Physicians are the gateways into the hospital system. Access to hospital services is largely controlled by physicians. Now under the Affordable Care Act, with the current shift from “volume to value” physicians now are taking on the role of keeping populations healthy
With looming physician shortages on the horizon, physician recruitment will become tougher than ever. It’s been estimated by 2025, that there will be a shortage of up to 90,000 physicians according to a report released in 2015 by the Association of American Medical Colleges. It’s time for everyone to take a hard look at their physician recruitment process.
Seven must-have factors or a strategically focused physician recruitment process:
1. CEO needs to own and be appropriately involved in physician recruitment process.
2. Physician recruitment should be driven by an in-depth needs assessment and continually updated development plan. Medical staff leadership and key physician stakeholders should be heavily involved in setting priorities of plan.
3. Recruitment infrastructure should be adequately resourced and coordinated. This can be done by setting up an in-house recruitment department to perform the many tasks related to recruitment, or by creating a relationship with an outside recruitment firm. If opting for the outside recruitment firm, an administrative staff member still needs to be designated as a liaison between the firm and the CEO.
4. Develop “competitive” compensation/benefits packages. Make sure that compensation meets “fair market value” under Stark Law and federal anti-fraud and kickback statutes.
5. Develop and implement a team to “sell” the candidate on the opportunity, community and hospital. Involve physicians, physician spouses and community leaders wherever possible. Pay attention to needs of the spouse!
6. Be able to act rapidly to extend offers and close contracts with top candidates.
7. Know when to walk away.
Some of the red flags:
a. Unexplained gaps in work history.
b. Unusual or short stays within a position (aka hopping around). Always follow-up with that employer and ask candidate.
c. Chemistry or compatibility is low between existing physicians and candidate.
d. If spouse or partner does not visit with him/her.
e. If candidate is focused on compensation and/or “on-call” time he/she will have.
