A healthcare organization’s most valuable resource is, of course, its people. As those tasked with identifying and hiring people, the internal recruitment teams may have one of the most essential roles in the organization. Physician recruiters specifically carry the responsibility of attracting and hiring physician talent from a shrinking pool of candidates in a highly competitive market. Despite these challenges, a new study from the Association for Advancing Physician and Provider Recruitment (AAPPR), Jackson Physician Search, and LocumTenens.com found that in-house physician and provider recruiters feel passionate about their jobs and are inspired by the impact they have on patient access.
In-house Physician Recruiters: Mission-Driven but In Need of Support
The findings of the nationwide survey of nearly 200 in-house physician and provider recruiters are documented in the report, “The Heart Behind the Hire: Exploring the Role of Purpose Among In-house Physician Recruiters.” As a former in-house physician recruiter myself and current Vice President of Physician Recruitment for Jackson Physician Search Midwest division, the report resonated with my own experience as both an in-house recruiter for a large Midwest health system and now, as a partner working hand in hand with top-notch in-house recruiters across the Midwest.
I wasn’t at all surprised by the report’s conclusion that in-house physician recruiters are driven by purpose, energized by the impact they make, and inspired by a shared mission. Nor was I surprised by the key recruitment challenges identified in the report. Administrative burdens topped the list (49%), but factors such as market conditions, unrealistic timeline expectations, and lack of candidate pipelines were also frequently cited. When asked what recruiters needed to increase their effectiveness on the job, the most common answer, chosen by 64%, was “support from leadership.” This, of course, begs the question, “What does support look like?”
How to Support In-house Physician Recruiters
In this blog post, we’ll explore exactly how leaders can better support their in-house physician recruitment teams and empower recruiters to be more impactful in their efforts to attract and hire the physicians organizations so desperately need.
1. Ask questions.
Instead of asking for the usual status update, get curious about the challenges recruitment is facing, how the process might be improved, and what you can do to help. What feedback are the recruiters hearing from physician candidates about the opportunity? Is the compensation package competitive? What reason did the candidate who got away give for signing with a different organization?
Also, find out what ideas in-house recruiters have for improving the recruitment process. Do they have access to the resources and technology they need to be effective? Are the hiring managers responsive and cooperative? What parts of the process can be automated or delegated so they can focus on the most crucial part of the job — connecting with physician candidates?
2. Keep an open mind.
Of course, when you ask questions, you have to be prepared to hear the answers — and you may not always like what you hear! It’s essential to keep an open mind and be willing to make changes based on the information shared by your recruitment team. For example, if your recruiters provide data that shows the advertised compensation is below market value, you will need to get creative about ways to make the package more competitive. If the feedback on the job is that the 5-day work week is unattractive, be prepared to offer more flexibility. The call and response won’t always be that simple, but remain open to new ideas and be willing to adapt when needed.
3. Invite them into the conversation.
Even though clinician staffing is a top priority for most healthcare leaders, physician recruitment is rarely represented in big-picture conversations about the organization. Invite recruitment leaders into the conversation; give them a seat at the table. Their insight into the current market and knowledge of candidate pipelines are invaluable in discussions about new service lines, hiring projections, succession planning, and retention efforts, just to name a few.
A Strategic Partnership
If your interactions with the in-house physician recruitment team primarily consist of status updates, it’s time to have a bigger conversation. It starts with curiosity about the factors impacting physician recruitment. This means asking questions, keeping an open mind, and inviting in-house recruiters into conversations and decisions that affect hiring.
In-house physician recruiters are not just filling roles – they’re shaping the future of healthcare delivery. Their passion and purpose are evident, but passion alone isn’t enough to overcome the mounting challenges they face. By asking meaningful questions, staying open to change, and inviting recruiters into big-picture conversations, leaders can transform recruitment from a transactional function into a strategic partnership. When recruiters are equipped with the tools, insights, and influence they need, they become powerful agents of access, equity, and excellence in care.
Of course, if your in-house recruitment department is stretched thin, one of the best things you can do is extend their capacity with a trusted physician recruitment partner to provide both strategic and tactical support. The team at Jackson Physician Search is eager to build a partnership around your team’s specific needs. Reach out today to learn more.
About Tara Osseck
With over 15 years of experience in the healthcare industry, Regional Vice President of Recruiting Tara Osseck specializes in matching healthcare organizations with physicians who are a strong cultural and professional fit. Her healthcare career began as a physician liaison. It quickly expanded to include physician recruitment, strategic planning, and business development, working for various hospitals throughout Memphis, Tennessee, and St. Louis, Missouri. Based in St. Louis, Osseck leads the firm’s Midwest Division, placing providers across the Midwest and Upper Midwest. She earned a bachelor’s degree from Truman State University and a master’s degree in healthcare administration and management from the University of Memphis.
