Strong Access to Physician Executive Candidates Drives Quick Placement for a Healthcare Tech Company


When a California-based healthcare technology company needed to hire a Vice President of Life Sciences, they were hoping to find an experienced physician executive to run the division. The company’s CEO knew Jackson Physician Search had strong access to physician executives and were experts in physician executive recruitment, so he brought the need directly to JPS President Tony Stadjuhar, whom he knew personally. Tony was intrigued by the company’s mission–to improve quality and lower costs by using technology to measure clinical practice–and he was confident his physician executive recruitment team could help them hire the leader they needed. 

A Unique Physician Executive Search

Because the position was with an industry business rather than a healthcare delivery organization, the assignment was unique for Jackson Physician Search. However, Regional VP of Recruiting Helen Falkner eagerly took on the challenge. She enjoyed getting to know the company’s leadership and digging into the corporate mission so she could fully understand the need. The new hire would be focused on scaling the business, so the ideal candidate would have not only clinical research experience but also a keen interest in business development and growth. Helen knew this combination of traits and experience was rare among physician executives, but she was confident that she could find the right person for the job.

Helen crafted the job ad to include the required skills and experience and also highlight the most appealing aspects of the opportunity. Though she had some concerns about the compensation, she hoped the unique and exciting nature of the role would draw the attention of the right candidates. She began her search by leveraging the JPS network of physician job boards to distribute the ad and posted it to broader healthcare industry job boards as well. 

Beyond Physician Executives

While the client originally sought a physician with a background in clinical research, Helen knew the top priority for the new hire would be growing the business. The client was also open to hiring a non-physician candidate, a Ph.D. with medical research experience. With the depth of resources at JPS, Helen would be able to connect with both types of candidates. The client requested Helen bring them candidates as she screened them, rather than wait for a slate of four or five. This way, they could provide ongoing feedback to help her discern what they liked and disliked as well as accelerate the search. 

Helen found several candidates whom she presented to the client. She connected with one physician candidate after seeing his profile on Doximity, the largest online networking site for physicians. She reached out to another whom she had discovered in the JPS physician database. Her most promising candidate, however, was a Ph.D. who had seen the ad on one of the industry job boards. He had a background in medical research and extensive experience working with government health services both at home and abroad.

“Dr. D had spent years working to improve healthcare in Africa,” Helen explains. “The COVID pandemic made him realize how much work there was to be done right in the US, so he moved back to the States where he was working as Chief of Epidemiology for a major metro. He helped the city manage the COVID crisis but was ready for a new challenge.”

After talking at length with Dr. D, Helen was convinced his experience was exactly right for the position. She presented him to the client, and they called him the next day.  

The Right Leader, the Right Opportunity

The candidate impressed everyone he spoke to over the phone. The client’s leaders agreed that he would be an excellent fit for the role and moved quickly to secure him for the role. For Dr. D, the growth-oriented role with an innovative company was exactly what he had been looking for. Even his compensation expectations were in line with what the client was offering. 

“Once they began talking to Dr. D, the process moved quickly,” Helen says. “They extended an offer and Dr. D accepted. The entire search took less than three months!” 

Helen credits the client’s responsiveness and open communication with the quick success. The leaders’ accessibility and transparency allowed her to hone in on what was most important in the role. Once she brought them the right candidate, their ability to act quickly–scheduling interviews and extending the offer–helped to reduce the overall time-to-fill.

“Both the CEO and the founder were very hands-on,” she explains. “We spoke every other week and they provided specific feedback on what they liked or did not like about a candidate. This allowed me to better understand what they wanted, so when I spoke to Dr. D, I knew he was the one.”

Helen enjoyed the unique nature of this healthcare executive search, and in the end, she found immense satisfaction in placing an effective leader with an innovative company making a positive impact on healthcare. 

If your organization is seeking a strong healthcare leader, the physician executive recruitment team at Jackson Physician Search has both expertise and unparalleled access to physician executives to identify the right candidates for the role. Contact us today to learn more about physician executive recruitment.

5 Must-Haves for Successful Physician Executive Recruitment

Healthcare organizations increasingly recognize the value that physicians bring to healthcare leadership roles. It’s critical that organizations have a well-defined process for identifying and recruiting physician executive candidates…

Physician Executive Recruiting: Longtime Client Hires the Medical Director They Need

The process of recruiting a physician executive is more complex than traditional physician recruitment, with more potential complications in the contract negotiations for example….

Need Help Recruiting Physicians?

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

Physician Executive Recruiting: Longtime Client Hires the Medical Director They Need


Senior Director of Recruiting Sally Ann Patton is no stranger to the challenges of rural physician recruitment. Over the years, she has successfully recruited multiple physicians for a hospital client in rural West Virginia in a town about an hour from Pittsburgh. Leveraging a 100% digital recruitment strategy, she helped them identify strong physician candidates who would be willing to relocate and build their lives in the area.

In 2020, the hospital came to Sally Ann for assistance recruiting a Hematology-Oncology physician who could potentially fill the role of Medical Director. The current Medical Director would be stepping down in the upcoming year, and as part of their medical staff planning, they wanted to get started on the search for a replacement. 

Detailed Profiling for Physician Executive Search

Due to the existing relationship, Sally Ann was already well-versed on the client’s values and culture, but she wanted to make sure that she knew what they were looking for in an ideal physician executive candidate. To ensure alignment, she conducted several conversations with the board and other stakeholders. The ideal candidate would lead by example and serve as a liaison between physicians and administrators. He or she would be a natural teacher, as mentoring other physicians would be a big part of the job. Sally Ann emphasized these points as she crafted the physician job ad. Once this critical step was complete, the ad was posted to the JPS network of physician job boards.

The JPS Marketing Team also sent an email featuring the physician job ad to physicians in their vast database who matched the hospital’s criteria. Sally Ann ensured “Medical Director Opportunity” was included in the subject line, along with a reference to the nearest major city, Pittsburgh. She was confident that the right physician would see the ad and reach out for more information. 

A Successful Physician Seeking Work-Life Balance 

A Hematologist, Dr. B, was working in academia at a university in Ohio. Between the clinic and the classroom, her schedule was packed. The time she did spend at home with her young children was often spent writing or reviewing papers. She was regularly published in medical journals and was on track for a full professorship, but at what cost to her family? At what cost to her mental health?

It wasn’t only her young children that caused Dr. B’s concern. Her parents, who lived in Pittsburgh, visited often, but their ability to make multiple trips each year would diminish with age. And what would happen when they eventually needed her help? How could she care for them while living so far away? 

All of this was on Dr. B’s mind when she saw the email featuring the Medical Director job from Jackson Physician Search. The Medical Director opportunity appealed to Dr. B’s need for challenge and growth, and the location was ideal in proximity to her parents. 

Ready to Lead in Rural Medicine 

Dr. B reached out to Sally Ann, who immediately recognized that Dr. B. was more than qualified for the position. However, Sally Ann wondered if this highly lauded physician from the world of academia would seriously consider a position with a rural hospital. While the “Medical Director” title carried some prestige, there would be no publications or accolades for the physician in the role. The focus would be a balance of management responsibilities and clinical work. Would this be enough to satisfy a physician like Dr. B?     

Sally Ann conveyed the reality of the role to Dr. B. and asked her to consider if the Medical Director job, as described, could make her happy. Dr. B insisted that it could. She needed a better work-life balance and the location was ideal. Despite Sally Ann’s initial reservations, she began to think it just might be a perfect fit. She presented Dr. B to the facility, and they were eager to proceed.  

Making it Happen: Negotiating the Physician Executive Contract  

Due to scheduling challenges, it would be several months before Dr. B could visit the facility for an on-site interview and community tour. When she was at last able to visit, the hospital leadership and staff liked her right away and did their best to make her feel at home. Dr. B enjoyed her visit, and after spending a few days in the community, seeing several neighborhoods and schools, she began to picture a life there. 

Imagining herself in the Medical Director job was one thing, but signing a contract was another. Dr. B pushed back on the facility’s first offer, and Sally Ann and her contact at the facility went back and forth on several rounds of negotiations. In the meantime, the hospital was being acquired by a nearby university system. This complicated the contract’s progress, but Sally Ann wondered if the facility’s new ties to an academic institution would make the job even more appealing to Dr. B. 

As contract negotiations continued, the hospital’s current Medical Director officially resigned, making leadership at the facility even more motivated to come to an agreement. Dr. B’s motivation was intensifying as well. That fall, her mom suffered a health scare, shining a light on one of the primary reasons Dr. B wanted to relocate–to be available for her parents. 

Finding the “Why” for a Physician Executive Search

The story demonstrates the importance of understanding the reason the physician executive candidate is considering a job change. Despite increasing rates of turnover, physicians don’t take job changes lightly–especially at the physician executive level. Something specific drives the desire for change, and it is rarely compensation alone. In Dr. B’s case, the driving factor was a desire for a better quality of life and proximity to family. Knowing this was pivotal to Sally Ann’s decision to present Dr. B to the client. It also impacted how the client went about persuading Dr. B to take the job. They emphasized the low-stress environment and the flexibility she would have to spend time with both her children and her parents. 

Administrators should know and consider the physician’s “why” when planning the on-site interview and community tour. Afterward, they should think beyond compensation and tailor the offer to ensure the new job will satisfy the “why.” 

Dr. B’s reasons were clear from that first conversation with Sally Ann. However, she needed reminders along the way. “I just kept bringing her back to her why,” Sally Ann explains. “When the logistics seemed complicated or the contract still wasn’t right, I’d say, ‘Remember why you are doing this. For your kids. For your parents. For your peace of mind.’ She needed to focus on that to keep moving forward.” 

Finding Fulfillment as a Physician Executive in Rural Medicine

The process of placing a physician executive is more complex than traditional physician recruitment, with more potential complications in the contract negotiations. Sally Ann remained involved in the process, and when the contract was finally signed by all parties, she felt tremendous satisfaction. 

“It was an especially fulfilling placement for me,” she said. “The community desperately needs good physicians and strong leaders, and now, they are getting one of the best.”

“This placement reflects the mission we have at JPS,” Sally Ann continues, “We strive ‘to improve the lives of everyone we touch,’ and I really felt that with this placement. Not only will Dr. B’s life improve, but she will have a tremendous impact on the lives of everyone in that community.”

If your healthcare organization needs help identifying a physician executive who can make a lasting impact, the team at Jackson Physician Search is ready to help. Contact the Physician Executive Recruitment Team today.

6 Things to Include in Your Formal Physician Retention Plan

Instead of merely recruiting to replace departing physicians, healthcare leaders must develop a formal physician retention plan that includes these six things…

Recruiter’s Creative Problem Solving Helps Client Hire Gastroenterologist

Tara Osseck had a long history of success with the client, and she was confident that with some creativity and determination, she would find the right Gastroenterologist for the job…

Need Help Recruiting Physicians?

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

5 Must-Haves for Successful Physician Executive Recruitment


Healthcare is facing tremendous challenges — staffing shortages, financial concerns, physician burnout, and more — and the industry will need strong leadership to guide it through these unprecedented times. Increasingly, healthcare organizations recognize the value that physicians bring to healthcare leadership roles and are hiring more physician executives. However, not all physicians will be interested in or successful at serving as leaders, so it’s critical that organizations have a well-defined process for identifying and recruiting physician executive candidates. 

Recruiting physician executives requires organizations to first have a well-defined vision for the role, and second, a vast network of potential physician executive candidates. Of course, this network won’t bring value without a recruiter focused on reaching out to the most promising candidates. Organizations must also have a well-organized on-site interview process to successfully evaluate (and win over) the top candidates. And lastly, a physician executive recruitment partner with a record of success will ease and speed up the entire process. Keep reading to learn more about the five must-haves of physician executive recruitment.  

Why Physician Executives?

While studies are inconclusive about the impact a physician CEO has on a hospital’s quality, most recognize that physician executives bring a unique understanding of the challenges facing healthcare providers and the patients they treat, as they have faced those problems firsthand. This empathy allows them to make decisions with an understanding of the organization’s goals, as well as the needs of physicians and patients. Their experience in both the business of healthcare and the delivery of patient care makes physician executives the ideal liaison between providers and administration. 

As liaisons, physician executives have the best chance of smoothing relationships between physicians and leadership, two parties occasionally at odds. In fact, in a recent JPS-MGMA study, physicians ranked two-way communication with management as the most important factor in job satisfaction–above compensation. However, when asked to rate their employers in this area, just one in four said two-way communication at their organization was “good” or “very good.” Physician executives have the ability to improve in this area and positively impact physician job satisfaction at their organizations.  

1. Defining the Physician Executive Role

Physician executives may be tasked with improving communication between physicians and administration or have a completely different priority set, like creating and standardizing protocols across a network of hospitals. It depends on the purpose and function assigned to the role by the organization’s leadership. Each organization will have a different idea of what role their physician executives should play. 

According to Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search, each physician executive role is as unique as the hiring organization. Some physician executives will serve as a manager, solving physicians’ issues as they arise and keeping the team aligned with the organization’s culture and mission, while other physician executives may be hired to be transformative leaders, creating the organizational culture and leading by example among physicians. 

“The first step in physician executive recruitment is defining the role,” says Jansson. “The organization must come to a consensus on the purpose and function of the position, as well as the skills, experience, and leadership style required for the role. An effective physician executive recruitment partner will help the client organization define a single vision for the role and help tailor a profile of the ideal candidate.”

A good physician executive recruiter will visit the organization and meet with stakeholders to understand each individual’s thoughts about the role. The recruiter will take all of the input and help the group prioritize the skills and experience required for the role. When everyone is in agreement, the recruiter will craft a physician executive job ad that emphasizes the required skills and experience and highlights the most attractive features of the job, the organization, and the location.      

2. A Network of Physician Executive Candidates

Like digital physician recruitment, physician executive recruitment may also benefit from the distribution of job ads via online physician job boards, email, and text campaigns to relevant candidates in a vast database, and of course, online physician communities such as Doximity. For high-level searches, the number of qualified candidates will be slim, but the larger your network, the more likely the right candidate is already within reach.

Dirk Jansson believes this is why working with a recruitment firm whose focus is on physicians benefits clients searching for physician executives. 

“Most healthcare executive search firms conduct a heavy mix of non-physician administrative searches, so their databases and resources are mixed,” he explains. “On the other hand, Jackson Physician Search has spent over 40 years strictly focusing on the placement of physicians and physician leaders across the country, so quite often, we‘ll find the successful candidate is already within our system.” 

3. Physician Executive Outreach

Because most physician executives aren’t in an active job search, sourcing candidates for physician executive roles also requires a proactive approach.  It’s not enough to distribute the physician executive job ad to the database and wait for applications, because most physician executives aren’t applying for jobs. However, a physician executive search partner can build a pool of candidates most likely to be aligned with and attracted to the role.  They will prioritize their outreach efforts toward these candidates, and in many cases, network with those targeted candidates to identify additional leads.   

“A strong executive search consultant might make 20 calls and come away with 40 leads,” says Jansson. “By leveraging a strong network, the recruiter can identify and reach out to the best matches and potentially gain access to others who may be a good fit as well.” 

4. Interviewing Physician Executive Candidates 

Due to the busy schedules of candidates at this level, not to mention those of the executives and board members who will interview them, coordinating on-site interviews can be challenging. Conducting first-round interviews virtually allows stakeholders to meet and get to know candidates without the complicated logistics of bringing them on-site. Ideally, leadership can leverage virtual interviews to narrow it down to two candidates, who will then be invited to spend time at the organization and meet with leaders face to face. 

Just as they do with physician candidates, organizations must carefully plan on-site visits for physician executive candidates to demonstrate the best parts of the job, the facility, and the town. Leadership must present a unified message about the function and purpose of the role and how it will fit in with broader leadership goals. Physician executive candidates need transparency from leadership so they have an accurate picture of their potential role in the organization. Only then can both parties determine if there is a good match. 

5. The Case for a Physician Executive Recruitment Partner

Physician executives have the potential to not only impact their own patients but the entire patient population of the communities they serve. They recognize the value of human capital, lead by example, and have the ability to shape the culture of the organizations they lead.

When the stakes are this high, organizations will improve their odds by investing in a dedicated physician executive recruitment partner that has spent decades building relationships with physicians and physician leaders. Over the course of 10,000+ permanent placements, Jackson Physician Search has developed relationships with physicians all over the country, at all stages of their careers. Many of the physicians we placed 5 or 10 years ago have now moved on to leadership roles. When they are ready to grow again, they turn to the recruitment firm that took care of them in the past for help finding new physician executive opportunities–and we are happy to assist them. 

In addition to providing access to a vast network of physicians, a successful physician executive search firm will also serve as an extension of your team. Most internal recruitment teams do not have the bandwidth to dedicate a recruiter to physician executive outreach, but this is exactly what it takes to identify the best physician executive candidates. Our physician executive recruiters can also streamline the interview and contract process to ensure the process is moving in accordance with the desired timeline.  


As healthcare administrators increasingly seek to hire physician executives at their organizations, they must have five things for successful recruitment: 1) a unified vision of the function and purpose of the role, 2) a vast network of potential physician executive candidates, 3) a team member dedicated to physician executive outreach, 4) a well-organized physician executive interview process, and 5) a strong physician executive recruitment partner to fill in the inevitable gaps among the previous four.

The JPS Physician Executive Search team has the experience, network, and expertise required to provide you with the physician executive recruitment support you need. Contact our team today to learn more.  

Recruiter’s Creative Problem Solving Helps Client Hire Gastroenterologist

When a clause in a physician’s contract stood between her client and the ideal candidate for the job, Tara Osseck came up with a creative solution to solve the problem for everyone involved…

The Importance of Building Trust with Physicians (And How to Do It)

New research from JPS and MGMA suggests an important step in easing physician burnout is creating an atmosphere of trust where physicians can communicate concerns and feel confident that leadership is working towards solutions…

Need Help Recruiting Physicians?

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

Recruiter’s Creative Problem-Solving Helps Client Hire Gastroenterologist


One of the harder specialties to recruit, it’s not unusual for Gastroenterology job openings to remain vacant for several years. With demand for cancer screenings increasing and only 500 GI fellows coming out of training each year, this problem is worsening. The latest projections show a shortage of 1,630 Gastroenterologists by the year 2025. One Jackson Physician Search client in a major Midwestern metro was already facing this reality. Patient demand had been trending upward for years, but despite their periodic attempts to add a Gastroenterologist, they had not been able to secure a promising candidate. 

VP of Regional Recruitment Tara Osseck had a long history of success with the client, and she remained confident that she would find the right candidate for the job. She consistently revisited the candidate sourcing strategy and discussed possible options with her client. They needed to hire a Gastroenterologist, but only if they found a truly well-suited candidate.

A Gastroenterologist Seeking a Change

Meanwhile, a Gastroenterologist working at a nearby hospital was desperate for a change. Like many physicians coming out of the pandemic, Dr. E felt disappointed by the way his employer had handled the shutdown, and leadership changes at the organization had caused him to lose hope that circumstances might improve. He no longer felt his values aligned, but Dr. E was trapped. The non-compete clause in his contract limited his ability to find another GI job in town, but due to his family’s roots in the community, relocation simply wasn’t an option. He began to apply for jobs outside of the non-compete radius, accepting the fact that he would face a long commute or even have to spend several nights a week in a different city, away from his family. 

It was in applying to one of these GI jobs that Dr. E connected with Katie Moeller, Director of Recruiting at JPS. When she learned more about his situation, she introduced him to Tara. The non-compete would likely be a problem, but she felt it was worth having a conversation. 

Recruiter Thinks Outside the Box (and the Non-Compete Radius) 

Tara was thrilled to have an interested, qualified candidate. She asked him questions to uncover why he was unhappy with his current employer and what specifically he was looking for in his next physician job. Dr. E explained his disappointment with the changes his current organization had experienced. He was production driven and motivated to work hard, but he wanted to be a part of a more collaborative group. Hearing all of this, Tara felt certain her client would be a good fit.

Of course, the non-compete was problematic, but Tara knew the client well and wondered if Dr. E could be based in one of its satellite offices that were outside the non-compete radius. She felt it was worth presenting the candidate to the client and seeing if they would be open to the idea. 

The client was receptive to Tara’s creative proposal and eager to meet Dr. E. They scheduled an interview within a week of Tara presenting him. Sure enough, Dr. E impressed everyone he met, and he was drawn to the unique culture of the organization. He knew the opportunity would provide the change he had been seeking.

Due to the complicated circumstances, it would take several months to iron out the logistics of the contract. Tara stayed involved throughout the process to streamline communication and keep negotiations moving. When the contract was finally signed, all parties were extremely grateful.  

Secrets of Physician Recruitment Success: Teamwork and Creativity

Dr. E was happy to find a job that aligned with his values right in his hometown, and Tara’s client was thrilled to fill the long-vacant position with an experienced Gastroenterologist with strong ties to the community. Tara attributes the initial success to the culture of teamwork at Jackson Physician Search. Her colleague Katie Moeller had Dr. E’s best interests in mind when she introduced him to Tara. 

From there, it was Tara’s in-depth knowledge of the client’s needs, methods, and locational geography that allowed her to think outside the box and find a way to work around Dr. E’s non-compete. Had Dr. E applied for the job directly, the non-compete would have caused them to turn him away without a second thought. However, because of her long-standing relationship with the client, Tara was aware of the satellite office and thought it was worth exploring the idea with the client. Ultimately, she was right! 

When all was said and done, Tara’s outside-the-box idea not only solved Dr. E’s non-compete problem, it also solved her client’s long-standing physician vacancy problem.

“It was really satisfying to bring this search to a close,” Tara says. “ Especially so, because I just know Dr. E is going to knock it out of the park and build a phenomenal practice with my client.”   

If you want to work with a physician recruiter partner that will bring creative recruitment solutions and well-suited candidates, the team at Jackson Physician Search would love to get to know you and find out how we can help. Contact a Search Consultant today to learn more.

The Importance of Building Trust With Physicians (And How to Do It)

The first step toward easing physician burnout is creating an atmosphere of trust where physicians can communicate their concerns and feel confident that leadership is working towards solutions…

Hospital Trusts Recruiter to Evaluate J-1 Physician Candidates and Hires Ideal Neurologist

When Katie Moeller advised her client to consider J-1 physician candidates, they agreed–but only if she took the time to evaluate each one. That’s exactly what Katie did, and the client reaped the rewards…

Need Help Recruiting Physicians?

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

6 Things to Include in Your Formal Physician Retention Plan


Robert sighed when he saw the meeting reminder pop up on his screen. He knew when Dr. H requested the meeting that it wasn’t likely to be good news. Sure enough, when she entered his office holding an envelope, Robert could guess what the letter inside would say: “Due to current circumstances, I must tender my resignation…” 

Dr. H had made no secret that she was unhappy–the call schedule, her patient load, and difficulties with specific patients. Robert had met with her once or twice to discuss the issues, but there was little he could do to improve her circumstances. Until they could hire more physicians–which they were trying to do–the call schedule had to remain as it was. Everyone felt overloaded. Everyone had to deal with difficult patients. But Dr. H couldn’t accept this, and now that she was leaving, the circumstances would get even worse for the physicians who remained…but what could be done?

If this scenario sounds familiar, you are not alone. All over the country, physicians are tendering their resignations, leaving administrators scrambling to find replacements. However, while a replacement may stop the bleeding, it doesn’t eliminate the wound. So, while leaders are focused on recruitment, nothing is done to solve the problems driving physicians away. 

According to an August MGMA STAT poll, 40% of medical groups had physicians retire early or leave the practice in 2022 due to burnout. This figure grew from a similar poll conducted a year earlier, in which 33% of practice leaders reported physicians leaving. Certainly, the ongoing pandemic pressure, coupled with staff shortages and other challenges, is causing physicians to seek greener pastures at higher rates. Instead of merely recruiting to replace these departing physicians, healthcare leaders must develop a formal physician retention plan to address these issues if they hope to maintain or potentially grow their patient population and meet the healthcare needs of their communities. 

The Importance of Physician Retention Plans

A new whitepaper from Jackson Physician Search and MGMA, Back from Burnout: Confronting the Post-Pandemic Physician Turnover Crisis, documents the results of a study exploring the steps medical groups are taking to improve physician recruitment, engagement, retention, and burnout. According to their findings, despite the rising statistics on physician burnout and turnover, only 19% of administrators in the study said they have a formal physician retention plan, and only 8% of physicians think their organizations offer one. 

Among those administrators who report having a formal plan, nearly 8 in 10 say it is at least somewhat effective. Among physicians, 62% pointed to retention programs as somewhat or very important to their satisfaction, up from 59% in 2021. So why aren’t more leaders taking the time to create a formal plan to address one of the most pressing issues healthcare organizations face? Whether they don’t feel they have the time or don’t recognize the potential impact of formal retention plans, leaders must rethink their approach to retention plans and develop a written plan that outlines everything the organization does and plans to do to retain physicians at their organizations.  

6 Components of an Effective Physician Retention Plan

So, what does an effective physician retention program look like? While physicians at each organization will have unique needs, the JPS-MGMA research reveals the latest data on what is most important to physicians across the nation. While nothing on this list is likely to surprise you, it is important to formally address each issue in a written physician retention plan that is introduced to physicians during recruitment and revisited with physicians throughout their tenure.   

Develop a physician retention plan that addresses the following:  

Two-way communication with management — According to the JPS-MGMA research, two-way communication with management received the highest number of votes for the most important factor in physician job satisfaction. This was also true in 2021. This means providing a foundation of trust where physicians have regular access to leadership is critical to their satisfaction. So, commit, in writing, to providing those opportunities on a regular basis. Go beyond traditional one-on-one meetings and offer forums and panels to enhance discussions and improve transparency. Document these efforts as part of your physician retention plan. 

Detailed compensation information — Compensation was second on the list of factors contributing to physician job satisfaction. Of course, physicians want to be fairly compensated for their work, but due to the often complicated structure of physician compensation plans, they may feel left in the dark about how their paychecks are calculated. Document the details of the compensation structure in a written retention plan so that every physician knows exactly where they stand and what criteria they need to achieve in order to reach the next level.

Equity in workload — Physicians, like most people, want to feel that everyone they work with is carrying a fair share of the burden. In the JPS-MGMA study, “equity in workload” ranked #3 on the list of factors contributing to job satisfaction, with nearly half of respondents saying it is “very important.” To meet this need, be thoughtful, fair, and transparent about how things like new patient distribution, call schedules, and miscellaneous responsibilities are decided. Document these processes so there is no misunderstanding and reference it in the physician retention plan. 

Reduced administrative burden — Physicians want to treat patients, and yet, much of their time is spent on administrative tasks such as charting and other paperwork. In fact, some studies have found that physicians spend twice as much time doing administrative work as they do seeing patients. In multiple studies, physicians point to excessive administrative burdens as the source of their burnout, so organizations must find ways to improve in this area. In the aforementioned MGMA poll, some leaders report making improvements to EHR workflows and hiring scribes to help with notation. Document the ways leadership is committed to reducing administrative burdens and provide a process physicians should follow if they feel administrative duties reaching unacceptable levels. To retain physicians, leadership must prioritize keeping administrative burdens manageable. 

Additional time off — The importance of work-life balance is increasing among physicians of every generation, and physicians need time away from the stressors of work to recover and relax. In the JPS-MGMA study, time off was among the top five factors impacting physician job satisfaction. As part of an effective physician retention plan, detail the amount of time off physicians receive annually and the specifics of when their allotted time increases. In addition, consider offering medical mission opportunities or sabbaticals after a specified number of years. 

Strategic physician recruitment — When physicians are overworked, it is often due to the organization being understaffed. Comprehensive medical staff planning helps to project departures and anticipate growth, allowing the organization to begin the recruitment process long before a vacancy arises. As part of your physician retention plan, make a commitment to strategic physician recruitment. You should also be willing to leverage locums if necessary to keep the burden on your physicians manageable. 

Formalize Your Physician Retention Plan

You may find yourself reviewing this list and thinking, “Well, of course, these are important issues, and my organization is already working to improve in these areas.” However, while awareness and informal steps are a good start, documenting your commitments in a formal physician retention plan is important for 1) making physicians aware of your intentions, and 2) holding leadership accountable for following through on intentions. 

Knowing what needs to happen and taking steps to make it so are two different things. By documenting a formal, written plan to improve retention at your organization, all parties will know where they stand and what needs to happen to move the needle on this critical metric.  

If your organization is focused on recruiting physicians simply to keep up with attrition, it can be difficult to find the resources to think about a formal physician retention plan. Perhaps it’s time to partner with a national physician recruitment firm so that you can focus more on retention. Reach out to the team at Jackson Physician Search today.  

Hospital Trusts Recruiter to Evaluate J-1 Candidates and Hires Ideal Neurologist

When a hospital in the upper Midwest struggled to find a neurologist, Director of Recruiting Katie Moeller advised them to consider J-1 candidates. She diligently evaluated each applicant, ultimately bringing them the ideal physician for their organization…

The Importance of Building Trust with Physicians (And How to Do It)

New research from JPS and MGMA suggests an important step in easing physician burnout is creating an atmosphere of trust where physicians can communicate concerns and feel confident that leadership is working towards solutions…

Need Help Recruiting Physicians?

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

Hospital Trusts Recruiter to Evaluate J-1 Physician Candidates and Hires Ideal Neurologist


When a large health system in Minnesota sought to grow its neuro-hospitalist program, leadership knew hiring a neurologist wouldn’t be easy. Neurology is one of the hardest specialties to recruit, so the hospital’s leadership wanted to bring in a physician recruitment partner. As a preferred vendor of the Minnesota Hospital Association, Jackson Physician Search was the obvious choice. 

Preparing for a Challenging Neurology Search

JPS Director of Recruiting Katie Moeller was eager to get to know the hospital’s needs and define the best strategy for what was sure to be a tough neurology search. The significant gap between the number of open neurology jobs nationwide and the number of available candidates presented only one part of the problem. The challenge also stemmed from the fact that 50% of neurologists in the United States are internationally trained graduates, so neurology candidates coming out of fellowship often need a J-1 visa waiver.  Katie presented all of this information to her client along with her prediction that many of their applicants would likely need a J-1 waiver. She wanted to make sure the client would be open to hiring one of these candidates.

The client was not completely certain they could obtain the waiver. Under the Conrad 30 program, each state has just 30 waivers available annually, and eligible organizations are typically granted one, at most, per year. Despite this uncertainty, the client agreed to have Katie evaluate J-1 candidates, and if she brought them a truly great candidate, they would take on the additional paperwork and legal fees to pursue a waiver. 

An Influx of J-1 Physician Candidates

Katie was right in her predictions–many of the responses to the neurology job ad were from candidates requiring a J-1 waiver. Katie, of course, scheduled calls with all candidates to review their clinical experience, evaluate their communication skills, and perhaps most importantly, gain a sense of how excited they were about the physician job description and the location. Katie wanted to ensure any candidate she presented was both eager to do the job and committed to building a life in the area. It was important to Katie that any J-1 candidate she presented wouldn’t be likely to leave after fulfilling the terms of the waiver.   

Katie held bi-weekly meetings with the client to review search activity and update them on potential applicants. They, too, were receiving many direct applications from J-1 candidates but didn’t have time to fully evaluate each one. They trusted Katie to weed through the applicants she was getting and bring them the best.

Presenting the Top Neurology Candidates

Ultimately, Katie presented her top candidates and ranked them based on their clinical strength, communication skills, and genuine interest in both the job and the location. Leadership invited her top two candidates to interview. 

Katie’s number one choice, Dr. C, was finishing her fellowship in Michigan, so she was familiar with the upper Midwest and wasn’t discouraged by the cold weather. Dr. C was happy to find an opportunity in a metro area in the region, and the 7-on/7-off schedule was ideal for her–as was the job’s mix of stroke coverage and general inpatient neurology. She was excited to learn more at the on-site physician interview.

Everyone she met at the organization fell in love with her. Her enthusiasm for the job and genuine interest in the area suggested she would be a good long-term fit. The client was ready to extend an offer to Dr. C and begin the process of applying for a J-1 visa waiver for her.

Secrets of Successful Neurologist Recruitment

Katie attributes the successful neurology search to the client’s willingness to trust her to evaluate the J-1 candidates and her own diligence in exhausting every lead. 

“An opportunity for J-1 candidates in a metro area is rare, so this job received a relatively high number of applications–far more than the client had time to review, ” Katie explains. “If I had sent over every applicant, the process would have dragged on indefinitely. But they trusted me to weed through dozens of candidates, and when they met Dr. C, they were thrilled.”

Hiring a candidate in need of a J-1 visa waiver may seem like a hassle, but if you choose to ignore this large group of candidates, you could miss out on your best (or only) option. If your organization has a tough-to-fill physician job opening, reach out to Jackson Physician Search today to learn how we can ease the process.  

How to Establish a Successful Physician Recruitment Partnership

The challenges of physician recruitment are only increasing, and you are likely considering bringing in reinforcements. Find out what you should expect from your physician recruitment partner…

Recruiter’s Site Visit Crucial to Placing Diagnostic Radiologist

When a new client expressed hesitancy in moving forward with the recruiter site visit, Regional VP Chris Kratochvil assured her the visit was a critical step in the JPS process…

Need Help Recruiting Physicians?

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

The Importance of Building Trust with Physicians (And How to Do It)


Dr. L was sitting down with his supervisor for the first time in four months. What was supposed to be a monthly one-on-one meeting had been rescheduled multiple times, but they finally found a time that worked for both of them. Dr. L was hoping to address several issues, and yet, he found himself holding his tongue as his manager outlined the various ways physicians would need to continue to “step up” for their patients and the practice. Dr. L wanted to take care of his patients, but he also knew his current workload was unsustainable. He thought this meeting, which he had waited months for, would be the right time to address the problem, and yet, it was clear his supervisor was not ready to hear it.

Dr. L’s supervisor isn’t cruel or oblivious. He can likely sense that Dr. L is feeling overworked, however, he prefers to avoid discussing the issue altogether rather than listen and have to explain that there are no easy solutions to the problem. What the supervisor doesn’t understand is that while those broader solutions are desperately needed, the first step toward easing Dr. L’s troubles is creating an atmosphere of trust where he can communicate his concerns and feel confident that leadership is working towards solutions. 

Physicians Prioritize Communication with Management

Overall, healthcare leaders are indeed working to find solutions to problems big and small. In August of 2022, Jackson Physician Search and MGMA conducted a study to understand what steps medical groups are taking to improve physician recruitment, engagement, retention, and burnout. The resulting whitepaper, Back from Burnout: Confronting the Post-Pandemic Physician Turnover Crisis, documents the results.

One notable finding of the joint study is the ongoing importance physicians place on two-way communication with management. For the second year in a row, physicians ranked this the most important factor in job satisfaction—above compensation. In fact, 85% of physicians said two-way communication with management was “very” or “somewhat important” to their job satisfaction. However, when asked to rate their employers in this area, just one in four said two-way communication at their organization was “good” or “very good.”

The Relationship Between Trust and Communication

Open communication with management is critical to a physician’s job satisfaction, and currently, most organizations aren’t meeting expectations in this area. Healthcare leaders must create an atmosphere of trust and transparency if they hope to improve communication with physicians and increase job satisfaction.

Unfortunately, trust in leadership is low among physicians. According to a survey commissioned by the American Board of Internal Medicine Foundation, in 2021, 30% of physicians reported they do not trust their healthcare organizations’ leadership. Another 17% said they neither trust nor distrust their employer. What’s more, one-third of physicians said they lost trust in the healthcare system as a whole during the pandemic. 

This lack of trust is crippling communication between physicians and leadership, but it is detrimental to other aspects of the organization as well. According to research from Gallup, across industries, one in three employees would stay with their employer longer if leaders kept their promises, and when trust is high, organizations have 50% higher employee productivity. When employees trust their employer, 74% experience less stress and 40% report less burnout. Additionally, 96% of engaged employees trust management compared to 46% of disengaged employees.

So it seems, trust is not only the key to improving physician communication, but trust is also critical for improving engagement, retention, and burnout. Thus, establishing a foundation of trust has never been more important in healthcare organizations.

How to Build Trust and Foster Communication with Physicians 

How do you know if communication and trust are areas of concern at your organization? The first step is to evaluate the current level of perceived transparency among physicians and staff. A survey may be useful in gathering data, however, one-on-one conversations will provide more qualitative information. Pay attention to what’s not being said as well. In the meeting described above, Dr. L sat silent while his supervisor talked. Dr. L didn’t feel psychologically safe enough to speak frankly, and yet, his silence was the only indicator of this lack of trust. Is this happening in your meetings? Ask yourself other questions as well, such as: “When was the last time a physician came to me for help?” and “How often do I sit down one on one with physicians?” and “Who does most of the talking in my conversations with physicians?”  

Regardless of your answers, there is likely room for improvement. In the blog post, 4 Ways to Improve Communication and Increase Physician Engagement, we discuss the importance of talking to physicians, encouraging honesty, inviting participation and solutions, and measuring results. However, all of this requires a foundation of trust. The new JPS and MGMA whitepaper details five aspects of building “psychological safety” in your organization. Keep reading for an introduction to creating an atmosphere of trust that fosters communication. 

  1. Be accessible — Most organizations recognize the need for regular one-on-one meetings between physicians and leadership, but as was the case for Dr. L in the above scenario, those meetings are often the first to be rescheduled when conflicts arise. In addition to scheduled meetings, make yourself available in a more casual setting. Walk the hallways, get coffee in the break room, and otherwise create opportunities for physicians to approach you. 
  2. Invite participation — When the meetings do occur, make sure communication goes both ways. Ask the physician to bring a list of items to discuss and start with those before getting to your agenda. If the physician brings up a problem, encourage them to bring several potential solutions to the next meeting. Don’t wait for formal, one-on-one meetings to ask for input, make it a habit to ask open-ended questions and spend more time listening.    
  3. Display fallibility — Sometimes leadership implements policies or systems that don’t work. Occasionally, problems arise that aren’t handled well. Be able to admit when you’ve made a wrong turn and specify how you plan to correct the course. It’s much easier to forgive mistakes when the offender accepts culpability. 
  4. Fail forward — In addition to admitting your mistakes, learn from them. If you’re running into resistance on the new physician wellness program, figure out why. Perhaps you’ll discover that in-house yoga and a mental health hotline are not what physicians actually want or need to mitigate physician burnout. Accept the mistake and vow to listen more and discover what exactly they do want. 
  5. Set clear expectations — In your conversations with physicians, work together to set clear expectations and boundaries, and be prepared to hold people (including yourself) accountable. Physicians need to know that leadership notices when someone disregards the rules and there are consequences for transgressions. 

Of course, building trust takes time. Begin with scheduling and attending regular one-on-one meetings with your physicians. Encourage them to participate and listen to what they have to say with an open mind. Ask for solutions, and if possible, agree to try them. Acknowledge your mistakes and learn from them. Set clear boundaries and expectations for yourself and others, and then hold people accountable.

Focusing on these things will help you build trust within the organization and ultimately improve communication between physicians and management. By doing this, you will address a core need resulting in improved physician engagement, retention, and recruitment. 

If your organization is struggling to retain and recruit physicians, building an atmosphere of trust is a critical first step, but you’ll also need the advice and counsel of a national physician recruitment firm like Jackson Physician Search. Contact us today.

100-Day Urology Search Earns Recruiter a Referral

When Director of Recruiting, Angela Desin, was asked to find a urologist in a tight market, she leveraged every tool she had to connect with an ideal candidate who was looking to make a change…

4 Ways to Meet Rising Physician Compensation Expectations

As the market for physician talent tightens, healthcare organizations are increasingly offering recruitment bonuses as a way of sweetening their offers. Here’s what you need to know to stay competitive…

Need Help Recruiting Physicians?

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

100-Day Urology Search Earns Recruiter the Highest Praise–a Referral


A multi-specialty group in a West Florida metro was tired of paying high upfront recruitment fees with limited results. The Recruitment Director was seeking to change physician recruitment partners, so when a new team member introduced her to his former colleague, Angela Desin, Director of Recruiting at Jackson Physician Search, the timing couldn’t have been better. The Director was eager to hear how JPS could help, and she immediately liked the sound of the 100% digital recruitment strategy–and what that meant in terms of minimal upfront costs. She welcomed JPS as the organization’s new permanent physician recruitment partner. 

Quick Physician Recruitment Results

Angela was eager to get to know the organization’s culture and learn more about its needs. She knew the coastal location would be a draw, so she focused on that when crafting the physician job ad. She carefully screened candidates to find the best fit, only presenting those she knew would embrace the organization’s culture and succeed in the job long term. Her efforts were successful. In less than six months she had placed five Hospitalists and two Interventional Cardiologists. The client was thrilled. 

A Potentially Challenging Physician Search

When the need for a urologist arose, Angela knew it could potentially be a tough search. In the current market, the demand for urologists far outnumbers the supply, but Angela didn’t let that deter her. She once again got to work crafting an eye-catching job description. She broadcasted it through the Jackson Physician Search network of physician job boards and reached out to relevant candidates on Doximity. When Angela received a lead from a partner job board, she reached out to Dr. L immediately to learn more. He was currently working in Iowa and looking to make a change. While Florida was not an area he was actively pursuing, he was open to it and the opportunity interested him. After speaking with him at length, Angela was confident he was the best fit for the job.

“The group really needed someone who wanted to do general urology,” Angela says. “Most of the candidates I spoke to who were coming out of training were more interested in pursuing a subspecialization and working with robotics–which wasn’t what this client had to offer. Dr. L was unique in that his interests fully aligned with the client’s needs.”

Dr. L’s on-site physician interview went well. He was impressed by his would-be colleagues at the group, and the Florida weather would be a welcome change. His family liked the area, and they were eager to make the move if the offer was right–and Angela ensured that it was. She shared with the group exactly what Dr. L wanted, and they quickly made an offer to meet his requests. 

A Sense of Urgency in the Recruitment Process

Dr. L signed the contract fewer than 100 days after the start of the search, beating all expectations for the length of a urology search. Angela attributes the success to the joint effort to keep the process moving forward at all times. She was diligently pursuing every lead as soon as it came in, and as soon as she had news about a candidate, the client was quick to take the next step.

“I think one of the reasons we work well together is that we both act quickly,” Angela explains. “This client really understands how important the timing is, so I can count on them to react with a sense of urgency.” 

The client appreciates Angela’s timeliness as well. After six quick placements–and more searches underway– they were happy to introduce her to a “sister” group in Texas that has now engaged Jackson Physician Search as a physician recruitment partner as well. Angela was honored to earn the referral and continues to be grateful for the blossoming partnership.

If your organization needs a physician recruitment partner who will work quickly to find physicians who fit your organization and will stay for the long term, the team at Jackson Physician Search is ready to assist as an extension of your team. Contact us today.   

How to Lessen the Impact of the Healthcare Staffing Shortage

The worst of the pandemic may be behind us, but the healthcare community continues to feel its impact on staffing. Keep reading for 5 ideas to lessen the impact of the staffing shortage on your organization.

Recruiter’s Site Visit Crucial to Placing Diagnostic Radiologist

When a new client expressed hesitancy to move forward with the recruiter site visit, Regional VP Chris Kratochvil assured her the visit was a critical step in the JPS process. When hiring a Diagnostic Radiologist just four months later, she knew Chris had been right.

Need Help Recruiting Physicians?

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

[White Paper] Back from Burnout: Confronting the Post-Pandemic Physician Turnover Crisis Survey Results


While the world saw tremendous gains in the fight against COVID-19 in the past year, challenges faced by the physician workforce — amid continuing staffing shortages — remain just as intense, pushing their levels of stress and burnout to new highs and worsening a turnover epidemic.

Before the pandemic and its myriad changes to healthcare, it was commonplace to see 6% to 7% of the physician workforce — approximately 50,000 doctors — change jobs or location. But with the rising toll of stress during the pandemic and staffing shortages, burnout is fueling physician turnover. MGMA Stat polling from August 2022 finds that four in 10 medical practices (40%) had a physician resign or retire early in the past year due to burnout.

To continue the connections we’ve forged with patients and communities, healthcare administrators must recognize the extent of this crisis, its sources, and proven strategies for remediation. “In this new normal, the demand for a shrinking supply of physicians will persist, making it crucial for practices to limit the damage via concerted efforts to reduce burnout and to strive for a positive work-life balance,” said Tony Stajduhar, president of Jackson Physician Search.

The results of the Physician Burnout, Engagement, and Retention Survey, commissioned by Jackson Physician Search in partnership with Medical Group Management Association (MGMA), point to an immediate need for healthcare leaders to redouble their efforts to address physician burnout after nearly three years of pandemic pressure compounded by staffing shortages and other challenges.



Jackson Physician Search and MGMA surveyed physicians and administrators to understand their unique views on physician issues following the COVID-19 pandemic and recent staffing challenges. This survey sought to understand how healthcare organizations are trying to influence better physician recruitment, engagement, retention and mitigation of burnout, and how the clinical and administrative sides perceive these efforts.

This survey follows the 2021 Jackson Physician Search whitepaper, Getting Ahead of Physician Turnover in Medical Practices, with questions for physicians and administrators, such as:

  • What is the current level of physician burnout?
  • What is causing physician burnout?
  • What is the current level of physician engagement?
  • What is the current level of physician satisfaction with employers?
  • What matters most in physician retention?
  • What drives physician satisfaction with employers?

The survey was fielded in August 2022. Physicians and healthcare administrators were invited to complete an approximately five-minute survey. After qualitative interviews with administrators and physicians, key themes emerged:

  • Administrators acknowledge worsening levels of burnout in physicians, but physicians often don’t perceive enough is being done to mitigate that burnout or engage them.
  • Genuine, two-way communication between management/administration and physicians remains a top desire among physicians.
  • Administrators vary their approaches to retention and engagement, often with informal efforts rather than structured, strategic programs.
  • Organizations with physician retention programs found them effective in engaging doctors and preventing turnover.

This report presents the full findings from hundreds of healthcare leaders, shared in the hopes of amplifying the understanding between physicians and administrative leaders of the burnout crisis, the need for better engagement, and effective retention strategies that resuscitate the spirit and energy that brought so many hardworking clinicians into the field of healthcare.

Download the White Paper to Get More Insight Into Physician Burnout, Engagement, and Retention


For more information about how your healthcare organization can use the results of this survey to improve your physician recruitment and retention strategy, contact Jackson Physician Search today. Our team is made up of healthcare industry professionals who have spent decades recruiting physicians, physician leaders, and advanced practice providers for healthcare organizations coast-to-coast.

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.

[White Paper] Getting Ahead of Physician Turnover in Medical Practices Survey Results

In 2021, Jackson Physician Search and MGMA surveyed physicians and administrators to gain insight into physician recruitment, engagement, retention, and succession planning within medical practices…

[White Paper] Rural Physician Recruitment and Staffing Survey Results

A 2022 survey from Jackson Physician Search and – both part of the Jackson Healthcare family of companies – shows hope for rural healthcare organizations to make progress in resolving their physician staffing challenges…

Need Help Recruiting Physicians?

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

Physician Recruiter Makes Two Placements in One Day in Rural Texas


It was 2019 when Jackson Physician Search first began working with an independent regional hospital in rural East Texas. Several years and multiple placements later, Senior Vice President Dane Altman introduced himself to the organization’s new CEO at a conference. It had been a little while since they had engaged Jackson Physician Search, so Dane took the opportunity to share the details of their past success as partners. The new CEO was eager to re-engage. He introduced Dane to the COO and the partnership was officially renewed, with Search Consultant Dan Rixon leading the physician recruitment efforts. 

A Truly Unique Organization

After visiting the small town and familiarizing himself with the organization–one of the last independent regional medical centers in the state–Dan could effectively market the physician job openings to the right audience. 

“The town is remote, but the organization is really special,” Dan says. “I focused on that in the job ad and never tried to disguise the fact that it’s a small, rural town. I think when you advertise honestly, you get the right applicants.” 

Dan’s approach was clearly working. He soon placed two general surgeons and one pediatrician. He was working on finding a second pediatrician when he received another request to find an anesthesiologist. Dan crafted the physician job ad and distributed it via the Jackson Physician Search job board network. The JPS marketing team also emailed it to relevant physicians in the JPS database. 

Two for One Physician Candidates 

The ad attracted several applicants, but none felt just right until Dr. I responded to the ad. Dr. I was finishing up his fellowship in Chicago and hoping to find an anesthesiology job in Texas so that he could be near family. Dan had first connected with Dr. I regarding a different Texas opportunity, but when he expressed an interest in the East Texas job, Dan knew it was potentially a great match. Dan also knew that Dr. I had a fiance, Dr. A, who was finishing her residency in Indiana. After years of living apart, the couple was looking forward to living and working in the same location. She would be seeking a pediatrician job in the area, and luckily, Dan had just the opportunity. 

Dr. I was a little concerned when he learned the size of the group. He worried with only three anesthesiologists, he would be on call all the time and work-life balance would be a problem.

“I just encouraged him to talk to the group,” says Dan. “I knew, based on my own interactions with the other physicians, that the atmosphere was supportive and low-stress. If he would give them a chance, I was certain it could be a great fit.”

Dan arranged for Dr. I to speak to the lead physician at the group, and just as Dan suspected, Dr. I’s fears were instantly put to rest. All parties were eager to set up on-site interviews, so the process moved quickly from there. The couple flew to Texas to meet with their respective groups. They stayed at a lake house belonging to one of the lead physicians and had lively dinners with several physicians at the organization. They fell in love with both the town and the organization.  The feelings were mutual. Contracts were signed just a few weeks later. 

Keys to Successful Physician Recruitment

Rural physician recruitment certainly has its challenges, but this client has found extraordinary success with Jackson Physician Search. In fact, Dan is currently working on several more searches for the organization. Dan attributes the ongoing success of the physician recruitment partnership, at least in part, to his honest approach with the physician job ads and the extended reach the ads achieve through the JPS physician job board network and opt-in physician database. 

Dan also credits the organization for its commitment to doing what it takes to make the job attractive. When Dan pointed to research showing other physician jobs came with more PTO, the organization was quick to increase their offering from six weeks to eight weeks. Additionally, when Dr. A required specific terms to ensure her employment adhered to the terms of her student loan forgiveness, they worked with her to find a solution.   

“The organization is so easy to work with,” says Dan. “And that comes through to the physicians too. Once they visit the site and get to know the people, it’s almost certain they will want to move forward.”

If your organization needs a partner to help you with any part of the physician recruitment process, the Jackson Physician Search team has the knowledge and experience to help. Contact us today

4 Ways to Meet Rising Physician Compensation Expectations

As the market for physician talent tightens, healthcare organizations are increasingly offering recruitment bonuses as a way of sweetening their offers. Here’s what you need to know to stay competitive…

Physician Recruiter’s Site Visit Crucial to Placing Diagnostic Radiologist in Less Than 4 Months

When a new client was skeptical of the need for a recruiter’s site visit, Regional VP Chris Kratchovil assured her the visit would be critical to a swift, successful placement. Less than four months later, the client couldn’t agree more…

Need Help Recruiting Physicians?

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