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

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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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Boost Physician Retention by Becoming a Best Place to Work in Healthcare

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Staffing and recruitment challenges continue to weigh on the minds of healthcare leaders. In a recent MGMA Stat poll, 58% of medical practices said staffing was their top challenge going into 2023. In the midst of increased retirements, heightened turnover, and skyrocketing costs, attention is generally focused on recruiting — filling the gaps left behind when employees leave. But just as important, if not more so, is physician retention. How will you keep the employees you have engaged and satisfied with the work they are doing for your organization? 

Modern Healthcare’s “Best Places to Work” List Recognizes Retention

Organizations that can effectively answer that question are the ones you’ll find on Modern Healthcare’s annual lists of the Best Places to Work in Healthcare. They have other things in common as well. The companies — which include providers, insurers, and suppliers — have leaders striving to create nurturing, supportive workplaces for their employees, who they see as their most valuable assets.

Modern Healthcare identifies the top companies through an extensive survey completed by the employees of every nominee. While the assessment process has evolved over the years, the mission of the program remains the same: recognizing workplaces that empower employees to provide patients and customers with the best possible care, products, and services.

Practicing What We Preach

As a national physician recruitment firm, Jackson Physician Search spends a lot of time with clients consulting on the ways they might leverage culture to attract and ultimately retain physicians. We highlight the need for communication, engagement, flexibility, and work-life balance. We stress the importance of creating a positive culture that embodies the organization’s mission and then hiring physicians who are a good cultural fit. 

Of course, it’s not just physicians who value a positive workplace culture. Jackson Physician Search exemplifies the attributes of a positive workplace culture, and our associates in each of our offices across the country enjoy a nurturing and supportive atmosphere. So, when we advise clients in this area, we speak from firsthand experience. 

Modern Healthcare recognizes our strong culture by consistently naming Jackson Physician Search to its list. Most recently, Jackson Physician Search earned the #3 spot on the supplier list (for the second year in a row). It is the seventh consecutive year Jackson Physician Search has held a spot on the list. 

What Does it Take to Be a Best Place to Work?

There’s no shortage of advice on creating a positive workplace culture. In fact, Shane Jackson, the president of Jackson Physician Search’s parent company, Jackson Healthcare, wrote a book on the topic. However, a positive workplace culture is not built overnight, and rather, it begins with aligning the organization’s decisions, policies, and actions with its values. This will serve to attract and retain employees who share those same values. 

Provide transparency and open communication.

Specifically for physicians and likely all types of staff, open communication and transparency are key values. A recent joint Jackson Physician Search and MGMA study found that today’s physicians prioritize open, two-way communication with management above all else, even compensation. Communication fuels engagement, which has an inverse correlation with burnout. Improve communication and engagement, and you will see other critical areas improve as well. 

Implement policies that encourage work-life balance.

Beyond communication, physicians want autonomy and a fair workload that promotes a healthy work-life balance. The circumstances of 2020 caused professionals in every industry to reevaluate the role of work in their lives, and many physicians began to question the assumption that physicians must sacrifice a personal life in order to practice medicine. As a result, physicians of every specialty are seeking reduced administrative burdens, flexible hours, increased PTO, and a better work-life balance. Organizations must treat physicians, and all employees, as whole people with responsibilities outside of the workplace and provide them with the flexibility to give adequate attention to all aspects of their lives. 

Commit to competitive compensation.

As important as culture is, fair compensation remains integral to becoming a Best Place to Work. Not only is an attractive compensation package critical to attract physicians, but a commitment to regularly reviewing and adjusting compensation when the market and performance demand is a key element of an effective physician retention plan. If you hope to build trust with physicians, they need to know that you value the work they do and are committed to compensating them fairly for it.  

Becoming a Best Place to Work is not out of reach if healthcare leaders are driven to support their associates. Leaders must listen to what is most important to employees and commit to providing the nurturing and supportive environment required for them to serve their patients and the broader community best.

If your organization is seeking a recruitment partner to help attract and retain physicians who fit with your culture, the team at Jackson Physician Search is eager to learn more and help you reach your recruitment goals. Reach out today to learn more.

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How to Fight Physician Executive Burnout

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Healthcare experts often point to rising physician burnout as the root cause of broader industry issues such as high physician turnover, low retention rates, and long recruitment cycles. When burned-out physicians opt to leave their jobs, it can cost their employers millions in lost opportunity and recruitment expenses. The cost to patients can be even greater, as studies indicate that physicians suffering from burnout are more likely to make mistakes.   

The negative impact of physician burnout is clear, but physicians aren’t the only healthcare professionals suffering from the physical and mental exhaustion that characterizes burnout. According to a September 2022 MGMA Stat Poll, 80% of healthcare leaders, including physician executives, report increased stress or burnout over the previous year. In contrast, an MGMA poll from four years earlier found that less than half (48%) of healthcare leaders reported feeling burned out. Of course, after a global pandemic and widespread staffing shortages, it shouldn’t surprise anyone that healthcare executives report increased burnout. But while the industry acknowledges and attempts to address the problem of physician burnout, the impact of burnout among physician executives and other healthcare leaders is less clear. The question remains, how is burnout among these leaders impacting organizations, and what can be done to mitigate the problem? 

3 Ways to Mitigate Burnout Among Physician Executives

We know burnout drives physician turnover, so it follows that burnout among physician executives contributes to increased executive turnover. This certainly seemed to be the case earlier this year. The monthly Challenger CEO Report, which documents turnover among CEOs in the US, showed record numbers of hospital CEOs leaving their jobs in the first few months of 2022. Fortunately, those figures stabilized in the latter part of the year, and yet, the challenge of developing and retaining healthcare and physician leaders remains. In an industry plagued with financial, regulatory, and staffing challenges, attracting and retaining leaders who are willing and able to take on these obstacles is an ongoing problem. 

Healthcare leaders face monumental challenges that make it especially challenging to remain motivated and engaged. For this reason, organizations must find ways to better support physician executives and healthcare leaders, and the leaders themselves must employ strategies to ward off the feelings of fatigue, self-doubt, and lack of empathy associated with burnout. Keep reading for three areas of focus for individuals battling burnout.  

1. Prioritize Wellness (and Sleep)

With Millennials now accounting for more than a third of the workforce, the values associated with their generation, such as personal wellness, work-life balance, and collaboration, are increasingly important. This is true across industries, demonstrated by the rise of Chief Wellness Officers at organizations globally. The healthcare industry is not exempt from these shifting priorities. According to a joint Jackson Physician Search and MGMA study, Back from Burnout: Confronting the Post-Pandemic Physician Turnover Crisis, physicians rank work-life balance among the top factors contributing to job satisfaction. In a study exploring the impact of COVID-19 on the physician job market, recruitment leaders at Jackson Physician Search reported a spike in candidates entering a job search in search of a better work-life balance.  

What is true for clinical physicians is also true for physician executives and healthcare leaders. Time away from work is essential. Studies show that adequate sleep is also critical in battling burnout. In fact, a key takeaway from an American College of Healthcare Executive study in the Journal of Healthcare Management was the importance of sleep in the reduction of burnout.    

Takeaway: Healthcare leaders and physician executives must obtain adequate sleep and take advantage of paid time off and flexible schedules to counteract burnout. Organizations should incorporate wellness into the culture by offering flexible schedules, encouraging employees to take time off, and developing programs to improve the physical and emotional health of employees. 

2. Seek External Collaboration 

Healthcare leaders face significant challenges — financial, staffing, and regulatory. This is true for organizations large and small, urban and rural, private and public. Instead of fighting the battles from the silo of a single organization, leaders will benefit from exchanging ideas, sharing triumphs and failures, and collaborating with other organizations. The state of Michigan demonstrates how this type of collaboration improves patient care and lowers costs. According to a Harvard Business Review article, a consortium that began with five hospitals grew to include fifty organizations sharing information about how they treated cardiovascular disease. This transparency led to improvements in the quality of care and a reduction in costs, complications, and readmissions. The success of the BCM2 led to more collaborative quality initiatives in the state, where the costs of care are now among the lowest in the country. 

Michigan proves collaboration benefits the broader industry, but it follows that a collaborative approach to problem-solving would also benefit the industry’s physician leaders by alleviating pressure and expanding their toolbox. For this reason, collaboration is high on the list of ways to combat executive burnout.  

Takeaway: Don’t face challenges alone. With respect for your organization’s information-sharing policies, seek allies at competing organizations to identify mutual challenges and develop solutions. This collaborative approach to problem-solving — at both the individual and organizational levels — can help everyone involved keep feelings of burnout at bay. 

3. Embrace a Purpose and Growth Mindset

An analysis of the ACHE study noted that lower professional fulfillment scores correlated with higher levels of burnout, indicating physician executives and healthcare leaders who feel their work is meaningful are less likely to experience burnout. For this reason, it’s imperative that these leaders find ways to stay connected to their broader purpose and focus on the ways the work they do contributes to their communities. 

Self-valuation is also factored into an individual’s level of burnout. The study identifies self-valuation as a measure of one’s tendency to respond to personal imperfections with the desire to learn and improve rather than with self-disparagement. Individuals responding with the former, often referenced as a “growth mindset,” reported lower levels of burnout. 

Takeaway: If healthcare executives hope to avoid burnout, they must adopt a growth mindset and find ways to stay connected to their broader purpose. Organizations should develop a culture in which employees are encouraged to learn from failure. The mission and impact of the organization on the surrounding community should be woven into the culture as well. 

Healthcare leaders, including physician executives, have spent nearly three years facing unprecedented circumstances, not to mention the longstanding issues that plague the industry. Rising burnout among leaders, while not surprising, must not be dismissed. Just as physician burnout has a rippling impact on the broader industry, burnout among healthcare leaders is also detrimental. While the solution to burnout is complicated and requires organizational intervention, leaders who prioritize wellness, collaborate with peers, adopt a growth mindset, and reconnect with their purpose may fare better than their peers. 

If physician recruitment challenges are contributing to your stress and burnout, reach out to the Search Consultants at Jackson Physician Search to learn how we can alleviate the burdensome tasks of physician recruitment.

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6 Things to Include in Your Formal Physician Retention Plan

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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.  

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

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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.

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

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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.

Download the Survey Results
2022-JPS-MGMA-Physician-Burnout-Engagement-Retention-Report-October-2022

 

Introduction

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

Download the Survey Results

 

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.

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How to Lessen the Impact of the Healthcare Staffing Shortage On Your Organization

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The worst of the pandemic may be behind us, but the healthcare community continues to feel its impact on staffing. Of course, COVID-19 did not incite the healthcare staffing crisis, but it most certainly fanned the flames by adding to the stress on providers who were already stretched thin. As a result, providers are retiring in higher-than-expected numbers, switching jobs, or leaving the profession altogether. In an August 2022 MGMA STAT poll, 40% of medical practice managers said they had seen a physician retire early or leave the practice as a result of burnout. This figure is up from a similar STAT poll asked of managers a year ago, in which 33% said they had seen a physician leave due to burnout. 

While the reasons for the crisis are complex, the fact remains that healthcare organizations across the nation are facing healthcare staffing shortages of all types. In the most recent American College of Healthcare Executives’ annual survey, respondents cited staffing challenges as their number one concern, replacing financial challenges for the first time since 2004. Nurses, technicians, and therapists were the areas of most pressing concern, followed by primary care physicians and specialty physicians. Another MGMA STAT poll from September 2022, found 58% of medical practice managers say staffing is the biggest concern heading into 2023.

The industry is in the midst of a crisis, and yet each organization is battling it alone — competing with each other to attract and retain talent. What strategies are working to address staffing shortages? And what can you do at your organization to ease the pressure on the staff you do have? Keep reading for 5 ideas to lessen the impact of the staffing shortage on your organization. 

Financial Incentives

While throwing money at the problem may not seem like the most creative approach, there are ways to creatively use compensation to make physician jobs more attractive. Many organizations are offering flexible recruitment bonuses to be used for loan repayment, housing assistance, or other needs. Of course, compensation can also be used to persuade your current staff to stay. Physicians may respond to retention bonuses that reward the additional work and stress they’ve taken on in recent years.

In a recent JPS survey, physicians overwhelmingly ranked “increased compensation” first when asked what would motivate them to stay with their organization for another 5 or more years. So, while healthcare providers certainly care about more than compensation, it still plays a significant role in their recruitment and retention.    

Lifestyle Improvements

One crucial aspect to recruiting and retaining healthcare workers is lessening the job’s negative impact on well-being. The pandemic caused workers in every industry to reevaluate the way they were spending their time, and in many cases, people came to the realization that their jobs were not bringing happiness or fulfillment. This was especially true in the healthcare industry, where the stress of the pandemic was disproportionately felt, causing healthcare providers of all types to seek jobs with lower stress and a better work-life balance.   

Organizations must find ways to offer exactly this — less stress and more balance. In the aforementioned JPS survey, the second most common response to the question “What would motivate you to stay with your employer for the next 5 years?” was “the ability to work part-time or have a flexible schedule.” From 4-day work weeks and flexible schedules to work-from-home options and unlimited paid time off, employees increasingly expect their employers to offer benefits that promote work-life balance. 

When Possible, Outsource 

Study after study points to administrative burdens as a primary cause of physician burnout. What administrative tasks are your physicians doing that could be outsourced or delegated? Of course, the salary of a scribe or medical transcriptionist may not be in the current budget, but if it can prevent one or more physicians from leaving, it will be well worth it compared to the cost of a physician vacancy. What other burdensome tasks could be outsourced or delegated to improve the well-being of your staff? 

Leverage Technology

Technology provides one of the most tangible ways of addressing the staffing crisis and offers a multitude of options for relieving staff at every level. Perhaps making the greatest impact is telehealth technology, which allows physicians and APPs to treat patients from anywhere, partner with providers in other locations, and see more patients with less time between appointments. 

Technology may also be used to speed onboarding, training, or CME. Software that logs patients’ questions and requests may decrease the amount of time physicians spend responding to individual patient calls. Organizations can also leverage their websites and social media channels to address frequently asked questions and provide patient education on common topics such as vaccines and the community’s spread of flu and other viruses. Even small optimizations like this can make a big difference.  

Identify a Recruitment Partner

Organizations facing staffing shortages also need a permanent physician recruitment partner to serve as an extension of your team. A full-service physician recruitment firm can help you create a recruitment timeline based on your medical staffing plan and provide market data on time-to-fill for various physician specialties. Recruiters may even have creative alternatives for those positions that seem impossible to fill.     

Staffing shortages are impacting organizations of all types, sizes, and locations. In order to lessen the negative impact on your organization, it’s critical that you consider employing some of the ideas listed here — financial incentives, lifestyle improvements, outsourcing, technology, and a recruitment partner. If you are ready to move forward with the latter, the team at Jackson Physician Search can offer powerful expertise and an action plan to help you meet your staffing goals. Contact us today.

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How to Retain Physicians Through Medical Practice Mergers and Acquisitions

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News of the acquisition didn’t come as a surprise to Dr. K. He had suspected the practice was in trouble, and yet, it didn’t make the new reality any easier to accept. So much for his fast track to becoming a partner, he thought. All the reasons he had for choosing an independent practice–autonomy, a voice in decision-making, limitless earning potential–he feared was at risk of disappearing. Would he be just another cog in the wheel at the new healthcare organization? Everything was about to change, and he wasn’t sure he wanted to stick around to see how it would all work out.  

Dr. K’s fears are valid. His professional life is changing, and the uncertainties surrounding that change have incited thoughts of leaving. How can his managers and other healthcare leaders calm his fears? With physician turnover already on the rise, it’s essential that healthcare organizations retain physicians if they hope to preserve continuity of care and ensure a successful merger or acquisition. So, what can leadership do to ease these transitions and avoid physician turnover during times of major changes?   

Practice Consolidation and Physician Employment Increasing

The AMA’s 2020 Physician Practice Benchmark Survey found less than half (49.1%) of patient care physicians are working in a private practice, a drop of almost 5 percentage points from 2018. This was the first time the number of private practice physicians dropped below 50%. For those that remain in private practice, the size of the practice is increasing. According to the survey, 17.2% of physicians were in practices with at least 50 physicians in 2020, up from 14.7% in 2018.

Driving these changes is the fact that private practices are increasingly being acquired by health systems or merging with other practices in order to grow or remain profitable. In a July 2021 MGMA Stat poll, 15% of respondents said their practice had completed an M&A (merger, sale, etc) in the past year. This figure was up from 12% just a year prior.

Private practice consolidation was on the rise well before COVID, but the pandemic certainly accelerated the trend. While growth was the main goal for some, the financial strain caused by shutting down followed by patient hesitancy to return for in-person care proved to be too much for other groups, leaving physicians grappling with major changes. 

Fears About Practice Mergers and Expansion

The fact that physicians are increasingly employed by bigger organizations often goes against what we know about the importance of autonomy and independence to many physicians. In the recent Rural Physician Recruitment and Staffing Survey from Jackson Physician Search, 40% of physicians ranked autonomy as the most important attribute of an employer’s culture. So, it’s understandable that many physicians are initially uncomfortable with mergers and acquisitions that may strip away their independence.

In addition to fears about losing autonomy, physicians may also have concerns about culture clash, learning a new EMR system, changes to patient volume, and differing compensation models that could reduce their income. Whether a practice is being acquired, merging with another practice, or bringing in new physicians, change-related stress is inevitable. Clear communication with physicians is essential to help them navigate the stress and begin to see the changes as opportunities.  

How to Talk to Physicians About Change

Each physician deserves to hear the news of a major change in a one-on-one conversation with their manager or another leader in the organization. Ideally, the conversation takes place in a non-threatening environment. Go for coffee or dinner with each physician and discuss what the future will look like, the reasons for making the change, and what improvements the change will bring to their day-to-day experience of being a doctor. 

This conversation should mark the beginning of an ongoing dialogue in which the physician feels encouraged to share their thoughts, concerns, and ideas regarding the implementation of planned changes. If appropriate, ask them to lead or co-lead some aspect of the transition. If the physician’s fears are related to compensation, you may need to dive deeper into the numbers to prove there will indeed continue to be enough patients (and revenue) for every physician at the practice. These conversations require transparency.

Clear Communication is Critical

What does this look like in practice? A 2018 case study from MGMA details the process of two independent practices merging with an established health system. The paper touches on the pros and cons of the merger and takes us through the various stages of integrating the two practices into the health system. While this specific merger was not without its challenges, the author of the study concluded that clear communication was critical throughout every step of the process. 

From the beginning, individual meetings were held to discuss the changes and invite input from incoming physicians on what future processes should look like post-merger. The author stressed that the earlier this type of communication begins, the better. 

The idea of change (rather than specific changes) is the primary driver of physician stress during a merger, so it is critical that leadership is transparent about the changes and proactive about addressing fears that arise as a result. Major transitions are unlikely to be seamless, but if leadership is transparent and willing to incorporate input from physician stakeholders, the organization is more likely to make it to the other side without significant physician turnover.  

If your organization is undergoing major change, it might be time to reevaluate your staffing requirements. Whether you need to bring in a new physician or provide your current team more support with an advanced practice provider, the team at Jackson Physician Search has the expertise to advise and assist. Contact a physician recruiter today to find out how we can help.

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3 Steps to Take Now to Address Future Physician Staffing Shortages

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In the latest annual survey from the American College of Healthcare Executives, health executives ranked “staffing shortages” as their number one concern for the first time since 2004, bumping “financial challenges” from the top spot. It’s not difficult to surmise what may have caused the shift. Perhaps the short-term staffing crisis brought on by the COVID-19 pandemic gave leaders a glimpse of what could happen long-term if provider and physician staffing shortages are not addressed. And compounding the problem, since the start of the pandemic, turnover among healthcare providers has gotten worse, heightening the concerns of healthcare leaders across the nation, and rightfully so. 

In the ACHE survey, the reference to “staffing shortages” encompasses staff of all types. In fact, healthcare executives listed nursing shortages as the most pressing concern. However, fears of the physician shortage are nothing new and remain top of mind. The latest data from the Association of American Medical Colleges projects a shortage of between 37,800 to 124,000 physicians by the year 2034. Thus, it seems staffing shortages at every level are weighing on the minds of healthcare leaders.  

While some circumstances contributing to provider and physician staffing shortages are out of your control, there are steps healthcare leaders can take now to reduce the impact of nationwide physician shortages at their organizations.

Focus on Physician Retention

While your instinct may be to prioritize recruitment strategies in response to potential physician shortages, the first line of defense is to retain your existing staff. Ideally, organizations have a formal physician retention program designed to support physicians, but the reality is that most do not. According to the JPS whitepaper: On the Verge of a Physician Turnover Epidemic, only 5% of employers report having a formal physician retention program. If your organization is among the majority that does not, the following data points may provide a good place to start. 

In a recent Rural Recruitment Survey by Jackson Physician Search and LocumTenens.com, physicians were asked what would make them stay with their employers for the next five years. The overwhelming top response was “increased compensation or bonuses,” followed by “the ability to work part-time or flexible hours.” Bonuses may not be in the budget, but when weighed against the cost of a physician vacancy plus recruitment costs for a single physician, it may be worth it to explore the possibility. 

Flexibility may also seem out of reach, or perhaps it feels counterintuitive to respond to staffing shortages by giving employees the option to decrease their hours. However, by giving employees what they need, you are more likely to retain them, and a part-time physician is better than no physician at all.  

Bonuses and flexible schedules may help retain physicians, but they should be part of a broader physician retention plan that includes a personalized physician onboarding program, ongoing efforts to improve physician job satisfaction, and giving physicians a clear path to increased compensation, bonuses, and leadership opportunities. Offering this type of ongoing support will make you an employer of choice and differentiate you from other organizations.

Takeaway: 

Don’t put so much attention on hiring new employees that you neglect the needs of the ones you already have. Ask questions about what they like or don’t like about their jobs. How could circumstances improve? What would they need to stay on for another year, five years, or even ten?

If you’ve asked the right questions and used a variety of channels–surveys, one-on-ones, small group discussions–you should have a good idea of what your physicians need from you. Now is the time to respond with action. Take steps–even if small–to give employees what they need in order to stay. 

Revisit Medical Staffing Plan

Now that you’re making efforts to retain your current staff, it’s time to think about recruitment. However, first, you must have a clear idea of exactly who, what, and when you need to hire. For this information, you need to revisit (or create) your medical staffing plan. 

Your medical staffing plan should first consider the projected departures of current staff–that is, the timeline of upcoming physician retirements as well as the number of physicians approaching the average tenure for your organization (and therefore likely to leave). Other known upcoming absences such as parental leave and sabbaticals should also be noted and factored into recruitment needs.  

Of course, your staffing needs don’t stem only from attrition but also from the anticipated growth of your organization. When revisiting the medical staffing plan, look at community needs and organizational goals. How many and what kind of staff will the organization need to meet the demand and hit those targets?

As you gain a clearer picture of who you need to recruit, also consider the potential of your current staff. Who among them may be ready to step into a leadership role? This type of succession planning will help you determine what kind of physicians or advanced practice providers you need to hire. 

Takeaway:

Consider your recruitment needs from every angle by revisiting your medical staffing plan, which should account for projected departures, anticipated growth, internal potential, and changes in care delivery. Leverage this information to outline a recruitment timeline detailing what type of provider you will need to hire and when. 

Identify a Physician Recruitment Partner

The aforementioned steps are fairly straightforward, and yet, effective execution can be challenging–especially when you already have so much on your plate. Now is not the time to just do what you can and hope for the best. If your organization hopes to minimize the impact of future staffing shortages, you need a permanent physician recruitment partner to serve as an extension of your team. A full-service physician recruitment firm can help you create a recruitment timeline based on your medical staffing plan and the market data on time-to- fill for various physician specialties. Recruiters may even have creative alternatives for those positions that seem impossible to fill.     

Takeaway:

Whether you have open positions now or are just starting to consider your future physician staffing needs, it’s time to talk to a recruitment firm and find out how they may be able to help you with your specific situation.  

 

The Jackson Physician Search Recruitment Team has a track record of success at healthcare organizations of all sizes and types throughout the nation. We have four regional offices staffed with recruiters who understand the nuances of the market in your part of the country. Contact us today and we will put you in touch with the team in your region.

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