ROAR - 2019 Spring Issue

RE CRU I T M E N T,

O N B OA R D I N G

The State of the Healthcare Workforce Featured Articles: Introducing the Association for Advancing Physician and Provider Recruitment (Page 8) Meeting Recruitment Targets During the Provider Shortage (Page 12) Utilization of the IMG Workforce in U.S. Physician Recruitment (Page 19)

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R ET EN T I ON

Contents President’s Corner............................................................................................................................................... 4 Letter from the Chief Executive Officer............................................................................................................... 5 Letter from the Editor........................................................................................................................................... 6 Introducing the Association for Advancing Physician and Provider Recruitment............................................ 8 AAPPR is Embracing the Future!.......................................................................................................................11 Meeting Recruitment Targets During the Provider Shortage..........................................................................12 Not Just One Silver Bullet..................................................................................................................................16 Utilization of the IMG Workforce in U.S. Physician Recruitment.....................................................................19 Physician Visa Information................................................................................................................................24 AAPPR Buyers Guide..........................................................................................................................................26 2019 In-House Physician Recruitment Processes Report..............................................................................36 Affiliate News and Updates................................................................................................................................38 Committee Chairs and Project Leaders............................................................................................................39 Board of Directors..............................................................................................................................................40 The Medicus Firm and Doximity Join AAPPR as Strategic Corporate Partners..............................................43 AAPPR Fellows, Diplomates and Associates....................................................................................................44 Improving Your Locum Tenens Credentialing Process.....................................................................................46 Key Points to Recruit More Physicians Now.....................................................................................................50 Can Move Benefits Impact Recruitment?.........................................................................................................52 Does Your Recruiting Need a Facelift?.............................................................................................................55 How to Find a Top Quality Locum Tenens Provider Every Time.......................................................................57 AAPPR Team Members......................................................................................................................................59 Reprint Policy......................................................................................................................................................59

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President’s Corner Frank Gallagher Director of Provider Recruitment, Christiana Care Health System

Given what all of us do for a living, I suspect none will be terribly surprised to learn that 70 percent of Americans believe health care is in a ”state of crisis,” according to a recent Gallup poll. At the same time, the health care industry continues to perform as an important, primary driver in today’s overall healthy economy. According to the US Bureau of Labor Statistics, the health care industry added 50,200 jobs in December 2018, representing an increase from the 32,100 healthcare jobs added during the previous month – and, during 2018, overall healthcare employment increased by 346,000 jobs, up from an increase of 284,000 jobs in 2017.

A quick look at a sampling of recent headlines, however, provides a deeper dive into a few of the changes that are underway across the healthcare industry and its quickly-evolving health care workforce. A few examples: • Tenet, one of the largest for-profit owners of hospitals nationwide, announced plans to ”offshore” more than 1,000 healthcare jobs.

• Amazon (yes, THAT Amazon) announced recruitment for a few of their latest health-related job openings. Positions included a Learnings Operation Manager to assist with building the learning department for its PillPack Fulfillment Network, and a Machine Learning Engineer to develop machine-learning software for its Web services’ health care-specific machine learning service.

• Former Cleveland Clinic CEO and current executive advisor to Google, Dr. Toby Cosgrove, predicted 2019 as the “year of telehealth” citing “increased data going to the cloud potentially improving health info exchange.”

• US News & World Report published its list of the 2019 Ten Best Healthcare jobs with rankings that included median salary, employment rate, and future job prospects. Physician Assistant was cited as No. 1. Physician did not make the list’s top five.

• Numerous health care systems including the Cleveland Clinic, Christiana Care, and Ochsner, to name a few, announced new

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minimum wage policies that will pay employees at levels above what is currently mandated by respective state and federal laws.

Additionally, the American Association of Medical Colleges continued its prediction of the ongoing physician shortage, estimating by 2030 that demand will exceed supply by a range of 42,600 to 121,300 physicians. A few assumptions in play here include an increase in the use of Advanced Practice Clinicians, greater use of retail clinics, and delays in the retirement plans for older physicians. As we know, this last point is important given 44 percent of active physicians in 2017 were age 55 or older – again, according the AAMC. And while I’m citing AAMC statistics, let’s not forget the growing female physician workforce that now represents more than one-third (35.2 percent) of active physicians in the US. Predicting any future impact of the above on all of us as recruitment, onboarding, and retention professionals remains to be seen and would certainly require much more insight and physical space for inclusion in this brief letter. However, I can say with high certainty that each of us will continue to be called upon by our own organizations to solve problems, create solutions, improve processes, while contributing positively to the bottom line. A large part of these contributions will include the recruitment of non-physician health care professionals, and the inclusion of meaningful data to help with C-suite decision-making. These contributions will no doubt increase our value and enhance our image as we advance the capabilities and outcomes of the recruitment profession. More importantly, doing so will allow each of us to fulfill our association’s vision of transforming health care in our communities.

I am excited at what comes next for our industry and our “new” organization, The Association for Advancing Physician and Provider Recruitment. Think about it: more than ever, the name fits…

Letter from the Chief Executive Officer Carey Goryl, MSW, CAE CEO, Association for Advancing Physician and Provider Recruitment

A shortage in the workforce is not unique to physician recruitment.

Low unemployment in many areas means a skills shortage everywhere. With such low unemployment and an existing physician shortage, what does this mean for you and by extension, AAPPR? We have to stay ahead of the health care workforce trends and this issue should help you do that. In order for your association to also stay ahead, it means good changes are happening now.

ASPR is transforming! The Association for Advancing Physician and Provider Recruitment is the association our members have been asking us to be. Serving as the voice of the profession and raising awareness of our members and their work, looking into the future requires both an alignment of our actions and our brand language.

For the last two years, I have attended the conference and meetings of nearly all of the regionally based affiliate groups: from the northeast with NEPRA and UNYPR, to the south with SEPRA, to the west with NWSPR, to our sister organization in Canada and most places between the coasts. All of you have been generous with your time and insights into the challenges you face and how our association can address issues such as the physician shortage.

What I have observed: •

Significant changes in leadership and volunteerism at the local and national level

•

Members newer to the profession or the association have been asked to “step up” as leadership vacancies must be filled

•

A shift in recruitment reporting structures, now more likely to reside in HR

•

Hospital and system mergers struggling to break down silos, often doubling the work without increasing the resources

•

Competition and collaboration at their highest levels because both do co-exist

Assessing and addressing professional skills gaps are what associations are ideally suited to do! Your new association is poised to invest in you and your new staff yet to come, as an essential part of a strategic, respected, and competitive group of professionals that has their community at its core. We may have a new name, but our impact remains the same: health care is transformed in our communities.

Members have shared with me: •

Excitement and enthusiasm about the future

•

A collaborative spirit in providing insights and solutions

•

Honesty about the past, candor about the present, and predictions for the future

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Letter from the Editor Cecilia Jerome, MBA Physician Recruiter, MidMichigan Health

Just as a roar is the voice of a lion or tiger, ROAR is your voice and AAPPR is your voice. These are your vehicles and resources to discover and develop greater resources and find and implement proven best practices.

As we develop our new voice, we look to you to help us build the roar into the image of what you want to project in terms of professional and personal development and advancement, in addition to the advancement of provider recruitment and retention. As a group, the board and membership of AAPPR are working very hard to create a stronger, more relevant presence of provider recruitment and retention at all levels within your organizations. Future associates will include members of your C-suite, those who want to better understand their own roles in provider recruitment. Those executives who see themselves as pivotal members of the recruitment team.

Those who more often than not are the ones who can make or break the process. Those who truly understand and appreciate (in the words of one of my colleagues) that it “takes a village.”

If you have not invested time in perusing the AAPPR website, please do so. You will find support and resources that will help you develop as a recruiter. You will find resources that will enable you to work more efficiently. Provider recruiters are your rivals, but they are also your greatest advocates. I have never worked in an industry where so many are so willing to share experiences, insights and tips and tricks with their competition! We are truly a unique group.

Your membership is what you make of it. If you never go to a conference, you can still gain so much from being a part of AAPPR. If nothing else, you will learn you are not alone. The struggles you face are not always unique to you. There are people there to get you through those challenges. It may be as simple as an ear to listen or shoulder upon which to lean. It could go as deeply as finding just the

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right report, the specific data, the particular resource that gives you exactly what you need for a presentation, a defense, or to garner that elusive recruit.

If you don’t see it with AAPPR: Bring it! Let us know what we’re missing that would enable you to perform better and more efficiently.

Let us know what could potentially make your job easier or more fun. Let us know how we can help you better communicate with your C-suite and all those so critical to your success. Who knows? That challenge you face today may be one someone very recently has overcome – and he/she is going to tell you how!

There are lots of opportunities with AAPPR and many more not yet identified. When you find what you need, you will find your own roar!

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Introducing the Association for Advancing Physician and Provider Recruitment

“A changing industry requires a changing association: redefining the recruitment to retention continuum starts with new members, services, programs and alignment” After a year-long disciplined and strategic process that included input from hundreds of members, partners and other stakeholders, the Association for Advancing Physician and Provider Recruitment, or AAPPR, has been introduced as the new name for ASPR. The announcement was made by AAPPR Board President, Frank Gallagher to attendees at the annual AAPPR Conference held in Orlando, FL. “The board started this journey years ago,” said Gallagher. “For years, we heard from membership that the Association for Staff Physician Recruiters, or ASPR, represented what our members had become but not what they are becoming. There was hardly a word in the old name that continued to make sense or reflect the environment that those of us in the industry work in every day.”

Lynne Peterson, FASPR, and the incoming President of the Board of Directors, is quick to add that changing the name is just one part of the brand evolution for the organization, “The new brand identity is just one aspect of creating a more dynamic and relevant brand to support our members and the work that they do. Beyond the name

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and logo, members will find new services, resources and stronger partnerships that will help them in their positions, and help them have more visibility with every level in their organizations – including the C-Suite.”

Membership Expansion Supporting the new brand, logo and positioning for the association, Redefining Recruitment to Retention also includes a focus to expand membership to anyone working in health care who influences the recruitment to retention activities of physicians and providers.

“The idea of being the association for anyone who influences the recruitment, onboarding, or retention process in a health care setting is nothing new – it’s been in the association’s mission statement since its inception,” said Carey Goryl, AAPPR CEO. “And it’s evident in our current membership that we’re attracting a wide array of titles and roles from a wide array of health care settings – titles, roles and settings that are very different today than those of 30 years ago.”

Goryl noted that the insights from members who participated in focus groups during last year’s Annual Conference confirmed the diversity of member titles and roles.

Alignment with Stakeholders Another key aspect of the new branding efforts is the reshaping and structure of the regional and affiliate organizations. In the past, alignment between these groups and the association has been disjointed. With the new brand efforts, these groups are now consistently aligned in brand, and structure, with AAPPR. The regional groups are now AAPPR Affiliates, remaining independent but supported by AAPPR in a variety of ways including a stronger use of AAPPR’s brand identity. AIR and OAR are now Shared Interest Groups.

Leadership for both these groups have already begun to transition their brand identities to align with AAPPR, and will benefit from the fact that all AAPPR members can choose to become part of AIR and/ or OAR with no additional membership dues.

Raising the Voice of Members Yet another key element of the new brand features AAPPR’s expanded strategic communications efforts – efforts that will support current members, help attract new members, and create a stronger, more visible and consistent voice for AAPPR with other key stakeholders inside, and outside, health care settings. AAPPR’s new website was launched featuring the new branding but also new resources. “We have aligned every touchpoint the association has with members and other stakeholders with a consistent brand identity and voice,” said Goryl. She also mentioned the annual benchmarking report is being reworked to become a more meaningful tool for membership.

One of the concerns members had that helped fuel the new branding effort initially was the general feeling that their roles needed to be elevated among key internal audiences, such as the C-Suite, and among the many different physicians and providers they recruit.

AAPPR will elevate the visibility of its members through the ongoing implementation of an integrated marketing and communications campaign that may include targeted advertising, exhibiting at key partner conferences, social media, public relations and more.

Redefining Recruitment to Retention “Our members help their organizations succeed in so many ways,” said President-Elect Peterson. “While their role is to recruit, onboard and retain physicians and providers, their efforts accomplish so much more – including increasing revenue and helping build their organization’s brand in the community they serve. The association’s new brand represents members and other influencers in the health care sector, both individually and collectively, who are working toward moving their profession forward – advancing their work, visibility, credibility – in an effort to be the leading voice on behalf of physician and providers and their communities.”

To learn more go to:

www.aappr.org The new AAPPR website establishes a more user-friendly and seamless experience for members while navigating between different platforms. The new look of the website creates a level of credibility that can be viewed as a trusted source for health care leaders and its members who are specialists in the field of physician and provider recruitment or retention. The website provides members easy access to engage with colleagues and find learning resources for the purpose of their professional development and career enhancement.

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AAPPR is Embracing the Future!

With 30 years of history and 2,000 members, today’s Association for Advancing Physician and Provider Recruitment (AAPPR) is embracing its future role as the leading resource for professionals engaged in all facets of the recruitment continuum:

sourcing | recruiting | interviewing contracting | onboarding | retention The health care industry has changed significantly since the founding of AAPPR and will continue to evolve. Our association needs to keep pace with this rapidly changing environment. To be the leading resource for education, certification, and peer-to-peer networking, AAPPR must be the leading voice for those employed in this dynamic, and ever-changing field.

Three years ago, the AAPPR board of directors began an ambitious strategic planning process that prioritized the importance of aligning

the definition of membership with our desired member and customer.

The board, along with workgroups, committees, and staff leadership, listened to members and the new realities they face on a daily basis. The diversity of the titles of those who touch the recruitment to retention process has grown into hundreds of variations, and our members can fully reflect and align with that continuum.

AAPPR’s expanded member profile includes you as defined as health care professionals who influence the recruitment to retention continuum and are committed to the health of their communities.

It’s no secret, as someone involved in some part of the recruitment process, that your role is changing. It is up to AAPPR to be at the forefront of these changes and to do so we need to open our doors to a broader health care community. Please let your colleagues and leadership within your organizations know that AAPPR’s membership and conference are open to them, too.

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Meeting Recruitment Targets During the Provider Shortage By: Maggie Van Dyke

“We have not hit the eye of the storm yet,” says Bruce Guyant, FASPR, about the provider shortage that is making it difficult for in-house recruiters to fill open positions.

“The shortage – not just of physicians but of nurse practitioners and physician assistants as well—has affected my organization’s ability to meet our strategic growth plans as quickly as we would have liked,” says Guyant, systems director of provider recruitment and onboarding, Covenant Health, Tewksbury, Mass. “There’s also the patient care perspective: When time to fill increases, patients have longer waiting times to see a provider.”

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These challenges will only increase over the next decade as Baby Boomers age, increasing demand for medical care at the same time one-third of current physicians reach retirement age. A 2018 report from the Association of American Medical Colleges projects a shortage of 42,600 to 121,300 physicians by 2030. The greatest recruitment searches tend to be for family and internal medicine providers, as well as psychiatry, according to AAPPR’s 2018 Benchmarking Report. Other specialties heavily sought in 201718 include radiologists, obstetricians/gynecologists, hospitalists, gastroenterologists, and urgent care physicians.

“The pool of candidates continues to diminish,” says Christy Ricks, MHA, FASPR, senior director, physician recruitment, LifePoint Health, Brentwood, Tenn. “Geographically, if it isn’t an attractive place to live, that shortage-related challenge is even more pronounced.”

Like many health care organizations, LifePoint Health offers student loan repayment assistance to physician recruits as well as a monthly stipend (capped at 18 months) to residents who sign on to work at the health system once their residency training is completed.

What strategies and tactics can in-house physician recruiters adopt to help address shortage-related challenges? Three AAPPR members share what their organizations are doing.

“The financial piece is important,” Guyant says. “You need to be competitive, but it’s not everything. You need to understand a provider’s hot points so you can show him or her how you can help with those things. It might be a flexible schedule, like a four-day work week. Or it might be an opportunity to work with a specific provider who has a good reputation.”

Begin with Sound Recruitment Practices Innovative, creative recruitment tactics can help health care organizations gain the attention of would-be candidates. But window dressing won’t make up for a cracked foundation, Guyant stresses.

“More often than not, a lack of recruitment success is not due to lack of innovation or creativity, but to the lack of a well-thought-out plan and subsequent poor execution of that plan,” he says.

Track the Stats Understanding how the shortage is playing out — both nationally and in specific geographic regions — can help in-house recruiters with long-term recruitment planning. Data resources on the provider supply and demand include:

Successful recruitment, particularly during a shortage, needs to reflect well-established practices, including:

•

The American Medical Association’s book Physician Characteristics and Distribution in 2015

•

•

State hospital associations and medical societies

•

The Fellowship and Residency Electronic Interactive Database (FRIEDA)

•

National Rural Health Association

•

Various consultants and private companies

•

Establishing clear recruitment objectives for the search (e.g., positions to be filled, date for position to be filled).

Developing a recruitment strategy for each specific search, which will vary depending on the specialty, position, geographic location, and other factors.

•

Identifying and carrying out specific activities that reflect the recruitment strategy for the search.

•

Evaluating results.

Build One-on-One Relationships Finding potential candidates is easier in today’s digital world than it used to be. But getting candidates to consider available positions is challenging, particularly since providers are often being recruited by multiple organizations.

Old-fashioned relationship building is key, Guyant believes. “A lot of people miss this boat in this day of tech. It’s becoming increasingly easier to differentiate yourself if you still know how to use the human touch.”

Recruiters trained in the art of conversation can uncover what’s most important to candidates (e.g., job location, hours worked). “Talent acquisition to a large extent is match making,” Guyant says. “A good recruiter will put on his or her consultant hat and think in terms of what is in the best interest of the prospective candidate and his or her family or significant other.”

Offer a Competitive Package In the current shortage, “physicians have the buying power,” Ricks says. “It pushes the market to be extremely competitive in terms of compensation and other incentives.”

In-house recruiters can also use national and regional statistics to help educate senior leaders in their organizations about the extent of the shortage. “A lot of senior leaders don’t understand and appreciate the level of just how acute the problem is. So you have to arm yourself with the proper information and show them the trends,” Guyant says.

It’s also important to track internal recruitment metrics, such as time to fill, and benchmark performance against other organizations through the AAPPR benchmarking survey. “It gives you an opportunity to step back and say, ‘This is what our numbers look like today. I know we can do better,’” says Lynne Peterson, FASPR, director, physician, advanced provider and executive recruitment, Fairview Health Services in St. Paul, Minn.

Benchmark data can also help recruiters engage leaders and physicians in the recruitment process. “The days to fill metric is sometimes tied to physicians not following up with candidates in a timely manner,” Peterson says. “If you show leaders inside your organization that it is taking X many days for physicians to connect with candidates, then leaders may provide additional support.”

Know Where You Stand with Recruits Peterson was curious how Fairview Health Services was viewed by potential candidates, particularly medical residents who lived in the health system’s geographic area. Even though the health system had grown to be the fourth largest company in Minnesota, Peterson cont’d on page 14 → SPRING 2019

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← cont’d from page 13 struggled to sign in-state residents. “I wondered why I wasn’t getting people from my own backyard,” she says.

To find out, Peterson contracted with an outside company to survey Minnesota-based residents about their preferred employers in the state. On the first survey, Fairview Health ranked in the middle of a list of 14 health care employers. “I was like, ‘Holy cow, how is that possible when we’re one of the largest organizations in the state?’”

As she dug more into the data, Peterson discovered that residents tend to rank employers based on familiarity. She suspected that Fairview Health suffered from a branding issue. Some hospitals and other organizations owned by Fairview Health, such as the University of Minnesota Medical Center, were not branded with the Fairview Health name and, thus, unfamiliar to residents.

At first Peterson was overwhelmed by the findings. “I thought, ‘How am I going to overcome this?’” She decided to pursue one specialty at a time, beginning with outreach programs to family medicine physicians. The emphasis was on physician-to-physician outreach. For instance, Fairview Health primary care physicians gave slide shows at specific residency programs and interacted with residents at special evening lectures on clinical topics. Then Fairview Health physicians followed up with the residents with a thank you note.

In the latest survey of residents on their preferred employers, Fairview Health’s ranking had improved to number two among family medicine residents.

Retain Current Residents Eight of the 89 hospitals in the LifePoint Health system have residency programs. Recognizing the value of this internal pipeline of recruits, the health system named a director of residency outreach in 2018 and charged him with engaging and retaining residents.

“This is more than a job board for residents,” Ricks says. “We want to connect residents to others in the health system and also learn from them, such as what made them choose the residency and how can we retain their wisdom.”

Outreach and support services have included lunch-and-learns for residents with the health system’s chief medical officer, football tailgates, and a bowling outing. In addition, subcommittees made up of residents or faculty members are exploring specific goals.

For instance, a social media subcommittee is setting up a closed Facebook page that will allow residents to connect to other residents across all 89 LifePoint Health hospitals.

LifePoint Health is also considering building additional internal pipelines of needed providers. One idea is to establish a rural graduate education track at some of its rural hospitals aimed at developing primary care physicians to serve those smaller communities.

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Influence Care Model Changes To help address primary care shortages, many health care organizations are adopting a team-based care model that diverts some patient care responsibilities to nurse practitioners and/or physician assistants. While in-house recruiters cannot change care models on their own, they can help drive these changes during conversations with operational and clinical leaders.

“If you supply them with enough information, then they can make an informed decision,” Peterson says. “You can use data to help support the argument, saying something like I could get an APP [advanced practice provider] here in three months, but a physician is going to take nine months.”

Engage Key Stakeholders Ricks’ last piece of advice is to engage and overly communicate with all the key stakeholders involved in provider recruitment, from the legal team involved in bringing foreign applicants on-board to the operational leader driving the recruitment plan or the physicians who have agreed to talk with candidates. “We have to move very quickly with candidates in the current environment,” she says. “So make sure that you’re all on the same page and that you all know what you’re recruiting for and what your priorities are.”

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Not Just One Silver Bullet By: Char Plotycia, FASPR, MAOL Physician Recruiter, Physician and Provider Talent Selection, Mercy Clinic

Experienced health care recruiters accept the ebb and flow of talent pipelines as standard business; however, few candidate pipeline deficits have as much impact as a physician workforce gap.

Estimates predict the shortage to be anywhere between 42,600 and 121,300. Blame it on the aging generation of Baby Boomers or on the institution of national health care coverage. The resulting limit to medical care access is a real threat to our nation’s health and economy.

This is not fresh news to physician recruiters who have progressively experienced the impact of physician workforce disparities for several years now. What may be fresh news is that there are new strategies in play to build the number of physicians in the workforce targeting the barriers to a robust physician talent pipeline. New, innovative strategies target medical school enrollment and Graduate Medical Education training slots, medical school debt, medical school curriculum, and residency training.

In 2002, the AAMC called for a 30 percent increase in medical school enrollment and a commensurate increase in GME training positions. The increases have been slow but crucial. The American Medical Association reports 25,440 U.S. medical school graduates in 2017, a 10.8 percent increase since 2013. In the same timeframe the National Resident Matching Program reported a 10.15 percent increase in residency slots. In spite of this, there are real concerns that future medical school graduates will be met with limited residency opportunities. In May 2017, The Resident Physician Shortage Reduction Act of 2017 - HR 2267 was introduced to the 115th Congress, to increase the current GME cap to support 15,000 additional residency positions.

Educational debt is often a deterrent to students’ entry to medical school and can also influence post-graduate medical training.

Innovations that target the burden of educational debt have been made available through the medical schools. New York University

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SOM announced in 2017 that all medical students will have free tuition. Case Western Reserve University SOM will pay the tuition and fees of students who will complete a fifth research focused year. The University of California Riverside provides full scholarship to medical students in exchange for a commitment to stay in the region for practice. One-fifth of UCR’s graduates go into primary care.

The AMA has been driving innovations in medical school curriculum having formed the Accelerate Change in Medical Education Consortium. The goal is to create and implement changes in medical school curriculum and methods to meet the dynamics of modern health systems and to prepare more physicians to meet the rising demand. These innovations include accelerating educational timelines by eliminating seasonal breaks and using competencybased assessments to advance students.

Competency-based assessment at Oregon Health & Science University SOM allowed 25 percent of the 2018 medical student class to graduate. UC Davis School of Medicine and Kaiser Permanente of Northern California have developed a six-year primary care training program — three years of medical school and three years of residency. This model’s first class of residents was placed in June 2017. Competency-based advancement can have a double impact: to reduce student debt and to allow early workforce entry.

On the horizon, the AMA has announced a five-year grant program — “Reimagining Residency.” The goal is to transform residency training, continuing efforts to build the physician workforce to meet the needs in our nation. “The times-they-are-a-changin’,” they may say, and they would be correct.

It was more than 100 years ago that Abraham Flexner turned medical education upside down. Today our leaders again rise to meet the need for radical transition. Flexner would have surely wished to be here for it.

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The Association of Staff Physican Recruiters 2018 In-House Physician Benchmarking

Survey Participation

2019 Physician and Provider Recruitment Benchmarking Survey The Association for Advancing Physician and Provider Recruitment invites anyone directly involved, or anyone who influences the recruitment, onboarding or retention continuum as a member of that

Fill

* percentage represents the amount filled by year end

organization’s staff to share their candidate search statistics from the previous year. Membership is not required to participate. The collection period for 2019 is currently underway until May.

The infographic on the

Searches Open, 32%

Filled, 60.2%

left-hand side of the page represents data collected from the 2018 survey.

On Hold, 2% Cancelled, 5.8%

This is not the year to miss participating!

We are rolling out a new Time to Fill staff members is the average size of a recruitment department

calculator allowing you to account for differing factors in a specific search. This will help you better predict time to fill that is suited to the

Turnover

search criteria at hand. We are developing other calculators that we will be beta testing with this year’s data.

Take the survey at: www.aappr.org/benchmarking Disclaimer: The benchmarks reported in this report are intended to provide a point of reference for the purposes of education and process refinement. There are innumerable variables that should be taken into consideration when comparing your organization’s data to national medians, any one of which can have a significant impact on recruitment outcomes. It is recommended that a more detailed examination be conducted with regard to the specific geographic region, population, specialty and organizational demographics of the market in question.

© Association of Staff Physician Recruiters (ASPR)

Utilization of the IMG Workforce in U.S. Physician Recruitment By: Steven Jacobs, MA, FASPR

The U.S. physician workforce includes allopathic physicians, osteopathic physicians, and international medical graduates (IMGs), which are grouped based on their medical education. International medical graduates are physicians who received their medical school education outside the United States or Canada. They comprise both U.S. citizens (U.S. IMGs) and citizens of foreign countries (non-U.S. IMGs) who have trained abroad, and they are important segments of the physician population. Today, one in four physicians practicing in the United States is trained at a foreign medical school; consequently, IMGs play a crucial role in our health care system. The United States’ need for overseas medical schools to train physicians is likely to continue. [1] The purpose of this article is to summarize available data regarding IMGs in training and in practice as it related to physician recruitment.

The Physician Recruitment industry in the United States faces a dilemma of unimaginable proportions in trying to staff the needs of many communities based solely on a workforce of American Medical Graduates (AMGs). Simply put, there are just not enough of them being produced to meet the need. As a result, many recruitment professionals find themselves looking at a vast array of IMGs to fill their open spots. However, many recruiters struggle with the concept of the IMG. Questions arise as to their training, their qualifications, their immigration standing, etc.

IMG graduates represent 26 percent of physicians in practice in the US and 24 percent of all residents in specialty training. [2,3] For an IMG physician to enter the US workforce, several requirements need to be satisfied. He or she must go through a systematic process of evaluation and credentialing to ensure that all physicians have the same level of training regardless of the place of origin of training. At the core of this process is the Educational Commission for Foreign

Medical Graduates (ECFMG). This body was established by six major regulatory, medical, and educational entities dealing with physician workforce issues: the American Board of Medical Specialties, the American Medical Association, the Association of American Medical Colleges (AAMC), the Association for Hospital Medical Education, the Federation of State Medical Boards, and the National Medical Association. Certification has been issued from the ECFMG since 1958 and is the standard for establishing the equivalence of qualifications of IMGs. Accordingly, all lMGs must obtain ECFMG certification before they qualify to enter a graduate medical education (GME) program in the United States. Certification from the ECFMG is also a requirement for medical licensing, as it is a prerequisite for taking the United States Medical Licensing Examination Step 3. [2,3,4] ECFMG’s program of certification assesses whether international medical graduates are ready to enter U.S. graduate medical education programs that are accredited by the Accreditation Council for Graduate Medical Education (ACGME). ACGME requires ECFMG Certification for international medical graduates who enter such programs. ECFMG Certification assures directors of accredited residency and fellowship programs, and the people of the United States, that international medical graduates have met minimum standards of eligibility to enter such programs. [2,3,4] Currently, international medical schools are not required to follow a standardized system of accreditation, though they may already follow local or international guidelines as part of their operation. This setup is likely to change, as the ECFMG has announced that by 2023, students who are seeking ECFMG certification should graduate from a properly accredited medical school. Such an accreditation process should include criteria similar to those used by the Liaison Committee cont’d on page 20 → SPRING 2019

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← cont’d from page 19 on Medical Education in the United States or criteria accepted by the World Federation for Medical Education. [2,3,4] The quality of international medical schools does indeed vary widely.

But that’s equally true of schools in the United States. And the data show that the best international schools are on par with top American programs.

At first glance, U.S. medical schools seem to do a better job preparing their graduates for careers in medicine. Ninety-six percent of students from U.S. or Canadian medical schools passed the U.S. Medical Licensing Examination on the first try in 2016. Just 78 percent of students from schools outside the United States or Canada did so on their first go-round.

But the data from specific international schools tell a different story.

In 2015, 97 percent of students at the University of Queensland’s Ochsner Clinical School in Australia passed step one of the exam on the first try. At St. George’s University in Grenada, 96 percent passed in 2016.

The figures on residencies for international students look scary, too. In 2016, 94 percent of U.S. students matched for residencies. Just over half of students trained internationally did.

But again, there was wide variation among international schools. Some posted numbers on par with their U.S.-based counterparts. This year, all of the graduates of the Medical School for International Health at Ben-Gurion University of the Negev, in Israel, who entered the U.S. National Resident Matching Program secured residencies. Last year, 93 percent of American graduates of St. George’s who applied for residencies in the United States got them.

Or take primary care. By 2030, the United States could be short 43,000 primary care physicians. International medical graduates will be the ones who fill that shortage.

More than half of medical students educated in the Caribbean choose primary care, compared to onethird of U.S.-educated students. At some international schools, that share is even higher — about three-quarters of grads from St. George’s and almost 60 percent from the American University of the Caribbean head into primary care.

43,000 primary care physicians.”

So international medical schools tend to invest in support services that help students succeed academically and personally. The School of Medicine at University College Cork in Ireland, for example, assigns each international student a senior faculty mentor to provide advice and support.

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Finally, international medical graduates tend to practice in locales and disciplines where the need is greatest. For example, in areas where per capita income is below $15,000 per year, international graduates account for 42 percent of doctors.

“By 2030, the United States could be short

In some ways, these international medical schools’ stats are even more impressive because their students typically enter with lower grades or MCAT scores than their U.S.-educated peers. Many students attend international schools only because they were turned down stateside.

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Research has also shown that international medical graduates deliver high-quality care — in some cases, higher-quality care than doctors educated in the States. One recent study found that Medicare patients admitted to a hospital were less likely to die within 30 days if treated by an internationally trained doctor rather than one educated in the United States.

In other words, Caribbean medical schools are doing a better job addressing America’s doctor shortage than their counterparts in the States.

The region’s best medical schools provide the personalized training and support needed to turn promising students into top-notch physicians. And American patients benefit immensely. [9]

Although IMGs have been playing an active role in the full spectrum of health care in the United States, 41 percent of practicing active IMGs are in primary care disciplines as defined by the AAMC, including internal medicine, family medicine/general practice, pediatrics, internal medicine/ pediatrics and geriatrics. [7,8] Distribution of active IMGs by discipline shows that internal medicine has the highest number of lMGs (42,141 [21 percent]) followed by family medicine/general practice (22,965 [11 percent]), pediatrics (14,509 [7 percent]), psychiatry (11,250 [6 percent]), and anesthesiology (9,640 [5 percent]). Active IMG representation varies in each discipline, with the highest percentage in geriatrics followed by nephrology, interventional cardiology, and critical care. [1, 5, 6] According to the AAMC, the demand for physicians is projected to grow 26.3 percent between 2006 and 2025, from 680,500 to

859,300 FTEs. Most of this projected demand increase is attributable to the projected growth and aging of the population, especially the former. In fact, only about one-third of the projected rise in demand will be attributable to the aging of the population. Most of the increase in demand from the older population will come from the increase in their sheer numbers, rather than the shift in the age structure of the population - at least between now and 2025. [1]

of that key interface declining or being eliminated is remote. Practices, hospitals, and groups will have to face the inevitability that IMGs are a segment of the work force that must be considered as the Baby Boomer generation develops a voracious appetite for health services.

As physician recruitment professionals, we are charged with the responsibility to avail our employers of all remedies present in today’s market.

AAMC further posits the following implications in the workforce planning of physician utilization in the US.

References: 1.

Physician Supply and Demand: Projections Through 2025. Washington,

1. If US MDs continue to select other specialties, the future of primary care practice is likely to rely increasingly on foreign medical school graduates, osteopaths and non-physician clinicians. [5] 2. The demand projections are likely a conservative estimate. All signs suggest that Baby Boomers – and most following generations – will be aggressive about seeking care that will allow them to remain active, and that they will be more likely to seek medical care than previous generations.

3. Over the next several years, there are several factors that could worsen the shortage significantly. For example, if the nation does not implement significant delivery system reforms and/or improve efficiency and effectiveness, or if the nation moves rapidly towards universal health coverage, or if the flow of IMGs slows significantly, then any shortages that develop may be even more severe than those described in this report.

4. Given the evidence that IMG physicians are more likely to provide care for poor and underserved communities, increasing the diversity of the physician workforce should continue to be a priority of the medical education community (and physician recruitment across the country).

Whether you’re a new physician recruiter or a seasoned veteran, IMGs, visas and immigration laws are topics you may need to acquaint yourself with going forward.

Understanding and strategizing about IMGs in your workplace will, at some point, become part of your everyday physician recruitment activities. Here are a few things to remember when considering IMGs for practice settings in the US. To practice in the U.S., IMGs must:

Dill MJ, Slasberg ES; Center for Workforce Studies. The Complexities of DC; Association of American Medical Colleges; 2008. http://www. innovationlabs.com/pa_future/1/background_docs/AAMC%20 Complexities%20of%20physician%20demand,%202008.pdf. Accessed October 16, 2018.

2.

.About ECFMG: overview. Educational Commission for Foreign Medical Graduates website. http://www.ecfmg.org/about/index.html. Accessed October 12, 2018.

3.

About ECFMG: history. Educational Commission for Foreign Medical Graduates website. http://www.ecfmg.org/about/history.html. Accessed October 13, 2018.

4.

About ECFMG: initiatives—medical school accreditation requirement for ECFMG certification. Educational Commission for Foreign Medical Graduates website. http://www.ecfmg.org/about/initiatives-accreditationrequirement.html. Accessed October 13, 2018.

5.

Center for Workforce Studies. 2014 Physician specialty Data Book.

Washington, DC; Association of American Medical Colleges; November 2014. https://members.aamc.org/eweb/upload/14-086%20Specialty%20 Databook%202014_711.pdf. Accessed September 12, 2018.

6.

Center for Workforce Studies. 2013 State Physician Workforce Data Book. Washington, DC: American Association of Medical Colleges; 2013. https://www.aamc.org/download/362168/ data/2013statephysicianworkforcedatabook.pdf. Accessed September 8, 2018.

7.

Fordyce MA, Doescher MP, Chen FM, Hart LG. Osteopathic physicians and international medical graduates in the rural primary care physician workforce. Fam Med. 2012;44(6):396-403. [PubMed]

8.

Accreditation Council for Graduate Medical Education (ACGME). Data Resource Book: Academic Year 2013-2014. Chicago, IL: ACGME; 2014. http://www.acgme.org/acgmeweb/tabid/259/Publications/ GraduateMedicalEducationDataResourceBook.aspx. Accessed August 8, 2018.

9.

Olds, G. Richard. June 2018. International medical schools have a bad reputation. That needs to change, for the good of U.S. patients. [Blog post].

Retrieved from https://www.washingtonpost.com/news/grade-point/

1. Pass Steps One & Two of the United States Medical Licensing Exam

wp/2018/06/26/international-medical-schools-have-a-bad-reputation-

2. Get certified by the Educational Commission for Foreign Medical Graduates

that-needs-to-change-for-the-good-of-u-s-patients/?noredirect=on&utm_

3. Complete a residency or fellowship(s) program in the U.S. (regardless of whether or not they have already completed one in their own home country- with the exception of Canada where most residency programs are recognized in the U.S.) [10]

term=.4d468b46c407.

10. Mullaney, Amber. June 2016. Immigration, IMGs, Visas, Sponsorships and Physician Recruitment [Blog post]¬. Retrieved from https://info.practicelink. com/blog/immigration-international-medical-graduates-visas-sponsorshipsand-physician-recruitment.

11. Carroll, Aaron. October 2017. Why America Needs Foreign Medical Graduates. [Blog post]. Retrieved from https://www.nytimes.

In summary, the IMG population of physicians play a vital role in the momentum and stability of the U.S. health care system. The likelihood

com/2017/10/06/upshot/america-is-surprisingly-reliant-on-foreignmedical-graduates.html.

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ROSMANSEARCH, INC.

TM

TARGETED NEUROSCIENCES RECRUITING

Make sure you’re following AAPPR on all social channels for regular updates, news and other pertinent information regarding the association and its members.

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EXPERTISE, EXPERIENCE & EXCEPTIONAL SERVICE • Truly expert, high-integrity neurosurgery, neurology, and neuroscience APP search service.

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• Database of over 30,000 neurosurgeons, neurologists, and advance-practice providers, and growing!

Visit www.rosmansearch.com today!

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Recruiting & Operations Manager

216.287.2302 • bdery@rosmansearch.com

What our clients are saying –

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We thoroughly enjoy working with them and appreciate all of their hard work and efforts. They have a winning team.”

Senior Vice President Neurosciences, Novant Health “Thank you for such a wonderful recruitment experience! The service has been exceptional! Over the years, I’ve worked with different firms, but none as professional as Rosman Search.”

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issue of ROAR, suggest a topic, or if you would like some guidance on a possible article topic, you may contact the editorial team at info@aappr.org.

If you thought PracticeAlert was great, you’d better sit down.

Alert Services Corp (PracticeAlert) has merged with HealthLink Dimensions to form HCP Navigator.

What does this new combined strength with HealthLink Dimensions mean to you as a staff physician recruiter?

Exciting product enhancements and recruiting tools!

• PracticeAlert clients will see a noticeable increase in active and passive candidate volume as we significantly scale our candidate outreach. More candidates mean more filled opportunities so watch your inbox.

• Recruiting Management System (RMS) clients can now increase the scale, quality, and accuracy of applicant tracking data within their databases. It’s another way we minimize data entry so clients can spend more time recruiting.

• Some searches are exceptionally hard to fill, so we are introducing the ability to proactively source fresh candidates for your initiatives with email marketing and programmatic targeted advertisement.

• Announcing a new and fresh approach in the job board options – HealthcareJobFinder.com

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Physician Visa Information

The law offers Foreign/International Medical Graduates several avenues to obtain non-immigration visas and become permanent residents.

FMGs in training under J-1 visas, with the two-year foreign residency requirement, must obtain a waiver of that condition prior to seeking an H-1B visa or permanent residency. Some physicians may qualify for the O-1 visa, which does not require an FMG to first obtain a J-1 Visa Waiver.

The two-year foreign residency requirement generally requires a commitment to work full-time in a medically underserved area in the United States for at least three years. A request for a waiver for this requirement must be made through an interested government agency.

The Veterans Administration, Appalachian Regional Commission, Department of Health and Human Services and Delta Regional Commission presently have established programs for J-1 visa waivers.

In addition, each state is permitted to grant up to 30 waivers annually to physicians who work or serve patients in its underserved areas under the Conrad-30 program. Some states also grant J-1 waiver programs for sub-specialists.

Each state has an agency or contact who administers the program.

FMGs who apply for H-1B visas must have an unrestricted license to practice medicine in a foreign state, pass the Federal Licensing examination or the United States Medical Licensing Examination, and complete the English language proficiency exam given by the Educational Commission for Foreign Medical Graduates. The physician must also possess an unrestricted license to practice medicine in the state of intended employment.

Physicians who seek permanent residency may apply for labor certification (now known as “PERM”) or pursue a National Interest Waiver petition. Physicians who choose to file for labor certification may begin to apply for permanent residency only after the labor certification petition is approved. The process can take eight to 12 months. As such, FMGs may only file for their dependents at that time if there is no backlog for immigrant visas. However, National

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Interest Waiver applicants may submit Green Card petitions, along with requests for work authorizations for their dependents at the time of filing the petition. But, again, that can only be done if there are no applicable immigrant visa backlogs. Note, that although FMGs and their families will enjoy work and travel privileges, the permanent residency application is approved only after the physician demonstrates he/she has completed five years of service in an underserved area.

With labor certification, the physician’s employer must show significant evidence that it unsuccessfully sought to hire US workers for the position despite a sustained recruitment campaign.

This is not required for National Interest Waiver applicants. While FMGs who obtained J-1 waivers with a two-year foreign residency requirement may apply for labor certification, they may only apply for a Green Card after three years of service in an underserved area. In contrast, National Interest Waiver applicants may submit an application for permanent residency for themselves and dependents before completing the J-1 visa waiver three-year service in an underserved area.

FMGs abroad seeking a US visa to practice medicine face unique challenges other professionals do not. The law specifically prohibits unqualified FMGs from entering the US to practice medicine and seeks to ensure only highly qualified physicians with a good command of the English language may enter and practice.

To qualify for a US visa, a foreign medical graduate must engage in months, and sometimes years, of study and preparation in order to complete the required exams. After passing the exams, in almost all cases, the FMG must also find a willing employer, residency or fellowship program.

J-1 Visas for FMGs J-1 Exchange Visitor visas, sponsored by the ECFMG, permit foreigntrained physicians to enter the United States for a residency or fellowship program. This is by far the easiest visa to obtain for training in the United States. Candidates must first pass the USMLE Steps

I & II, the English Exam (Test of English as a Foreign Language or equivalent) and also find a hospital that will accept them into a training program. Training program directors typically select only those who score very highly on the tests. Physicians who are issued J-1 visas must complete their US training within seven years and return to their native country for at least two years thereafter. Those physicians intending to remain in the United States after training should carefully consider all of their visa options because obtaining a waiver of the two-year foreign residence requirement can be difficult at times.

The Department of Health and Human Services offers another option for a physician who may require a J-1 Visa waiver in order to obtain H-1B visa status. The HHS waiver applies to primary care providers and only if the employer is a Federally Qualified Health Center, a Rural Health Center, or a Tribal Medical Facility with a Health Professional Shortage Area score of seven or higher, according to Michael Wooley, partner, Warner Norcross + Judd LLP. The employer and physician may seek the HHS waiver at any time during the year, since it is outside the Conrad 30 program, Wooley added. Unlike the Conrad 30 program, there is no cap on the number of HHS waivers that may be granted. However, more documentation may be required for the HHS waiver than for other visa requests, he said.

An HHS waiver will require an employer to remove any restrictive covenants for future practice. While it is not prohibited in the Conrad 30, it is strongly discouraged, Wooley added.

H-1B Visas for FMGs Foreign trained physicians may also qualify for the H-1B visa. To qualify, such physicians must have a Doctor of Medicine degree (an MBBS/Bachelor of Medicine, Bachelor of Surgery in many countries), pass the USMLE Steps I, II & III as well as the English exam, and obtain a license to practice medicine for the state in the United States where they intend to practice. While the H-1B visa is a good option for FMGs, a good number of residency programs do not offer sponsorship for this visa. Another obstacle is that candidates may have to enter the United States first in order to even sit for the USMLE Step III, according to Uche Asonye of Asonye & Associates.

These challenges make it difficult for physicians who live abroad to obtain the necessary requirements for the H-1B visa.

Wooley pointed out that unless an employer is willing to pay for Premium Processing (currently $1,410), the H-1B process is taking more than seven to 12.5 months (according to data received in early February 2019).

but has the lifetime privilege to travel in and out of the country. The Green Card can be revoked if the physician leaves the country at any time for more than one year, Wooley advised.

E-3 Visa for Australian FMGs Australian citizens who otherwise qualify under the H-1B visa standards may seek the E-3 Visa status to avoid the H-1B visa caps.

TN Visas for Canadian and Mexican FMGs The TN visa option exists for those physicians who are citizens of Canada or Mexico under the North American Free Trade Agreement.

The difficulty with this option is that holders of this status may engage in teaching, research and such. They can only engage in the patient care duties that are incidental to the teaching and research activities that are permitted, according to Asonye.

Returning H-1B Visa Holders Those who held H-1B visas within the past six years and left the United States for one or more years may re-enter with the H-1B visa and avoid the cap so long as they have not exhausted the limitation on H-1B stays.

FMGS Trained in the US Physicians who completed their residency training program in the United States but had to return to their native country to complete the two-year foreign residency requirement or for other reasons may apply to re-enter using various visa options, including the H-1B, O-1, TN, EB-2 and EB-3 PERM Labor Certification Green Card petitions as well as the I-140/ National Interest Waiver Green Card application.

O-1 Visa for Physicians with Extraordinary Ability This option is good for FMGs who are able to meet the heightened requirements for this classification. Another advantage exists for those physicians previously on the J-1 status who did not obtain a J-1 visa waiver, LC and did not return to their native country to complete the two-year foreign residency requirement. The O-1 visa may be granted in spite of the unfulfilled J-1 visa foreign residency requirement. Additionally, those who wish to work in research, teaching, or are employed as professors, may use also this visa. An added advantage is that qualifying applicants are able to avoid the H-1B visa caps. To qualify, applicants must show that they possess extraordinary ability which has been demonstrated by sustained national or international acclaim, Asonye said.

Information provided by Uche Asonye, Asonye & Associates, Chicago, Illinois (uasonye@aa-law.com); and Michael Wooley, Partner, Warner Norcross + Judd LLP, Midland, Michigan (mwooley@wnj.com)

Once the physician completes the H-1B requirements, there may be an option for the Green Card. This allows the physician to live and work in the United States. The physician retains foreign citizenship,

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AAPPR Buyers Guide

Advertising/Marketing 26

Credentialing 28

Applicant Tracking System

Financial Services

29

Background Verification Services 28

Locum Tenens Firms

29

Complementary Associations

28

Onboarding 31

Consulting 28

Online Job Board & Publications 31

27

Permanent Placement & Recruitment Firms

33

Provider Databases

34

Relocation Services

35

Other 35

Advertising/Marketing

NEJM CareerCenter

PracticeMatch

The Inline Group

Waltham, Massachusetts Cathy Mai, Marketing Manager cmai@nejm.org 781-434-7639 www.nejmcareercenter.org

St. Louis, Missouri Clint Rosser, Director of Client Services information@practicematch.com 800-489-1440 www.practicematch.com

Lewisville, Texas Kelli Mulloy, President; Chris Mathew, COO; Mike McDaniel, Executive Vice President admin@theinlinegroup.com 214-260-3200 www.inline.group

At the NEJM CareerCenter, our unique recruitment solutions target passive jobseekers by specialty through clinical content at the New England Journal of Medicine, one of the most respected medical journals in the world.

NEJMCareerCenter.org features sophisticated job/candidate matching services, including a CV center that allows physicians to apply to your job quickly and easily whether they are on a desktop, tablet or mobile device.

PracticeMatch provides a complete set of tools for sourcing, recruiting, and retaining quality physicians. These tools allow inhouse physician recruiters at health care organizations of all sizes to decrease costs, find more and better candidates, and improve retention. Our tools include the most accurate physician databases available, candidate and process tracking software, and a popular online job board with unlimited posting opportunities.

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The Inline Group solves unsolvable health care staffing problems through innovative technology, a pioneering model and specialists who actually care. Focused on primary care, behavioral health and urgent care specialties, the group creates highly personalized introductions for employers and practitioners with no strings attached.

Adventures in Medicine

Today’s Hospitalist

Carpentersville, Illinois Todd Skertich, Founder and Director of Content Strategies todd@adventuresinmedicine.com 847-649-2606 www.adventuresinmedicine.com

Hilltown, Pennsylvania Kristin Vinciguerra, Recruitment Advertising Manager krubia@todayshospitalist.com 866-695-3870 www.todayshospitalist.com

Aloysius Butler & Clark Wilmington, Delaware Shawn Kessler, Managing Director, Recruitment skessler@abccreative.com 302-655-1552 https://abccreative.com

AppVault Recruitment Marketing Technology Atlanta, Georgia Debra Horowitz, National Director, Healthcare Solutions debra@appvault.com 407-446-8742 www.appvault.com

AscendHRCorp Houston, Texas Rollis Fontenot III, President rollis@ascendhrcorp.com 832-563-8854 https://ascendhrcorp.com

DMD Marketing Corporation Rosemont, Illinois Lisa Killion, VP, Digital Solutions lkillion@dmdconnects.com 720-849-0378 www.dmdconnects.com

Harger Howe Advertising Burlington, Massachusetts Matt Walsh, Director of Client Service mattwalsh@hargerhowe.com 781-425-5005 https://hargerhowe.com

HCP Navigator Atlanta, Georgia Kevin Perpetua, Vice President of Sales kperpetua@hcpnavigator.com 678-710-8037 hcpnavigator.com HCP Navigator, a HealthLink Dimensions company, connects hospital and health system recruiting departments with physician and advanced practitioner candidates. Founded and run by experienced healthcare recruiters, the HCP Navigator team understands the challenges in the healthcare recruiting industry and builds solutions to help clients navigate the shortest path to filled searches.

Wolters Kluwer Philadelphia, Pennsylvania Vanessa Vidal, Senior Marketing Manager ruth.boyle@wolterskluwer.com 215-521-8423 www.lww.com

Applicant Tracking System

Katon Direct Stamford, Connecticut Jason Golden, Director of Marketing jgolden@katondirect.com 203-676-1005 www.katondirect.com

MDedge/MedJobNetwork Parsippany, New Jersey Tim LaPella, Director of Sales; Julian Knight, Director of Digital Advertising; Drew Endy, Sales Manager nanty@mdedge.com 973-206-2345 https://www.mdedge.com/ https://www.medjobnetwork.com/

Redi-Data, Inc. Fairfield, New Jersey Michael San Inocencio, Sales Executive msinocencio@redidirect.com 973-227-4380 x4284 www.redidata.com

PracticeMatch St. Louis, Missouri Clint Rosser, Director of Client Services information@practicematch.com 800-489-1440 www.practicematch.com PracticeMatch provides a complete set of tools for sourcing, recruiting, and retaining quality physicians. These tools allow inhouse physician recruiters at health care organizations of all sizes to decrease costs, find more and better candidates, and improve retention. Our tools include the most accurate physician databases available, candidate and process tracking software, and a popular online job board with unlimited posting opportunities.

Spin Recruitment Advertising Walnut Creek, California Traci Dondanville, President tracid@spinrecruitment.com 925-944-6060 www.spinrecruitment.com

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Reality Check Screening, LLC HCP Navigator Atlanta, Georgia Kevin Perpetua, Vice President of Sales kperpetua@hcpnavigator.com 678-710-8037 hcpnavigator.com HCP Navigator, a HealthLink Dimensions company, connects hospital and health system recruiting departments with physician and advanced practitioner candidates. Founded and run by experienced healthcare recruiters, the HCP Navigator team understands the challenges in the healthcare recruiting industry and builds solutions to help clients navigate the shortest path to filled searches.

KontactIntelligence Pensacola, Florida Donna Eddins, Director of Operations and Training niels@kontactintelligence.com 850-477-2475 www.kontactintelligence.com

Software Solutions Group Amherst, New York Rocco Polino, Dynamics CRM Account Manager; Amy Coddington, Marketing Director Rocco@softsolgrp.com 716-568-2038 www.softsolgrp.com

Background Verification Services AccuCheck Investigations New Berlin, Wisconsin Anna Jarecki, Cathy Braatz, Principals ajarecki@accucheckreports.com 800-874-9099 www.AccuCheckReports.com

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Moberly, Missouri Rhonda Jackson, Owner/CEO rhondaj@realitycheckscreening.com (877) 263-4299 www.realitycheckscreening.com

Complementary Associations

Consulting 3d Health Princeton, Wisconsin Shane Foreman, Founder & CEO sforeman@3dhealthinc.com 312-423-2671 www.3dhealthinc.com

Barlow/McCarthy

National Association of Locum Tenens Organizations® Altamonte Springs, Florida Lynn Hupp, Executive Director lhupp@kmgnet.com 407-774-7880 www.nalto.org The National Association of Locum Tenens Organizations® (NALTO®) is the only professional association of temporary physician staffing firms committed to a code of ethics and to maintaining the highest industry standards.

American Academy of Family Physicians Leawood, Kansas Laurie Brown, Program Strategist, Strategic Engagements lbrown@aafp.org 913-906-6123 https://www.aafpcareerlink.org/home

Hudson, Wisconsin Tony Barlow, Managing Consultant; Mitzi Kent, Partner; Kriss Barlow, Principal tbarlow@barlowmccarthy.com 715-330-3338 www.barlowmccarthy.com

Coker Group Alpharetta, Georgia Randy Gott, Senior Vice President rgott@cokergroup.com 678-783-5602 www.cokergroup.com

ECG Management Consultants Dallas, Texas Jennifer Moody, Associate Principal jmoody@ecgmc.com 469-729-2600 www.ecgmc.com

Medicus Healthcare Solutions Windham, New Hampshire Jessica Steere, Networking Events Administrator, Marketing & Comm jsteere@medicushcs.com 603-328-6269 https://medicushcs.com/

Credentialing ABMS Solutions Atlanta, Georgia David Coursey, Director dcoursey@abmssolutions.com 770-325-1216 www.abmssolutions.com

Medicus Healthcare Solutions Windham, New Hampshire Jessica Steere, Networking Events Administrator, Marketing & Comm jsteere@medicushcs.com 603-328-6269 https://medicushcs.com/

Financial Services Navigate Student Loans St Paul, Minnesota Joy Sorensen Navarre, President joy@navigatestudentloans.com 612-209-2382 www.NavigateStudentLoans.com

SunTrust Mortgage Wilmington, North Carolina Brent Eckhardt, Physician Loan Specialist brent.eckhardt@suntrust.com 910-262-4042 www.suntrust.com/brent.eckhardt

Locum Tenens Firms

CompHealth Salt Lake City, Utah Michael Sievert, Senior Vice President michael.sievert@comphealth.com 855-900-2012 CompHealth.com CompHealth is one of the largest healthcare staffing companies in the US, placing healthcare providers in permanent, locum tenens, travel, and other jobs. We work harder to get to know your facility and each provider we place, so we can deliver the right one for you and your patients.

National Association of Locum Tenens Organizations® Altamonte Springs, Florida Lynn Hupp, Executive Director lhupp@kmgnet.com 407-774-7880 www.nalto.org The National Association of Locum Tenens Organizations® (NALTO®) is the only professional association of temporary physician staffing firms committed to a code of ethics and to maintaining the highest industry standards.

Weatherby Healthcare Fort Lauderdale, Florida Cindy Slagle, Sr. Director Client/Business Development info@weatherbyhealthcare.com 800-586-5022 weatherbyhealthcare.com Since 1995, Weatherby Healthcare has established itself as an expert in locum tenens staffing for physicians, physician assistants, and nurse practitioners. The company employs over 700 employees committed to filling locum tenens assignments in large-scale healthcare networks, hospitals, and clinics nationwide.

Learn more at weatherbyhealthcare.com.

VISTA Staffing Solutions, Inc Cottonwood Heights, Utah DeAnn Chiazzese, Vice President of Strategic Partnerships DeAnn.Chiazzese@vistastaff.com 800-366-1884 www.vistastaff.com VISTA offers a full range of healthcare staffing services. We employ nearly 30 years of tested experience placing the most qualified clinicians in private and government healthcare facilities across the 50 states. Visit vistastaff.com or call us directly at 800-366-1884.

Floyd Lee Locums Charleston, South Carolina Natasha Lee, CEO; Kemi Upchurch, Regional VP, Healthcare Consultant; Zac Brigante, Director nlee@floydleelocums.com 843.900.4185 www.floydleelocums.com Floyd Lee Locums provides elite concierge support for healthcare staffing professionals, whether that’s through short- or long-term placements, credentialing and licensures, or otherwise. With over 60 years of experience, we design custom solutions for recruiters who need to address multiple workplace scenarios within their hospital, clinic or facility.

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MPLT Healthcare Coral Springs, Florida Jay Mays, CEO jmays@mplthealthcare.com 954-282-6074 www.mplthealthcare.com MPLT Healthcare specializes in placing well-qualified physicians and advanced practice clinicians in locum, locum-to-perm and direct hire staff and leadership positions while making this process as seamless as possible for our client facilities. Our highly skilled recruiters assist in this process from pre-qualification to final placement.

All Medical Personnel Hollywood, Florida Kristen Dorton, Sr. Vice President Business Development Kristen.Dorton@ALLMEDICAL.COM 214-431-3189 https://allmedical.com/

All Star Recruiting

Aya Locums

Elevate Healthcare Consultants

San Diego, California Sigrid Boring, VP; Hunter Smith, VP – Workforce Solutions; Danielle Holimon, Account Manager ayalocums@ayahealthcare.com 800-682-1923 www.ayalocums.com

Plano, Texas Trey Smith, President & CEO trey.smith@elevatehcc.com 972-954-6900 www.elevatehcc.com

Barton Associates Peabody, Massachusetts Krista Florio, National Accounts Events Coordinator kflorio@bartonassociates.com 978-513-7660 www.bartonassociates.com

Consilium Staffing, LLC Irving, Texas Hamilton Doty, Vice President/Partner hdoty@consiliumstaffing.com 214-580-1142 www.consiliumstaffing.com

CT Assist Harrisonburg, Virginia Jennifer Litwiller, Director of Business Development jennifer@ct-assist.com 540-421-4349 https://www.ct-assist.com/

Deerfield Beach, Florida Katie Escalante, Senior Director; Matt Tremellen, Director; Melyssa Bernstein, Director of Marketing kescalante@asrlocums.com 800-928-0229 www.allstarrecruiting.com

D&Y

Alumni Staffing, LLC

Daily Care Solutions

Huntsville, Alabama Thomas McKeever, Director of Business Development Thomas_McKeever@dystaffing.com 404-609-3311 dystaffing.com

Bridgewater, New Jersey Evan Corbisiero, VP of Sales ecorbisiero@alumnihealthcare.com 908-842-8235 www.alumnihealthcare.com

Appleton, Wisconsin Laura Kallstrom, Operations Manager lkallstrom@dailycaresolutions.com 920-224-5550 www.dailycaresolutions.com

AMN Healthcare

Echo Locum Tenens

San Diego, California Travis Singleton, Executive VP; Rachel Stoll, Senior VP Sales; Kim Howard, Senior VP Travis.Singleton@merritthawkins.com 866-871-8519 www.amnhealthcare.com

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Westlake, Texas Jack Johnson, Team Lead - Business Development JacJohnson@echolocum.com 817-767-6181 www.echolocum.com

Global Medical Staffing Salt Lake City, Utah Matt Richards, Client Developer matt.richards@gmedical.com 801-365-0303 www.gmedical.com

Goldfish Medical Staffing Plano, Texas Rob Landstad, Partner/Sr. Consultant; Roger Smith, Partner/Sr. Consultant kpenney@goldfishpartners.com 469-759-1038 www.goldfishmedicalstaffing.com

Hayes Locums Fort Lauderdale, Florida Dave Richardson, Director of Business Development dave.richardson@hayeslocums.com 954-613-0305 www.hayeslocums.com

Honor Medical Staffing Southfield, Michigan Frank Phillips, President; Linzi Shipley, Staffing Consultant; Jenna Silage, Staffing Consultant fphillips@honormedical.com 248-357-1426 www.honormedical.com

ICON Medical Network Portland, Oregon Ashley Simpson, Managing Partner debra@iconmn.com 503-217-3147 https://www.iconmedicalnetwork.com/

Jackson & Coker Alpharetta, Georgia Tamara Williams, Tradeshow Coordinator twilliams@jacksonandcoker.com 800-272-2707 jacksoncoker.com

LocumConnections

NEXTLocums

Atlanta, Georgia Sara Savoy Gunter, Director, Recruitment Connect@locumconnections.com 877-563-0535 https://www.locumconnections.com

Dayton, Ohio Stacey Stanley, Locums Division President sstanley@nextmedicalstaffing.com 937-281-3609 nextlocums.com

LocumTenens.com

Onyx M.D.

Alpharetta, Georgia Lew Benedict, Vice President benedict@locumtenens.com 800-562-8663 www.locumtenens.com

Irving, Texas Brandon Weber, Vice President of Recruiting dorcas.johnson@onyxmd.com 817-852-6712 onyxmd.com

MD Staff Pointe

Pacific Companies

Dallas, Texas Mike Zagami, Vice President mzagami@mdstaffpointe.com 214-247-6695 www.mdstaffpointe.com

Aliso Viejo, California Patrick Deeny, Executive Vice President pdeeny@pacificcompanies.com 800-741-7629 www.pacificcompanies.com

Med Consult Staffing

Pinnacle Health Group

Los Angeles, California Jeff Sue, Sr. Client Consultant jeff@medconsultstaffing.com 888-314-4819 www.medconsultstaffing.com

Atlanta, Georgia John Phifer, Jeff Pinckney, Business Development Manager media@phg.com 800-492-7771 www.phg.com

Medical Search Florham Park, New Jersey Ben Weintraub bweintraub@medsearchint.com 973-301-2100 www.medsearchint.com

Medicus Healthcare Solutions Windham, New Hampshire Jessica Steere, Networking Events Administrator, Marketing & Comm jsteere@medicushcs.com 603-328-6269 https://medicushcs.com/

Medstaff National Medical Staffing Raleigh-Durham, North Carolina Andrea Boehme-Hernandez, President & CEO Andrea@MedstaffLT.com 800-476-3275 www.MedstaffLT.com

Online Job Board & Publications

NEJM CareerCenter Waltham, Massachusetts Cathy Mai, Marketing Manager cmai@nejm.org 781-434-7639 www.nejmcareercenter.org At the NEJM CareerCenter, our unique recruitment solutions target passive jobseekers by specialty through clinical content at the New England Journal of Medicine, one of the most respected medical journals in the world.

NEJMCareerCenter.org features sophisticated job/candidate matching services, including a CV center that allows physicians to apply to your job quickly and easily whether they are on a desktop, tablet or mobile device.

Quest Healthcare Solutions, LLC Atlanta, Georgia Amanda Dennis, Managing Director; Jermaine Swift, Managing Director mdennis@quesths.com 404-645-7606 www.quesths.com

Onboarding Adventures in Medicine Carpentersville, Illinois Todd Skertich, Founder and Director of Content Strategies todd@adventuresinmedicine.com 847-649-2606 www.adventuresinmedicine.com

PracticeLink Hinton, West Virginia Melissa Wickline, Director, Sales and Client Relations nancy.anderson@practicelink.com 304-250-4435 http://www.PracticeLink.com Physician recruitment can be a challenge, so PracticeLink remains dedicated to continuously improving the physician recruitment process, providing you candidate leads and information as well as the tools and training necessary to recruit the physicians and advanced practitioners your community needs.

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PracticeMatch

DocCafe.com

St. Louis, Missouri Clint Rosser, Director of Client Services information@practicematch.com 800-489-1440 www.practicematch.com

Ringle, Wisconsin Kelly Burnworth, President ktb@doccafe.com 574-453-3131 www.doccafe.com

PracticeMatch provides a complete set of tools for sourcing, recruiting, and retaining quality physicians. These tools allow inhouse physician recruiters at health care organizations of all sizes to decrease costs, find more and better candidates, and improve retention. Our tools include the most accurate physician databases available, candidate and process tracking software, and a popular online job board with unlimited posting opportunities.

DocCafe.com is the most trusted employee transition and retention source for physician and physician assistant recruiters. Next-level recruiting starts with unlimited access to our candidate database. Discover qualified candidates sent directly to your inbox as they register or apply. Easily upload jobs and start filling positions today!

American Academy of Neurology Minneapolis, Minnesota Amy Schoch, Senior Manager, Career Services aschoch@aan.com 612-928-6122 www.careers.aan.com

American Academy of Orthopaedic Surgeons Rosemont, Illinois Evette Thompson, Career Center Coordinator thompson@aaos.org 847-384-4259 www.aaos.org

American Academy of Pediatrics Itasca, Illinois Rhonda Truitt, Advertising Manager rhonda.truitt@wt-group.com 443-512-8899 x106 http://careercenter.aap.org

American College of Physicians (ACP) Philadelphia, Pennsylvania Vera Bensch, Sean Corrigan, Maria Fitzgerald, Classified Sales Representatives vbensch@acponline.org 215-351-2630 careers.acponline.org

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DocsDox Boston, Massachusetts Dr. Suneel Dhand contact@docsdox.com 443-600-6447 www.DocsDox.com

HCP Navigator Atlanta, Georgia Kevin Perpetua, Vice President of Sales kperpetua@hcpnavigator.com 678-710-8037 hcpnavigator.com HCP Navigator, a HealthLink Dimensions company, connects hospital and health system recruiting departments with physician and advanced practitioner candidates. Founded and run by experienced healthcare recruiters, the HCP Navigator team understands the challenges in the healthcare recruiting industry and builds solutions to help clients navigate the shortest path to filled searches.

Health eCareers Centennial, Colorado Dani Berger, Events Manager dani.berger@healthecareers.com 888-884-8242 healthecareers.com

Elsevier New York, New York Traci Peppers, Director of Sales pharmasolutions.mktg@elsevier.com 347-449-4997 http://www.elsmediakits.com/us/ recruitment Elsevier is the proven partner with the experience to help you overcome the obstacles of todays healthcare recruiting environment. Our multi-channel solutions and recruiting resources can help you identify and deliver top talent, while promoting your brand in the audiences you care about most.

JAMA Network & JAMA Career Center Chicago, Illinois Thalia Moss, Sales Manager thalia.moss@ama-assn.org 800-262-2260 www.jamacareercenter.com Candidates you want from the resource you trust. Recruitment solutions to fit every budget. The high quality physicians you are seeking are already utilizing The JAMA Career CenterÂŽ. Connect with The JAMA Network through our print journals and our online Career Center to reach the most qualified physician candidates.

MDedge/MedJobNetwork Parsippany, New Jersey Tim LaPella, Director of Sales; Julian Knight, Director of Digital Advertising Drew Endy, Sales Manager, nanty@mdedge.com 973-206-2345 https://www.mdedge.com/ https://www.medjobnetwork.com/

All Star Recruiting

PhysicianCareer.com Atlanta, Georgia Michael Berg, VP of Marketing; Tom Broxterman, Executive VP; Jon-Paul Keenan, VP of Operations jkeenan@physiciancareer.com 800-789-6684 http://physiciancareer.com/

Targeted Physician Job Boards, PainWorking.com LLC Plymouth, Massachusetts Melissa Moody, Manager melissa@tpjbs.com 774-929-6485 https://www.targetedphysicianjobboards. com/about-us

The McMahon Group New York, New York Craig Wilson, Classified Advertising Manager CWilson@McMahonmed.com 212-957-5300 x235 www.mcmahonmed.com

The Inline Group Lewisville, Texas Kelli Mulloy, President; Chris Mathew, COO; Mike McDaniel, Executive Vice President admin@theinlinegroup.com 214-260-3200 www.inline.group The Inline Group solves unsolvable healthcare staffing problems through innovative technology, a pioneering model and specialists who actually care. Focused on primary care, behavioral health and urgent care specialties, the group creates highly personalized introductions for employers and practitioners with no strings attached.

Permanent Placement & Recruitment Firms

CompHealth Salt Lake City, Utah Michael Sievert, Senior Vice President michael.sievert@comphealth.com 855-900-2012 CompHealth.com CompHealth is one of the largest healthcare staffing companies in the US, placing healthcare providers in permanent, locum tenens, travel, and other jobs. We work harder to get to know your facility and each provider we place, so we can deliver the right one for you and your patients.

AMN Healthcare San Diego, California Travis Singleton, Executive VP; Rachel Stoll, Senior VP Sales; Kim Howard, Senior VP Travis.Singleton@merritthawkins.com 866-871-8519 www.amnhealthcare.com

Arlington HealthCare Carpentersville, Illinois Todd Skertich, Managing Partner todd@arlingtonhc.com 847-649-2606 www.arlingtonhealthcare.com

BAS Healthcare

YM Careers by Community Brands Groton, Connecticut Mark McGuire, Director of Marketing mark.mcguire@communitybrands.com 727-497-6565 www.communitybrands.com

Deerfield Beach, Florida Katie Escalante, Senior Director; Matt Tremellen, Director; Melyssa Bernstein, Director of Marketing kescalante@asrlocums.com 800-928-0229 www.allstarrecruiting.com

The Medicus Firm Dallas, Texas Steve Easley, Executive Vice President seasley@themedicusfirm.com 678-331-5208 www.themedicusfirm.com The Medicus Firm has been committed to be the physician and advanced practice provider recruitment firm of choice for hospitals, physicians groups and healthcare employers nationwide.

The Medicus Firm offers its clients industry-leading models of candidate sourcing, strategic process improvement and physician staffing management.

Adkisson Search Consultants, Inc. Bloomington, Illinois Shannon McKay, Vice President shannon@adkissonsearch.com 866-311-0000 www.adkissonconsultants.com

Chantilly, Virginia Director of Operations salesadmin@bashealthcare.com 703-378-0004 www.bashealthcare.com

Provider Databases

CI Health Group

Lewisville, Texas Ty Kelly, Recruiter; David Thomason, Owner tkelly@cihgc.com 888-661-6283 https://cihealthgroup.com

Elevate Healthcare Consultants Plano, Texas Trey Smith, President & CEO trey.smith@elevatehcc.com 972-954-6900 www.elevatehcc.com

Enterprise Medical Recruiting Chesterfield, Missouri Matt Neuwirth, Senior VP; Neal Fenster; CEO; Paul Smallwood, Executive VP mneuwirth@enterprisemed.com 636-449-4100 www.enterprisemed.com

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Fidelis Partners

Pacific Companies

DocDelta Inc

Dallas, Texas Korey Adams, Recruiting & Marketing Communications Director kadams@fidelismp.com 949-325-7647 http://fidelismp.com/

Aliso Viejo, California Patrick Deeny, Executive Vice President pdeeny@pacificcompanies.com 800-741-7629 www.pacificcompanies.com

New York, New York John Dymond, CEO john@docdelta.com 646-399-1300 http://www.docdelta.com

Goldfish Medical Staffing

Pinnacle Health Group

Elsevier, Inc. (Board Certified Docs)

Atlanta, Georgia John Phifer, Jeff Pinckney, Business Development Managers media@phg.com 800-492-7771 www.phg.com

Maryland Heights, Missouri h.licensing@elsevier.com 866-416-6697 option 1 www.boardcertifieddocs.com

Plano, Texas Rob Landstad, Partner/Sr. Consultant; Roger Smith, Partner/Sr. Consultant kpenney@goldfishpartners.com 469-759-1038 www.goldfishmedicalstaffing.com

HR Maximizer Houston, Texas Leah, Vice President; Takisa, Recruiter; Marissa, Assistant sales@hrmaximizer.com 281-940-5057 https://hrmaximizer.com

Infinity Physician Resources Lewisville, Texas Cody Hall, Chief Executive Officer CodyHall@InfinityPhysicians.com 469-310-4477 www.infinityphysicians.com

Jackson Physician Search Alpharetta, Georgia Tony Stajduhar, President TStajduhar@JacksonPhysicianSearch.com 866-284-3328 www.JacksonPhysicianSearch.com

Medicus Healthcare Solutions Windham, New Hampshire Jessica Steere, Networking Events Administrator, Marketing & Comm jsteere@medicushcs.com 603-328-6269 https://medicushcs.com/

NP Now - The Nurse Practitioner Search Firm Charleston, South Carolina David Wolfe, CEO/Founder david@npnow.com 843-494-1253 www.npnow.com

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RosmanSearch, Inc. Pepper Pike, Ohio Beth Dery, Recruiting and Operations Manager bdery@rosmansearch.com 216-287-2302 www.rosmansearch.com

Provider Databases

PracticeMatch St. Louis, Missouri Clint Rosser, Director of Client Services information@practicematch.com 800-489-1440 www.practicematch.com PracticeMatch provides a complete set of tools for sourcing, recruiting, and retaining quality physicians. These tools allow in-house physician recruiters at health care organizations of all sizes to decrease costs, find more and better candidates, and improve retention. Our tools include the most accurate physician databases available, candidate and process tracking software, and a popular online job board with unlimited posting opportunities.

HCP Navigator Atlanta, Georgia Kevin Perpetua, Vice President of Sales kperpetua@hcpnavigator.com 678-710-8037 hcpnavigator.com HCP Navigator, a HealthLink Dimensions company, connects hospital and health system recruiting departments with physician and advanced practitioner candidates. Founded and run by experienced healthcare recruiters, the HCP Navigator team understands the challenges in the healthcare recruiting industry and builds solutions to help clients navigate the shortest path to filled searches.

IQVIA Irvine, California Jack Schember, Marketing Director; Barry Ward, Sales Director skasales@ska.imshealth.com 800-752-5478 www.skainfo.com

MMS, Inc. Schaumburg, Illinois Nick Angellotti, Director of Strategic Development n-angellotti@mmslists.com 630-350-1717 www.mmslists.com

Profiles St Louis, Missouri Shane Hollander, Head of Sales and Operations; Linda Kershaw, Director of Sales lindak@profilesdatabase.com 877-367-4772 www.profilesdatabase.com

Relocation Services A Arnold of Kansas City, LLC Olathe, Kansas Evan Brann, General Manager Evan.Brann@aakcmoving.com 913-829-8267 aakcmoving.com

Action Moving Services, Inc. Minneapolis, Minnesota Eric Everson, Vice President eric.everson@actionmoving.com 800-328-3803 Ext. 203 www.actionmoving.com

Nexus Relocation Group Leawood, Kansas Becky J Oliver, President boliver@nexusrelocation.com 913-232-5900 www.nexusrelocation.com

Red Oak Relocation, LLC Minneapolis, Minnesota John Clough john.clough@redoakrelocation.com 952-838-3679 www.redoakrelocation.com

Stevens Worldwide Van Lines Saginaw, Michigan Roger Wise, Sr. Vice President vicki.bierlein@stevensworldwide.com 800-248-8313 www.stevensworldwide.com/aspr

Other

Doximity Category: online sourcing & recruiting software San Francisco, California Erica Lieppman, Marketing Manager elieppman@doximity.com 206-920-9032 https://finder.doximity.com/ Doximity Talent Finder is a recruitment platform on Doximity, the largest professional medical network dedicated to clinicians.

Physicians use Doximity to network for career opportunities, connect with colleagues, market their practices and coordinate patient care.

With Talent Finder, you can zero in on the best candidates across the Doximity network, filtering by past & present geographic ties, board certification, years in practice, & more.

Absolute Exhibits Category: trade show exhibits Tustin, California Jan Koren, President; Catherine Hess, Marketing Director; Todd Koren, CEO info@absoluteexhibits.com 714-685-2800 https://www.absoluteexhibits.com

AMN Healthcare Category: Workforce Solutions San Diego, California Travis Singleton, Executive VP; Rachel Stoll, Senior VP Sales; Kim Howard, Senior VP Travis.Singleton@merritthawkins.com 866-871-8519 www.amnhealthcare.com

Carnahan Group Category: Strategic Healthcare Advisors Tampa, Florida Kelsey Lay, Marketing Specialist chris.carnahan@carnahangroup.com 813-289-2588 http://carnahangroup.com/

Healthcare Workforce Logistics Category: Vendor Management Software Alpharetta, Georgia Jeff Niles, Vice President of Sales jniles@hwlmsp.com 630-913-6629 www.hwlmsp.com

International Medical Placement, Ltd. Category: Permanent and Locum Physician Recruitment Amherst, New York Director of Client Relations ryan@intlmedicalplacement.com 716-689-6000 www.intlmedicalplacement.com

Jordan Search Consultants Category: Healthcare Recruitment O’Fallon, Missouri DJ Larson, COO djlarson@jordansc.com 309-340-1330 www.jordansc.com

Medefis Category: Vendor-Neutral Managed Services Program Omaha, Nebraska Michael Goldsmith, Branding Manager michael.goldsmith@medefis.com 402-717-7783 www.medefis.com

Siskind Susser Category: Immigration legal services Memphis, Tennessee Elissa Taub, Greg Siskind, Attorneys etaub@visalaw.com 901-682-6455 www.visalaw.com

Spark Hire Category: Video Interviewing Northbrook, Illinois Josh Tolan, CEO sales@sparkhire.com 800-219-0480 https://www.sparkhire.com

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2019 In-House Physician Recruitment Processes Report

Acknowledgments On behalf of the Association, we are pleased to present the 2019 In-House Physician Recruitment Processes Report.

AAPPR would like to give special recognition and express sincere appreciation for the contributions and dedication of AAPPR members Suzanne Anderson, FASPR, Director, Medical Staff Recruitment at Duke Health and Pam Snyder, FASPR, Senior Director, Physician & Advanced Practitioner Recruitment at Baystate Health who were both instrumental in the development of this research.  

Introduction The Association for Advancing Physician and Provider Recruitment (AAPPR) is a professional organization exclusively for health care professionals who influence the recruitment to retention continuum

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and are committed to quality health care for their communities.

AAPPR is the leading authority on physician and provider recruitment, onboarding, and retention, and is dedicated to transforming healthcare by empowering industry experts through education, research, and engagement.

AAPPR is composed of nearly 2,000 professionals employed directly by hospitals, clinics, physician practices, medical groups, telehealth providers, academic medical centers, retail health clinics, and managed care organizations.

Disclaimer The statistical information contained in this report is believed to be broadly representative of processes followed by in-house physician recruiters. All reasonable efforts were taken by AAPPR to

ensure data comparability within the limitations of basic reporting procedures. However, the findings are based on those who chose to participate in the survey, and the sample was not adjusted to reflect any pre-determined profile expectations. AAPPR, therefore, makes no representations or warranties with respect to the results of this study and shall not be liable for any information inaccuracies, errors or omissions in contents, regardless of the cause of such inaccuracy, error or omission. In no event shall AAPPR be liable for any consequential damages.

Note: Figures may not precisely total 100 percent, due to rounding.

About this Report: Objectives This survey was completed by in-house physician and advanced practice provider recruitment professionals.

The survey’s purpose was to provide a basis of comparison for in-house recruitment teams of their internal recruitment process with other teams. Benchmarks include: •

Recruitment Responsibilities

•

Recruitment Process

•

Contracting/Agreement Process

•

Data Collection and Reporting

Unless differentiated, CANDIDATE refers to physicians and advanced practice providers.

Methodology An online survey was distributed to the AAPPR membership and via social media platforms. Membership in AAPPR was not required to participate. The survey was designed and implemented by the Association for Advancing Physician and Provider Recruitment (AAPPR) and analyzed by Industry Insights.

was conducted, when 27 percent of respondents indicated they reported to HR it is now 31 percent 2. The number of searches respondents are personally conducting at any given time is 16 to 20, a slight increase since the last survey in 2014 and remains comparable to the results in the latest AAPPR Benchmarking report 3. Respondents report the most successful sourcing strategies results come from internal sources such as the organization’s own website, referrals, and residency/fellowship programs 4. Most recruitment professionals conduct two screening calls prior to an interview and additionally screen physician candidates with physician leadership prior to inviting a candidate to interview 5. Most recruiters track all key metrics analyzed in the annual AAPPR benchmarking survey making it the tool of choice among recruitment professionals Anecdotal statements that due to the ever-present physician shortage, employers have streamlined and shortened the amount of time it takes to issue and receive a contract was not reflected in the data. When hiring a physician, respondents reported that there is a six-to 10-day window between the contract request and receiving a signed contract.

This is longer than that reported in 2014.

Respondents overwhelming use the AAPPR Benchmarking Survey when presenting data and metrics to health system leadership, with most reporting a monthly frequency of sharing this key data with “C-suite” leadership.

To access the full report and graphs please visit the new AAPPR website and click on Physician Recruitment Process under the Research section of the drop down menu.

Executive Summary AAPPR launched a streamlined version of its popular survey tool, the AAPPR Recruitment Processes Survey in late 2018. More than 300 physician and provider recruitment professionals completed the survey. Key topic areas include contracting and agreement processes, data collection and reporting, sourcing, screening, and internal interview policies.

AAPPR’s research partner, Industry Insights, analyzed the results, measured it against AAPPR’s Benchmarking report, and provided analysis of the top line trends: 1. Recruitment departments are most common in a health system/ integrated delivery system in a midsize population area (250,000 to 500,000) in a structure where they report up to the top person in HR. This is a shift from 2014, the last time the survey SPRING 2019

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Affiliate News and Updates

AIR

CASPR

AIR is excited about the recent changes to our Chapter officially becoming a Shared Interest Group of AAPPR! We hope you can join us as the AIR gathering at the AAPPR Conference for a panel discussion with content experts on a variety of Academic Recruitment related topics. There will also be an opportunity to network with AIR members.

The term of our current AIR leadership team is coming to an end in May and we will be holding elections for new leadership. Voting will take place at the AIR gathering at the AAPPR Conference, as well as online for those unable to vote in person.

Members of the CASPR Board of Directors have been busy developing future plans and have also been working on our 2019 CASPR Conference (April 25 & 26) and our educational program (April 24). The membership committee continues to work on increasing our membership, and our communications committee has worked very hard at keeping all CASPR members up-to-date.

MAPRA

ISPR Save the date for ISPR’s 2019 Conference November 13-15, 2019 The Drake Hotel Chicago, IL For more information and updates, please visit https://isprnet.org.

MINK Everyone’s welcome!

MINK Midwest Physician Recruiters 2019 Annual Education Conference July 23 & 24, 2019 Town Pavilion 1100 Walnut, Kansas City, MO Overnight accommodations Hotel Indigo Kansas City 101 West 11th Street, KCMO 816-283-8000 Questions?

Rob Dinneen @ rob.dinneen@libertyhospital.org Lisa Douglas @ lidougla@stormontvail.org Visit our website for more https://mink-midwest.org/ Find us on Facebook https://www.facebook.com/MINKMidwest/ LinkedIn https://www.linkedin.com/company/mink-midwest/about/

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https://caspr.ca/caspr-conference/conference-registration/

SPRING 2019

MAPRA Education Conference October 23-24, 2019 Sheraton Inn Harbor Hotel, Baltimore, MD http://www.maprainc.org/

MRRN 2019 Michigan Recruitment and Retention Network Conference August 11-13, 2019 Detroit, MI Join MRRN as we celebrate our 25th anniversary in the Motor City!

Learn the latest recruitment and retention tips and tricks and mingle with our exhibitors. Exhibit and sponsorships opportunities are available. We hope to see you there!

NWSPR 2019 NWSPR Annual Educational Conference October 10-11 at The Westin Seattle Registration at www.nwspr.org

SEPRA SEPRA Conference October 27-29, 2019 The Ritz-Carlton, Atlanta https://sepra-aspr.com/

Committee Chairs and Project Leaders

Benchmarking Project Leader

Membership

Adam Ullman, CMSR, FASPR aullman1@hfhs.org

Jill Albach, FASPR jalbach@soundphysicians.com

Chapter and Regional Relations

Holli McConnell, DASPR hdmcconn@sentara.com

Courtney Kammer, MHA, FASPR courtney_kammer@rush.edu

Resource Library

Sharee Selah, MBA sselah@umm.edu

Sarah Krueger sarah.krueger@midmichigan.org

Chapter Response Group (Ethics)

Linda Remer, FASPR linda.remer@christushealth.org

Rebecca Blythe, FASPR rebecca.blythe@stvhs.com

Communications Kelley Hekowczyk, MBA kelley.hekowczyk@uchealth.org

Surveys Project Leader Suzanne Anderson, FASPR suzanne.anderson@duke.edu

Vendor and Partner Relations

Jill Little, FASPR jlittle5@dmc.org

Allen Kram, FASPR allen.kram@hackensackmeridian.org

Education

Carey Goryl, MSW, CAE cgoryl@aappr.org

Judy Brown, FASPR jbrown@eppahealth.com

Journal Editor

Webinars Project Leader Donna Ecclestone, FASPR donna.ecclestone@duke.edu

Cecilia Jerome, MBA cecilia.jerome@midmichigan.org

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Board of Directors

Frank Gallagher

Lynne Peterson, FASPR

Kate Rader, FASPR

Aisha DeBerry, FASPR

President

President Elect

Treasurer

Secretary

Carrie Galbraith, FASPR Board Member

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Jennifer Feddersen, FASPR, SHRM-CP

Emerson Moses, MBA, FASPR

Board Member

Board Member

Bruce Guyant, FASPR

Robin Schiffer, FASPR

Board Member

Board Member

Exclusive Offer for AAPPR Members

Save 25% during the conference

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&

Save 15%

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from April 10 - May 10, 2019

Post Jobs Source Candidates Track Applicants

Contact the PracticeLink PRO Team Call (800) 776‑8383 Email ProTeam@PracticeLink.com Visit PracticeLink.com/Employers *25% Discount valid during the 2019 ASPR conference only.

15% off post-conference discount available April 10, 2019 - May 10, 2019. Discounts apply to new, annual product/service agreements only, not valid on renewal services. Offer cannot be combined with any other offer.

AAPPR Corporate Contributors

Thank you to our Strategic Partners

For product and contact information on these companies, go to the “Corporate Contributors” page on the AAPPR website. (www.aappr.org)

Strategic Partners CompHealth Doximity National Association of Locum Tenens Organizations® NEJM CareerCenter PracticeLink PracticeMatch The INLINE Group The Medicus Firm VISTA Staffing Solutions

Gold Contributors DocCafe.com HCP Navigator Health eCareers JAMA Network & JAMA Career Center Weatherby Healthcare

Silver Contributors All Star Recruiting Aloysius Butler & Clark American Academy of Family Physicians American Healthcare Services Association The Delta Companies DirectShifts Elsevier Recruitment Solutions Enterprise Medical Recruiting HealthCareerCenter.com (AHA) HospitalRecruiting.com Jackson & Coker MD Staff Pointe Medical Marketing Service, Inc. (MMS) Onyx Healthcare PhysicianCareer.com RosmanSearch, Inc. Stevens Worldwide Van Lines Wolters Kluwer Health | Lippincott Williams & Wilkins

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Endorsement Policy AAPPR recognizes and appreciates the support of members of the Corporate Contributor Program. This affiliation with AAPPR provides a unique opportunity for exposure to AAPPR members that includes name recognition and goodwill. While AAPPR recognizes and acknowledges Corporate Contributors, it in no way directly or indirectly endorses the corporation, its products, or services. Corporate Contributors who advertise or promote an endorsement or implied endorsement by AAPPR will automatically be terminated from the Corporate Contributor Program.

The Medicus Firm and Doximity Join Physician Recruitment Thought-Leaders as Strategic Corporate Partners

The Association for Advancing Physician and Provider Recruitment (AAPPR), the leading authority on physician recruitment, onboarding, and retention, recently announced two new strategic corporate partners for 2019 - The Medicus Firm, the leading source for locating physician jobs, and Doximity, the professional medical network. With the addition of these firms, AAPPR completes its partner portfolio of physician and provider recruitment, onboarding and retention leaders.

Launched in 2017, AAPPR’s Strategic Corporate Partnership program fosters strong corporate relationships that support its mission to address the challenging and complex nature of physician and provider recruiting, onboarding and retention. This work is critical in a U.S. health care sector that is facing significant physician shortages in the years ahead.

Since 2001, The Medicus Firm has been committed to be the physician and advanced practice provider recruitment firm of choice for hospitals, physician groups and healthcare employers nationwide.

TMF offers its clients industry-leading models of candidate sourcing, strategic process improvement and physician staffing management.

The Medicus Firm has offices in Dallas, TX and Atlanta, GA, and is part of the M3 USA group of companies.

Doximity is the largest professional medical network, with more than 70 percent of all U.S. physicians as members. The network enables medical professionals to communicate with colleagues and patients, and to share their perspectives on the latest health care trends and research. The company is based in San Francisco and was created by the founders of Epocrates and Rock Health.

The Medicus Firm and Doximity join other AAPPR Strategic Corporate Partners that include: CompHealth, The Inline Group, National Association of Locum Tenens Organizations®, NEJM CareerCenter, PracticeLink, PracticeMatch and VISTA Staffing Solutions. ‘’Now in its third year, the Strategic Corporate Partnership program has grown to include key players that are working collectively and collaboratively to support AAPPR members, physician and provider recruitment professionals,’’ said AAPPR Chief Executive Officer Carey Goryl, MSW, CAE. ‘’Every one of our partners wants our members to succeed in their work and for health providers to find the right community for them. These two new partners, joining the current partners, creates a powerful foundation from which our members will grow and in turn, will enable them to improve health in the communities their respective organizations serve.’’

The Strategic Corporate Partnership program provides AAPPR the opportunity to engage with companies through a unique, in-depth relationship. This program acknowledges the significant role allied companies can play in furthering the mission of AAPPR. This relationship fosters greater communication and collaboration among the organizations, providing a think tank of individuals whose companies ultimately provide products and services to AAPPR members.

Created by a handful of members who envisioned the value of bringing like-minds, doing like-work to develop best practices in physician recruitment, the now nearly 2,000 members of the Association for Advancing Physician and Provider Recruitment (AAPPR) represent the most respected, trusted source for information about physician and provider recruitment, onboarding and retention.

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Congratulations to the following Fellows, Diplomates and Associates who achieved Certification March 2018 - January 2019.

Fellows (FASPR): Michele Ballard Cristal Blanco Lance Boerner Pamela Boesch Summer Bonet Stacey Boone Katie Bowser Jeff Bradley Mary Breedlove Jennie Brown Kyle Burrows Craig Cassidy Sherry Chenault Timmy Coleman Stephanie Collins-Russell Allison Costantino Ida Coyan Patti Crabtree Mike Dahlke

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Kelli Dardas Ashley Dowless Amanda Eagleton Ben Eberly Susanna Edmondson Ashley Eichenlaub Zoriy Elterman Gregory Emerick Lacey Fails Terri Farmer Brittany Fielding Nancy Fishbourne Rebecca Fite Ali Freeman Pam Furbee Lorie Garrett Megan Gleadle Maria Greathouse Kathy Gresham Nikki Jon Guiliano

Regan Haberek Amanda Haugh Stephen Heet Jason Hensley Min Hong Claire Howick Alexis Johns Kelley Johnson Teresa Kenney Thomas Klitzka Vincent Kovacic Stacy Kusler Bri Langford Tiffany Larson Vanessa Leboehi Kyle Lewis Dennis Lewis Rejeanna Livengood Anne Long Maria Lopez-Mendez

Ashley Lowe Patricia Lowicki Ginger MacLean Alison Madrid Jill Martin Amado Martinez Nadisha McCalla Sara McCleary Karen McDonough Ryan Miller Haley Mish Fernando Moncada Jessica Mullany Ashley Musser Wayne Nealy Jennifer Nichols Connie Overstreet Jonathon Palmieri Dayna Pangle Kristin Pankey Diana Peng Kara Redoutey Jan Reid John Richardson Karen Rieger Shawna Roach Connor Rockwell Amy Sargent Jason Schultz Chris Seidel Katie Shirey Megan Sievers Kirsten Sukow Kristen Sweeney Mary Ann Tanguay James Tannheimer Clayton Tebbetts Gabe Tippy Deborah Tornabene Becky Trujillo Gene Tyler Hope Valvero Emily Vaughn Graciela Villanueva Lisa Webster Susan Wicker Dolly Willems Sarah Wilson Heather Winston

Diplomates (DASPR): Gay Bateson Elise Benson Stephanie Clay

Cressa Coldsmith Gregory Colletti Karen DeSimone Ashley Dowless Brian Drawdy Randy Ferjuste Amy Ford Holly Fromenton Janet Frongillo Anne Gernetzke Michael Hale Nikki Hoang Bridget Hyden Eric Jackson Taylor Janus Kelley Johnson Glenda Johnston Leigh Jones Mary Kinart Kaitlyn Krimmel Lori Landsgard Emily Lindholm Colleen McCamis Megan McClain Michele McKiernan Shelly Miller Kay Miller Karen Mundy Michele Palmieri Chelsea Pelletier Kelli Piccirillo Gabrielle Pollard Idelsys Roque-Martinez Pam Seidl Jennifer Self Tracy Silva Allie Skrainka Staci Smith Brianne Solem Jenna Spangler Rachel Thomas John Thompson Carmen Troche Gretchen Tyson Kelly Ulrich Meredith Valentine Rinda Wiseman Katie Zahn

Associates (AASPR): Tiffany Albert Taylor Anguiano Lori Aoki Sarah Arseneau

Brennan Bogner Kai Clough Jenny Danker Deborah DeMarco Tracy Doublehead Logan Ebbets Teresa Elliott Amal Elmogahzy Alyson Ezzone Sheena Frydrych Megan Garner Elena Geanuracos Miriam Goddard Shannan Gonzalez Melissa Halcomb Jessica Hall Juliann Hamblin Kalah Haug Sarah Hildebrand Jodie Hilson Tawnn Hoover Lesli Humphrey Marguerite Jones Michael Laiche Andrea Leland Katherine Lindley Chris Link Heather Lowery Arlana Lynn Victoria Madonick Lauren Mahaney Rebekah Maldonado Heather Mamos April Mayer Maggie McGauley Caely Montgomery Margaret Moody Carrie Moore Anthony Norris John Ostezan Karen Pope Rachel Ruddock Kristen Schneider Samuel Serniak Michelle Simlin Lauren Smith Monica Sorensen Rose Sprinkle Jamie Taber-Basler Dvir Tzadok Kaelee Van Camp Wendy Veeder Lindsay Waters Lindsey Weinberg La’Shawna White SPRING 2019

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Improving Your Locum Tenens Credentialing Process By: Lisa Grabl President, CompHealth

Locum tenens physicians play an integral role in healthcare. For many communities, they are the only option for specialized or even general care. They also play a big role in providing gap coverage for facilities that are looking to fill permanent positions or while they have physicians out on leave. Locums prevent burnout in permanent physicians and provide much needed care.

However, before any of these physicians can work, they need to go through a facility’s credentialing process. This ensures the physician has the necessary skills and training to meet the needs of the patient population they will be caring for. Health care facilities have their own personalized process for credentialing physicians and it can often be a laborious job for both the facility and the physician to get through the process.

Since credentialing is different everywhere, it can also be hard for a facility to identify best practices or ways to improve. At CompHealth we are always looking for ways we can improve our internal processes

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and make things easier for the healthcare facilities and providers we work with every day. In an effort to find areas to improve the credentialing process for everyone, we partnered with AAPPR to take a deeper look into the issue of credentialing locum tenens providers.

Together our goal was to identify common pain points in credentialing locums and to identify best practices and other ways to improve the locums credentialing process.

Researching Credentialing Practices Our first step was to hold a series of one-on-one phone calls and small focus groups with physician recruiters and medical staff services personnel from facilities around the country. We wanted to collect qualitative data around universal issues and what things could be applied to the broader credentialing world.

Using that information we crafted a survey that was sent to credentialing and recruiting staff in a variety of facility sizes and

locations. The survey was taken by nearly 400 people and while we found that the credentialing process may be different it does face some common challenges. Some of the larger issues the survey identified were:

result in a shorter credentialing timeframe, faster review process, and improved communication with internal and external stakeholders.

•

Getting complete and accurate information from providers

•

Communicating with stakeholders, both internal and external

•

Completing reviews in a timely manner

Complete and thorough practice descriptions can help reduce the number of candidate presentations that don’t match the need.

A more detailed practice description will better enable the agency to provide you with applicants that match your requirements.

Credentialing Locum Tenens Providers can be Complicated Credentialing locum tenens providers can be complicated simply because locums are often working for short periods of time and each new physician brought into a facility needs to be credentialed regardless of how long they may work. There is often an urgent need for the locums provider as well, adding extra pressure to the process. The survey found the most common issues with credentialing locums were: •

Paperwork not filled out completely

•

Current procedure logs not available

•

References not up to date

•

CV not up to date

You can view the full survey on the new Association for Advancing Physician and Provider Recruitment website under the “Research” section titled, Locum Tenens Credentialing.

Tips to Help Make Credentialing Locum Tenens Easier and Faster

4. Write detailed practice descriptions

5. Communicate provider expectations early If you are communicating with the provider directly, connect your credentialing staff with the provider as early in the process as possible to set expectations and answer questions. Keep things simple by providing a clear, comprehensive checklist of what they need to do and by when.

6. Watch for red flags As soon as you start to receive information about a provider — whether from the agency or the provider directly — begin reviewing their credentials to identify any red flags. Identifying red flags early in the process can save time credentialing candidates who do not meet your requirements. Even minor concerns should be addressed as early as possible. Quick resolution of concerns gives you and the provider confidence to move forward with the credentialing process.

7. Follow up with primary sources A good way to avoid delays in primary source verification is to proactively follow up. Here are three tips that can help.

•

The survey and focus groups identified common pain points, but also collected a lot of information on how to reduce problems and setbacks when credentialing a locum tenens provider. Some of the tips that applied to all facilities regardless of their specific process were:

Reach out: Call the facility and ask for the name of the person who receives verification requests. This will help you make sure it gets to the right destination.

•

Follow up: Once you have sent the request, follow up to make sure it was received by the correct person, then ask when you can expect a response.

1. Agree on the application completion process

•

Understand preferences: Ask how often you should follow up with the primary source and what their preferred method of communication is. It will help you avoid becoming a nuisance.

Proactively set expectations with the locums agency on how you will work together to complete the application process. What constitutes a completed application can mean different things to different parties.

2. Communicate your credentialing process Many agencies can assist you in credentialing locum tenens, but they will be more effective if they clearly understand how they can and can’t help, what your credentialing requirements are, what your privileging requirements are, and what your expectations are.

Credentialing is an important and necessary process. It ensures that physicians and other providers are properly vetted and ready to work with patients. Finding ways to streamline and improve the credentialing process helps physicians get to work faster so they can focus on patient care. For more detailed information on how to improve your credentialing process, visit https://comphealth.com/resources/ credentialing-locum-tenens-providers.

3. Streamline your process If it’s a challenge to clearly communicate your process, you may want to consider conducting a formal evaluation to discover opportunities for improvement. Streamlining your process could

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The Challenge: Fierce Competition for Provider Recruitment

The Solution: A Unique Student Loan Program

The Results: The Most Successful Recruitment Year Event For Lehigh Valley Health Network, fiscal year 2018 was “the most successful recruitment year we’ve ever had in the history of our network,” Lea Carpenter asserts. Her team signed 275 providers, up from 207 providers in fiscal year 2017 ― a 32% increase.

“It’s because of programs like Navigate that we signed more people than ever.”

Have your most successful recruitment year ever.

Visit: www.NavigateStudentLoans.com or email us today about your specific challenge: joy@navigateloans.com

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Wolters Kluwer publishes the clinical content physicians rely on daily to provide excellent patient care. With these physician habits in mind, we’ve crafted multi-channel solutions that give recruiters the edge they need.

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Your future. Our focus.™

Key Points to Recruit More Physicians Now By: Kurt Scott and Patrice Streicher VISTA Staffing Solutions

As an in-house recruiter, your organization relies on you to find candidates that meet certain qualifications and match your practice culture. On the national landscape, recruiters report a continued increase in the number of open requisitions each year. The mounting openings to a large degree are due to increased patient panels, augmented service markets (a byproduct of mergers and acquisitions), physician turnover and a growing population of retiring physicians. Pressured timelines combined with a highly competitive staffing market, shallow candidate pools and candidate ghosting*, for many of us have sprouted a gray hair or two. Our hope is to provide renewed awareness on approaches and insight that will contribute to your continued success. With more than 50 years of collective recruitment experience, we have unveiled five key points to help you recruit more physicians now!

Take charge from the beginning and pull a group of stakeholders together to meet regarding the opening. During that meeting, you will not only receive valuable information regarding the practice and the picture of the perfect candidate, but you should also test the waters for any issues that may arise in the future. This is a wonderful time to ask things like “During the interview, is there a chance a candidate will hear anything negative from others in the group?”, or “Is everyone in the practice on board with recruiting another physician into your practice?” The key is in part the questions to ask, but more importantly, the answers you glean from the nonverbal communication. During your discussion, listen to their tone, observe their body language and decipher what is NOT said, yet apparent through pauses and moments of awkward silence.

As the physician recruiter, your success in placing physicians requires that all those participating in the process are level set.

From leadership to staff physicians, a consensus of support for

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recruiting a new physician often rests on you to take charge in laying the foundation.

Now that you have unified support with your administration and incumbent physicians, the next critical step is to organize a recruitment plan that sets the tone for a successful strategy. To start, identify the physician audience offering the best match for the position. Keep in mind, you can always tweak your physician audience throughout the process. As a suggestion, start with physicians who currently live, have ties or possess a license in the opportunity’s state location. If there is a desired skill set or specific requirement such as fellowship training, you may want to include this detail in your query when designing a targeted list. The main objective is to identify physicians who match the ideal candidate profile and optimize responses from prospects expressing interest to learn more about the opportunity.

Before enacting a plan, having empathy regarding an individual preference as to how, when, where and what people like to be communicated about by you or anybody is critical. We learned from an array of surveys that repetitive messaging on various platforms is key.

We recommend starting with an aggressive, multiprong tactical approach using a variety of resources simultaneously. Most plans include advertising and marketing the opportunity on several job boards, scheduling regular email and text campaigns, engaging your LinkedIn network and proactively searching your database along with any contracted databases for physicians to contact by telephone. This provides a comprehensive approach with high probability for success.

And, while it is often regarded as “old school,” great recruiters pick up the telephone to converse with physicians about their qualifications, location and practice preferences.

In our global market, physician candidates are not confined to the Continental United States. Over the years, we have successfully recruited and placed US trained physicians situated on another continent while they were serving in the military, living as an expat, performing mission work or serving on a Doctors Without Borders assignment. In marketing your opportunity, your ability to get the word out globally is vital in finding great candidates off the beaten path.

Depending on the level of openness and time sensitivity of the search, some rural hospitals along with challenged urban locations are entertaining innovative employment models. In 2018, models with growing popularity include two physicians sharing a full-time position with each working part time hours, full-time employment with workweeks consisting of three 12-hour days or four 10-hour days and outpatient practice offering a blocked schedule in which a physician works two weeks per month without relocating to the community. These models along with practice dynamics in which a physician from another city or state interested in practicing “perm” without a commitment to relocate has demonstrated a win-win solution. Central to the recruitment success for the hospital is adding a new physician to the practice equation who will care for patients and relieve the impending burnout of the incumbent providers. Also, under this model, the age-old problem of a candidate eliminating themselves due to the unwillingness of a spouse or high school-aged child relocating is less of a factor.

The advantages include a physician as a regular member of the staff, a stimulating practice dynamic offering diversity in practice environments and the physician’s ability to return to their home location without a relocation disrupting their family’s preferences.

Innovative practice models offer a variety of possibilities for an organization to secure physicians as a member of the medical staff while accommodating the physician’s lifestyle preferences.

A family medicine physician who had a successful private practice in coastal Florida found a way to help out a group in Georgia. His monthly schedule was divided between working two weeks in his private practice and the other two weeks in a rural community in Georgia. “It works out great! The hospital in Georgia searched for four years before I started working for them. The office schedules patient physicals and follow-ups based upon my schedule.”

Innovative models offer hospitals a real possibility to recruit physicians who will successfully maintain a patient panel and continuity of care. With no end in sight for a market space with high demand and low supply, the ideal set by facilities that candidates need to relocate and become a community member may be shortsighted. Innovative models offer practices endless possibilities to close the gap between the continuity of patient care with a perm provider and retention of overworked incumbent physicians.

and having a forward-thinking recruitment plan. All of these and a few select others have rightfully found a home on the list. Most importantly, it is essential to maintain, a strong sense of urgency.

This sense of urgency is not a hard-pressured sell to hire but rather a commitment to retain the momentum of a physician’s interest in an opportunity. Integral to successful placements is taking ownership in moving the process forward. When days turn to weeks to engage a candidate with a conversation or site interview, the probability of securing the physician declines dramatically.

As an example, a physician candidate who waited two weeks to be called by a client commented during a follow-up telephone conversation, “It’s been two weeks, either they are not interested in me or they are just too busy to call me. I am not sure which is the case but either way, based on my experience, this is not an opportunity I have interest in anymore.” Delays in contacting a candidate, how you approach scheduling interviews and interacting with candidates overall communicates a strong message about you and your practices. Candidates who hear from a practice representative within a few days, experience follow up communications when promised and are scheduled for a site visit during a mutually agreed upon date communicates a strong message about interest sincerity and the quality of your organization.

The bottom line is, the competition is fierce. Organizations demonstrating a high level of interest in candidates through an apparent sense of urgency are the ones that come out on top!

Summary There are too many opportunities available for physicians to seriously consider organizations that do not demonstrate the highest level of interest. The key points in recruiting more physicians now include: •

Be the facilitator to bring everyone together to build a united front

•

Together, devise a well-orchestrated recruitment plan and then execute with a commitment toward success

•

Embrace the possibility of innovative employment models that will expand your candidate pool to include those looking for a non-traditional model

•

Make a commitment to the momentum in processing candidates as the No. 1 key in recruiting more physicians now!

•

* Ghosting, a prevalent problem in strong job markets, includes candidates not showing up for interviews, first day of employment, vanishing and/or becoming unresponsive to your calls after expressing initial interest.

The key aspects for successful placements include a cohesive team, active communication, finding a candidate/client match

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Can Move Benefits Impact Recruitment?

By: Vicki Bierlein, CMC, CRP Director of National Business Development, Stevens Worldwide Van Lines

As the demand for health care providers increases over the next decade, offering a robust relocation package could differentiate your organization among practitioners looking for opportunities in new areas. Providing relocation assistance to your providers should be easily managed by your staff and serve as a positive introduction to your organization.

“Relocation assistance has provided a seamless onboarding experience for our new providers during what can be a very stressful time for them and their families,” commented Jenna Russell, Onboarding Manager with Physician & APP Recruitment & Onboarding, Atrium Health Medical Group. “Being able to connect our new providers directly with a relocation vendor allows us to provide a concierge-like onboarding service – partnerships with relocation vendors has added to the service and experience our onboarding team is able to deliver.”

Imagine living in Boston, Mass. and accepting the career opportunity of a lifetime ― in another state across the country ― in San Diego, Calif. What happens next: you are now fixated on what the moving process will be like and what help, if any, is available.

There is help ― a cost-effective relocation option that organizations can provide in the allowance for move benefits, which provides

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financial assistance to cover expenses for packing, storage and transportation of the provider’s household goods and vehicles. There are several options to consider: •

CASH – Provided to the employee directly to use in any manner they prefer. While it gives the employee full discretion to use the funds as needed, and is also easier for your organization to manage, it is difficult to measure if the dollars allotted were correctly utilized to complete a comprehensive relocation as intended.

•

REIMBURSEMENT – This option allows the employee to pay for all of their moving expenses upfront and submit receipts afterward. This approach ensures that funding dollars are specifically applied to the move expense and allows for tracking of real costs associated with relocating, but requires the employee to pay upfront and out-of-pocket.

•

DIRECT BILL – In a direct billing program, the mover(s) will invoice your organization directly. You will establish the maximum amount to bill and any additional amount owed is collected by the mover from the transferee. Additional relocation-related expenses could then be handled as in either option above.

Important 2018 Tax Change: Employees will be taxed the full dollar amount of the allowance and no longer able to write off expenses at the end of the year. Due to these new stipulations, some employers have elected to provide tax assistance (gross-up 10 or 15 percent) to allow the employee to net the entire amount of the allowance.

Establishing the Allowance, and Peace of Mind, for Moving Every organization is unique and so are the needs of your candidates.

You may consider offering a variable allowance, based on parameters established by your organization, including: •

Early-, mid- and late-career physicians

•

Size of family

•

Distance to be moved

•

Salary level

•

Homeowner or renter

Examples of Moving Needs Based on Career Stages The recent grad/early-career provider: Those starting out in their professions have fewer possessions and may opt to move themselves.

They may also have less discretionary income to pay for essentials such as first and last month’s rent, security deposits and travel expenses.

Mid-level career provider: A long-distance relocation for these candidates can be more complex due to family concerns and having more possessions.

Late-career provider (20 years+): These individuals will generally have the most possessions and their expectations will be greater in terms of assistance offered by their new employer.

Providing a comprehensive moving experience can influence the interest of a choice candidate and motivate their ongoing performance. A survey conducted by relocation and outplacement firm, IMPACT Group, revealed that 75 percent of transferees were highly engaged at their new employment post-move as they were not sidetracked by the stressors of moving. Additionally, 92 percent of transferee families reported post-move happiness as relocation assistance provided invaluable time saved in moving.

The Future of Relocating Talent Planning for the future health care workforce will also factor into your relocation assistance program. The Association of American Medical Colleges predicts that the United States will face a shortage of between 42,600 and 121,300 physicians by 2030, largely due to the growth and aging of the population and impending retirements of older physicians.

Providing relocation assistance could be your greatest move in bringing future talent home.

Sources Cited: 1. Gibson, Ivana, GMS. (2017). Lump-Sum and Managed-Cap Moves.

Retrieved December 21, 2018 from https://www.worldwideerc.org/ article/lump-sum-and-managed-cap-moves 2. Marshall, Ed, CRP, SGMS-T. (2018). Challenging Status Quo Relocation. Mobility Magazine (Magazine of Worldwide ERC®).

Pages: 89-91. Retrieved December 27, 2018 from http:// mobility.worldwideerc.org/publication/?m=46257&l=1#{“issue_ id”:526883,“page”:96} 3. AAMCNews(2018). GME Funding and Its Role in Addressing the Physician Shortage. Retrieved January 2, 2018 from https://news. aamc.org/for-the-media/article/gme-funding-doctor-shortage

Key Partnerships that Lighten the Load There are benefits of partnering with a van line as a direct billing or referral option. It simplifies the process as your employee is not expending time and energy researching qualified movers, and minimizes the risk of choosing an unqualified mover or paying too much.

Your van line partner can help you create a policy and save money on its services related to the volume of moving goods. Additionally, it can also provide detailed reports so you can track expenses, performance, and the satisfaction of the transferee.

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Does Your Recruiting Need a Facelift?

By: DocCafe.com

From the candidate shortage to your online presence, here’s a look at how your in-house recruitment can succeed as the state of the health care staffing industry continues to evolve.

and pediatrics generally see similar time-to-fill averages. However, physician specialties like psychiatry and neurology continue to take much more time to fill across the board.

Candidate Shortages

The Annual Physician Placement Report released by The Medicus Firm explains that family practice remains the most frequently placed specialty with internal medicine a close second. They report that hospitalists are the third most frequently placed specialty.

Although it may feel like the candidate shortage epidemic only applies to your health care organization, hospitals of all sizes and in every location nationwide are feeling the pain when it comes to a lack of qualified candidates. Recruiting qualified candidates is a staffing challenge that we will continue to see.

It can take up to six months, and in some cases even a year or more to fill open health care positions. One report says it takes 204 days to fill openings for primary care physicians. Specialties like urgent care

The good news for in-house recruiters is that health care occupations are generally expected to grow over the next five years.

According to the U.S. Bureau of Labor Statistics, physicians are expected to increase by 15 percent through 2026. Health care support occupations are predicted to grow by 23 percent. cont’d on page 56 → SPRING 2019

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← cont’d from page 55 Mobile First

Video Interviews

A study from Glassdoor reports that more than 90 percent of modern-day job seekers use a mobile device to hunt for a new job.

And almost half of them do it daily. Think about it. How often are you away from your smartphone?

As automation continues to take over our world, recruiters should leverage video interview software to streamline the interview process. Online video interview platforms like Interview Oracle are designed to help you cut through the piles of resumes and quickly identify candidates who have the skills and qualifications you’re looking for. Once you post your position and interview questions on the Interview Oracle platform, your candidates can record their video responses from the convenience of their homes, saving you both time and money.

The same study shows that 16 percent of applications are submitted via a mobile device. People are busy, and they want to apply for jobs on the go.

An effective in-house recruiting strategy provides a streamlined mobile experience and allows candidates to easily interact on a mobile device. Focus your recruitment efforts on the mobile experience and ensure that all your materials are mobile optimized, so you don’t lose candidates with a cumbersome desktop application process.

Online Profiles According to LinkedIn, the first thing candidates do when they hear about a new job opportunity is review the company’s website.

Another report from Glassdoor says that 80 percent of candidates review social profiles as part of their job search. Your online presence tells candidates about your company, including company goals, mission statement and any other important information you want to include.

Candidates value a company’s honesty and transparency. If you want to recruit the best, you need to show potential candidates why they should come to your company. Personalize your profiles to let candidates know what it would really feel like to join your organization. Think of your online presence as the welcome mat for potential candidates. It’s the first impression they get of your health care organization.

Social media is no longer just for sharing cat videos. Corporations should be regularly sharing posts about culture, work/life balance, current employees, and the community. Leverage social media to showcase your organization and strengthen your employer brand.

Search engines prioritize your entire online presence, including your social engagement and company reviews. Encourage current employees and recent hires to post reviews about your health care organization. You can even offer incentives to get them to do this.

This will also help offset any potential negative reviews.

In addition to regularly posting on social platforms, you can improve your employer branding by maintaining a current website with relevant health care news, a blog, career advice, and job postings, and by relying on job boards to generate additional traffic to your open positions.

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Video is a great option to get an accurate first impression of a potential candidate for health care professionals who are not local.

Phone interviews are a thing of the past as younger generations demand a different form of communication. Bringing candidates across the country for in-person interviews is also cost-prohibitive.

Interactive hiring with video interviews will increase as on-the-go, travel-savvy health care professionals continue to enter the field.

How to Find a Top Quality Locum Tenens Provider Every Time By: Bill Heller, President Weatherby Healthcare

Locum tenens providers can be a lifesaver when you need extra help on your team, but they can also be a problem if they aren’t the right fit for your facility. Fortunately, by asking the right questions to the right people, you can get the answers you need to make an educated decision about the quality and suitability of a locum tenens candidate.

•

Describe a situation where you had a difficult patient and how you worked to resolve the issue.

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How do you explain complicated instructions to a patient?

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Describe a time that there was conflict with other physicians, nurses, or staff and how you dealt with the situation.

Here are a few sample questions to get you started.

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How do you deal with someone who is very upset?

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What kind of people do you work best with?

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What kind of people do you struggle to work with?

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What are your steps for fixing a problem when you make a mistake?

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What do you do when you disagree with a policy?

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What do you do when you see an opportunity to make an improvement in a process or policy?

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What is the most difficult problem you face on a regular basis?

And how do you deal with it?

Questions to ask the Provider When interviewing a provider candidate — either on the phone or in person — include a combination of behavioral and practice-related questions. The range of responses you receive by asking both types of questions will help you to better understand the provider than just practice-related questions alone.

Behavioral Questions Questions like the ones below will help you identify how a provider perceives and interacts with others as well as the clinical environment. Be sure to dig deeper if you feel the initial response isn’t giving the full story.

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← cont’d from page 57 Practice Questions

•

The questions can be difficult to ask but the answers are critical. Be as tactful as possible, but definitely include these questions in every interview.

How flexible are they to changing conditions? Do they roll with the punches?

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On a scale of 1 to 10, how would you rate them as a team player?

Questions to ask both the Agency and the Provider

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Have you ever had your employment as a provider terminated?

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Have you ever had your medical license denied, investigated, suspended, or revoked?

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Have you ever withdrawn a medical licensure application from a state licensing board?

It’s a good idea to ask some questions to both the healthcare provider and the locum tenens agency. You may get similar responses, but you will usually learn something new that will help your overall understanding of who the provider is and how well he/she will fit with your organization.

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Have you ever withdrawn an application for medical staff membership at any facility?

Example questions to ask both the provider and the agency:

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Have you been investigated by a health insurance program?

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Are you the subject of any pending medical malpractice claims or settlements?

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How long has he/she been doing locums?

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How long does he/she plan on doing locums?

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Have you been censured by a medical association?

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Does he/she do locums full time or is it a side job?

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Have you been convicted of or indicted for alleged criminal activities?

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What motivates him/her to work locums (e.g., travel/tourism, extra money, experience in a different clinical setting, etc.)?

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Do you have a dependence on any chemical substances?

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What does the locum look for in a work environment?

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An affirmative response isn’t always a deal killer, but it is helpful to discover any potentially disqualifying concerns early in the process.

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How does he/she handle admissions?

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Is he/she good with computers/EMRs, etc.?

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Questions to ask the Agency

What are his/her family relationships? Does the locum have family who live near my facility?

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One advantage of working with a locum tenens agency is that they have a pre-existing relationship with the provider. The agency recruiter usually knows the provider much better than you can after one or two interviews. Leveraging that relationship will help you gain new insights into the candidate.

What work/life balance issues are important to the locum? And how does the locum work maintain that balance?

Bringing on a new provider is a lot of work. Make that work pay off by improving your chances of finding a quality provider by asking the right questions to the right people.

Sample questions to ask the agency: •

How long have you known/worked with this provider?

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What is their work history with your agency?

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Have you completed credentialing, licensing, and/or hospital privileging with them and how did it go?

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How responsive were they in providing needed paperwork?

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Is there any history of malpractice?

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Has this provider worked at facilities/geographic areas similar to mine?

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What issues have come up on previous assignments and how did they respond to those issues?

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How do they get along with other staff doctors/nurses?

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AAPPR Team Members

Carey Goryl, MSW, CAE

Susan Motley, CAE

Sara Surprenant

Ken Root

Chief Executive Officer

Deputy Director

Director of Membership & Program Services

Director of Marketing & Communications

Kristen Taylor

Taylor Dempsey

Amanda Dedic

Director of Events

Communication Manager

Membership Services Coordinator

Reprint Policy Permission must be obtained before reprinting any article appearing in ROAR (Recruitment, Onboarding and Retention).

To obtain this permission, please contact Sara Surprenant in the AAPPR office at (800) 830-2777. ROAR is published semiannually for members of AAPPR by the Association for Advancing Physician and Provider Recruitment.

Unless stated, comments in this publication do not necessarily reflect the endorsement or opinion of AAPPR. The publisher is not responsible for statements made by the authors, contributors, or advertisers. The publisher reserves the right to final approval of editorial and advertising copy in this publication.

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