COVID-19 Propels Occupational and Environmental Medicine to the Forefront of Public Health


This article is a collaboration between the American College of Occupational and Environmental Medicine and Jackson Physician Search. It was first published on the ACOEM website on September 11, 2023. Jackson Physician Search is proud to be an ACOEM-endorsed physician recruitment firm, leading the industry in OEM search. 


The pandemic may be gone, but it’s not forgotten, especially by those in healthcare and corporate America who realize the critical importance of occupational and environmental medicine physicians. They shone through COVID-19 as they do daily, taking care of workers and the businesses that rely on them. The repercussions of climate change mean “added value” for this timely specialty.

The height of the COVID-19 pandemic is gone—but it’s surely not forgotten, even as the public health emergency in the United States ended on May 11, 2023.

The pandemic caused 1,137,057 deaths since Jan. 21, 2021, and it upended healthcare in numerous ways. The specialty of occupational and environmental medicine (OEM) was particularly impacted as its physicians found their special skills to be just what was needed to bring calm to the chaos.

We talked to two dedicated Fellows of the American College of Occupational and Environmental Medicine (ACOEM) about what it’s like to practice post-COVID.

Meet Douglas Martin, M.D., of CNOS Occupational Medicine in Dakota Dunes, South Dakota, where he focuses on musculoskeletal medicine. He’s extraordinarily active in his field of work and on behalf of ACOEM.

Dr. Martin is joined here by William Brett Perkison, M.D., MPH, assistant professor in the Southwest Center for Occupational and Environmental Health at UTHealth Houston School of Public Health, where he also directs the residency program. He’s passionate about the next generation that chooses this specialty.

Here’s how both view changes in the OEM landscape since COVID-19.

1. Companies have realized the importance of public health.

As the journal The Lancet, Public Health documented in a May 2022 editorial, the pandemic “is not only a public health crisis but also a social, economic, and political one. Lessons must be learned to ensure that future public health crises are met with resilience, unity, and equity.” The event put OEM doctors front and center, and the academy calls “public health, surveillance, and disease prevention” one of its 10 OEM competencies. When the next public health emergency occurs, who better than OEM physicians to lead the charge? There’s just one problem: More are needed to be able to improve the care and well-being of workers.

“True, visibility has increased, and ACOEM has been asked to come to the table more frequently by government agencies such as NIOSH (The National Institute for Occupational Safety and Health) and OSHA (Occupational Safety and Health Administration),” said Dr. Martin.

“But I think the general viewpoint would be, ‘Wow, these people are really important. Why don’t we make sure there are more of them?’” he said. “I thought there would be more funding for public health jobs, but that hasn’t really happened. Where is the public policy initiative to do that catch-up work after COVID?”

He said he hoped more money would be earmarked for additional medical school spots for public health systems, but that hasn’t happened.

In fact, most funding for OEM residency programs comes from NIOSH. “That results in a finite number of residency positions that creates a real bottleneck and lack of trained OEM doctors,” Dr. Perkison said.

He said his residents find a wealth of opportunities. “ACOEM residents get job offers nine months before they graduate.”

2. Management of large companies realized the tremendous value OEM physicians provide.

Dr. Perkison became immersed in the issue of whether companies should mandate the COVID-19 vaccine. It became an undeniably hot topic, generating intense discussion, as a review of the medical literature verified in a February 2023 study that was published in the International Journal of Nursing Studies. The authors looked at 28 relevant articles, finding 12 to be pro-mandatory vaccine, 13 neutral, and three against, and cited “ethical, moral and legal principles” involved here, the same as those faced by OEM physicians on the job during the height of the Pandemic.

Through the university, Dr. Perkison said he “counseled recalcitrant employees who didn’t want to get the vaccine” at a rural agriculture company. “The big city doctor from Texas did not go over well at first, and we answered some questions and responded to lots of misconceptions,” he said. “We didn’t convince everyone—they were going to be let go if they didn’t get vaccinated—but they appreciated our discussions one-on-one.”

3. OEM physicians must manage more work-at-home situations—from afar.

That’s especially true in non-blue-collar industries, Dr. Martin said. “How do you deal with the workplace of a person at home? Everyone’s home is different, and we need to understand ergonomic and workstation challenges. For example, are they working off a laptop and sitting on the couch sideways?”

A personal interview was the former assessment modality of choice until COVID necessitated virtual assessments. “You don’t know if that’s the whole story—it’s a snapshot in time,” Dr. Martin said. “And who else is at home? Are kids using the computer, too, and how much distraction does that cause? Are employees taking a stretch break?”

A study in the Journal of Occupational and Environmental Medicine from September 2021 found employees working from home during COVID-19 experienced lower back pain and weight gain, yet said they felt more productive than at the office.

Working at a central corporate location means OEM physicians could design preventive health programs “for a captive audience,” Dr. Perkison said. “We knew what type of work environment they were in.”

However, not being with employees reduces the clarity afforded by in-person discussions.

“We can try to recognize mental health issues and encourage people to exercise and eat healthy—neither of which we can do as well remotely,” he said. “It is very gratifying to identify actual medical problems before they got worse and to manage those, which is different from treating disease after complications have occurred.”

Dr. Perkison predicts that “transitions back to the workplace are not complete yet, and some corporations haven’t determined what the optimum balance is between home and working elsewhere. It’s possible employees could start migrating back in.”

4. It’s taking longer to deliver appropriate care to patients.

With more health insurance claims managers, or nurse case managers, for example, working from home, that’s created communication issues, Dr. Martin said. “It’s not as fast or efficient as when people worked in offices, and I knew I could reach them there.”

He said that since most of his practice is on-the-job injury care, he frequently refers to physical or occupational therapy. “Pre-COVID, I saw a patient and put in the PT order that was approved the same day or the day after. Now when I call on Monday, it’s voicemail, and the process may require multiple calls. That person with the ankle sprain may have to wait until Friday and then may not make an appointment until Monday.”

Pre-COVID, that patient might have completed between four and six PT visits before they returned to see him for their two-week check-up, but now it may be only one—or none.

“The patient can then place blame on the insurance company or lose confidence in the healthcare system,” Dr. Martin said. “Patients also give up and don’t get something taken care of, or they lean on personal health insurance, which may make a fuss. When they do that, they lose the right to disability impairment and compensation.”

The two insurances may clash and leave the patient holding the veritable bag. It’s a tangled web that may leave the patient “stuck.”

5. Corporations no longer do so much OEM in-house.

“With more employees working from home, that means fewer working in the corporations’ buildings and visiting its in-house clinic,” said Dr. Perkison.

Formerly, a large corporation’s OEM physician worked in an office away from the company’s clinic, where administrative duties such as managing programs and medical surveillance took priority—and meant no hands-on patient care delivered by that physician.

The current trend is seeing more contracting “with the clinic down the road,” he said. It’s already in place, with staff, technology, and supplies.

6. OEM residents have new and varied opportunities.

“We have to instill in medical students that this is a really important specialty to think about,” said Dr. Martin.

And his peers would second that it’s a considerably less-stress specialty than some, that allows for a wonderful quality of work-life balance and a plethora of directions a doctor may take with their career—not just one.

Residency program directors such as Dr. Perkison want residents and fellows to benefit from a wealth of experiences before they graduate. At his institution, they might do a rotation at an oil or gas-related corporation or one of the major, well-respected healthcare organizations in Houston.

“Lifestyle medicine has gotten bigger, as has a holistic approach to medicine overall—both work-related and non-work-related, including stress at work or away,” he said. “Addiction medicine remains important as we work to get people off drugs and get them back to work. Bioinformatics is also coming on, and medical surveillance helps monitor people’s exposure to harmful substances. Treating chronic disease is still a major part of total worker health.”

Candidates can pursue residencies in internal medicine, family medicine, or occupational medicine and then do fellowships, said Dr. Perkison.

7. OEM physicians excel at Long COVID management quandaries.

While the international healthcare community “tries to have some arms around the Long COVID situation,” this specialty understands it and its ramifications well, said Dr. Martin.

OEM physicians’ lengthy experience with the condition since its origin contrasts with the July 31, 2023 announcement of U.S. Department of Health and Human Services’ (HHS) formation of the Office of Long COVID Research and Practice. In addition to healthcare stakeholders, the initiative will interface with the business sector, too, HHS said.

Some healthcare advocates wonder why this took so long.

ACOEM has been asked to be involved, Dr. Martin said, and he affirmed that ongoing questions still loom that OEM physicians can help answer where “universal agreement” still lacks.

“We think about what we can do medically to help these patients, especially with regard to best practices and standards,” said Dr. Martin. Two crucial areas include fitness for duty and return to work. “That’s where OEM skill sets come in.”

For example, symptoms such as mental fog differ from physical challenges, and that begs the question: “When should we offer rehabilitation programs?”

8. OEM recognizes the future is here. Now.

The world has acknowledged, perhaps hesitantly, the workplace implications of climate change, Dr. Perkison said. He contributed to an ACOEM Guidance Statement on Prevention of Occupational Heat-Related Illnesses. “We have heat stress and disaster preparedness—this year, we are really feeling the effects. How do we message companies to transition to cleaner energy? When corporations know about us, there’s an opportunity for us to be leaders in the field of change.”


The author, Stephanie Stevens, would like to thank Douglas Martin, M.D., of CNOS Occupational Medicine in Dakota Dunes, South Dakota, and William Brett Perkison, M.D., MPH, assistant professor in the Southwest Center for Occupational and Environmental Health at UTHealth Houston School of Public Health for their expert contributions to this article.

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The Evolution of Physician Executive Jobs


A physician considering a future in leadership might define the goal as eventually running a department at a hospital or owning and operating his or her own practice. Through years of working with patients while navigating the healthcare business, the physician would have the experience necessary for either of these physician executive jobs. 

However, there are many more roles aspiring physician leaders have available to them. We see physician executives not only running their own practices and departments, but they are also leading hospitals, pharmaceutical companies, health insurance companies, and more. 

At Jackson Physician Search, we have seen this firsthand. In recent years we have assisted our clients with numerous physician executive searches, including Medical Director roles and department heads at hospitals, as well as a Vice President for a healthcare tech company and a CMO for a non-profit health insurer. Organizations of all types and sizes are recognizing the benefits of physician leadership. As the role continues to evolve, we will no doubt continue to see more organizations hiring physician executives

But what has caused this expansion of opportunities for physicians on the business side of medicine? As healthcare as a whole becomes increasingly “corporate,” physicians are naturally paying more and more attention to this area of the profession. The combination of clinical expertise and business acumen brings a new and necessary perspective to a variety of healthcare organizations. 

The Benefits of Physician Executive Leadership 

The benefits of physician executive leadership are many, though often the first to come to mind is the ability to act as a bridge between the boardroom and the clinic. They bring a clinical perspective to administrative conversations, ensuring decisions are made with the patient in mind and an awareness of how staff will be impacted. In the same way, physician executives can convey administrative directives to staff, ensuring the motivations for new policies are clear. Because physician executives have direct experience with patients, they may garner more trust and respect from patient-facing staff, making it easier for them to get buy-in on new initiatives. 

As mediators, physician executives are certainly helpful, but today’s physician executives are increasingly called upon to set policies and launch initiatives designed to grow the patient base. In a competitive healthcare landscape, physician executives have the unique experience of knowing what patients want and need as well as what is financially favorable for the organization. Finding the balance between these two things is critical for the success of any healthcare organization–and physician executives are best positioned to achieve it.

Must-Haves for Physician Executive Jobs

The role of physician executive is undoubtedly expanding, as seen in the growing list of must-have skills for physician executives. Today’s physician executives must go beyond being an expert in one’s specialty or a longstanding team member. They need to be business-minded with a head for strategy and innovation. They must also be excellent communicators with high levels of emotional intelligence, capable of taking the temperature of any room (metaphorically) and knowing how to ask questions or present information in a way that will be well-received.

As healthcare organizations increasingly act more like corporations, physician executives must take a more strategic role focused on growing market share. This means a keen understanding of general business principles as well as market trends and community needs. Physician executives must be capable of building relationships within their own organizations and with other organizations’ leaders. These soft skills are increasingly important in today’s physician executives.

Mentoring Tomorrow’s Physician Executives

Because the role of physician executive has evolved significantly in recent years, today’s physician executives have largely had to learn on the job. Their mentors may have guided them through clinical challenges, but it is unlikely they could have foreseen the demands that would be placed on them in a business capacity. That said, future physician leaders have the benefit of dual MD/MBA degrees, extensive in-house training programs, and of course, mentors who are tackling these challenges and proving the value of physician executives every day. 

Organizations must create an environment that encourages physician executive mentorship. They can do this by offering physicians a clear view of how decisions are made and inviting them to participate when possible. Identify physicians interested in leadership and assign them to a physician executive mentor who will meet with them regularly and prepare them for a future in leadership. Physicians who learn firsthand from successful physician executives are most likely to one day find success in the role themselves.


At Jackson Physician Search, we’ve built relationships with physicians for 40+ years. Our physician database includes physicians from all over the country and at all stages of their careers. This means we are well-positioned to connect organizations with the most qualified physician executives for any role. Reach out today to learn more about our physician executive recruitment process.

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4 Reasons to Make Time for Physician Mentorship (And How to Do It)


Whether you are embarking on your first physician job, a practicing physician thinking of taking on more responsibility, or a physician executive looking for ways to support your organization, you could no doubt benefit from physician mentorship — that is, either having a mentor or being a mentor. In my role as Regional Vice President of Recruiting for Jackson Physician Search’s Midwest division, I always counsel physicians starting their first jobs to seek out a mentor, but I’d argue physicians at every stage of their careers should take part in mentorships — as mentees, mentors, or possibly both. Physicians with mentors are more likely to be successful and experience greater job satisfaction, which improves the chances that they will stay with the organization. Healthcare employers will thus see improved retention rates, and patients will experience more consistent access to care.  

Keep reading to explore the benefits of physician mentorship, find out the best ways to initiate a mentor-mentee connection, and learn how to be a positive participant in the relationship. 

Benefits of Physician Mentorships

1. A Fast Track to Success

When new physicians have a mentor to show them the ropes (both clinically and within the organization), they will reach productivity faster and likely be happier in the job. This, of course, improves the chances that they will stay with the organization beyond the average three-year tenure of physicians in their first jobs. But mentorship doesn’t only benefit new physicians. When practicing physicians start taking on more responsibility and begin to consider a leadership role, they will benefit from seeking counsel from a physician who has already forged that path. A mentor who is a step or more ahead of you professionally is a wealth of knowledge.

2. The Chance to Create a Legacy

Physician executives willing to serve as mentors will experience the reward of knowing they are giving back or even creating a legacy. By sharing their wisdom with the next generation of physicians, they will continue to impact patients long after they hang up their white coats. 

3. Improves Job Satisfaction and Physician Retention

Some studies have found a correlation between mentorship and job satisfaction. When physicians are building their skill sets and developing professionally, which mentorship encourages, they will likely feel more satisfied with their jobs. Similarly, when older physicians are actively helping to develop new talent, they, too, are likely to feel more job satisfaction. We know from other studies that physician job satisfaction significantly impacts physician retention, so organizations may see improved retention rates as a result of physician mentorship programs.

4. Patients Receive More Collaborative Care

Physicians with mentors have access to more experienced physicians and will incorporate their wisdom into the care they provide, resulting in better, more collaborative patient care.  

Making the Mentor-Mentee Match

Mentorship benefits everyone — mentee, mentor, the organizations they work for, as well as the patients they serve. However, most organizations don’t provide formal mentor programs, so it is up to the physician to seek out a mentor relationship. This can happen in a variety of ways, some more organic than others. Most commonly, the mentee will approach someone they admire professionally and ask if the potential mentor has time to share some advice on a specific topic. If the mentor agrees, one conversation leads to another until a mentor-mentee relationship is born. 

A more formal approach, though just as effective, could be to simply ask a respected physician if he or she has time to be your mentor. He or she may not be able to commit but can perhaps refer you to someone more willing. And while it may not happen as often, sometimes an experienced physician will make a connection with a promising new physician and offer to mentor them. Sharing wisdom with a new generation of physicians is a powerful way for them to impact more patients, and those who recognize this will be motivated to be a mentor. 

Tips for Physician Mentorship Success

Make Yourself Available

Physicians’ days are often packed, and coffee with a mentor or mentee may seem like the easy thing to cancel when a day or week gets particularly hectic. This is inevitable sometimes, but it is important to prioritize the relationship and make the time to connect — even if only for 15 minutes or over the phone instead of face-to-face. Some time is better than no time at all. 

Set Clear Expectations 

In an ideal mentorship, both parties know what each is hoping to get out of the relationship. In an article for Harvard Business Review, Dr. Sanjay Saint and Dr. Vineet Chopra discuss the different roles a mentor may play and counsel physicians to know which one is expected of them. A physician mentor may serve as a coach, teaching the mentee new skills; as a sponsor, increasing the mentee’s visibility within an organization and helping them navigate promotions; or as a connector, making introductions to grow the mentee’s professional network. A new physician may primarily need a coach, while a physician hoping to move into leadership will need a sponsor and/or connector. Most mentorships will be a blend of all three, but it is useful to have an understanding of what is expected so neither party is let down.  

Recognize the Importance of Physician Mentorship

Across industries and professions, no one achieves success without the guidance and support of those who came before them. Nowhere is this more true than in medicine, where a commitment to sharing knowledge is even built into the modern Hippocratic oath. 


In my experience working with hundreds of physicians each year, I have found most of them are wired to be both lifelong learners and teachers. They recognize the important role mentorship plays, not only in their own professional development but in the advancement of medicine and improvement of patient care. So, despite the many demands on physicians’ time, most are willing to make the time for physician mentorship. 

No matter where you are in your physician career, the recruitment team at Jackson Physician Search is eager to assist. We have clients of all types and sizes in every region of the country that are looking for physicians like you. Reach out today to learn more, or start searching for physician jobs online now.

About Tara Osseck

With more than 15 years of experience in the healthcare industry, Tara Osseck specializes in matching healthcare organizations with physicians who are a strong fit for the role and the culture. Her healthcare career began as a physician liaison and 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 health care administration and management from The University of Memphis.


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5 Ways to Reduce the Impact of Physician Executive Retirement


An aging physician workforce combined with burnout and heightened pandemic-era stress has led to an increase in the recent rate of physician retirements. As the industry braces for the numbers to continue rising, one segment of physician retirements may be especially concerning–that of physician executives. Year to date, CEO turnover at hospitals is at a four-year high, and many of those retiring are physician executives. The reasons for the increased turnover are complex, but retirement certainly plays a part

What can the industry do to prepare for physician executive retirements? The Jackson Physician Search Retirement Report offers several things administrators can do to reduce the impact of physician retirements, and they apply to physician executive retirements as well. Succession planning will lay the groundwork for finding a replacement, but other strategies, such as offering flexibility and retention bonuses, may serve to delay a physician executive’s retirement timeline. Keep reading to learn more about five ways to reduce the impact of physician executive retirements.

1. Physician Executive Succession Planning

According to an MGMA STAT poll, just 35% of healthcare organizations have a succession plan for leadership positions. While this is slightly better than the 21% that reported having succession plans for typical physician retirements in the Jackson Physician Search Retirement Report, it still shows a lack of proactive planning from the majority of healthcare organizations. However, this is not because they don’t recognize the importance of succession planning; in a 2021 joint study from MGMA and Jackson Physician Search, healthcare administrators assigned an average importance of 7.5 to succession planning (with 10 being the most important). Although administrators clearly understand its importance, they may feel they don’t have time to work through the multiple steps involved with succession planning. We’re here to suggest it’s okay to start small by prioritizing just a few of the steps. 


2. Build or Strengthen Internal Leadership Training Programs

Ideally, healthcare organizations are able to seamlessly promote someone internally to replace a retiring physician executive. After all, across industries, multiple studies suggest that internal hires have higher performance rates, better retention rates, and are more cost-effective. In the aforementioned MGMA and Jackson Physician Search study, 43% of administrators who reported having succession plans said their plans included a mentor program. We are hopeful to see this percentage grow, as some of the most respected, physician-led hospitals in the nation are known for their robust internal training and mentorship programs.

Internal training programs will look different at every organization, and obviously, a thriving leadership training program isn’t built overnight. However, it is worth taking small steps, such as assigning physician executive mentors to promising physicians. You can also assemble a team to start building a curriculum around the key leadership skills needed by physician executives at your organization.   

3. Offer Retention Bonuses and Increased Flexibility

In the Jackson Physician Search Physician Retirement Survey, just 12% of physicians said they intend to retire and stop working altogether. Nearly half (43%) of physicians hope to reduce their work hours in the years leading up to retirement, and a third of physicians plan to retire from their current job and work locum tenens or work part- or full-time with another organization. The numbers may look somewhat different for physician executives, but it is likely that retiring physician executives also hope to continue working to a certain extent. 

The question then becomes, how can administrators retain retiring physician executives for a longer period at their current organizations? Offering increased flexibility–reduced hours or the option to work remotely–may be enough for them to consider prolonging their departure, and, of course, a retention bonus or an enhancement to their future retirement package may also be persuasive. However, retention efforts are not one size fits all. Talk to retiring physician executives about their motivations for leaving and discuss adjustments that can be made to keep them happily working in their own capacity. This will give you ample time to find a qualified replacement who is a good fit culturally and, therefore, likely to stay long-term.

4. Develop a Contingency Plan 

Organizations must also prepare for the case scenario that a physician executive will retire without substantial notice or interest in retention incentives. This is where a contingency plan for a physician executive vacancy comes into play. Just as a locum tenens physician may temporarily fill a physician vacancy, an interim physician leader may step in to temporarily fulfill the duties of an absent physician executive. While this situation is not ideal, it is one worth exploring so you know who to call if needed.

5. Partner with a Physician Executive Search Firm

If it is determined that an external search is needed to replace the retiring physician executive, organizations will improve the odds of connecting with top candidates by utilizing a physician executive search 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. In addition to providing access to a vast network of physicians, a successful physician executive search firm will serve as an extension of your team, putting in the hours to conduct the necessary physician executive outreach for you.  


News of a physician executive’s retirement from a healthcare organization is typically not wished for, but adequate planning can help prevent it from burdening other leaders and staff or disrupting the continuity of patient care. Focus on creating a comprehensive succession plan and prioritizing internal leadership and mentor programs. Create an environment of transparency so you can openly discuss with the retiree their reasons for leaving and propose solutions that allow them to consider staying on in some capacity. Prepare for the worst by lining up a temporary contingency plan, but ideally, you will have ample time to activate your retained physician executive search partner to officially start your search for a replacement.

If you need help preparing for a physician executive retirement at your organization, reach out to Jackson Physician Search today. Our Physician Executive Search team has the experience, network, and expertise required to provide organizations of all types and sizes with the physician executive recruitment support you need. Contact our team today to learn more.  

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4 Reasons More Organizations Are Hiring Physician Executives


While physicians have long been thought of as leaders in the community, the last decade has seen an increase in the number of physician executives leading healthcare organizations. However, a broader look at the timeline reveals the current percentage is still much lower than it was nearly a century ago. In an article for the Journal of Hospital Administration, author Amol K. Gupta notes that the number of physician-led healthcare organizations has decreased by 90% since 1935. Upon the article’s writing, in 2019, only 5% of healthcare organizations were led by physician executives. 

While we may not see this percentage achieve its historical high, for a number of reasons, we can expect to see a continued increase in the number of physician-led organizations. Keep reading to learn more about why we will continue to see an increasing number of organizations hiring physician executives. 

Higher Quality Scores Correlate with Physician CEOs

The US News and World Report’s annual list of the nation’s best hospitals hold a disproportionate number of physician-led organizations. Despite the fact that only a small percentage of healthcare organizations have physician CEOs, more than half of the organizations on the list are led by physician executives, including familiar names such as the Mayo Clinic, Cleveland Clinic, and Johns Hopkins. 

The aforementioned article for the Journal of Hospital Administration explored how leaders’ professional backgrounds might influence the quality of the healthcare organizations they lead. The author notes a correlation between these physician-led organizations and higher quality scores. However, further research is required to prove causation is the professional background and not some other quality or characteristic those CEOs have in common. Certainly, the indication that the presence of physician CEOs increases quality scores is one reason more organizations are seeking to hire physician executives. 

Physician Executives Improve Communication 

The benefits of physician executive leadership are many, though often the first to come to mind is their usefulness as liaisons between hospital leadership and medical staff. Because they have direct experience with patients, physician executives may garner more trust and respect from staff than other executives. As a result, news of policy changes and other decisions may be more easily digested when it comes from a physician leader. Physician executives also bring a clinical perspective to the boardroom, ensuring administrators understand the potential impact of their decisions on clinical staff and patients. 

In this way, physician executives are able to improve the lines of communication between clinical staff and administration, which ranks high in importance for most physicians. In a 2022 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 are well positioned to improve in this area and thus increase physician job satisfaction at their organizations.  

Market Creating More Physician Leaders

In order to stay relevant in today’s market, healthcare organizations must act more like corporations, with patients as customers. This corporatization of medicine is creating more business-minded physicians. In the past, physicians were focused primarily on diagnosing and delivering care. Now, physicians in every type of practice setting are all too aware of the need to grow the patient base, obtain referrals and positive online reviews, and of course, stay up to date on insurance-related issues. For these reasons, every physician receives an education in the business of healthcare from day one.

While many receive this education by default, still others are doubling down on their advanced degrees, either opting to pursue an MBA alongside their MD or choosing to go back to school for an MHA or MBA while working full-time as a physician. The number of physicians who also have a business degree is increasing annually

As more and more physicians gain the foundational business skills required to lead healthcare organizations, the candidate pool for physician executive jobs expands, making it more likely that organizations will be able to hire physicians for executive jobs successfully. 

Role of Physician Executive Evolving

As organizations seek new ways to reach patients and improve the way care is delivered, they will need leaders who not only understand business but who are also experts in the services sold — in this case, healthcare. Now more than ever, organizations need physician executives who not only serve as a bridge between administration, clinical staff, and patients; they need physician executives to think strategically about how to grow the patient base and innovate on the best ways to deliver care. The role of physician executive is evolving, and as it expands, physician executives will only become more valuable to the organizations they serve.

If your organization is seeking a physician executive to lead your organization, the Physician Executive Search team at Jackson Physician Search is eager to leverage our considerable network to help you find the best physician leader for your organization. Every physician executive role is unique, and we look forward to learning more about your needs. Reach out today for more information.

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What makes a physician executive job opportunity attractive enough to lure these leaders away from their current jobs? We spoke with Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search, to learn the answer…

Need Help Recruiting Physicians?

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

What to Expect from a Physician Executive Recruitment Partner


Can physician executives lead the healthcare industry through these unprecedented times? Physician CEOs lead some of the most respected and successful healthcare organizations, and the trend is catching on. Healthcare organizations increasingly recognize the value that physicians bring to healthcare leadership roles and are hiring more physician executives

There is little doubt that an intelligent physician executive has the potential to bring tremendous benefits to an organization. However, identifying and hiring a qualified physician executive who will be effective in your organization is no small task. This is why many organizations will partner with a trusted physician executive search firm to help them establish and execute an effective search.   

What should you expect from a physician executive search partner? To find out, we asked Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search, to share the process he outlines for clients as he prepares them for an effective search.  

Expect to Spend Considerable Time Upfront Defining the Role of Physician Executive

Perhaps the most important part of the physician executive search process is defining what the role looks like at your organization and coming to a consensus with all stakeholders about what the ideal candidate looks like. 

“If our client organization can calibrate this correctly on the front end, it can make a major difference in the timeline of the search,” says Dirk. “If we present candidates who fit the criteria that one administrator has about the role, but other decision-makers covet a different set of qualifications, those candidates will likely be rejected, and it’s possible you are back at square one 60-90 days into the search.” 

Dirk stresses that the role of physician executive is unique in every organization. There is no template job description, so it’s imperative that all stakeholders agree on what is needed from the role at your specific organization. Once clear, a good physician executive search partner can help you identify an acceptable compensation range for the role. However, what the physician executive job entails varies drastically, so there is not always clear market data on compensation for the role. For this reason, clients must expect to be flexible on compensation and be prepared to offer compensation commensurate with the criteria they set. 

Expect a Targeted Pool of Physician Executive Candidates

In a traditional physician search, a recruiter can pull data on the number of physicians in a given specialty in the market and then use statistics to estimate what percentage of those specialists are likely seeking a new job. This gives you an idea of the size of the pool of potential candidates for your physician job. There is no equivalent formula to determine the size of the pool of potential physician executives for your role. This is because the requirements of your specific job are more nuanced and unique to your organization. Finding any one candidate, much less a “pool” of candidates, who checks all the boxes and is open to accepting a new position is challenging. There is a reason you’ll occasionally hear recruiters say they are “searching for a unicorn.” 

That’s not to say the ideal candidate for your role doesn’t exist. Dirk explains: 

“Typically, after around 60-75 days, our team has vetted enough prospects to provide a comprehensive analysis of the true candidate market, including a rolling slate of the most qualified and interested candidates for our client to interview.  

“Occasionally, a search’s criteria is so specific that the market analysis indicates an especially limited pool of qualified and attainable prospects, or that the attainable ones are not in the established “price range.” In those cases, we’ve often been able to identify alternative experiences/qualifications that closely resemble or simulate the unmatched criteria or have details on the compensation range needed to secure the target candidate, and we’ll use that data to consult and collaborate with our clients on how best to move forward. Ultimately, we’re going to give our clients all the information they need in order to be comfortable and confident with whatever decision they make.”    

Expect a Proactive, Network-Driven Approach

Online physician job boards and job alert emails are essential for effective physician recruitment in a digital world. Likewise, a comprehensive physician executive recruitment strategy will also leverage these tools. However, because of the unique candidate requirements, it is unusual for the majority of incoming applications to be from qualified physician executive candidates. In addition, most physician leaders who are qualified for executive roles are simply not actively seeking new jobs. So, while a well-distributed physician executive job advertisement may elicit a few qualified applicants, a physician executive search team will spend extensive time proactively researching and building a pool of potential candidates. 

“In building the target candidate pool, we look at all aspects of the client, including geographical location, organizational size, type, and setting, and the scope and functional needs of the specific role. Then, a strong research team will use a suite of best-in-class resources to identify a list of prospects that are most likely to be qualified for and interested in the opportunity. Among other activities, they may cross-reference an internal database or use a social platform to network,” says Dirk. “And then finally, when a search consultant reaches out, it doesn’t always end where they’re recruiting that person specifically, because even if they are not interested, but our research is accurate, he or she may know someone else who would be a good fit.”   

A proactive approach like this may be part of the process when filling a physician job, but clients searching for a physician executive should expect this to be the cornerstone of an effective recruitment strategy. This is why it’s essential to partner with a physician executive search firm that has been nurturing its network of physicians for decades. 

When the Time Comes, Expect to Act Quickly

When a physician executive candidate is identified as a good fit, clients must prioritize scheduling the interview. With multiple high-level executives involved, it may be impossible to find a convenient time for everyone, so be prepared to reschedule other meetings in order to move the process forward with a candidate. 

“We talk a lot about the importance of establishing a process and being ready to execute it quickly when the time comes,” says Dirk. “From the beginning, I’m clear about the steps we’ll be taking in order to bring them candidates. We then collaborate to outline the expected steps once we present candidates. We stress that they must be prepared to act quickly — not just with respect to scheduling the interview, but also collecting feedback, scheduling follow-up calls, determining the offer, and then negotiating that offer. The process should be outlined before we reach this stage.”

The speed of a physician executive search largely depends on the client’s preferences and ability to act. By establishing a process in the early stages of the search, all stakeholders will know what is expected and be able to execute their parts quickly. 

Preparing for a Successful Physician Executive Search

It’s critical that organizations have a well-defined process for identifying and recruiting physician executive candidates. A good physician executive search partner can help to establish and execute this process. Much of this work is done on the front end of the search when administrators can expect to spend time defining the physician executive role for their specific organizations and outlining what the recruitment process looks like once a suitable candidate is presented. That is, what steps are needed for scheduling interviews, gathering feedback, and determining if, when, and what kind of offers are made? These questions must be answered early in the process in order to keep the momentum going when a candidate is identified. 

The physician executive search process requires patience and commitment from all stakeholders. By setting expectations early, all parties involved know what parts they will play and when they will be expected to play them, which is essential for a successful physician executive search.

Is your organization seeking to hire a physician executive? Reach out to the Physician Executive Search team at Jackson Physician Search today to learn how our experience and expertise, not to mention our relationships with physicians in all stages of their careers, can ease and accelerate your search. 


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How to Develop Strong Physician Executives


As a generation of Baby Boomers continues to reach retirement age, organizations are faced with finding qualified replacements for these retiring physicians, many of whom are in leadership positions. With a majority of organizations lacking succession plans, most will be faced with launching an external physician executive search. This process, though made easier and quicker with a trusted physician executive recruitment partner, can be lengthy. To expand their options, some administrators may consider looking inside their organizations for physicians who may be ready to transition to a leadership role. However, if there has not been a conscious effort to develop future physician executives within the organization, administrators are unlikely to find any qualified candidates within their ranks. 

According to a September MGMA Stat poll, only 53% of medical groups provide any management training to staff. While an increasing number of physicians are seeking out leadership training for themselves — either starting out in an MD/MBA program or later pursuing an MBA, MPH, or MHA degree — organizations should provide opportunities for physicians to strengthen their leadership skills and learn more about the business of healthcare. It requires intensive physician executive training and development to produce a strong physician executive, and healthcare organizations will benefit from investing in the physicians they already employ to prepare them for future leadership roles.    

We recently spoke with Jackson Physician Search’s Director of Physician Executive Recruitment, Dirk Jansson, on this topic to find out what he thinks organizations should do to develop physician leaders. Keep reading for ideas on how to approach physician leadership training at your organization. 

Recognize Every Physician as a Potential Leader

Dirk observes that the corporatization of medicine has created a new generation of business-minded physicians. Gone are the days when physicians serve only to diagnose and deliver care. Now, physicians in every type of practice setting are well aware of the importance of growing the patient base, obtaining referrals and positive online reviews, and of course, the challenges of working within the parameters of what is and is not covered by a patient’s insurance. Because of this, every physician receives an education in the business of healthcare from day one.

Of course, what a physician takes away from this trial by fire will vary, and organizations will do well to get involved in shaping how the physician manages and responds to the opportunities and challenges presented. 

While not every physician will be suited for (or interested in) executive roles, most will benefit from expanding their knowledge of the business of healthcare, so as you develop a leadership training program, aim to make it accessible to everyone.  

Make Transparency a Part of Culture

According to Dirk, it’s critical that potential physician leaders have a clear view of how decisions are made at the organization. The best way to provide this understanding is to be transparent about the decision-making process. 

“Invite physicians to observe and participate in the meetings and conversations that lead to potential policy changes,” says Dirk. “Physicians need to see and hear what goes into decision-making at the organizational level so they understand how and why policies are formed and can give feedback on how their daily jobs and/or the patient experience might be impacted by those changes.”

Most physicians recognize that leadership’s decisions are never completely one-dimensional, but in witnessing the process firsthand, they broaden their understanding of the many considerations involved. The best way to train future leaders is to invite them into the conversation and let them see and hear for themselves how leadership grapples with complicated issues alongside ambitious goals.   

Leverage Formal Leadership Training and Mentor Programs

As the industry increasingly recognizes the value of physician leaders, some organizations have developed internal leadership academies and/or robust mentorship programs for interested physicians. In an article for the Jan/Feb 2020 Physician Leadership Journal (published by the American Association of Physician Leadership), Quint Studer, healthcare consultant and founder of the Studer Group, noted that most of the nation’s leading healthcare systems develop their leaders internally: “All of them have a wide, aggressive, robust leadership development [program] that creates a wider pipe-line than others. That’s really the key.”

Of course, a leadership academy will look different in every organization, but it should cover topics such as communication, conflict resolution, finance, negotiation, change management, and more. Smaller organizations aren’t likely to have in-house training programs at this scale, but they may offer tuition reimbursement for physicians who take relevant courses offered by universities or through associations such as the Association for Physician Leaders.  

One-on-one learning opportunities are also important. In a joint MGMA and Jackson Physician Search survey, only 43% of the administrators who reported having a succession plan said their plan included a mentor program. This often-missing element is critical for developing physician leaders. 

When it comes to formal training and mentor programs, it’s okay to start small. Focus on gaps in skills and offer training and mentorship to develop those specific areas. 

Developing Physician Leaders

Promoting physicians to leadership positions is admirable — and an excellent way to shrink the physician executive recruitment timeline — but giving a physician an executive title won’t magically transform him or her into a strong leader. If administrators hope to hire physician leaders from within, they must be prepared to invest in leadership training and development for physicians. This means treating every physician as a potential leader and offering them access to a committed mentor and formal training in an environment of transparency. 

“As the role of physician executive continues to evolve and expand, it becomes even more important for organizations to create an environment where physicians can learn the business and leadership skills they’ll need,” says Dirk. “Each organization will approach it differently, but providing a level of transparency that encourages physicians to observe and participate in the decision-making process is a strong first step.”

If you are seeking to hire physician leaders, the Physicians Executive Search team at Jackson Physician Search has the expertise to guide and accelerate your efforts. Reach out today to learn more.

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What makes a physician executive job opportunity attractive enough to lure these leaders away from their current jobs? We spoke with Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search, to learn the answer…

Need Help Recruiting Physicians?

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

3 Qualities of an Attractive Physician Executive Job


An increasing number of organizations are realizing the benefits of hiring physician executives. Physician executives are not only ideal liaisons between the administration and staff, but they also have firsthand experience with the needs and wants of patients and can advise on how best to grow the program’s offerings.  

Physicians with leadership experience are in high demand. As a result, many physician executives are contacted regularly about jobs for which they would be a good fit, so the opportunity has to stand out to get their attention. So what makes a physician executive job opportunity attractive enough to lure these leaders away from their current jobs? To learn the answer, we spoke with Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search. Dirk speaks to dozens of physician executives each week, so he understands what it takes to pique the interest of this highly sought-after group.  

1. Opportunity to Make an Impact in a Physician Executive Job

Big titles and compensation are nice, but physician executives tend to be driven mainly by a desire to make an impact. For this reason, it’s important that physician executive jobs provide challenges that appeal to a candidate’s sense of purpose.  

“Most physician executives have followed this path because they want to make a difference,” says Dirk. “The jobs that appeal to them are those with worthy challenges where they can impact healthcare at the population level.” 

Organizations should first have a clear understanding of what they need the physician executive to achieve and be able to articulate short- and long-term goals for the position. If they can connect those goals to the organization’s broader mission — and highlight how success will improve healthcare access or delivery in the community — they are more likely to attract candidates who are up to the challenge.

2. Organization with a Clear Identity and Direction

Just as important as a worthy challenge is the physician executive’s alignment with the organization’s direction and identity. Of course, this requires organizational leaders to accurately assess the direction and identity of their organization, so candidates can better determine whether or not they are aligned. 

“The physician executives I speak to who are leaving positions after just 12 or 18 months are often missing this alignment,” says Dirk. “It’s not that they were intentionally deceived, but when organizations inaccurately evaluate their internal situations and/or external factors, they are more likely to lead candidates into thinking they are more aligned than they actually are.” 

To successfully recruit physician executives, organizations must be critically aware of their own identity and direction and be able to accurately convey that to candidates. 

3. Ongoing Transparency

Physician executives need to know how and why decisions are made in an organization. For a candidate to seriously consider a physician executive job, he or she needs to believe that the administration has put all its cards on the table and represents the organization/position in good faith. 

“Organizational leaders need to be clear about where they are and what they anticipate the challenges to be both internally and externally,” says Dirk. “Good candidates won’t shy away from the challenge, but they do want to know what to expect.”

Ideally, this kind of transparency is not limited to the recruitment stage but is an ongoing corporate value that is felt at all levels of the organization. 

The Ideal Physician Executive Job

Attractive physician executive jobs offer candidates an opportunity to positively impact patient populations on a large scale. For candidates to seriously consider the job, they want to know the organization has a strong identity and clear direction. Administrators should understand the importance of transparency in the recruitment process and beyond and be prepared to have honest conversations about how decisions are made and what challenges the organization is facing.   

“What makes a physician executive job attractive is often less about a flashy title or big numbers in the job ad,” says Dirk. “It’s just as much or more about the organization’s integrity and the opportunity to make an impact. This is what I’ve found drives so many physician leaders.”

Organizations seeking physician executives must have a well-defined physician executive recruitment process. The first step in this process should be developing a unified vision of the function and purpose of the role. Keeping in mind the qualities discussed here, organizations can create a physician executive job description that will attract high-caliber, mission-driven candidates who are sure to succeed in the role. 

Our Physician Executive Search team has the experience, network, and expertise required to provide organizations of all types and sizes with the physician executive recruitment support you need. Contact our team today to learn more.  

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Hire Physician Executives With These 5 Skills


The pandemic may have driven some physician executives into early retirement, but for others, a sense of duty caused them to delay instead. Now, with the worst of the pandemic behind us, we may be seeing an increase in turnover among healthcare and physician executives. As administrators seek to replace departing leaders and hire physician executives, they should look both internally and externally for physicians who possess the skills and traits of an effective physician executive. So, what exactly should they look for? 

What are the Must-Have Skills for Physician Executives? 

Great physician executives need many of the same skills and traits that any strong leader possesses, regardless of industry. They should be solid decision-makers, have excellent communication skills, and know how to delegate. Certainly, the nature of being a physician requires some skills in these areas, but not all leadership skills are inherent to physicians. After all, medical school is almost solely focused on teaching future physicians how to care for patients. Leadership skills must be learned on the job — if they are learned at all. 

According to a September MGMA Stat poll, only 53% of medical groups provide any type of management training to staff. This means that many physicians seeking physician executive jobs must be trained externally. Those with foresight may have simultaneously pursued MD and MBA degrees in one of the many increasingly popular MD/MBA programs. For others, this may mean pursuing an MBA in the evening after a full day of seeing patients. 

Does every physician executive need an MBA? Not necessarily. Physician executives do need a strong understanding of the business of medicine, but this can be learned on the job from a strong mentor or in a management training program. It’s the soft skills of leadership that may be more difficult, but not impossible, to teach. 

Evaluating Soft Skills in Physician Executive Candidates

According to Dirk Jansson, Director of Physician Executive Search at Jackson Physician Search, the most effective physician executives lead by example and have the respect of their peers. While he acknowledges that the role of physician executive is different for each organization, ideal candidates have certain soft skills in common. They have high emotional intelligence and are active listeners, good communicators, and excel at developing relationships. 

Dirk’s list certainly seems like a good place to start, but how do you evaluate these traits in your physicians, or in physician executive candidates, for that matter? 

Hire Physician Executives Who…

…Lead By Example

When observing internal candidates, look for a physician who sets the tone for the whole group. He or she has the ability to energize the group simply by being energetic. Others may or may not seek his or her advice directly, but they watch his or her actions closely and follow suit. 

This quality may be difficult to evaluate in external candidates. Use behavioral interview questions and ask them to tell you about a time they led by example, or more specifically, a time they were tasked with implementing a new process and how they went about getting buy-in from the group. 

…Have High Emotional Intelligence

Look for physicians who are in tune with their own emotions and can recognize and adapt to the emotions of others. Put simply; they know how to “read the room.” Of course, in practice, it’s more complicated. A good physician executive knows that one’s words don’t always tell the whole story. He or she can perceive what lies behind a person’s words or even his or her countenance. An effective physician executive can adapt his or her style accordingly. 

Watch how physicians interact with each other and with staff, and you can often guess who has high emotional intelligence simply by their sense of ease as they adapt to different conversation partners. 

…Who are Active Listeners

Ideal physician executives listen more than they talk. They ask thought-provoking questions to learn more about the given topic. They don’t assume they are the authority on all subjects but rather exist in a constant state of learning. They seek out the opinions of others and make an effort to understand what is being said, even if they ultimately disagree. 

…Who are Good Communicators

Physician executives must be able to clearly convey ideas and information in a way that resonates with the listener. Clarity is critical — he or she doesn’t hide behind the message or use vagueness to ease the impact of unwelcome news. Rather, an impactful physician executive is transparent with information and welcomes feedback and discussion. 

…Who Know How to Develop Relationships

Perhaps above all else, physician executives must excel at building and maintaining relationships. Much of a physician executive’s value is in the respect they garner from other physicians and staff, so an effective leader will maintain those relationships and continue to act in ways that earn respect and esteem of physicians and staff.  

If you can identify a physician executive candidate with these five skills, you are certainly well on your way to hiring the ideal physician executive candidate. On the other hand, if you are struggling to find physician executive candidates who check all these boxes, it may be time to partner with a national physician recruitment firm with expertise in this area. Reach out today to learn more.

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3 Reasons to Hire Physician Executives


According to a December MGMA article, healthcare and physician executives may be the next group to join the “Great Resignation.” The article references an ACHE report that found turnover among hospital leadership was slightly lower in 2020 and 2021 than it was in the prior eight years. The dip suggests that at least some healthcare executives delayed retirement so as not to abandon their organizations during the worst of the pandemic. Now, with circumstances related to the pandemic greatly improved, those executives who put off retirement or a new opportunity are likely ready to move on… but who will fill their shoes? 

The startling truth is that most organizations don’t have an answer to that question. According to the aforementioned article’s corresponding STAT poll, 61% of organizations report that they have no succession plan for leadership roles. A 2021 JPS study found the situation to be even worse, with only 16% of leaders reporting they had succession plans in place. Succession planning is essential for leadership roles, and one could make the case they are important to have for physicians too. 

Whether you decide to create a succession plan, or you simply start thinking about your next course of action, be sure to consider how replacing departing leaders with physician executives could benefit the organization as a whole. 

1. Physician Executives Improve Quality

According to a new whitepaper from the American Association of Physician Leaders, physician leadership is more valuable now than ever before. The whitepaper reports that seven out of ten of the nation’s top hospitals (named by U.S. News & World Report) are led by physician executives. The rankings are, in part, due to the higher quality scores associated with these physician-led hospitals. The whitepaper notes that hospitals see, on average, a 25% increase in quality scores when physician executives are in charge.

For administrators seeking to improve quality, adding a physician executive to the C-suite may be just the right move. Why do physician executives have this effect? It may be due to reasons number two and three on our list… 

2. Physician Executives Bring Clinical Perspective to the Boardroom

Physician executives have 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 bring the perspective of physicians and patients to the decision-making process, ensuring the actions of the organization don’t undercut the needs of those it serves. 

With an understanding of both the organization’s goals and the challenges facing physicians, physician executives are the ideal liaisons between administration and providers, 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.  

3. Physician Executives Get Buy-In From Medical Staff

Leaders make decisions for their organizations that impact staff at every level. When a physician executive presents an organizational change that will impact physicians and clinical staff, the fact that he or she has been in their shoes makes it more likely that clinical staff will see the change as something positive. The shared history and common language give physician executives credibility among not just physicians, but nurses, techs, allied staff, and all members of the direct care team. 

The AAPL whitepaper shares multiple examples of physician executives serving as positive agents of change both within the organization and the community. The whitepaper quotes Baxter C. Holland, MD, pediatrician and former vice president of medical affairs at Rutland Regional Medical Center in Rutland, Vermont:

“If you have physician leaders, you are more likely to have the medical staff follow the organization’s direction. They’re much more likely to follow other physicians than they are administrators.”

Hiring Physician Executives

As the healthcare industry faces unprecedented challenges, the need for physician executives is greater than ever. Organizations with more physician leadership are likely to have higher quality scores due to the clinical perspective physician executives bring to the boardroom and their ability to gain trust and buy-in from medical staff. However, hiring effective physician executives can be challenging. Most organizations do not provide leadership training to their own physicians, so they must look externally for physician executive candidates. 

Of course, connecting with physician executive candidates is only one part of the physician executive recruitment process. While there are several things you need for successful physician executive recruitment, perhaps the most important is a trusted physician executive recruitment partner to help you connect with candidates and identify the best person to fill this essential role on your team.     

If you are interested in adding a physician executive to your team, Jackson Physician Search can offer unmatched access to physician executives and valuable insight into the physician executive recruitment process. Reach out to the Physician Executive Recruitment team today to start your search.

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