.

The survey confirmed many elements of the interview process that have become standard industry practice. But the physicians’ responses also open a window into how they feel about interviewing and the important aspects of the interview that helped them decide whether or not they want to immediately accept a position.

Their insights provide valuable guidance in how to deliver the best-in-class interview experience that results in the physician deciding to accept your position – ideally – on their way home from the first interview with you.

What you may find surprising is that their feelings of excitement and alignment with your organization – and a well-planned community tour – are the factors that tip the scales toward that best-in-class result.

This survey demonstrates the vital role your interview team plays in establishing cultural fit and an overall outstanding interview experience to influence a candidate’s decision. The results will help you fine-tune your interview process and ensure you are landing the candidates who are best suited for your organization.

Executive Summary

Most organizations understand the high costs of conducting multiple interviews with a single candidate. Interviewing expenses and loss of revenue during a prolonged vacancy can add up to over one million dollars per physician. But it appears that few deliver the best-in-class interview experience that will improve their chances that the candidate will decide to accept the offer on the way home from the first interview.

According to our survey:

  • Only 27% of candidates decided to accept the position on the way home after just one on-site interview.
  • On the other end of the spectrum, another 23% never left an interview feeling confident, even though they ultimately may have accepted the job.
  • For the remaining 50%, it took a bit of time after the first interview to accept. Some even required scheduling a second or third interview to win them over to the point where they decided to accept.

Moving that large, undecided group toward accepting your offer after the first interview requires investing in a rigorous recruitment process and effective interview techniques.

The salient aspects of the interview experience for candidates who decided to accept on the way home from the first interview reflects the fulfillment of their needs at many levels: informational, alignment of values and emotional well-being.

Of those who decided to accept on the way home:

  • 89% said all their questions were answered at the interview
  • 61% received a written offer within the week
  • 80% felt excited
  • 82% felt welcomed
  • 2% or fewer felt confused, anxious, or stressed
  • These physicians also ranked their alignment with the organization’s mission and values at 9.2, with 10 being perfectly aligned

By contrast, a good number of those who were undecided after the first interview reported feeling excited (63%) and welcomed (76%). But, a concerning percentage left the interview with negative emotions:

  • 39% felt anxious
  • 23% felt stressed
  • 23% felt confused

Physicians need enough information, as well as positive feelings, to support their decision to accept on the way home from their first interview with you. Even if the candidates reporting negative emotions took the job, it’s easy to imagine that these feelings could linger and create challenges in the future.

Power of the First Impression

The survey results reinforced the power of the first impression. The majority (69%) of all respondents had accepted their most recent job after just one interview. Additional survey data indicates that the second or third interviews are not nearly as impactful as the first interview.

Multiple interviews do not necessarily increase the chances that the candidate will feel confident enough to decide to accept the position. But, multiple interviews do drive up your cost per hire, prolonging your time-to-fill and negatively impacting your interview-to-hire ratio.

As the survey showed, it is far more likely that the candidate will decide on the way home from the first interview (76%) than on the second, “third or more” interviews (12% for each). You will have better outcomes when you invest in a process that creates the first-time WOW experience for the right candidate.

Download the full survey results to get more insight and recommendations to improve your interview and hiring process almost immediately.

 

To speak further about your interview process or for help with your physician and advanced practice provider recruitment needs, contact Jackson Physician Search.

About Jackson Physician Search

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

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Solving the Physician Shortage: Making Licensing Waivers Permanent

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The ongoing COVID-19 crisis in America has been a real test of the scope and resolve of our healthcare community, with physicians, nurses and support staff stepping up in even the most dangerous circumstances to help save patients’ lives.

It has also offered a unique opportunity for physicians to do what is often a tremendously difficult proposition – that is, to practice medicine in other states, without going through the often laborious process of re-licensing for each jurisdiction.

Temporary national licensing waivers allowed thousands of doctors to travel to virus hotspots like New York City and join the fight against coronavirus, not to mention scores of other physicians volunteering their services, far away from their homes. The pandemic has also relaxed rules to let out-of-state physicians provide much-needed telehealth visits to patients across the country, while their patients may be a thousand miles away, safely sheltered at home. And considering that telehealth usage jumped as much as 4,300% at one New York hospital in a six-week period, patients definitely appreciated the extra resources.

A Massive Doctor Shortage Lies Ahead

While these waivers certainly seem like easy ways to offer Americans care in a time of extreme need, they represent quite revolutionary changes for physician licensure. In a way, COVID-19 has led the industry to adopt a practical solution to one important aspect of our looming physician shortage, a massive demographic issue in the United States. One in three American physicians is currently over the age of 65 and approaching retirement, feeding into a shortage that could grow up to 139,00 doctors by 2033, in a study done by the Association of American Medical Colleges.

As noted by Tony Stajduhar, President of Jackson Physician Search, in his paper, Five Ways to Move the Needle on the Physician Shortage, making these licensing waivers a permanent solution might be a simple way to expand opportunities for international medical graduates to more easily practice where needs exist. Often, without getting caught up in endless regulatory red tape, or the sheer cost of applying for licenses in different jurisdictions.

-> Download Five Ways to Move the Needle on the Physician Shortage Paper

According to the Federation of State Medical Boards, 49 states at the time of this writing have temporarily modified their requirements for licensing, issuing waivers to allow physicians to perform in-person services or more easily obtain temporary license renewals, while 47 states have approved short-term measures allowing out-of-state physicians to perform telehealth visits.

A further 39 states have expedited licensing for inactive or retired physicians, allowing them to quickly rejoin the fight against COVID-19. Some 27 states have also modified their Continuing Medical Education requirements, allowing doctors to focus squarely on medicine, for the time being. In Arizona, for instance, a six-month deferral was issued for some medical license renewals in certain date ranges; as infection and hospitalization rates multiply there and in other states, it’s likely these waivers may be extended.

Simplifying the Path for New Doctors – and Some Bipartisan Agreement

Any movement to simplify the steps necessary for qualified doctors to more easily practice anywhere in the United States is welcome news, given other disruptions to the path for new doctors. Consider that thousands of medical students had been unable to complete the U.S. Medical Licensure Examiners’ Step 1 and Step 2 Clinical Knowledge tests since the spring, as Prometric, the testing vendor was closed due to stay-at-home rules; we’re now seeing testing events create long-awaited additional testing opportunities for examinees.

There is more good news, as well. The pandemic has also shown some inspirational moments of bipartisan cooperation in Washington D.C., as politicians recognized the immediate impact of physician shortages on care for their constituents. That’s something which might bode well for further political support of permanent licensing waivers or similar governmental efforts to address and remedy America’s long-term physician shortage.

In May, the Healthcare Workforce Resilience Act was introduced by senators Todd Young (R-IN), David Perdue (R-GA), Chris Coons (D-DE), and Dick Durbin (D-IL). Recognizing that almost 25% of today’s American physician workforce are international medical school graduates, the legislation calls to repurpose some 15,000 available immigrant visas for qualifying physicians and 25,000 nurses – all in an effort to bolster healthcare resources. The senator sponsors even took the unusual step of exempting countries such as China and India from the existing per-country caps.

Working to Make It Easier to Work

These COVID-19 licensing waivers, to some extent, fast-track the work undertaken by the Interstate Medical Licensure Compact, an agreement championed by the FSMB since 2013. Since officially being engaged in April 2017, the compact has allowed more than 7,400 physicians to secure more than 9,400 multi-state licenses in 29 participating states, plus the District of Columbia and Guam – with more introducing legislation.

The IMLC offered a model that emergency waivers could certainly help make permanent, providing much more flexibility to both veteran and newly graduated physicians. And while resistance to interstate licensure in the past has often focused on varying standards for education and experience, the compact ensures high standards by asking participating physicians to meet nine requirements of professionalism, in addition to holding an unrestricted license in their home state.

A time of extraordinary healthcare challenges has helped us see the immediate value of streamlining and simplifying the ability for doctors to practice where they are needed. And as the national physician shortage continues to grow, maybe this is the right time to make those waivers a permanent solution. For more information on other ways the healthcare industry will likely discuss solutions that will aid in minimizing the impact of the physician shortage, review the Jackson Physician Search paper Five Ways to Move the Needle on the Physician Shortage.

If your organization can benefit from partnering with an organization comprised of respected healthcare industry physician recruitment professionals, contact the Jackson Physician Search team today to learn how we can help keep you ahead of the recruitment curve.

Physician Recruitment Amid Coronavirus - Keeping Your 2021 Staffing Plan on Track

Physician Recruitment Amid the Pandemic – Keeping Your 2021 Staffing Plans on Track

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Physician Recruitment Amid the Pandemic – Keeping Your 2021 Staffing Plan on Track

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Prior to the recent rise in COVID-19 cases, a June poll conducted by the Medical Group Management Association (MGMA) showed that the majority of medical practices (87 percent) have recovered at least some patient volume since COVID-19 took hold in the U.S., and almost half of those reported patient volumes to at least 75 percent of their pre-pandemic levels.

Today, the pandemic is charting in the wrong direction with some states seeing record increases in new cases, especially among younger Americans. Because every day brings new data points, it’s challenging for healthcare administrators to reliably predict the impact on patient volumes, staffing needs and revenue projections.

What is important to acknowledge is that any decrease in current physician staffing requirements is temporary. The Association of American Medical Colleges (AAMC) recently reminded us that the physician shortage is going to continue to challenge the industry’s ability to meet patient demand. For administrators who are understandably stretched thin during the pandemic, taking their eyes off physician recruitment could put their 2021 staffing plan at risk. Let’s take a deeper dive, so you can keep your staffing plan on track.

Focus on the Long Game

It was in June when the AAMC released new information confirming long-held concerns about the physician shortage. It is now estimating the U.S. is facing a deficit of between 54,100 and 139,000 physicians in both primary and specialty care by 2033 – higher than previously reported.

The sixth annual study was conducted prior to the rise of COVID-19, and AAMC President and CEO David J. Skorton, MD, posits that “the gap between the country’s increasing health care demands and the supply of doctors to adequately respond has become more evident as we continue to combat the COVID-19 pandemic.”

The AAMC study indicated a greater shortage projection, particularly in subspecialties, due to an updated estimate of physicians planning to retire earlier than previously modeled.

Additionally, it showed that more than two out of five active physicians will be 65 or older within the next 10 years. Shifts in retirement patterns – including physicians choosing to retire earlier or work fewer hours as they approach retirement – will have significant implications on the doctor shortage over the coming decade.

Recognizing the retirement dilemma and its impact on staffing levels, Jackson Physician Search commissioned a survey of healthcare administrators and physicians. One of its findings was a disparity in how much notice to give when retiring, illustrating a mismatch between administrator expectations and doctor intentions. Most doctors prefer to give six months’ notice, while administrators would ask for up to three years’ notice.

-> Download The Realities of Physician Retirement Whitepaper

This means that administrators who are only concerned with current staffing needs are already behind. Considering that it takes up to six – nine months to recruit a physician and receive a signed contract, and up to an additional year before the physician begins employment, a strategic long-term physician recruitment plan eliminates unnecessary and costly delays. Part of this plan includes candid conversations with physicians to avoid disparities between physicians’ intentions as they approach retirement and administrator expectations as they plan for physician recruitment and staffing.

In addition to the estimates above, effective staffing planning require healthcare facilities to know their ideal candidate’s anticipated availability and to add that to the recruitment timeline. For example, residents are available for new opportunities in the summer, so waiting to recruit until spring is often too late. While more seasoned physicians are potentially available year-round, they face issues like non-compete agreements and lengthy resignation notice periods.

Retain Physicians to Lessen Recruitment Burden

It’s not uncommon to find a lack of alignment between employers and employees with regard to engagement and satisfaction in the workplace, and these disconnects can be found in medical facilities as well.

In the webinar “Hiring Physicians During COVID-19” conducted in June with MGMA, only 9.7 percent of administrators reported feeling concerned about losing their most valuable employees due to the effects of the COVID-19 pandemic. However, we polled physicians via our email newsletter and email job ads and two-thirds of those who responded indicated that COVID-19 has prompted them to look for a new job.

Disparities in perceptions could lead administrators to feel overly confident that their valued physicians won’t look for work elsewhere, further indicating that administrators should keep an eye on recruitment.

People can only manage under crisis scenarios for so long before it begins taking a toll on their mental health and physical wellbeing. Physicians facing longer hours, less sleep and more critical care patients as a result of COVID-19 can experience burnout quickly.

In January and prior to the full onset of the COVID-19 pandemic, the American Medical Association found an overall burnout rate of 42 percent among doctors responding to an online survey.

Physicians left disengaged by burnout, poor fit in a role and in difficult working conditions can result in more turnover and vacant roles. Even with an increased emphasis on mental wellness, physician turnover is inevitable. As a result, a healthcare facility may experience thousands of dollars in recruiting costs to fill the roles, loss of revenue due to lack of capacity, and unhappy patients and coworkers.

Understanding Physician Recruitment Return on Investment

To help facilities quantify the cost of recruiting for vacant roles based on specialty and how long the position has been open, as well as show revenue a facility may have missed out on while the position has gone unfilled, Jackson Physician Search developed a Physician Recruitment ROI Calculator.

For example, an internal medicine role unfilled for just three months means lost revenue of more than $220,000. An Emergency Medicine role unfilled for the same time means lost revenue of more than $480,000. The Physician Recruitment ROI Calculator also shows average time-to-fill compared to Jackson Physician Search’s time-to-fill to help healthcare administrators evaluate how much revenue can be saved.

-> Try the Physician Recruitment Calculator to See What a Faster Time-to-Fill Is Worth to Your Organization

All of these data points and trends indicate that physician recruitment is still an important activity in maintaining and growing your organization, especially as you look to your 2021 staffing plans. As the accrued costs to fill a vacant role can reach over $1 million depending on specialty, it’s critical to manage this time-consuming process efficiently.

If you need a strategic recruitment partner to help you navigate physician recruiting during the pandemic and beyond, Jackson Physician Search is ready to help every step of the way.  Contact our experienced recruitment professionals today to learn more about how we can make a difference.

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Rural Healthcare Facing Mounting Physician Recruitment Challenges

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Rural healthcare organizations are facing ever-mounting financial, recruitment and patient care challenges in the “new normal.” Fortunately, the next wave of financial help is on the way. The U.S. Department of Health and Human Services (HHS) announced last week that $4 billion in COVID-19 relief funds were being released to safety-net hospitals, with $1 billion of that for 500 specialty rural hospitals, urban hospitals with certain rural designations from Medicare, as well as hospitals in smaller metro areas. HHS approximates that payments will range from $100,000 to $4.5 million for rural designated providers.

Clearly, this is good news for rural health facilities that are facing an uptick in COVID-19 cases, many of which were already financially struggling. Financial concerns aside, proper staffing planning is also key to providing adequate access to care, so the key going forward will be for rural healthcare administrators to continue to find innovative ways to attract physicians to their facilities. Let’s frame the issues impacting rural physician recruitment and outline a few strategies for success.

Physician Shortage Predicted to be More Extreme than Previous Estimates

The annual report published by the Association for American Medical Colleges (AAMC) has been highlighting the growing shortage of physicians, and the most recent numbers show the situation worsening. According to AAMC, the healthcare industry is facing a shortage of up to 139,000 physicians by 2033. Typical for these annual reports, Primary Care physicians are still seeing the most significant deficits with shortages up to 55,200, while surgical specialty shortages are expected to reach 28,700 over the next decade.

Further, as highlighted in the Jackson Physician Search The Realities of Physician Retirement Survey, up to 33% of practicing physicians are nearing or at retirement age. The stress and unknown elements surrounding the COVID-19 crisis has only exacerbated the desire for many physicians to consider pursuing an early full or partial retirement.

Typically, when people retire, they seek a quieter lifestyle that provides them with a chance to stretch out and enjoy the life they have worked so hard to build. Not surprisingly, 44% of physicians who responded to the survey stated that lifestyle is the main driver of their retirement decision.

On top of that, 30% of physicians say that they are planning to work full- or part-time somewhere else. Consider ways to create those opportunities for pre-retirement physicians who are looking to slow down. While it may seem counter-intuitive, now could be the perfect time to lure physicians out of the chaotic urban and metro centers, and into a more laid-back and lifestyle-friendly rural environment.

Physicians Value Culture Fit

A common theme from physicians in today’s climate is how important organization culture and fit are in job satisfaction. Physicians that feel engaged in the work and have shared values with the organization are happier, more productive, and less susceptible to suffer feelings of burnout. The same proves true for community fit. In a Jackson Physician Search Rural Physician Recruitment Survey, physicians said community culture fit was more important than compensation when choosing to practice in a rural community. Dig into the Rural Survey for additional key findings to improve your recruitment success.

Rural health system administrators should be aggressively recruiting physician candidates now if their 2020-21 staffing planning requires more providers. At any given point in time, as many as 75% of physicians are passively exploring their career options. This means that they may not be actively applying to job opportunities, but they are more than willing to listen if something catches their attention. Reaching these passive candidates is critical for rural health systems, and now more than ever, the best way to reach physician candidates is via a well-conceived digital recruitment strategy.

Spend Time in the Digital World

Armed with the knowledge that overwhelming numbers support the fact that physicians, like most Americans, are extremely active on social media, Rural health system recruiters should have a strategy to meet physician candidates where they are – online. The American College of Physicians claims that over 70% of physicians are on Doximity, and over 30% are using social media for their professional networking.

Here are a few tips for using SEARCH as a framework for your digital recruitment strategy:

  • Segment – Instead of pushing out messaging content for the sake of it, target physicians who may not only be interested in your message but have the skillset you need, and are a cultural fit for your organization.
  • Engage – Here is where a rural system can shine. Publish content that highlights your brand and illustrates a sense of community that engages physicians, their peers, and colleagues.
  • Authentic – Make sure your digital outreach conveys a voice and tone that speaks to the culture you have built. Staying true to that consistent tone builds the foundation for physicians to be able to understand who you are and the values you espouse.
  • Relevant – Any digital content that you publish should be planned and well thought out to make it something relatable and important to your target audience.
  • Credible – Another way to set your rural health system or facility apart is by infusing credibility into your messaging. Create reasons why candidates would want to become a part of your organization by promoting your mission, values, and community value.
  • Habit – Cultivating a digital presence does not mean one and done. You could publish a piece of content that creates an “a-Ha” moment for your audience, but then if you disappear for six weeks, you have lost their engagement. Maximizing the digital opportunity is much like growing a vegetable garden. You don’t have to work on it every day, but if you don’t tend to it regularly enough, you will never experience the fruits of your labor.

The key is knowing that physicians are willing to listen, and now it is a matter of reaching them with your message.  If your rural health system needs support in developing or executing a digital recruitment strategy, consider partnering with the healthcare recruitment professionals at Jackson Physician Search. Our decades of experience has afforded us the ability to maintain a nationwide pool of candidates and to develop the technology and tools to help you fill your most challenging vacancies.

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How Physicians Can Successfully Navigate a Job Search During the Pandemic

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The constantly changing landscape of COVID-19 has significantly impacted the healthcare field in nearly unimaginable ways, including the wide-spread postponement of elective procedures four months ago. In June, after some states began reopening from stay-home orders, the Medical Group Management Association (MGMA) conducted a poll to learn how much patient volume had begun returning to medical practices.

Poll results showed that the majority of medical practices (87 percent) had recovered at least some patient volume, and almost half of those reported patient volumes to at least 75 percent of their pre-COVID-19 levels. Even with the pandemic taking a turn for the worse in recent weeks, that is good news for physicians who are looking for new job opportunities.

Additionally, the Association of American Medical Colleges (AAMC) released new information confirming long-held concerns about the physician shortage. It is now estimating the U.S. is facing a deficit of between 54,100 and 139,000 physicians in both primary and specialty care by 2033 – higher than previously reported. In other words, physicians remain in very high demand.

Up to 7 Percent of Physicians Relocate for New Job Opportunities Each Year

The industry sees 50,000 +/- physicians on the move every year, and the pandemic is having little to no effect on changing that for several reasons, including:

  • Per the recent AAMC study, more than two out of five physicians are reaching retirement age.
  • Jackson Physician Search polled physicians via our email newsletter and email job ads last month, and two-thirds of those who responded indicated that COVID-19 has prompted them to look for a new job.
  • 42% of doctors report feeling burnout according to the American Medical Association, which may prompt some to look for a new opportunity or retire earlier than planned.
  • Furloughs and salary cuts from COVID-19 may entice some physicians to seek a more secure position elsewhere. And, those in private practice may opt for an employed status post-pandemic.
  • Traditional reasons for accepting a new position also remain, including better work and life balance, a relocation closer to home, increased career potential, or improved culture and value alignment.

Be Open to a Virtual Recruitment Process

A live poll taken during the recent MGMA20 | The Operations Conference Online showed that a small percentage of medical groups – only 14 percent – aren’t actively interviewing due to COVID-19. For the other approximately 86 percent that are continuing to fill key vacancies, nearly 63 percent have adapted the interviewing process by using virtual interviews and video community tours. While many physicians prefer a face-to-face experience, some who are highly motivated to make a move are embracing this new method.

If you’re offered a virtual interview, here are a few tips to make a great impression:

  • Choose a professional, well-lit location where you won’t be interrupted.
  • Do a test run of your computer’s video and audio, as well as your Wi-Fi connection, with a family member or friend.
  • Close unnecessary tabs and turn off your cellphone.
  • Prepare your questions ahead of time to assess career and culture fit, and familiarize yourself with those who you will virtually meet.
  • Demonstrate engagement by maintaining eye contact, nodding and smiling as you normally would. Be authentic.

To augment the virtual interview, many healthcare organizations are showing off the best side of their community and facility with custom videos, as well as virtually connecting physicians to professional resources such as real estate agents, personal bankers, local school advisors, etc. For busy physicians, this can save a lot of wasted time by only traveling to those opportunities that you are most interested in pursuing.

Trust a Physician Recruiter to Simplify Your Search

Building a relationship with an experienced physician recruiter, especially during these challenging times, can pave the way for a smooth job search. With in-house recruiters potentially pulled in so many directions right now due to COVID-19, a recruitment firm can assist you with following up on opportunities in order to maintain momentum. Furthermore, a great recruiter will help to prepare you for the interview, increasing the potential for receiving a competitive offer.

Also, look for a firm with nationwide reach regardless of where you want to practice, and stay open to locations outside your target geographical zone. A national recruitment partner will have the resources, network connections and inside information about a position and facility to find you an opportunity that matches your career and life goals. Here are some additional tips to set yourself up for success when working with a recruitment firm:

  • Update your CV and accept honest feedback from a recruiter if edits are recommended. After all, both you and your recruiter want you to put your best foot forward.
  • Be transparent with your recruiter about why you’re looking for a new position, even if there’s less than flattering information to disclose. Also, ask your recruiter why the position is open.
  • Understand the various components of an entire compensation package, including base salary, benefits, bonuses, and potential incentives like student loan forgiveness.
  • Involve your family early in your job search. As important as it is for you to find the right opportunity for your career, you naturally want your family to feel the move is good for them, too.
  • Lastly, commit to your job search. As Warren Buffett famously stated, “It takes 20 years to build a reputation and only five minutes to ruin it.” When you have the support of a recruiter, respect the process.

Jackson Physician Search has nationwide reach and a team of recruitment professionals with decades of healthcare industry experience. You can search our open jobs and apply today by visiting jobs.jacksonphysiciansearch.com.

 

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Interpreting Compensation Data Sources for Physician Recruitment Success

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Tony Stajduhar, President of Jackson Physician Search, joined Craig Hunter, Senior VP at Coker Group last week to lead an MGMA webinar titled, “Interpreting Compensation Data for Physician Recruitment Success.” The main objective was to help healthcare administrators understand and utilize the various compensation data sources available to build a competitive offer that would improve physician recruitment success.

Compensation Data Sources

Physician compensation data can be derived from a variety of sources, with some being more accurate and reliable than others. Overwhelmingly, compensation data found through MGMA is considered the “gold standard” as a data source.  Over 80% of participants responded to the webinar poll question that MGMA was being used as a benchmark for compensation data. Several also responded that they utilize a blend of compensation data gathered through MGMA, AMGA, and other data sources to arrive at competitive offers.

“There is a wide variance in reported compensation levels for physicians by specialty,” Stajduhar warned.  “It is critical that healthcare administrators utilize the most accurate compensation, like the MGMA data, to create their fair market offers.”

Hunter expounded upon that point by talking about how important it is to understand Total Cash Compensation or TCC.   When developing a compensation plan, all aspects of compensation must be taken into account and are already included in MGMA’s TCC benchmark data.  The organization must also realize that there will most likely need to be a FMV (fair market value) opinion completed on the physician’s compensation to make sure it is within regulatory guidelines.

Considering the Market

Clearly, location can play a role in how interested physicians might be to relocate to a particular area. Cost-of-living, crime rates, schools, and education systems all contribute to the desirability of a region. When putting together a compensation package, a location’s cost-of-living has to be a consideration. For example, In San Diego, California, the cost-of-living is 40% less expensive than San Francisco. In dollars, a physician in San Diego earning $179,000 annually needs to make $250,000 to support that same lifestyle in San Francisco.  As with the compensation data sources, there are tools available for administrators to utilize to ensure that they are considering cost-of-living when developing their compensation plans.  NerdWallet.com provides a simple user interface to compare cost-of-living between two cities.  Other sites, like Realtor.com, provide more detailed breakdowns of how much it costs to live, buy groceries, utilities, and more between two different cities.

Stajduhar advises that if an administrator is looking at compensation for a specific metro area or location, it is wise to cross-reference salary data found at Doximity.com. He cautioned that the data found at Doximity is self-reported and may or may not include benefits, but it can be useful in supporting an offer in specific localities.

“When creating compensation plans, utilizing as much relevant, detailed information as is available, will typically help you be within Fair Market Value guidelines for that physician.”

~Craig Hunter, Senior VP Coker Group

Total Compensation Packages

In considering the components of a total compensation package, utilizing the concept of Fair Market Value (FMV) should not be overlooked. Whether a healthcare organization has the resources to evaluate the plan for each physician specialty it employs, or it utilizes the support of industry experts, understanding the elements that comprise an attractive compensation package is vital to successful recruitment.

Additionally, as competition for physician services continues to increase and turnover results in lost revenue, crafting the salary portion of the offer is only the first part of the equation. The total compensation being offered should support both the recruitment and long-term retention of the physician. Healthcare administrators must learn what motivates their candidates. These benefits may include:

  • Student loan forgiveness
  • Optimal work/life balance
  • Housing allowance based on the location
  • Sign-on bonus
  • Time for sabbaticals or research opportunities

Other types of exclusive perks that can help attract candidates and lead your retention efforts are:

  • Personal financial advisors
  • Low-interest loans
  • Deferred compensation
  • Family tuition or family education grants

By knowing what is most important to your ideal candidates, you put yourself in the best position to build an attractive offer.

Physicians on the Move

Even with the pandemic, physicians are seeking new opportunities and preparing to make a move.  This is especially true during the summer months, and this year may even be busier than in the past because of the travel restrictions of late winter/early spring.  From a numbers perspective, more than 50,000 physicians will accept new positions in 2020. Factoring in recruitment costs and the loss of revenue incurred with each physician vacancy means it is critical to ensure your recruitment and retention efforts are functioning at a high-level.  Healthcare organizations are faced with six to nine-month time frames to recruit and hire most specialties. In addition to the +/- $250k sign-on bonus, relocation costs, and other expenditures.

“Each year, between 6- and 7% of all physicians move across the country.”

~Tony Stajduhar, President Jackson Physician Search

Recruitment Takeaways, Post Pandemic

As the nation continues to battle the COVID-19 pandemic, both Stajduhar and Hunter caution healthcare administrators to keep focused on candidate acquisition and adjusting their recruitment efforts to the current landscape. For example, one thing the pandemic brought to the forefront was how video conferencing could successfully be used to screen and interview candidates.

Not that technology will permanently replace in-person interviews and site visits, but these tools can be used to reduce costs and should be developed and used now. In fact, some organizations are using virtual interviews so effectively that candidates are accepting offers based on these interactions alone. Here’s how this Alabama facility recruited an ENT.

Stajduhar also advises healthcare executives to continue evolving and improving your internal processes to ensure that candidates are seeing and experiencing your organization in the best light. Workplace culture and fit continue to play an essential role in attracting the best physician candidates, and administrators need to ensure that organizational culture and values are front and center throughout the recruitment process.

If you need help with recruiting physicians, don’t hesitate to connect with one of our search consultants. They’ll be happy to answer any questions you might have about physician compensation packages, recruitment best practices, and retention tips.

You can reach Tony via email at tstajduhar@jacksonphysiciansearch.com and on LinkedIn here. You can reach Craig via email at chunter@cokergroup.com and on LinkedIn here.

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[Infographic Guide] The Do’s and Don’ts of Virtual Interviews

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Need Help Recruiting Physicians?

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

Strong Leadership and a Supportive Culture are Key to Recruiting and Retaining Physicians in the New Normal

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The psychological impact of COVID-19 on frontline healthcare workers, including physicians, is yet to be fully realized and understood. From initial worries about having enough PPE to working endless hours treating those afflicted with the virus, the past several months has taken a toll.

To bring more awareness to the issue, MGMA hosted a webinar, “Hiring Physicians in the ‘New Normal’: Addressing the Psychological Dimensions of COVID-19.”  Jackson Physician Search president Tony Stajduhar presented and was joined by Kathy Cooperman, President of KC Leadership Consulting, and Dr. Russell Livingston, Psychiatric Physician and President of Livingston Consulting.

In addition to touching on the psychological impact of handling patient care during these unprecedented times, they discussed how hospitals and healthcare administrators could adjust their recruiting, hiring, and retention practices, with an eye toward understanding and mitigating concerns that physicians may have regarding COVID-19.

To view the MGMA Webinar in its entirety, click here.

During the webinar, participants were asked to use one word to describe the mental health of their frontline healthcare providers.  Unsurprisingly, the results pointed to providers being overwhelmed, anxious, and stressed.  How these stressors are going to impact physician recruitment and retention is yet unclear. Still, it is essential to consider that physicians will seek new opportunities. Tony Stajduhar highlighted the market dynamics of physician job seekers by pointing out that 50,000 physicians will accept new positions in 2020, and summer is the prime time for them to make a move.

Recruiting Physicians in the New Normal

Studies clearly show that physicians are much more likely to accept a position with an organization whose culture and values are aligned with the physician’s own. Hiring for fit has never been more critical than it is today because of the costs associated with a competitive recruitment environment.

Some physicians are seeking out new positions because of their experiences dealing with COVID-19, or they just find themselves ready to explore new opportunities.  Your understanding of how the pandemic may have impacted them should be reflected in how you recruit and interview potential candidates. For example:

  • Don’t shy away from talking about the pandemic and the steps your organization took to support the physicians and other staff.
  • Let the candidate know that you understand the anxiety and trauma experienced by your physicians as they tried to balance patient care with their own safety and by extension the safety of their families.
  • Highlight the ways that your leadership team addressed the trauma and the steps that were taken to help mitigate the stress and feelings of being overwhelmed.

It is essential to have actual examples of how the culture within your organization helped your staff cope with the uncertainty caused by the events unfolding around them. It could be as simple as how the executive team held town hall meetings to share information and provide staff with an opportunity to express their concerns. In other cases, it is providing each employee extra time each day to find a quiet room for meditation or yoga.

“During times of crisis, people fall back on their core values when making decisions.”

~Kathy Cooperman

Physicians spend their days caring for others and, likewise, want to feel like they are in an environment where everyone cares for each other. When interviewing physician candidates in the post-pandemic world, it is critical to sell them on the organizational culture that they would be joining. Consider that they may be coming from an organization where they didn’t feel supported during their most trying times. Counter this by explaining how your organization found ways to proactively support the staff.  Share the positive work experiences that occurred during even the most difficult times.  Recounting these real-world actions will resonate with a candidate and help them to envision what they can expect during times of crisis in the future.

Keep a Steady Hand on Physician Retention Strategies

We have acknowledged the fact that physicians are feeling significant psychological stress and trauma from trying to manage patient care throughout the pandemic. Administrators everywhere need to step forward and provide critical leadership at this time as part of their overall physician retention strategy.

During the webinar, Kathy Cooperman described the challenges involved with leading through times of change. While physicians are scrambling to provide care under uncertain conditions, healthcare leaders need to take on a more active and visible role for their staff.  It is critical to provide as much clarity about what is known and unknown, to support, and even nurture their teams through encouragement and reassurance.  This is a time where healthcare systems that have put time and effort into building an open, honest, and supportive culture will see the results.

Dr. Livingston advises administrators to encourage staff members to express their feelings and concerns in a structured environment. While it may need to be professionally facilitated, it is important for physicians and other care providers to feel that they are being heard.  Statistically, a pandemic situation exacerbates the risk of burnout, and the trauma caused by feeling overwhelmed leads to an increase in PTSD symptoms. Much like a typical trauma ER environment, leadership needs to have a plan to mitigate the trauma symptoms being experienced by staff.

“PTSD-like symptoms adversely affect the level of care. This is why it is imperative for administrators to have a plan in place to help mitigate the effects of trauma being experienced by their physicians.”

~Dr. Russell Livingston

Staff morale is a critical component of any healthy work environment.  In a crisis situation, all employees are going to seek to find certainty amid the chaos, and this is where strong leaders find ways to be consistent in their message and cultivate a sense of support and stability.

The COVID-19 pandemic has likely altered the ways that healthcare organizations will attract, hire, and retain physicians going forward. Clearly, one of the takeaways is that strong leadership and supportive culture will help sell an organization in this highly competitive hiring environment.

Jackson Physician Search has the healthcare industry experience and nationwide reach to be your partner in physician recruitment and retention.  Contact our recruitment professionals and discover how partnering with Jackson Physician Search can make a difference for you today.

[Infographic Guide] The Do’s and Don’ts of Virtual Interviews

Virtual interviews will likely have a permanent place in the recruitment process.

Overcoming COVID-19 Recruitment Challenges Through Collaboration and Creativity

It’s human nature to look for positive outcomes in even the most challenging of situations, and in spite of our current reality, these times are no different.

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

Now More Than Ever, Physicians Should Practice Self-Care

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Globally, everyone is dealing with the effects of COVID-19, including stress and uncertainty.  One subject that isn’t discussed often enough is the mental trauma being experienced by the physicians and frontline healthcare workers.  Recently, Tony Stajduhar, President of Jackson Physician Search interviewed Dr. Russell Livingston, a psychiatric physician, to discuss ways that physicians can mitigate and overcome the trauma they are experiencing due to the current healthcare crisis.

“The pandemic is unique in that the entire nation, the world, in fact, is trying to cope with the exact same stressor,” Dr. Livingston explains.  “And in times of stress, human nature seeks to find more certainty, even when there is no indication that certainty is a realistic expectation.”

For example, it is still unclear how vulnerable physicians are to COVID-19. Even with the utilization of PPE, it is impossible for any of them to have certainty as to the level of risk they are facing, and by extension, the impact and risk potential for their loved ones.

According to Dr. Livingston, the type of psychological trauma you are experiencing, especially in the hardest-hit areas of the pandemic, is increasing the risk of burnout and is causing an emergence in symptoms of Post-traumatic stress disorder (PTSD). The dangers with this are two-fold. First, experiencing symptoms of PTSD causes physical and psychological damage. Feelings of depression, avoidance, lack of focus, feeling overwhelmed, can all have long term effects. Secondly, from a patient perspective, when physicians are experiencing the effects of PTSD, the quality of care suffers.

Mitigating the trauma being experienced by physicians and other healthcare providers at the frontlines of this pandemic is going to take a multi-faceted approach. You can implement mitigation strategies on an individual level, while hospitals and healthcare organizations can implement system-wide programs.

Steps Physicians Can Take to Mitigate Trauma Caused by the Pandemic

Dr. Livingston recommends that the first thing a physician should do is engage in reflection and do a self-inventory. As with a patient, it is critical to honestly assess whether prolonged exposure to trauma is manifesting in any physical or mental symptoms.  An honest approach to this exercise will help determine what strategies can be employed to mitigate stress.

There is no magic cure for addressing the stress and trauma being experienced by physicians and frontline healthcare professionals throughout the COVID-19 pandemic. However, as with any other wellness strategy, the most important things that anyone can commit to are the big three: Sleep, Nutrition, and Exercise! Physicians already know this, but the challenge is committing to making the behavioral change required to get the expected results.  Here are a few things to consider:

  1. Sleep, nutrition, and exercise should be addressed in total, rather than as three distinct strategies. All three work in concert to improve wellness, so only focusing on one or two will not drive the results that are needed.  When considering exercise, walking can be beneficial, but reducing the symptoms of trauma and anxiety requires 30 to 45 minutes of aerobic activity, at least three times per week.  Further, it is critical to modify any personal habits that interfere with one’s ability to adequately address this approach to improving wellness.
  2. For many, Yoga and Meditation can be effective strategies to help balance mental wellness. Practicing yoga improves overall fitness and flexibility, while meditation can promote emotional improvement through deep relaxation techniques in as little as ten-minute intervals.
  3. During periods of extreme stress and anxiety, one often overlooked strategy is to engage in a creative activity. Inherently, the act of creating art relieves stress and stimulates areas of the brain which promote a sense of balance. Studies have shown that engaging in creative endeavors increases the production of dopamine, thereby encouraging a feeling of well-being.
  4. As a physician, your expectation is that when individuals need medical treatment, they will rely on you to help them. That same logic applies to physicians who have or are suffering from mental trauma caused by the pandemic. Sometimes, the above-noted strategies aren’t enough to mitigate the stress and anxiety you are feeling. Never hesitate to seek professional help if you are unable to overcome the trauma you have experienced. Trained mental health professionals can help you cope and provide you with additional resources to address your mental well-being.

System-wide Approaches to Stress Mitigation

Proactively, hospital and health system administrators should be addressing the physical and psychological trauma the pandemic has created for their staff.

“There is a tremendous benefit for hospitals to set up structures that afford physicians the opportunity for self-care,” according to Dr. Livingston.  “Administrators can encourage and even facilitate the concept of having physicians and other staff create individual plans for self-care.”

He further explains that in many cases, Human Resources can take the lead in helping staff develop their own self-care plans. In other cases, a consultant, such as Dr. Livingston can help an organization create an environment where the staff is comfortable talking about their feelings. Specific strategies can be implemented, such as affording and encouraging staff to take time out of their day to participate in self-care activities. These may include activity breaks for walking or listening to music, or meditation.  A healthy organizational culture will promote and reward behaviors that model these activities, rather than discourage them.

According to Dr. Livingston, it should be commonplace for healthcare organizations to have a model or system for debriefing during extremely traumatizing times, such as the current pandemic.  It is important for individuals to acknowledge that they are being exposed to traumatic situations and that it is okay to talk about it.  Old school thinking will drive the argument that affording employees extra time for mindfulness breaks and walking sessions is bad for productivity. Researchers argue that the opposite is true and that employees who engage in self-care activities are more productive and provide higher quality work.

What Can Physicians do When Self-care Systems are Not in Place

Any physician that is in a workplace where systems of self-care do not exist or aren’t fully functional should feel empowered to try and effect change in the workplace.  There is enough research-based evidence available to support bringing the concepts of self-care forward for discussion. Demonstrating that it will have a positive impact on the entire staff can be a compelling argument.

Dr. Livingston cautions physicians who are trying to influence these positive changes in the workplace to not try to do it alone. He encourages individuals to never worry alone, and in a case such as this, it makes sense to reach out and involve colleagues and other providers to help get the process started.  Change is more readily accepted when it comes from within and bubbles up rather than decreed from the top down.

The last point Dr. Livingston makes on the topic of engendering change towards an environment of self-care is to take a realistic approach when the push back is too great.

“In this current environment, where demand for physicians is so great,” he explains. “Physicians have more job opportunities than many occupations.”

He further explains that because healthcare entities have so much competition to fill physician vacancies, they are more invested in retention than in the past. Because of this, positive changes may be more readily accepted. However, Livingston says that if administrators are unwilling to consider reasonable proposals, physicians may have to engage in self-reflection of a different kind. If changes of this nature are unwelcome, a physician is fully justified in considering whether a career change is needed. Physicians have opportunities available to them, and it is reasonable to seek an employment setting that is more aligned with their own culture and values. Clearly, a healthier provider translates to a higher quality of care being provided. If a compelling argument has been articulated, and leadership is still unwilling to advance a self-care initiative, you can control your future.

If you want to explore new opportunities, contact the recruitment professionals at Jackson Physician Search. Our team of healthcare industry experts have the experience and nationwide reach to help you land the job that is best suited to your work/life balance.

 

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Telehealth Continues to Grow in Popularity – Is it Time to Add it to Your Skill Set?

One of the things that the COVID-19 pandemic has shown us is that patients are willing to adapt in order to continue receiving medical care.

How Shelter In Place May Effect Physician Job Search

How Shelter-in-Place Orders May Affect (But Don’t Have to Derail) Your Physician Job Search

If you’re seeking a new opportunity, keep applying for positions that interest you and read on to learn what you may expect as the new “temporary” normal.

Start Your Job Search

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Demand for Psychiatric Specialties Continues to Grow

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A December 2018 report from the University of Michigan concluded that the passage of the Affordable Care Act fueled the ever-increasing demand for Psychiatrists.  Upon its passage, the ACA expanded access to behavioral healthcare to more individuals, and current projections are that the shortage of psychiatric professionals is expected to worsen by 2025. To illustrate this shortage from a national perspective, the National Council for Behavioral Health noted that 77% of U.S. counties are considered to be underserved. The largest increase in demand might be around the corner still.  In an article from the JAMA network about the impact COVID-19 has on the mental health of healthcare workers, Dr. Perlis writes, “Across the world, physicians, nurses, and other frontline health care workers do heroic and lifesaving work in stressful settings on a daily basis.  However, the toll that providing such care takes must also be recognized: sooner or later, every clinician is also a patient.”

Given the demand for psychiatric specialties, healthcare administrators are finding it increasingly difficult to fill vacancies. Currently, the average time to fill for a psychiatry vacancy is almost eight and a half months forcing healthcare administrators to be more creative and proactive in their recruitment efforts.  The average monthly gross revenue generated by a physician is more than $81,000 making an extended vacancy quite costly. You can see the impact reducing time-to-fill on your practice’s revenue by using our Physician Recruitment ROI Calculator.  Below is a snapshot of how healthcare administrators can effectively recruit psychiatry professionals.

Be Proactive

Administrators have to plan ahead for vacancies.  To avoid being caught off guard, it is critical to maintain good relationships and open communication with your psychiatry staff.  This is the easiest way to stay informed about potential retirements or impending vacancies.  Maintaining strong relationships with your physician staff also helps when it comes time to recruit. Having physicians that are willing to reach out to their personal network of colleagues is always helpful to your recruitment efforts.

Cast a Wide Net

Given the increased demand we have already referred to, hospitals and health systems have a lot of competition for psychiatry specialists. Being creative in sourcing candidates is crucial to attracting a Psychiatrist to fill your vacancy.  In many cases, your search has to be nationwide in order to increase your candidate pool.  Another way to expand the candidate pool is to establish relationships with university residency programs and ask your current staff for recommendations from their professional network.  Lastly, an often overlooked way to keep your brand top of mind is to take as many opportunities as possible to present at physician and other healthcare-related conventions.

Guaranteed Salaries and Incentives

In addition to inequities in Medicare reimbursements for psychiatric services, cancellations and missed appointments are much higher for psychiatry appointments than other specialties.  Complicated salary structures for psychiatry professionals can be a deterrent when trying to fill a vacancy. As they have with other hard to fill specialties, healthcare administrators are turning to better compensation packages as a way to attract and hire candidates. These packages include signing bonuses, loan forgiveness, generous relocation reimbursements, and other incentives.

Work-life Balance

Psychiatrists are no different than other physicians when it comes to their desire to achieve a better work-life balance.  As part of any employment offer, administrators are becoming more creative in designing schedules and offering increased vacation and personal time to attract candidates. Another way that administrators can help their psychiatrists reduce the amount of time they are spending in the office is by expanding their commitment to virtual office hours. Expanding virtual services allows the physician to “see” patients at times that are better suited to their home life.

Find a Search Partner

No matter how effective a healthcare system’s in-house recruitment team is, for hard-to-fill vacancies, finding a trusted recruitment partner can help reduce fill times.  For example, having a partner such as Jackson Physician Search will give you access to a larger candidate pool and deploy digital recruitment tools to find the qualified candidates you need.  Also, having a trusted search partner allows your in-house team to focus on other staffing needs, coordinating site visits, onboarding, and other critical components of a successful hire.

There is no single approach that can solve hard-to-fill physician vacancies.  Instead, a full-spectrum approach where you are employing many different strategies, including finding outside help, is the most effective means to successfully recruit psychiatric professionals.

Jackson Physician Search has decades of physician recruitment experience. Contact us today to find out how we can help you meet your physician recruitment challenges.

 

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Offering a competitive and well-rounded compensation and benefits package is important to win over physician candidates, even more so in rural areas.

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When you consider that 58% of the U.S. civilian workforce is female, it stands to reason that a similar percentage of female physicians in our country might exist.

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Advanced Practice Providers Serve a Critical Role in Patient Care and the Primary Care Shortage

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There is no questioning the importance of Advanced Practice Providers (APPs) in modern healthcare. The roles of Nurse practitioners (NPs) and physician assistants (PAs) came into existence in the 1960s as a way to mitigate the impact of the emerging primary care physician shortage. Today, these care providers are even more prevalent in healthcare. In fact, it’s a common occurrence for patients to be offered an appointment with an NP or PA as a way to get into the office sooner.

Considering the expanding role that APPs have in our primary care system, healthcare administrators are beginning to focus on their recruitment and retention in the same manner as physicians. Let’s look at some of the differences between APPs and primary care physicians in terms of education, training, and scope of practice, as well as how to increase access to care by recruiting these professionals as part of your staffing plan.

Education and Training Requirements

Interestingly, there is lack of consistency for the education, training, licensure, certification, and scope of practice for APPs.  Each of these areas varies significantly from one state to the next.  Nurse Practitioners generally achieve education and clinical training at the master’s or doctorate level, along with the completion of at least 1,000 hours of clinical practice in a focused area.  The specialized focus is typically in pediatrics, adult, or geriatric medicine.  Oversight for NPs is provided by the state nursing boards.  To demonstrate how NPs are treated differently between the states, nearly half have laws allowing NPs to practice independently without oversight.  All states allow NPs to have prescription writing authority, even for controlled substances.

Physician Assistants are typically trained alongside medical students, for two years before receiving their master’s degree.  Before graduating, PA students will have completed 2,000 hours of supervised practice.  While state nursing boards regulate NPs, the PAs come under the jurisdiction of the state medical board, and have to practice under a supervising physician.  As with NPs, prescribing authority is afforded to PAs; however, Kentucky is the lone state that doesn’t allow PAs to prescribe controlled substances.

Contrasting this training to a typical family physician illustrates one of the reasons why we have a primary care physician shortage.  A family practice physician completes 15,000 hours of clinical work through five years of additional training and residency.  In that same amount of time and cost, more than 3 NPs could be trained.

Scope of Practice

NPs and PAs have a significant overlap in scope of service when compared to their physician counterparts.  For example, in VA hospitals, nearly half of all inpatient services are performed by APPs.  Administrators within the VA system are relying heavily on NPs and PAs and recognize that there are only minor differences in a patient’s perception of care.  Another area where APPs are being relied upon are in rural and underserved communities.  A study published in 2015 by the National Institutes of Health cited NPs are more likely to deliver care in inner cities and rural settings than primary care physicians.  Additionally, the study concluded that an increase in the numbers of primary care NPs would serve to expand access to primary care for vulnerable populations.

Recruiting APPs

According to the Bureau of Labor Statistics, demand for NPs and PAs will not be slowing down anytime soon.  Both occupations are still listed in the top ten fastest-growing occupations and are expected to grow by up to 30% through 2028.  This demand is a sign that healthcare administrators need to treat the recruitment of APPs the same as they do physicians.  Here are a few ways that administrators can proactively attract APPs to their organizations.

  • Work with local or regional university systems. You often hear of healthcare systems establishing relationships with medical schools to provide opportunities for student doctors.  This same approach should be developed for APPs.  Bringing advanced practice students into your clinical setting provides you with a perfect opportunity to evaluate how their skills and personality translates to your care team.  In the long run, if they are a good fit, you have an excellent opportunity to retain them upon graduation.
  • Work with your state’s professional associations. The American Association of Nurse Practitioners (AANP) and the American Academy of Physician Assistants are two organizations that healthcare administrators should have an established relationship.  Most states have chapters that support graduating and experienced APPs in their job search.
  • Have a social media strategy. While physicians tend to rely more on physician-specific job boards and websites like Doximity, APPs are more prone to utilize traditional social media sites.  Many APPs are very active on professional networking sites, such as LinkedIn.  Understanding this critical difference between how physicians and APPs use social media can help administrators more effectively tailor their recruitment strategy.
  • Be creative with scheduling. Like physicians, APPs value work/life balance and are more attracted to positions that allow flexibility.  Healthcare administrators who are expanding their utilization of APPs, need to be creative in developing part-time positions, building in Telemedicine hours, and finding other ways to offer flexibility and variety into their APP schedules.
  • Work with a recruitment partner. Finding a trusted recruitment partner has been an essential component of physician recruitment for healthcare administrators for years.  As demand for APPs continues to rise, it is becoming increasingly more important for healthcare organizations to expand their reach in finding qualified candidates.  Recruitment firms have access to candidates that administrators may not otherwise reach for their vacancy.  Finding a recruitment partner that has a nationwide candidate pool, plus the technology and means to cast a wider net, can be the answer to your hard-to-fill vacancies.

Jackson Physician Search can be the trusted recruitment partner that your organization needs.  Whether you are looking for physicians or advanced practice providers, our team of experienced healthcare recruiters can help you reach more qualified candidates.  Contact us today.

 

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Four Ways Technology is Impacting Health System Administrators

When discussing artificial intelligence and the use of other technologies in healthcare, it is natural to assume that doctors are impacted the most.

How to Drive Retention by Creating an Inclusive Workplace

The first thing most healthcare administrators think about when considering the current physician shortage is, “How are we going to recruit to fill vacancies?”

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