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Summer 2012 Volume 19, Issue 3

Journal of the Association of Staff Physician Recruiters

The Only International Organization Exclusively for In-House Physician Recruitment Professionals

In This Issue: Conference Sneak Preview: JASPR Interviews Top Healthcare Expert Jonathan Fleece Building a Business Case for Recruitment and Retention Best Practices EEOC Issues New Guidance on Criminal History in Employment Decisions

Reprint Policy Permission must be obtained before reprinting any article appearing in the Journal of the Association of Staff Physician Recruiters (JASPR). To obtain this permission, please contact Laurie Pumper in the ASPR office directly at 800-830-2777. The Journal of the Association of Staff Physician Recruiters (JASPR) is published quarterly for members of ASPR by the Association of Staff Physician Recruiters and Ewald Consulting, 1000 Westgate Drive, Suite 252, St. Paul, MN 55114. Phone: 800-830-2777 Fax: 651-290-2266 Email: Unless stated, comments in this publication do not necessarily reflect the endorsement or opinion of ASPR or Ewald Consulting. 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.

Endorsement Policy ASPR recognizes and appreciates the support of members of the Corporate Contributor Program. This affiliation with ASPR provides a unique opportunity for exposure to ASPR members that includes name recognition and goodwill. While ASPR 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 ASPR, will automatically be terminated from the Corporate Contributor Program.

Vendor Resource Guide ASPR members are eligible for special discounts on services from participating advertising, direct mail, and other service providers. For a complete listing, go to the member section of our Web site and click on Discount Purchasing Program. Call Jennifer Metivier at the ASPR office at 800-830-ASPR (2777) if you have questions or need additional information.


From the Editor By Judy Brown, FASPR, Editor, JASPR,

Editorial Reflections and Farewell …. This issue of JASPR is my last as co-editor. Starting in August, JASPR will be in the capable hands of my current co-editor, Lori Jackson Norris and newly appointed co-editor, Miranda Grace. As I step down from my appointment and reflect upon my term as co-editor, I feel so honored and appreciative of the wonderful opportunity to have served in this position. I was asked by the board of directors to assume the role of co-editor with Laura Screeney in 2003. For the past nine years, the editorial team and JASPR Committee has published JASPR four times a year — struggling to stay on schedule and often worrying if our members would find the articles and content of the journal to be informative and of interest. Despite these worries, each issue came out better than we anticipated and often with enthusiastic response from our members. Finishing this appointment is bittersweet and I find myself becoming a little nostalgic as I write this last column. Many changes have occurred for JASPR since 2003. When I first began this appointment, we were publishing a quarterly newsletter that was primarily focused on highlighting ASPR news with a few informative articles. In 2007, our committee members and the board of directors elected to push the boundaries a little further and we moved to a journal format that focused more on providing quality, informative articles that focused on topics regarding physician recruitment and other related healthcare topics that we felt our members would find of interest. This past year took us into a new realm of publishing for JASPR as we expanded to an electronic-only edition. Since 2003, ASPR membership has doubled — and our audience has expanded accordingly. With the change to an electronic medium, we can now post links of the current electronic edition in many different venues including discussion groups on LinkedIn. This has expanded our readership to healthcare professionals beyond

Journal of the Association of Staff Physician Recruiters

ASPR’s membership, bringing more recognition to our members and organization. Many changes have occurred in healthcare since 2003 and we have tried to capture those changes and their impact with our members as they have arisen. In the early 2000s, the hospitalist movement was still relatively new to many of our members. Many articles were written and shared over the past decade that discussed the impact that the shifts of practice models within inpatient medicine and ambulatory medicine have had on physician practices as well as on physician recruitment. Other major changes and topics that we have highlighted in the past few years have included the continually growing physician shortage, the expansion of digital and electronic mediums and their impact on sourcing and physician recruitment, the economic downturn and its influence on physician recruitment, the increase in physician alignments and acquisitions, and most recently healthcare reform. Our goal has always been to stay on top of these healthcare trends and share with our members how these trends will impact each of us in our roles with our respective organizations. Over these years, I also have had some personal transformations. I had two job moves during this time — which broadened my horizons and experiences in physician recruitment. I lost a friend, former co-worker and ASPR member to breast cancer, and saw the beautiful community of ASPR rally around and support Micki throughout her courageous battle. Lastly, I have seen the retirement of two of my closest mentors, Jerry Hess and Tim Skinner. Jerry retired a couple years ago, and as you will read in this issue, Tim is retiring this summer. Jerry and Tim were both very instrumental in the development and inception of ASPR as an organization. Both are past presidents of ASPR, have been JASPR Committee members, and have contributed greatly to JASPR (and its predecessor the ASPR newsletter). I cannot thank them enough for their contributions to ASPR as well as for being mentor, coach and friend all these years. In closing, I want to personally thank Laura Screeney and Lori Jackson Norris for being such From the Editor continued on page 49 

President’s Corner

Inside This Issue

By Scott Manning, FASPR, ASPR President, Articles


Conference Sneak Preview: JASPR

As I write this article, it’s July in Phoenix, AZ — and summer has arrived in full force. We had a record heat wave last weekend with temperatures in excess of 110 degrees (and to top it off my AC unit is on the fritz!). However, in most areas of the country, warm summer weather is a welcome change as outdoor activities increase, backyard barbecues are popular, snow blowers are put into hibernation and all in all, a sunny disposition is had by all (pun intended). The summer months also signal the arrival of my favorite event of the year, the ASPR Annual Conference. This year’s conference is being held on the West Coast for the first time. We are invading the city of Los Angeles, CA, for our annual get-together. The city of L.A. and the state of California scream out summertime fun. They are known for warm weather, ocean breezes, sunny days, beaches and an outdoor lifestyle. While we visit the city, I hope each of you takes some time to explore the city, see the sights and enjoy the weather.

The conference is my favorite event because it is the one time each year I get the chance to connect personally with my colleagues from around the country. It is a time to renew old acquaintances and begin new ones. The network and friendships you develop within ASPR are (in my opinion) worth the price of attending by themselves. I can’t begin to put a price tag on the value of these relationships. Educationally, the conference is again packed with great speakers and interesting topics that make it an outstanding learning experience for both the most seasoned recruiter as well as the rookie. The conference planning committee has once again exceeded expectations and has assembled what I believe to be the best slate of speakers and topics ever. My hat is off to 2012 Education Committee Co-Chairs Allen Kram and Joelle Hennesey and all the committee members. The work they put in over a 10-month period allows the rest of us to attend and enjoy an outstanding event.

Interviews Top Healthcare Expert Jonathan Fleece ..........................................................7 What you Don’t Know Can Cost You: Building a Business Case for Recruitment and Retention Best Practices .............................. 12 You Are What You Tweet! ......................................... 15 Tim Skinner Retires from Profession ...................16 ABMS Member Boards Set Time Limits for Becoming Board Certified ...................................22 Modern Times, Modern Ways: A Day in the Life of a Physician Recruiter........................26 EEOC Issues New Guidance on Criminal History in Employment Decisions ........................ 27 Everything I Needed to Know About Onboarding I Learned as a Waitress...................29 Clearing Customs, Changing Lives.......................34 MGMA Benchmarking Report: Physicians Report Moderate Shifts in Compensation in 2011.............................................. 37

ASPR Updates/Features/Other Letter from the Editor ................................................. 2

Thank You and Congratulations on a Job Well Done! I hope all of you are able to attend this year’s conference. As my esteemed predecessor, Brett Walker stated, it is ASPR’s Super Bowl! I look forward to seeing you there.

President’s Corner..........................................................3 Calendar..............................................................................4 ASPR Fellows, Diplomates, & Associates............4 Letter from the Executive Director........................4 Corporate Contributor Listing .................................5 2012 ASPR Annual Conference ................................ 18 Things to See and Do in Los Angeles................20 The ASPR Education Committee......................... 24 Revamping the ASPR Mentor Program............30

Coming Soon: ASPR In-House Physician Recruitment Benchmarking Report

Restructure and Refocus of the Website and Membership & Marketing Committees.................11 Grace Named Co-Chair of JASPR...........................5 Chapter & Regional Group Updates .................. 32 Employment Hotline ................................................. 39 ASPR Corporate Contributor Features............. 42 Board of Directors & Committee Chairs............ 51

Editor: Judy Brown, FASPR

Associate Editor: Lori Jackson Norris, FASPR

Publisher: Laurie Pumper

Visit for complete details.

Summer 2012


From the Executive Director Calendar Aug. 11-15, 2012

ASPR Annual Conference

Los Angeles, CA Please visit for more info.

Aug. 29

ASPR Live Webinar Series: Knock, Knock, Knockin’ on Residency Doors

ASPR Live Webinar Series: Primary Care Practice Acquisition and Employment: Best Practices

We are busy as always at ASPR! Here are a few highlights of some of the projects and initiatives that the board of directors, committees, and staff have been active with over the last few months.

Live online webinar | View more info

Sep. 26

By Jennifer Metivier, MS, FASPR, ASPR Executive Director,

Live online webinar | View more info

ASPR Fellows, Diplomates and Associates Congratulations to the following Fellows who have achieved certification and the Diplomates and Associates who have achieved designation since April 1, 2012! Fellows (FASPR) Terese Lagattuta Craig Miller Victor Ramirez Dean Richardson Jacob Shimansky Bob VanderPloeg Diplomates (DASPR) Lilly Bonetti Shane Brown Gina Ciramella Jennifer Fedderson Kathie Lee Lee Moran Associates (AASPR) Suzanne Anderson Stacey Armistead Melissa Coulson Virginia Cuthrell Christy Gannon Bridgett Gawlik Julie Goetz Sean Haber Lori Hart Rob Henges Kristi Hermann Robin Hice Carl Kelly Carol Koetting-Freeman Joseph Kolligian Melissa Mazzell Debra Mounts Denise Paradis Kirsten Quinlan Christine Ricks Emily Shields Karmen Smotek Stephen Spaulding Elizabeth Teets


With the transition of the board of directors terms beginning in August, the 2012 ASPR board of directors elections have moved from the fall to the spring. The election results were recently announced via ASPR Weekly. Congratulations and welcome to Donna Ecclestone, FASPR, Duke Medical Center, Durham, NC, upon her election to the position of secretary and to Frank Gallagher, Baystate Health, Springfield, MA, upon his election as board member at large! We also congratulate Laura Screeney, FASPR, North Shore Long Island Jewish Health System, New York, upon her re-election as board member at large! Scott Manning, FASPR, District Medical Group, Phoenix, AZ, will continue as president; Debbie Gleason, FASPR, Nebraska Medical Center, Omaha, NE, will continue as presidentelect; and Diane Collins, FASPR, HealthPartners Medical Group, Minneapolis, will continue as treasurer, all through August 2013. Shelley Tudor, FASPR, Humana, Indianapolis, and Allen Kram, FASPR, Health Quest, LaGrangeville, NY, will continue their terms as board members at large through August 2013. On behalf of the ASPR membership, I thank outgoing Secretary Ann Homola, FASPR, Eastern Maine Medical Center, Bangor, ME, and outgoing Member at Large Scott Lindblom, FASPR, Dean Clinic, Madison, WI, for their tremendous contributions over the last several years! We have a few new committee co-chairs to announce as well that will all take effect in August at our annual business meeting. Congratulations to Robin Schiffer, DASPR, MedCentral Health System, Mansfield, OH, on her appointment as the new co-chair for the Education Committee. Thanks and appreciation to our outgoing Education co-chair, Allen Kram, FASPR, who has worked tirelessly along with Co-Chair Joelle Hennesey, FASPR, Manatee

Journal of the Association of Staff Physician Recruiters

Healthcare Systems, Bradenton, FL, to orchestrate an amazing annual conference. Joelle and Robin will work together to plan an incredible conference in 2013 in Tucson, AZ, with Allen continuing as a committee member. We also congratulate and welcome Miranda Grace, AASPR, Lewistown Hospital, Lewistown, PA, to the co-chair position of the Journal Committee! Miranda will join Lori Jackson Norris, FASPR, Dignity Health, Chandler Memorial Hospital, Chandler, AZ, to continue to provide top-notch articles and editorial expertise in JASPR. A special thank-you goes to our outgoing co-chair and editor, Judy Brown, FASPR, Children’s Hospitals & Clinics of Minnesota, Minneapolis, MN, for her many years of volunteerism and service to ASPR. Judy has been a long time co-chair and editor of JASPR; she and Laura Screeney were the first editors back in the early days when it was a short newsletter. Judy has contributed to the growth of our publication into a professional journal. She will continue as a member of the Journal Committee, with Miranda and Lori as the chairs and editors. There are a few committee updates to highlight. The Fellowship Committee has been extremely busy over the several months working on updating the fellowship exams. Three teams of volunteers have been reviewing current exam questions and writing new questions to ensure that the exams are up to date. The committee is working with a reputable company on this project. Barring any unexpected technical delays, we expect the new exams will be utilized beginning in January 2013. The Benchmarking Committee has announced that the executive summary, full report, and data for the 2012 ASPR In-House Physician Recruitment Benchmarking Report are expected to be available in July. Keep your eyes open for industry trends and highlights in the next issue! Finally, the 2012 ASPR Annual Conference is just around the corner. The Education Committee has somehow managed to surpass last year’s amazing educational content. You’ll find an abundance of information on the conference throughout this issue and on the Web site at We look forward to seeing you all in Los Angeles in a few weeks!

Grace Named Co-Chair of JASPR Miranda has been a member of ASPR and the Journal Committee for just over a year. In that short time, she has accomplished the designation of Associate/AASPR and currently is working toward completing her Fellowship certification. She also is a member of the MidAtlantic Physician Recruiter Alliance/MAPRA. A graduate of Penn State, Miranda earned a bachelor’s degree in health policy and administration. She began her career as a physician recruiter with Lewistown Hospital, Lewistown, PA in April 2011.

Miranda Grace, AASPR, Physician Recruiter, Lewistown Hospital, Lewistown, PA

Miranda Grace has accepted an appointment by the ASPR Board of Directors as co-chair of the Journal Committee and associate editor of JASPR. In August, she will officially join current co-chair and editor, Lori Jackson Norris. Judy Brown will step away from the editor’s desk and take a well deserved break after many years of volunteer service, but will remain as a valued committee member.

“I am so honored to have been given such an outstanding opportunity as this,” Miranda said. “JASPR remains one of my favorite ASPR resources because it not only provides educational pieces on current and trending physician recruitment topics, but it also combines reading and writing, my two favorite hobbies! In this new role, I hope to maintain the excellence that my predecessors have worked so hard to achieve, as well as contribute regularly to JASPR in the form of articles, feedback, and encouragement for both our writers and our readers... I encourage you, like me, to live by Benjamin’s Franklin’s words, ‘Either write something worth reading or do something worth writing’.”

ASPR Recognizes and Thanks Our Corporate Contributors For product and contact information on these companies, go to the “Corporate Contributors” page of the ASPR Web site (

Gold Contributors ab+c Cejka Search CompHealth The Delta Companies DocCafé.com HealthcareSource HEALTHeCAREERS The Inline Group Jackson & Coker JAMA & Archives Journals Merritt Hawkins The New England Journal of Medicine PracticeLink PracticeMatch VISTA Staffing Solutions

Silver Contributors Locum Leaders Profiles, LLC Texas Children's Hospital Weatherby Healthcare

Call for White Papers

Bronze Contributors A. Arnold World Class Relocation

Are you pursuing an advanced degree (MHA, MBA, MPH)? Are you looking for a resource to publish a brief of your thesis, paper, case study, or research? Or, has your organization recently done a White Paper that would be of interest to your ASPR colleagues? We are seeking to continue to advance best practices in the field of in-house physician recruitment and are seeking white papers that provide insight, ideas and findings via case studies and research briefs. For further information, please contact the JASPR Editors at judy. or lori.norris@

AccuCheck Investigations Share with Your Residents and Fellows: Cover Letter & Curriculum Vitae Preparation; Preparing for the Interview; and the Employment Contract By Kelly Ford, MBA, Director of Medical Staff Affairs, Hospital Sisters Health System, HSHS Medical Group

Interviewing 101: Reprinted by permission from How to Get the Job You Really the Want Winter 2009 Issue of the

Journal of the Association of Staff Physician Recruiters



from your colleagues’ priorities, but it is important to know what is right for you. Keep in mind that the majority of residents and fellows change jobs within three to five years after completing their training. Therefore, the more sure you are of what will work for you, the lower the odds that you will be among the majority who have to go through the agony of a second set of interviews.

You have identified several job opportunities. • Decide if this is a job you would accept Preparation It’s April 2012, and you should be preparing taking the time istorapidly interview.a cover letter and curriculum vitae, since Now you’re ready to contact the prospective The end of yourbefore residency/fellowship Author’s Note • You have limited time to interview, so use employers to learn more about their career your training will be over in 2013. Not much approaching, and it’s time to find that perfect that time wisely! offerings. The interview process begins with can be done until you have completed this practice, the ideal partner(s), in the location of After years of counseling an initial phone call and may entail one or two residents and fellows on how all-important task. Mediocrity has no place in your dreams. The years of training have been The Site Interview: site visits. Consider your initial phone call as best to approach the job the preparation of these documents. If their grueling, but you feel competent and you’re • Tell your recruiter or contact any special the beginning of your interview process! Your search, I have learned a thing appearance is less than professional, if they ready to settle into a flourishing practice and needs you or your family have BEFORE first phone call will form an initial and lasting or two. When the Missouri, contain sloppy margins and tabs, misspelled get that first sweet taste of prosperity. You the interview. impression on the recruiter or key practice Iowa, Nebraska & Kansas words, inconsistent format, undocumented and your colleagues have started to receive • Bring your significant other on the first contact, so be prepared and be professional. (MINK) MidWestMD Physician periods of time, etc., the likelihood that you a barrage of telephone calls from recruiters, visit. His or her opinion is key. Your first contact may determine if you are Recruitment and Retention stacks of job flyers and advertisements fill will be considered for a position with that • Dress professionally and be punctual. invited for a site interview. Pre-schedule the Network decided to publish a your mailbox, and your emails have increased choice practice lessens considerably. This Turn your cell phone OFF and put your call at a time that is convenient for you. If quarterly newsletter directed to information is your first introduction to a threefold. And now, you’re faced with possible, try to schedule the call at a time that Blackberry/PDA away. resident physicians completing potential employer. It must be well organized determining what opportunities are worth • Always remember to use a firm handshake you’ll have no distractions. medical training, I thought and informative and it must present an image checking out. What important factors need to (but not bone crushing). Maintain eye this an opportune time to put of someone who everyone wants to meet. The be considered? How will you ever make sense Preparing for the Phone Interview contact and smile! on paper what I had been most successful approach is to be sure that of that legalese you glanced at last year when • Be yourself. Employers want to know if • Do your homework. Visit websites of the preaching for years. The articles yours stands out from the other dozen or so your buddy was pondering his commitment? your personality would be a good fit for hospital, practice, and community. were published as a three part How do you tactfully discuss money with a vitaes that are lying on the recruiter’s desk. • Prepare Questions: Ask for a profile of the practice and community. series and sent to residents potential employer, and how much should you Ideally, you should give yourself the option to • Ask Questions and Talk! If you don’t, you the providers in the group. What is the located in the MidWestMD’s four expect to earn? Information is power – and the dismiss an opportunity, rather than someone will appear disinterested and present a flat organizational structure? Partnership, state region. Although originally else eliminating you before you even meet him. more you know, the better equipped you will benefits, call, etc.? Why are they recruiting affect. intended as an educational be to make those serious career choices. But • Tour the community and neighborhoods. (growth, retirement, replacement)? tool for residents, the series Preparing Your Cover Letter right now, you must be concerned with just Get a feel for the housing market. What is the community like? Are there may serve a purpose for your • Limit your cover letter to one page, or two getting some interviews set up. opportunities for your significant other? • Visit schools, places of worship, and organization to educate those at the most. grocery stores. See what life is like for • Anticipate Questions: Why are you hiring, residents in training • Use quality white or off-white paper. Taking a sensible, methodical approach to the local residents. pursuing this opportunity? What is or assist physician recruiters interviewing process will aid you in making a • Use a 12-point font that is clear to read, • Reserve time for leisure and cultural important to you both professionally and representing your organization. something like Times New Roman or well-informed decision. There are a few basic, activities in the area. Does the community personally? What are your timelines? Do Garamond, and always use black ink. definable steps that each resident or fellow can meet your lifestyle needs? you have any issues regarding malpractice • Open your correspondence with a general follow when beginning the interview process. history, license suspensions or restrictions, statement that expresses your interest in The three most essential factors to consider etc.? What are your compensation After Your Visit the position. Follow that with specific as you evaluate your choices are practice, • Follow up promptly! requirements? information that elaborates upon your location, and income. The priority you give to • Send Thank You Notes! Email is OK, each of these factors may differ significantly training beyond that contained on your The Phone Interview but a handwritten note makes a better impression. • Be courteous, polite, respectful and Journal of the Association of Staff Physician Recruiters, Winter 2009 • If you’re interested in the opportunity, answer questions honestly!

Consider the interview as a tool…it works well only when the operator prepares and knows how to use it!

• Your first questions should not be about salary and schedule. • Ask for an information packet on the organization and community. • Ask what the next step is. Often you will have additional phone contact prior to being invited to interview.

express continued interest. Be honest if the opportunity is not right for you at this time. It could be in the future! • Follow up with any additional questions. • Submit receipts for reimbursement for reasonable interview expenses. American Academy of Family Physicians American Academy of Neurology American College of Physicians American Medical Association Barlow/McCarthy Contact Physicians Fidelis Partners Medical Marketing Service The Medicus Firm Onward MD Onyx, M.D. PracticeAlert Staff Care

Summer 2012


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Journal of the Association of Staff Physician Recruiters

Conference Sneak Preview:

JASPR Interviews Healthcare Expert Jonathan Fleece Laurie Pumper, ASPR Communication Director, St. Paul,, and Lori Jackson Norris, Co-editor, JASPR, Senior Physician Recruiter, Dignity Health, Phoenix, AZ,

Just days before the US Supreme Court made its landmark ruling upholding much of the Affordable Care Act, two members of our JASPR team talked with Jonathan Fleece, who will serve as one of Jonathan Fleece the keynote presenters at the ASPR annual conference in Los Angeles. Jonathan is a leading healthcare attorney and expert in healthcare reform laws including the Patient Protection and Affordable Care Act. He will be joined by David Houle on Tuesday, August 14, presenting on the topic, “The New Health Age: the Future of Health Care in America.” Jonathan and David co-authored a book, The New Health Age: The Future of Healthcare and Medicine in America, that has been at the top of Amazon’s charts for books about health policy. This article provides excerpts from the interview; if you needed another reason to be convinced to attend the ASPR annual conference, this just might be the one! The following quote from Jonathan best sums up the interview and what you can look forward to during his presentation: “I’m extremely passionate about this topic… I think your members are going to light up. I predict that your members are going to walk out of that room thinking that they are alive at the best point in history and they are involved in the healthcare space at some of the most exciting times... in American history. It isn’t going to be easy, either. Transformations are very, very hard, and we are going through a massive transformation. For those who are committed and passionate about healthcare, the end game is incredibly rewarding for America. There is a lot of good that can come out of it.”

Q: Jonathan, you’re a healthcare attorney. Describe how you found yourself speaking to groups about why America needs to get healthier. A: I’ve been practicing in healthcare law for nearly 16 years. I started in the Midwest with a large academic medical center in St. Louis and then moved my practice to Florida in 2001. Even before the Affordable Care Act (ACA) and the Deficit Reduction Act that came about under George W. Bush’s administration, significant changes started to occur within America’s health care delivery system. These two recent major policy changes have brought things to a head.

“I’m extremely passionate about this topic… I think your members are going to light up. I predict that your members are going to walk out of that room thinking that they are alive at the best point in history and they are involved in the healthcare space at some of the most exciting times... The ACA was the turning point in America that put the issue of our healthcare system on the table for national discussion. My clients were going through many examples of chaos, confusion and fear and misinformation. It was apparent that it was time to study and analyze the issue. David Houle and I met through an organization that I serve, one of the nation’s largest hospice providers. David helped us put together a strategic plan during a board retreat process. He and I forged a friendship. It was a culmination of seeing many factors coming together at once —

and all the challenges that we were facing that the ACA put on the table — that prompted us to write the book. If I had to report on the recurring themes that crystallized the changes: America spends the most money among industrialized nations in the world on healthcare. We are close to 18% of our GDP spent on healthcare. Then you have to ask the logical question: Are we getting a return on investment for that spending? When you look at two major classes of ROI (one, the health of Americans, and two, health outcomes within the health care system), we fall very far behind in both categories. Americans right now are not healthy. There’s lots of data that we talk about in our book regarding the number of preventable diseases and preventable deaths that occur on a national basis because we’re not living a healthy lifestyle. It’s estimated that nearly 1.5 million people die every year from some sort of death that was clearly preventable or tied to a lifestyle behavior choice — smoking, clinical obesity, or other behavior that’s a choice. That’s akin to the entire city of Philadelphia dying every year from preventable actions.

“It’s estimated that nearly 1.5 million people die every year from some sort of death that was clearly preventable or tied to a lifestyle behavior choice — smoking, clinical obesity, or other behavior that’s a choice. That’s akin to the entire city of Philadelphia dying every year from preventable actions.” Fleece continued on page 8  Summer 2012


 Fleece cont’d from page 7 Looking at outcomes, more Americans die in hospitals a year than on highways. That’s not from disease — that’s from preventable things that occur through bad outcomes in a hospital (infections being the largest percentage of that). Q: Our members are recruiters in hospital and healthcare settings. What can physician recruitment professionals do to address these key drivers with physicians we are trying to recruit to our organizations? A: From a recruitment standpoint, I think your role is multi-fold. Educating (physician) recruiters within hospital systems across America about the future directions is important for a variety of reasons. Recruiters need to understand the type of physician and the skill sets and behavior patterns that are going to fit best within this new health age as we’ve defined it. Second, recruiters need to know how to develop compensation systems, incentives and rewards — and disincentives and punitive measures to also foster that change in behavior. If a hospital medical staff is not penalized for its readmission rates (as an example), are they really going to help that hospital change that data? Medicare and private payers are moving quickly toward pay-for-performance modalities that are clearly going to pay hospitals less for certain re-admissions. I think the best way (ASPR) can help is through educating members about the future and help recruiters develop reward systems and disincentive systems to help change behavior and get the outcomes that health systems are going to want. I think forward-thinking hospital CEOs who make the following statement are going to win the game: “My job as a hospital CEO is to close down beds over the next 10 to 20 years within my hospital system.” I’ve heard several hospital leaders say that publicly. That tells you that certain hospitals that are proactive, realize that the more we do around disease management, around wellness, and around higher performance while patients are in the hospital to reduce bad outcomes or re-admissions, the more the hospitals are ultimately going to win because that’s where the future of healthcare is going. The more educating about that cultural change and what we define as dynamic flow


changes that your members can provide, the more they will be prepared to put in place different systems around that. Q: We know that America is facing a shortage of healthcare providers, especially physicians. What is your perspective? A: The data are pretty clear. When you look at the demographics, especially the baby boomers, ten thousand Americans are turning 65 every day for the next several decades. The very nature of aging will tax the healthcare system more and more in the future. When you look at all specialties, there are significant shortages of physicians in the direction we are headed. It is a big issue. I think it needs to be addressed in several ways: Part of healthcare reform needs to involve reform of the medical education system and having more government involvement in funding the education system. Right now, the average loan for a graduating medical student is nearing $200,000 — comparatively, on a global scale that is much, much higher than what all other countries incur for medical education. We have to address that cost issue. Healthcare providers need to expand the definition of who is the appropriate caregiver for certain tasks. For instance, let’s take disease management. A doctor can run tests and complete his evaluation to reach a conclusion that we have a patient with diabetes. But at some point, I think the physician has to embrace — and this could be part of the educational process that could be helpful for your members — that it is now OK to include other caregivers within the medical home team to help manage and treat diabetes. Let’s say the diabetes is correlated and caused by obesity; the physician can say in the exam room to the patient, “You need to lose weight. You need to exercise. You need to change your diet and nutrition to effectively manage your diabetes.” But the physician has limited time and resources to help that patient achieve the ultimate goal of living a healthier lifestyle and getting the obesity under control. That’s where physicians need to embrace dietitians, nutritionists, physical therapists, trainers, and other caregivers to achieve the desired outcome, which is better health and being proactive to bring down costs. Embracing allied health professionals and extending the definition of caregivers will help us deal with that shortage and give physicians more bandwidth in improving health.

Journal of the Association of Staff Physician Recruiters

Recruiters need to understand the type of physician and the skill sets and behavior patterns that are going to fit best within this new health age as we’ve defined it. Second, recruiters need to know how to develop compensation systems, incentives and rewards — and disincentives and punitive measures to also foster that change in behavior. Q: ASPR physician recruitment professionals are at all different stages of their careers, have different levels of education and are in different situations (hospitals, clinics, academic settings). Can you help provide a higher-level perspective — a couple of points? A: Looking from a higher perspective, an easy way to understand the new health age and the future of healthcare in America is divided into two basic categories. First, it’s about creating accountable care models — don’t even use the term ACO. Accountable care models are being driven by the private sector (insurance companies and self-funded health plans typically offered by big employers) as well as by Medicare and Medicaid. “Accountable care” is the overarching term to use for new disease management programs, wellness programs, and lifestyle change programs that pay for performance (paying providers bonuses and higher reimbursement to produce better outcomes) on the delivery side. But to truly work, and for the new healthcare age to truly become reality, you have to have an accountable patient. Because if lifestyle factors and other preventable factors are the root causes of these chronic diseases that are driving up costs, at 10:30 at night there is only one force at play that can make the decision when a person opens the refrigerator and asks whether to make that turkey and cheese sandwich: that’s the human mind. Behavioral change has to be part of the overall equation. You have to put a system in place that creates accountable

care with an accountable patient. Incentives and disincentives will drive both of those at a high level to ultimately reach the outcome of a healthier society bringing down costs and, frankly, accessing the healthcare system less.

“Accountable care” is the overarching term to use for new disease management programs, wellness programs, and lifestyle change programs that pay for performance (paying providers bonuses and higher reimbursement to produce better outcomes) on the delivery side. But to truly work, and for the new healthcare age to truly become reality, you have to have an accountable patient. I think the progressive healthcare systems in America (not necessarily just the huge ones like Mayo Clinic or Cleveland Clinic) will embrace that they need to bring not just accountable care solutions to the table for their patients, but also solutions that help patients become accountable. You’re seeing more of that on the private side, where systems will work with big companies and communities to bring employee wellness programs, disease management programs, more screenings, and more preventive care to the table — and disincentives and incentives on the patient side to make them more accountable for what they’re doing. If you step back and think of it that way — that really the future of healthcare is about creating an accountable care delivery system combined with an accountable patient world — everything sort of feeds on that.

just look at the big picture level, that’s where you will start to see agreement. Where I think the insurance companies embrace parts of ACA: We have 50 million Americans right now who don’t access the healthcare insurance system and don’t access the healthcare system until the most expensive point, in many cases. In Arizona and Florida, skin cancer is an example of a major disease. If you have a growth on your arm, and you catch it early enough in the process, and you can access the healthcare system, and maybe it’s an early stage I skin cancer and you have it removed, your success rates and survival rates are typically in the 90th percentile. But if you wait until it gets to stage IV or V cancer, your survival rates plummet and the costs that you create in the overall system skyrocket. Insurers are realizing that their clients are pushing back. The average cost per employee now for health benefits is $12,000 per year, and that continues to go up at 10 to 15% per year. If there is a way to require those 50 million Americans who are shifting a lot of those costs to the private sector to access the system earlier, and pay into the system earlier, the theory is that everyone will ultimately benefit. You’re not waiting until the costs are out of control. You also avoid what the insurance companies call adverse selection; you want some degree of healthy people paying into the insurance system as a preventive measure to help cover the costs of people who are sick. If you only have the sickest people paying into the system, then your overall costs go up. Part of ACA that the insurance industry actually does like is that it forces some of these 50 million Americans who aren’t accessing the system to pay something into it while they are healthy. That helps offset the cost for people who really need it and then also brings preventive, proactive care to that group to hopefully reduce the long-term need to access the system to begin with.

too political. If you become educated by the political system, you’re not allowing your logic and analytical skills to process what’s really going on; you’re becoming manipulated by politicians and by the messages. Education around the true future and getting outside of the political debate is the most important thing ASPR members can do. When you step back from the political chatter — which David and I have been doing for the last several years — and talk to both sides of the political aisle and the private sector, everyone is really in agreement. It’s amazing to me. We can talk to a Republican congressman and a Democratic congressman — and on the core issues, they absolutely are in agreement: America is a great country. Our health is not where we want it to be on a physical level, nor where we want it to be on an economic level. We have to fix both those problems to remain a great nation.

Unfortunately, the conversation around healthcare in the United States has become way too political. If you become educated by the political system, you’re not allowing your logic and analytical skills to process what’s really going on; you’re becoming manipulated by politicians and by the messages. Education around the true future and getting outside of the political debate is the most important thing ASPR members can do.

Q: We have heard news reports that some large insurers actually welcome some aspects of the Affordable Care Act. How might that play out?

Q: In your book, you cite fear, uncertainty and misinformation as key drivers in healthcare right now. What can physician recruitment professional do to address these fears with physicians?

That leads to the question of how to get educated. Certainly, reading our book is a starting point! It’s understanding the dynamic flows that we talk about and reaching out to resources that exist all across the country and getting more information — facts and data, not politics — so that people can see the opportunity. Education is step one.

A: The global concepts of what the ACA is trying to achieve is where we are headed. I don’t agree with everything in the Affordable Care Act; let me just put that on the table. But if you

A: I think education, education, education is the most important part of this whole discussion. Unfortunately, the conversation around healthcare in the United States has become way

Once people are educated, then in step two, fear actually goes away… A lot of fear is tied to things that have not even happened. The more educated Fleece continued on page 10  Summer 2012


 Fleece cont’d from page 9 you get that there can be a bright future ahead in healthcare, then your fear will naturally subside. We are working with healthcare systems and providers today that are in early pilot programs of these new health age reimbursement systems that are making more money under the new system for producing healthier patients with better outcomes than they ever made in the old system of a fee-forservice, volume-driven, “the more sick people you take care of the more money you make.” When you educate yourself about where this is going — the new reimbursement models and how payers on the private and public side react around wellness and everything — that’s an exciting story. I have clients who are making way more money in the new system than under the old system. Yet people get so caught up in the political games that they start losing sight of the themes that are not political. We are working with managed care companies. HMOs and IPAs (the bad words from the ’80s) are reinventing themselves around these new principles and payment systems and bringing new products to the market through Medicare Advantage plans. They’re frankly trying to distance themselves from some of the failures that occurred in the past. We are seeing it from the payer side and then also on the systems side. We are seeing hospital systems directly, or in joint ventures, or in partnership with physicians, creating new accountable care organizations that are implementing these new payment models of the future. I’m working with several ACOs that are in various phases right now and seeing early signs of real success. Dr. Stuart Levine (who is one of the change decision authors in our book) is with HealthCare Partners. They’ve been so successful with their medical home/ACO model that DaVita just recently acquired HealthCare Partners because DaVita sees the future opportunity of the model. They paid one of the largest multiples I have seen since the dot-com days — like an 8.4 multiple of earnings. I haven’t seen that in healthcare ever. It just shows you that Wall Street and the big players on the delivery side are really starting to get around what the new health age is all about and paying big dollars to make that become reality.


It just shows you that Wall Street and the big players on the delivery side are really starting to get around what the new health age is all about and paying big dollars to make that become reality. It’s very exciting. And if you become educated about what’s really happening, then the fear naturally falls away. When I sit in a room with physicians, they are usually the ones driving tons of this fear. If you explain that these physicians are going to make more money — creating healthier, happier patients — than they ever made under the 20th Century fee-for-service, the-more-diagnostic-testsyou-perform system, all of a sudden they have hope. One of the whole purposes of writing the book is to help the country have an intelligent conversation about issues we can all agree on and see where we’re going.

If you explain that these physicians are going to make more money — creating healthier, happier patients — than they ever made under the 20th Century fee-for-service, the-more-diagnostic-testsyou-perform system, all of a sudden they have hope. We are not going to change the entire healthcare system quickly — it’s like trying to change the direction of a freight train moving 50 miles per hour. It is going to take time. Where you can get tremendous bang for your buck is incorporating and adopting pilot programs so that you have something you can show medical staff that people can rally around and see that it can really work. That’s what’s happening with some of the groups I’m working with. They’re not trying to take their entire patient populations and throw them into these new accountable care systems. They’re taking more chronically ill population groups — where you can achieve some pretty significant savings quickly — and putting those patients in ACO models and showing others how the savings can occur. Then it can grow from that point.

Journal of the Association of Staff Physician Recruiters

Q: Any closing thoughts, Jonathan? A: Candidly, the main reason good authors get excited about their work is not the money, but the message. You really are the cheerleaders at the front lines, shaping doctors’ perspectives. I’m not here to celebrate the future or criticize the future. I’m here to describe the future. We all have two choices: We can either move into the future or not. We can’t change healthcare spending using the same modalities that we’ve used in the 20th Century. It isn’t going to work. There’s no doubt that there will be specialty physicians who will lose in the long term. Where I think they will still be OK is because of the demographic issue. Quick example: I’m not sure if I were entering medical school today that I would pursue cardiology as a subspecialty — I would look a lot more at some of the proactive, preventive, disease management specialties if I wanted to be a specialist. We are also going to see a huge resurrection in the importance of primary care/internal medicine physicians. Because overall disease management, being driven by the primary care marketplace, is where many of the new structures are going. Primary care physicians will quarterback many of the changes. It is important for recruiters to know that there are going to be some specialties that are hurt more than others.

It is important for recruiters to know that there are going to be some specialties that are hurt more than others. Conclusion In a quote from Jonathan’s website,, the author, attorney and physician advisor urges Americans to continue to educate themselves about this dynamic period in healthcare. “The pursuit and the eventual acquisition of it, whether we obtain it through education, life lessons, or otherwise, is what separates great citizens from all others; because without knowledge, humankind has no basis upon which to see a better tomorrow. Without knowledge, we simply exist versus contribute...”

Restructure and Refocus of the Website and Membership & Marketing Committees By Jennifer Metivier, MS, FASPR, ASPR Executive Director,

The ASPR Membership and Marketing Committee has undergone a transformation in recent months. The board of directors and committee co-chairs discussed the benefits of separating the functions of membership and marketing and making two distinct committees. In addition to separating the two functions, a decision also was made to absorb the Website Committee into the Marketing Committee. Much of the focus of the Website Committee was on marketing ASPR programs, products, and services; therefore it made sense to combine this committee with the Marketing Committee. The new Marketing Committee co-chairs are Ann Homola, FASPR, Eastern Maine Medical Center in Bangor, ME, and Roy Wu, Adventist Medical Center in Portland, OR. The Marketing Committee serves to market and promote all projects, programs, initiatives, and events of ASPR. Members of the committee assist in development of key marketing messages and are responsible for the content of the ASPR Web site. They work closely with other ASPR committees in order to understand and implement marketing initiatives. The Marketing Committee currently is working on efforts to promote the 2012 ASPR Annual Conference and Fellowship Certification Program. The new Membership Committee co-chairs are Maddie Wagner, The Reading Hospital and Medical Center, Reading, PA, and Ivie Hall, DASPR, Northeast Georgia Health System, Inc., Gainesville, GA. The Membership Committee serves to recruit and retain members and to strategize new programs and services to meet the changing needs of ASPR members. Members of the committee review new member and member renewal applications to ensure all meet eligibility criteria and membership categories as set forth in the bylaws. The commitee also makes recommendations to the board of directors for modifications of bylaws based on changing dynamics of the organization and industry. In addition, the committee is responsible for oversight of the ASPR Mentor Program, which currently is being revamped (see article on page 28 in this issue). If you are interested in joining either of these committees, please contact Jacquie Jaskowiak at

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Summer 2012


What You Don’t Know Can Cost You: Building a Business Case for Recruitment and Retention Best Practices By Lori Schutte, MBA, President, Cejka Search, St. Louis, MO,

In an industry driven by evidence-based outcomes, it is surprising to learn that the majority of healthcare organizations do not measure how much high turnover and an inefficient hiring process may be costing them. Only one in four medical groups quantifies the cost of turnover.1 However, with key benchmarks and recruitment metrics in place, you can make informed decisions about how — and how much — to invest in building an efficient, effective recruitment and retention program. Start by developing benchmarks for your recruitment and retention programs. For example, do you know your ratio of interviews-to-hire? What about your acceptance rate? Which sourcing channels and tools perform best? Do you fully understand the full impact of the cost of sourcing and interviews? Do you have an estimate of the loss of downstream revenue by a vacancy? Over 30 years and experience with thousands of searches, we have isolated the three common factors that drive up costs: 1) high turnover, 2) prolonged vacancy and 3) an inefficient recruitment process. The good news is that, in nearly every case, each of these “causes” has a “cure” — a best-practice solution that can be uniquely adapted and implemented within your organization. High cost of turnover The 2011 Cejka Search and AMGA Physician Retention Survey reports little change in overall physician turnover from 6.0% in 2011 from 6.1% in 2010. However, turnover in 2011 and 2010 was slightly higher than in the previous two years, as physicians were somewhat more likely to retire or relocate given the signs of improvement of the stock and real estate markets. “Fit and family” are consistently reported as the top reasons for turnover.2 The most prevalent reason being poor cultural and community 12

fit (72%), followed by relocation to be closer to family or for a spouse’s job relocation (50%).

Average Interview Costs Per Vacancy Avg. Candidates Interviewed x Avg. Visits per Candidate (3.1 x 1.7)

Another key finding is the persistence Avg. # of Interviews Per Vacancy of high turnover in the first years with Avg. Travel/Lodging + a practice, which indicates that many Avg. Entertainment physicians and hiring organizations may ($2,205 + $911) lack an accurate assessment of culture, Avg. FTEs Involved x career motivations, and satisfaction with Avg. Projected Avg. Hourly Rate x the location on the part of the spouse or 2 hours significant other. The turnover rate drops (5.5 x $250 x 2) below the yearly average after year five, once the physician and his or her family Avg. Cost Per Interview successfully become established in the Avg. Interview Cost Per Vacancy practice and community. (5.3 X $5,866) High turnover in the early years of practice is costly, given the investment in recruitment, relocation and practice start-up. Measuring these costs and investing in prevention of turnover can create an advantage over competitors who neglect it. Of those groups who report that they quantify the cost of turnover, most include direct recruitment costs such as sourcing and advertising expenses, and interview travel costs.

5.3 $3,116


$5, 866 $31,090

and indirect costs should be considered when calculating the expense of turnover, particularly when the physician did not stay long enough for the practice to recoup those investments. The components that medical groups include when calculating the cost of turnover will be variable. But doing so reveals the economic benefit — or significant cost — that can result from an incremental change in the turnover rate.

Interview: Entertainment1

To avoid high turnover, establish a clear strategy for recruitment and define what attributes make candidates successful. Hire for “fit and $0 - $30,000 family” by screening effectively, conducting $0 - $10,000 behavioral interviewing, engaging the spouse $0 - $2,205 early in the process, and evaluating teamwork and team leadership qualities in candidates. $0 - $911

Signing bonus

$0 - $30,000

Moving cost

$0 - $15,000

Hard Costs of Recruiting Agency recruiting fees Sourcing/Advertising Interview: Travel cost1

Be aware of — and frankly address — any red flags at the beginning. For example, probe Total Up to $88,116 further on the cultural fit if a candidate 1. Average Interview Cost per Vacancy. Source: 2011 Cejka expresses more interest about the location Search and AMGA Physician Retention Survey of his or her reserved parking spot than the patient experience. Make the most of the on-site However, fewer groups incorporate indirect interview; watch the actions of the candidate costs, such as the human resource cost incurred and significant other. They will speak louder by the entire recruitment and interview team, than words. start-up costs or lost revenue while the position remains vacant. A comprehensive set of direct

Journal of the Association of Staff Physician Recruiters

In the midst of a paradigm shift, organizations are placing greater value on teamwork than sole and autonomous decision making. The large majority (84%) of survey respondents said a physician’s teamwork qualities were somewhat or significantly more important today as compared with five years ago.3 Today’s successful models provide team-based care, where many people are involved in the delivery of patient care. The ability to work effectively as a member — and leader — of an accountable care team becomes a valued skill for physicians who increasingly will partner with colleagues in primary care, hospital medicine, a wide range of specialties and subspecialties, and allied health. A successful team model requires a different skill set. Recognizing the benefits of teamwork, medical groups are now assessing these qualities in physician candidates. Most survey respondents (77%) believe references are an effective method for assessing teamwork qualities, but that places significant reliance on the source and quality of the reference. At the other end of the spectrum, emotional intelligence assessments are used by about half of the respondents, and only 35% of those believe these assessments to be effective.4 Investing in retention for the long term requires an organization to invest in a combination of initiatives and incentives, such as onboarding physicians effectively, providing a mentor, paying a retention bonus, developing a leadership or partnership track, and offering flexibility for work/life balance. According to cross-tabulated data from the 2010 Survey, groups that did not assign a mentor had a turnover rate of 6.3% compared to 5.3% in groups where a formal program was established and a mentor was assigned. In a group of 100 physicians each 1% reduction in turnover — saving one physician from leaving — also saves up to $88,000 in the “hard costs” of recruitment, alone. Best practices for retention strategies should last throughout a physician’s career stages. Early career physicians are looking for security. Recent data from the Association of American Medical Colleges (AAMC) suggest that doctors graduated in 2011 with an average debt of $160,000, and it is not surprising that these physicians

Cost of Prolonged Vacancy 12-Month Vacancy

Sample Calculation

6-Month Vacancy

Vacancy: Annualized revenue loss per FTE


Annualized revenue loss per FTE X 50%


Recruiting cost: Sourcing


Professional fee and sourcing Interview cost x 5.3 Interviews Including travel, entertainment and “manpower”

$30,000 $31,090

Interview Cost X 3 Interviews Including travel, entertainment and “manpower” Signing bonus

$17,598 $30,000


Moving cost



Start-up new physician





Potential Savings: $488, 492 need a guaranteed income or loan repayment. Mid-career physicians are looking for opportunity. It’s all about growth in income, and career. And for late career physicians, flexibility is most common so they can relax, but balance that time for enjoyment with a rewarding career. Prolonged vacancy Vacancy metrics — measured in lost revenue and opportunity cost — hold the key to diagnosing and solving expensive recruitment or retention gaps. One client divides the prior year’s hospital and clinic net revenue by the number of departed physicians to calculate expected annualized loss of downstream revenue at approximately $990,000 per full-time equivalent physician. Add that to the recruiting and start-up costs, and you have a model for your monthly cost of vacancy — and a clear motivation to minimize that vacancy. But what causes the delay? A lack of stakeholder alignment, the laws of supply and demand, and an inefficient recruitment process all play a hand in prolonging the physician vacancy. Candidates can be derailed by lack of alignment among stakeholders on issues that range across the board — from recognizing the need for a new physician, to settling on compensation and

contractual terms, call schedules, practice location, staff resources, procedure room scheduling, and more. Being on the “same page” and ready to recruit is essential when a limited pool of physicians can choose from multiple opportunities. Quite simply — in most communities — there are more jobs open than there are qualified physicians to fill them. A more competitive market can drive up both costs and the time required to fill vacancies, fundamentally linking retention and recruitment. The loss of downstream revenue during a prolonged vacancy, combined with the time and money it takes to recruit a physician and get them on board, can be detrimental to an organization. Identifying and removing the barriers that are prolonging your vacancy, and investing in an efficient process, will save time, which equals money. Inefficient recruiting The business case for increasing efficiency is clear when considering that hard and soft costs of recruitment, start-up and lost revenue can total more than $1 million per physician vacancy annualized. Investing in an efficient recruitment process and effective retention strategy becomes a critical, strategic priority for the health of an organization. Best Practices continued on page 14  Summer 2012


 Best Practices cont’d from page 13

Drive Down the Number of Interviews

Start with effective sourcing. Know where candidate responses are coming from and what you would do if one or more of these sources no longer provide you with responses. Evaluate the effectiveness of your marketing effort and measure results. Then, implement a highly efficient screening and interview process. According to The Advisory Board, a typical recruitment timeline from initial candidate response to signing averages 19 weeks. But, best practice is six weeks.5 How do you drive more than three months of time — and expense — out of your timeline? You collapse the number of candidates you interview and the number of interviews you conduct per candidate. Interviewing can become the single largest driver of expense when valued for hard costs, recruiting team time and lost revenue due to the position vacancy, which increases as the interview process is protracted. Through a thorough assessment and benchmarking you can identify areas where greater efficiency and effectiveness could significantly widen the candidate pool, reduce the number of interviews, increase the value derived from each interview and lower the overall cost of filling a vacancy. While it may be counterintuitive for organizations to consider, it is possible to increase hiring rates while driving down the number of interviews. A healthcare organization can achieve significant improvement in hiring efficiency and results over time by a) increasing transparency, b) committing to timeliness, and c) avoiding competition with itself. Transparency in the recruitment process simply means that once a process is established, everyone involved knows what the expectations are and will be prepared to meet them. Commitments to meeting established recruitment process timeliness will protect the organization from losing top candidates to the competition.


Year One

Year Two

Year Three

Source: Cejka Search proprietary client data And lastly, multi-system organizations need to make sure the left hand knows what the right hand is doing so as to avoid competition internally for the same candidate, and potentially cause the organization to unnecessarily inflate salary and bonuses. Organizations that invest in these practices will be well positioned in an increasingly competitive environment by establishing benchmarks and adhering to proven processes that: • Ensure the practice is “ready to recruit;” • Remove barriers to recruitment; • Screen for fit prior to on-site interview; • Engage spouse/partner early in process; • Prepare the team to deliver a red-carpet experience; • Debrief the candidate and interview team immediately; • Deliver an offer within 48 hours. Conclusion Save both time and money by hiring for “fit and family,” decreasing vacancy time, and monitoring recruitment practices for improved efficiency. Since retention begins with an effective and efficient recruitment process, organizations that build a culture of “intentional retention” through creative, competitive recruitment produce a tangible return on these investments through the increased loyalty of their workforce, patients and community.

Journal of the Association of Staff Physician Recruiters

Physician recruitment and retention will become increasingly important and those groups that have the benchmark data and processes to support best practices will have a competitive advantage in attracting and keeping talented physicians. Lori Schutte, MBA, is president of Cejka Search, a national physician recruitment and executive search firm serving healthcare organizations exclusively for more than 30 years. References 1. AMGA and Cejka Search 2010 Physician Retention Survey. 2. AMGA and Cejka Search 2009 Physician Retention Survey. 3. AMGA and Cejka Search 2011 Physician Retention Survey. 4. AMGA and Cejka Search 2011 Physician Retention Survey. 5. The Advisory Board Company, 2009, “Elevating Physician Recruitment”

You Are What You Tweet! Part of a series on social media use for physician recruitment

By Miranda Grace, AASPR, Physician Recruiter, Lewistown Hospital, Lewistown, PA, and Gina Truhe, AASPR, New Provider Onboarding, Health Quest, LaGrangeville, NY,

The Girl Scouts of America are forward thinkers. Not because of the confidence they instill or even the sales experience they provide, but their position on friendship… Miranda Grace “Make new friends, but keep the old, one is silver and the other’s gold…” While this position is a good life lesson for young scouts, it also shares a common theme with social networkGina Truhe ing: making friends! Juliette Gordon Low, the founder of Girl Scouts of America, did not develop the first social platform online, but she most certainly inspired some people, and made some great cookies, too! Making friends and networking is, and always has been, a part of business. In recruiting, it’s our bread and butter. However, now we have capabilities beyond anything that Juliette Gordon Low could ever have dreamed. Social media has provided us the means to share a message with its millions of users instantaneously. But what exactly is social media? What’s the difference between social media and social networking? Social media can simply be defined1 as a communication channel like television, radio, or newspaper that is used to deliver a message. Social media is not a location that is visited, but basically a system or format that broadcasts information to others. So if we aren’t already, why not use this channel to share industry information as well as specifics about our organization, its goals and achievements, and available opportunities...we say, sell it like hotcakes! Steven Jacobs, FASPR, Physician Recruiter for Kaweah Delta Health Care District in Visalia,

CA, says, “You have to be willing to keep throwing data out there and build a following…trying to get your page out there.” The statistics are everywhere. With as many as 800 million Facebook users alone, half of which are visiting the site daily, having your finger in the pie might not be a bad idea. Jenna Mucha, Social Media Specialist for North Shore Health System says, “Physicians are definitely on LinkedIn and that’s where they’re finding their jobs…they’re seeking out recruiters.” Most likely, you don’t need to be convinced that social media is where it’s at, but understanding it fully is another matter. Many of us get confused when comparing social media with social networking. Some ask, “Is there even a difference?” Most definitely! According to, by definition alone, social media and social networking are as different as apples and oranges. “Social media is a way to transmit or share information with a broad audience. Everyone has the opportunity to create and distribute…On the other hand, social networking is an act of engagement. Groups of people with common interests, or like minds, associate together on social networking sites and build relationships through community.” Engaging and networking, that’s our cup of tea! Engaging in conversations with others who share similar interests with us, i.e. physicians, recruiters, and the like, is what needs to take place. Social networking is a two-way street. It’s a piece of cake, really. If you receive a message, reply to it. If you can contribute to a discussion, let it flow. Unlike many automated responses we’ve developed when candidates submit applications online, it’s really not a good idea to automate responses on social sites. Personalized connections and conversations are key, and the more personalized the more powerful. There is huge potential to gather a following; if some of those followers are physicians, that’s just icing on the cake.

Some Twitter tips and facts: áá 500 Million users áá Quickly & effectively disseminate information in real time áá Great conversation starter — can engage followers áá Use to monitor feedback áá Promote new practices/ physicians — can include links to your website áá Handle: Your Twitter name (i.e. ASPR1990) áá Tweet: 140 character message sent via Twitter áá RT: Return Tweet or forwarding another user’s Tweet to your followers áá DM: Direct Message. A private message between two Twitter users áá #: Hashtag. A means of tracking keywords. Used to help users follow specific topics (i.e. #physicianjobs) áá Mention: Referring to another user specifically by placing “@” before their username (i.e. @ASPR1990) áá Follow: To subscribe to a user and their tweets

1. Definition accessed at http:// social-networking-vs-social-media/ Summer 2012


Tim Skinner Retires from Profession By Don Rainwater (Air Force Retired), National Executive Recruitment Consultant (HRRO), Veterans Health Administration, Washington, DC,

Former ASPR President Tim Skinner

For members who have been part of ASPR for many years, it’s difficult to think back on its beginnings and past annual meetings and not think of Tim Skinner. Tim has held several leadership roles including founding member, president and board member, and JASPR editor. As Tim heads into retirement, it’s fitting to pay tribute to him for all he’s done both for ASPR and the physician recruitment community. I had the honor to chat with Tim recently about his career, his thoughts on ASPR, and how physician recruitment has evolved. Tim began recruiting physicians in the early 1980s, but only after some rather severe armtwisting. At the time, he was the administrator for a teen health center, working with at-risk adolescents and their families and was employed by Lutheran Hospital in La Crosse, WI. His supervisor informed him that Lutheran and Gundersen Clinic were going to join forces to recruit family physicians to the region. His supervisor asked him to head up this effort and made it clear she wasn’t going to take “no” for an answer. Tim said he thought this was a terrible idea and a crazy job and he didn’t really get why anyone would want to do something like that. But, understanding the importance of keeping the boss happy, he accepted the challenge. While driving back home one evening after completing his first recruitment, he experienced an epiphany: He had just done more for one community by providing them with that one physician than anything he had taken on before. Soon, the system asked him to take over recruitment for all specialties, and he never looked back. He was finding great satisfaction in recruiting providers for the communities and people he served, thereby bettering their lives. 16

Tim shared that much of what he learned came from a contracted recruiter, Susan Esposito, whom he credits with teaching him everything he knows about physician recruitment. In the early days, networking was nearly impossible and there weren’t that many in-house physician recruiters around — he could only find about 50 nationwide. While attending a conference in Kansas City, he sought out and met with other recruiters and they began talking about the concept of helping each other, collaborating, and finding ways to further professional development. With the combined efforts of key partners such as Bill Norris, Laura Screeney, Jerry Hess and others, an “organization” began to form. Taking money out of their own pockets, they incorporated and began the difficult task of creating the backbone of what we know today as ASPR. In the early-to-mid ’80s, e-mail and the Internet were more novelties than accepted useful tools — so networking relied on telephone calls and personal meetings, which impacted the pace at which he and the other core pioneers could develop their ideas. Growing from infancy, Tim describes ASPR as a “pretty loose organization in the late ’80s and early ’90s, going through adolescence and growing pains, maturing as it went.” He has seen the educational opportunities and training programs as the most significant changes and improvements within ASPR and has seen it become a more complex and organized entity than it was originally. With non-profit and for-profit recruiters, single and multiple-institution health systems, ASPR is a much more diverse organization — and that benefits everyone. When asked about what he sees as the biggest challenges for ASPR and in-house physician recruiters, he said ASPR must, “remain inclusive and diverse while keeping it a safe harbor for inhouse physician recruiters to exchange ideas and express themselves.” He sees the biggest challenges as “being able to provide services while communicating how they add value to their organizations, and to stay current with technology, sourcing methods, and social media.” Agility is the name of the game, according to Tim.

Journal of the Association of Staff Physician Recruiters

You don’t chat with a seasoned veteran without asking for some advice, so I asked him what advice he’d give to in-house physician recruiters. He encourages us to “really connect with others and be open to sharing.” He strongly encourages everyone to subscribe to ASPR Chat, saying, “There are some real nuggets of essential information coming through that medium and to not take advantage of it is a mistake.” Anyone who knows Tim appreciates the way he makes each individual he encounters feel special, and that he truly cares about them as an individual. He credits that to his early years working with the at-risk adolescents and their families. As Randy Munson of the Wisconsin Office of Rural Health said, “Tim has pretty much been able to accomplish what an old saying says one cannot do, and that is to please all the people all the time. In one’s life, and if you are lucky, you meet a handful of people who you come to regard as the best there are. From a professional and personal perspective, Tim is one of my handful.” Diane Collins of HealthPartners Medical Group in Minneapolis noted Tim’s wealth of knowledge and the way he has always been approachable, and that his “wonderful, although twisted, sense of humor brings laughter to an oftentimes very stressful job.” As Tim heads into retirement, he jokes about driving around the country, doing good deeds, and finally being able to travel for leisure rather than for business as things he looks forward to doing. Tim is involved in his community, enjoys visiting family, remodeling, fishing and biking and he’s looking forward to having more time to do those things. When asked if he had any parting words, he said he feels everyone “should work hard, play hard, and have more fun — it shouldn’t be all work all the time. No one went to their deathbed saying ‘I wish I had spent more time at the office’.” He closed by saying he “will always be grateful for the wonderful friends and colleagues he’s met over the years — it’s been a wonderful ride.”

2012 ASPR Annual Conference August 11-15, 2012 JW Marriott at L.A. Live Los Angeles, CA Attendee Registration

Your Chance to Network & Learn from Your Colleagues The 2012 ASPR Annual Conference will be held in Los Angeles, CA from August 11 to 15. The Conference is attended by hundreds of in-house physician recruitment professionals, physician liaisons, administrators, CEOs, CMOs, VPs, and others involved with in-house recruitment and retention processes. As you strive to meet the challenges and opportunities of the evolving healthcare environment, your informational needs are greater than ever before. Take advantage of this unique opportunity to meet with colleagues and receive cutting-edge information critical to success in the field of physician recruitment and retention. There are many reasons to attend, including:

Keynote Sessions

Breakout Sessions

Exhibit Hall

Attend keynote sessions designed to provide up-to-date information on topics critical to the in-house physician recruitment professional. The healthcare industry is constantly evolving and your ability to stay abreast of changes, trends, and issues will improve your ability to be successful.

Fifteen breakout sessions representing three educational tracks allow conference attendees to specifically target topics that are of most interest to them. Sessions are designed for recruiters new to the profession as well as for experienced recruiters. There is something for everyone!

The conference will allow you the opportunity to meet approximately 75 vendors/exhibitors representing an abundance of services specific to physician recruitment and retention needs.

Interactive Sessions Networking

Relax & Recharge

Interactive and in-depth discussions allow attendees to delve deeply into hot topics that are on the top of every recruiter’s “need to know” list. These sessions will provide attendees with real world information and tips to bring back to apply in their organizations.

Part of the conference experience is to enjoy the city, meet new people and rejuvenate. Plan on attending the Tuesday evening event at the Conga Room, which includes live entertainment, food and beverages. It’s a great way to mingle with attendees, sponsors and exhibitors in a more casual environment.

One of the primary benefits of the annual conference is the opportunity to network with colleagues from across the country. Developing a strong network of colleagues within your profession is invaluable.

Summer 2012


Things to See and Do in Los Angeles Laurie Pumper, ASPR Communication Director, St. Paul, L.A. LIVE bills itself as the most entertaining place on the planet; the district includes Staples Center (home to the NBA’s L.A. Lakers and L.A. Clippers, the WNBA Sparks, and the NHL Kings), Nokia Theatre, the GRAMMY Museum, movie theaters, restaurants, and clubs. Find out more with a tour! Tours depart every hour on the hour, starting at 10 a.m.; the final tour of the day departs at 4 p.m. Get more details at For film fans, Los Angeles truly is the movie capital of the world. There are more than 50 film festivals in the city every year. In August, festivals include the Feel Good Film Festival (devoted to movies with happy endings or that highlight the beauty of the world) and the HollyShorts Film Festival (a showcase for short films from around the globe). Of course, you can also tour famous studios such as Warner Bros., Universal, and Paramount. For the young and young at heart, Disney’s California Adventure Park offers up two brand new lands in Summer 2012. At Cars Land, the town of Radiator Springs offers up new rides, food, entertainment and shopping. The new Buena Vista Street takes visitors back to the carefree Southern California that welcomed Walt Disney in the 1920s — with Art Deco, Spanish-tile roofs, and a reproduction of the theatre where Walt’s first animated feature premiered in 1937. Of course, there is also the original Disneyland Park that started it all! The wildly popular Los Angeles Food & Wine Festival returns with city-wide events August 9-12, 2012. Celebrity chefs and internationally acclaimed wineries will take over the entertainment capital of the world, as guests will enjoy intimate access to chefs and winemakers throughout the weekend at themed parties, dining experiences, wine seminars, cooking demos and a charity auction brunch. Featured chefs include Wolfgang Puck, Michael Chiarello, Giada De Laurentiis, and more than 30 other top chefs from across the US. Tickets and the full event lineup.


Want to immerse yourself in art while enjoying some southern California sun? Check out the Franklin D. Murphy Sculpture Garden at UCLA. The site is considered by many to be among the best sculpture collections in North America. The Getty Center includes the Fran and Ray Stark Sculpture Collection, with works by many of the 20th Century’s most celebrated sculptors. The Norton Simon Museum also features a peaceful garden with sculptures ingeniously integrated into the landscape. Baseball fans can tour Dodger Stadium (just north of downtown) — but alas, the Los Angeles Dodgers will be on a road trip during the 2012 ASPR Annual Conference. The Los Angeles Angels of Anaheim will be at home during our conference, playing Seattle and Cleveland. Information about games and stadium tours.

Thanks to its mild climate, Los Angeles is home to many locations that will delight fans of flora and fauna. Descanso Gardens is a 160-acre oasis with colorful flower displays, including a 5-acre Rosarium, and a bird sanctuary. Ringed by mountains, rivers and streams, the Sepulveda Basin Wildlife Reserve is haven of rest for wildlife and humans alike. More than 200 species of birds can be seen here. The Exposition Rose Garden is another peaceful spot. Even if you’re on a budget, there are places in L.A. to delight. Admission to the Griffith Observatory is free; in addition to its celebrated planetarium, it has been featured in many films and TV shows over the years (perhaps most memorably in Rebel Without a Cause). Many popular TV shows offer free tickets to taped or live shows. Or check out Palisades Park for magnificent views of the ocean.


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The AAOS Placement Service can be reached at (847) 384-4259 or or visit us on-line at American Academy of Orthopaedic Surgeons® Your source for lifelong orthopaedic learning

Journal of the Association of Staff Physician Recruiters

2012 ASPR Annual Conference August 11–15, 2012 JW Marriott at L.A. Live Los Angeles, CA

Registration Form (Registration online at

One person per form. Please photocopy for additional attendees

Name: ____________________________________________________________________________________ Company/Organization: _____________________________________________________________________ Position/Title:______________________________________________________________________________ Address: __________________________________________________________________________________ City/State/Zip/Country: _____________________________________________________________________ Phone: _____________________________________ Fax: __________________________________________ Email: _______________________________________Website: ______________________________________ Note: All confirmation information will be sent to the email address you provide. I have special dietary needs (ASPR will make reasonable accomodations for those with special needs upon request): m Vegetarian m Vegan m Gluten Free m Kosher m Other (please describe)____________________________________

Registration Options

– included in all registration packages


Sunday: 6:00 p.m. - Reception

m Yes

Tuesday: 6:30 p.m. - Evening Event

m Yes

Guest Options


m No


m No

Tuesday Evening Event


Guest 1 Name ____________________

m This is my first ASPR Conference

Guest 2 Name ____________________

AIR Meeting m I will attend the AIR Meeting on Monday, August 13

Subtotal $ ________

CHIRN Meeting m I will attend the CHIRN Meeting on Sunday, August 12

Grand Total $ ________

OAR Meeting m I will attend the OAR Meeting on Tuesday, August 14 Member

Registration Fees


Sunday Night Reception

By July 11


After July 11

By July 11

After July 11

One Fellowship Module Only

m $400

m $550

m $625

m $775

Two Fellowship Modules

m $750

m $1,050

m $1,200

m $1,500

Annual Conference only

m $550

m $700

m $775

m $925

Annual Conference and One Fellowship Module

m $950

m $1,100

m $1,175

m $1,325

Annual Conference and Two Fellowship Modules

m $1,300

m $1,450

m $1,525

m $1,675

*Nonmembers must still meet eligibility criteria for ASPR membership in order to attend. Visit for membership eligibility criteria.

Session Choices

Choose Session

Monday, 11:30 a.m.




Monday, 2:00 p.m. Tuesday, 10:30 a.m.







Tuesday, 1:30 p.m.

m 10

m 11

m 12

Tuesday, 3:00 p.m.

m 13

m 14

m 15

Wednesday Interactive & In-Depth Sessions (Choose One)

m Onboarding m Social Media

Fellowship Modules I am attending the following fellowship modules: m 101

m 201 m 301

Payment (All fields required if paying by credit card) m Check (Payable to ASPR) m Visa m Mastercard m American Express Cardholder Name __________________________________________ Cardholder Phone__________________ Card Number_____________________________________Security code ________ Exp. Date______________ Signature __________________________________________________________________________________ Credit Card Billing Address: m Same as Above ____________________________________________________ Credit Card City/State/Zip ____________________________________________________________________ (For office use only)

Mail this form with payment to: ASPR Central Offices | 1000 Westgate Drive, Suite 252 | Saint Paul, MN 55114 Questions? Toll-Free (800) 830-2777 | Fax (651) 290-2266 Cancellation Policy: Written cancellation notice must be received via fax, mail, or email by July 11, 2012, to receive a 80% refund. No refunds will be given after this date. Due to PCI compliance, ASPR will only accept this form via fax or mail. Emails with this completed form attached will not be accepted. Please note: Your completion of registration indicates your permission to be recorded. Please direct any requests for reasonable accommodation under the American with Disabilities Act of 1990 (ADA) to Julie Cygan at 651-290-7475.

initials date CK/CC amt. paid bal. due


Summer 2012


ABMS Sets Time Limits for Becoming Board Certified Defines When Physicians Are “Board Eligible”

May 30, 2012 — Limits to the number of years that can elapse between a physician’s completion of residency training and achievement of Board Certification have been established by American Board of Medical Specialties (ABMS) and its Member Boards. Although ABMS and its Member Boards have never recognized or defined the term “Board Eligible,” physicians often use the term to signal to patients, prospective employers and others that they intend to become Board Certified. A new policy approved by the ABMS Board of Directors that went into effect Jan. 1, 2012, makes it legitimate to claim Board Eligibility during a specified time, but prevents abuse by those who use the designation indefinitely. Under the plan, Member Boards will establish and implement a transition plan for candidates who have completed residency training but not yet achieved initial certification as of the effective policy date. As of Jan. 1, 2019, the transition period is complete and the policy is in full effect applicable to all candidates for certification by the Member Board. “ABMS and its Member Boards believe very strongly that patients, health systems and others who have a stake in high quality healthcare have a right to know what it means when physicians call themselves Board Eligible,” said Lloyd B. Morgan, ABMS interim chief executive. “It is a disservice to these stakeholders to allow physi-

cians to use the designation indefinitely without undergoing the rigorous process of Board Certification.” A physician who does not become Board Certified within the allotted time must restart the process according to the requirements of the Medical Board that oversees Certification in his or her specialty. Physicians also will face sanctions if they designate themselves as “Board Eligible” beyond the established time limits. Unlike medical licensure, Board Certification is voluntary. As part of the process, physicians also must commit to participation in the ABMS Maintenance of Certification® (ABMS MOC®) program, which promotes lifelong learning and self-assessment for physician specialists. The 24 member boards that comprise the ABMS Board Enterprise and certify nearly 800,000 US physicians include the American Board of Allergy and Immunology, American Board of Anesthesiology, American Board of Colon and Rectal Surgery, American Board of Dermatology, American Board of Emergency Medicine, American Board of Family Medicine, American Board of Internal Medicine, American Board of Medical Genetics, American Board of Neurological Surgery, American Board of Nuclear Medicine, American Board of

Obstetrics and Gynecology, American Board of Ophthalmology, American Board of Orthopaedic Surgery, American Board of Otolaryngology, American Board of Pathology, American Board of Pediatrics, American Board of Physical Medicine and Rehabilitation, American Board of Plastic Surgery, American Board of Preventive Medicine, American Board of Psychiatry and Neurology, American Board of Radiology, American Board of Surgery, American Board of Thoracic Surgery and American Board of Urology. For more than 75 years, the American Board of Medical Specialties (ABMS) has been the medical organization overseeing physician certification in the United States. It assists its member boards in their efforts to develop and implement educational and professional standards for the evaluation and certification of physician specialists. ABMS Member Boards provide physician certification information to ABMS for its certification verification service programs. ABMS is recognized by the key healthcare credentialing accreditation entities as a primary equivalent source of Board Certification data for medical specialists. For more information about ABMS, visit or call (312) 436-2600.

Did You Get My E-mail?

ASPR routinely sends out information to its members. This information includes annual conference information, resource opportunities and updates from our corporate contributors. This is typically sent in ASPR Weekly, the weekly newsletter sent from ASPR every Tuesday. The e-mails are sent from As a reminder, please add this e-mail address to your company’s white list to ensure you are receiving our e-mails. This information is vital to you and is a valuable benefit of your membership with ASPR. If you are having difficulty receiving these e-mails, please contact your IT department to ensure that you receive the e-mails, or consider changing your ASPR preferred e-mail to a private e-mail address. If you have questions regarding this procedure, please contact ASPR at 1-800-830-ASPR (2777) or

Don’t advertise in a journal Advertise where physicians are reading journals!

Physicians on read over 1200 medical journals online (don’t worry they still keep the print journal for appearances sake)

Job Alert at top of the daily newsletter

New Jobs are also listed in the newsletter

Since 1999, aggregates medical articles and research from more than 1,200 peer-reviewed journals and leading news media on a daily basis. Our physician editors sort this content into 35 medical specialty sites and more than 800 subspecialty sections, all available online. Advertise your job where the physicians are reading!

Post your job in unlimited specialties for only $299 CONTACT Matt Baker Email: Call: (202) 293-2288 ext. 111 Visit:

The ASPR Education Committee The ASPR Board of Directors would like to thank the ASPR Education Committee for planning what promises to be an outstanding 2012 ASPR Annual Conference!

Joelle Hennesey, FASPR, co-chair, Manatee Memorial Hospital, Bradenton, FL

Allen Kram, FASPR, co-chair, Health Quest, LaGrangeville, NY

Deborah Akins, FASPR, Pacific Medical Centers, Seattle, WA

Marci Jackson, FASPR, Marshfield Clinic, Marshfield, WI

Jennifer Barber, DASPR, PHR, OSF Healthcare/OSF Medical Group, Peoria, IL

Angela Jamison, University Healthcare Alliance, Menlo Park, CA

Lauren E Beckstrom, DASPR, Fairview Health Services, Minneapolis, MN

Courtney Kammer, Rush University Medical Center, Chicago, IL

Judy Brown, FASPR, Children’s Hospital & Clinics of MN, St. Paul, MN

Scott M Manning, SPHR, FASPR, District Medical Group (DMG), Phoenix, AZ

Niki Conforti, Adventist Midwest Health, Bolingbrook, IL

Lee A Meyer, BSN, Dreyer Medical Clinic, Aurora, IL

Vicki Finnell, United Regional Health Care System, Wichita Falls, TX

Anita Mitchell, Texas Association of Community Health, Austin, TX

Emily Glaccum, FASPR, John D. Archbold Memorial Hospital, Thomasville, GA

Carol Rash, St. John Providence Health System, Detroit, MI

Debbie Gleason, ACHE, AIRS, FASPR, CMSR, FMSD, The Nebraska Medical Center, Omaha, NE

Melody Roccaforte, CMSR, Rockford Health System, Rockford, IL Robin Schiffer, DASPR, MedCentral Health System, Mansfield, OH

You bring the entourage. We’ll bring the paparazzi. Get your photo taken on our red carpet. VISIT US AT BOOTH #230 AND #232

ASPR Chat Reminder

Respect Member Privacy ALL information that is shared on chat is for ASPR members only. Do not forward emails, recruiter information, etc. This includes copying people on the email that are not members of Chat. Please be respectful of one another and keep the information within our ASPR group. A good rule of thumb: you should never have to edit the “To:”, “From:” or “CC:” areas of a chat email. If you are replying, it will go to that person. If you want to send it to everyone on Chat, a “reply all” to will send your message to the entire group.


Journal of the Association of Staff Physician Recruiters

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We offer the knowledge, tools, and resources at your fingertips to be the best at what you do. ASPR Fellowship Certification lets you stand apart from the crowd because it demonstrates that you have received comprehensive education in all aspects of physician/provider recruitment. You understand the needs of both your healthcare organization and the physicians you are seeking. You know how to match talent with opportunity and do so in the most cost-effective manner.

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Modern Times, Modern Ways A Day in the Life of a Physician Recruiter By Angela Keen, Manager, Physician Services, Straub Clinic & Hospital, Honolulu, HI,

“Good morning Hawai‘i, it is five fifteen!” The radio blares and the iPhone buzzes through my pillow. Time to start making calls, e-mails and connections to the Mainland. I’m in Hawaii, the 50th state and an ocean away from the Mainland US. It’s already lunch time there and it’s the perfect time to catch a few potential candidates. Ping! Ping! My iPhone goes off again. Responses on my Twitter stream blink with news about ICD-10, and comments about meaningful use. A hospitalist tweets about using iPads in the hospital. He tweets, “How do you clean up an iPad if it comes in contact with fluids?” OK, hold that thought, it’s time to check e-mails. There are so many agency inquiries my eyes go blurry. Ah! I have a response from Dr. Makana! (Names have been changed to protect privacy.) He says he’s not a tech person. He asks if he can fax his pre-employment application. I respond and tell him it’s no problem. Then an e-mail pops up from Dr. Lum. He writes, “Can I text you?” I say, “Sure!” Dr. Lum lives in New York. He closed his anesthesia practice and worked a few locums assignments in Hawaii. Dr. Lum wants to move to Hawaii permanently. The conversation continues via text. By then, pajamas are now converted to my work suit. I grab my coffee and head out the door. It’s already 8 am. I text Dr. Lum: OMW 2 Work, will text U later. OK? He responds with a smiley face emoticon. I arrive at my office and have another update from Dr. Lum. I ask him if he has Facetime for iPhone. He exclaims with all caps, “YES!” We schedule a Facetime interview. This is similar to Skype. Facetime is a face-toface live video cam specific for later generations of iPhones, iPads and Macs. Two hours later I hear a beep on my phone. Dr. Lum is calling via Facetime. I straighten my hair and my suit jacket. OK! Here we go. Let’s see how Dr. Lum handles himself. I answer the


video request on my iPhone. There he is! He is walking, dressed in full scrub gear. Dr. Lum takes his surgical mask off. I can see OR doors closing as he is walking and talking. “Sorry Angela, I’m walking out of an OR case right now, I hope you don’t mind.” I am thinking this has to be the greatest real-time video interview ever! He settles into an office near the OR and we begin the interview. The first thing he says is, “I can finally put a face with the voice.” I am thinking the same thing. Twenty minutes pass by and I can’t believe how much we’ve discussed. I don’t want to give too much away, yet I want him to be excited about interviewing in person. He seems more invested as we continue to talk. As we wrap up I ask him, “When is the last time you saw Honolulu? Would you like to see our campus?” He looks surprised. Then I say, “Hold on Dr. Lum, I am going to go mobile like you did just as you opened the video conference.” My office oversees our clinics and hospital campus. I walk over to my office window and slowly pan my iPhone from Waikiki to Metro Honolulu, and finally the hospital campus. I explain the various buildings as I move the iPhone across the campus. Then, I hear, “Wow!” He explains he didn’t expect this to happen. Dr. Lum expresses his enthusiasm about seeing the campus. I add another comment, “Well Dr. Lum, you started the ‘going mobile!’ I think it’s my turn now as we wrap up the video conference.” His winning smile and enthusiastic response say it all! This experience convinces me that I need to do this with all of my interviews whenever possible. Why not use the camera on the PC, Mac, iPhone or Android?! This particular interview teaches me that it is okay to be unconventional. Read your candidate. If they are tech savvy, go for it. You have nothing to lose. It just brings excitement and reality into the picture for the physician candidate.

Journal of the Association of Staff Physician Recruiters

EEOC Issues New Guidance on Criminal History in Employment Decisions By Carl Crosby Lehmann and Abigail Crouse, Gray Plant Mooty Law Firm, Minneapolis, carl.lehmann@gpmlaw. com, The US Equal Employment Opportunity Commission (EEOC) has issued new enforcement guidance on employers’ use of arrest and conviction records in employment decisions. In light of this new guidance, employers that conduct criminal background checks on prospective employees should review their policies and practices to minimize the risk of discrimination claims. The EEOC enforces Title VII of the Civil Rights Act of 1964, which prohibits employment discrimination based on race, color, religion, sex, or national origin. The EEOC guidance does not create new law, but rather updates and clarifies guidelines issued over 20 years ago. The guidance explains that in order to avoid discrimination claims, employers should not deny employment simply because an applicant has been arrested and that employers should not deny employment because of a criminal conviction unless the exclusion of the employee is job related for the position in question and consistent with business necessity. Employers must consider all of the facts surrounding an applicant’s criminal record and develop targeted screening processes. Failure to do so can be costly. Pepsi recently agreed to pay $3.13 million to settle a case brought by the Minneapolis EEOC office related to Pepsi’s former criminal background check policy. Employers should note that this new guidance is not legally binding and courts can choose whether to defer to it in cases brought under Title VII. However, there is heightened EEOC scrutiny of employment decisions that discriminate on the basis of arrest or conviction records. Following the EEOC guidance will help employers reduce the risk of costly claims. Disparate treatment vs. disparate impact The EEOC recognizes that employers have legitimate reasons to conduct background checks and inquire into an applicant’s criminal history during the application process, such as preventing theft, fraud, or workplace violence, avoiding liability for negligent hiring, and protecting current employees. The EEOC’s guidance does not prohibit the use of criminal

history in the employment process, but rather addresses concerns for how the use of this data may be discriminatory. The EEOC discusses two theories in which individuals can experience discrimination based on their criminal records: disparate treatment and disparate impact. First, disparate treatment may result if an employer treats prospective employees differently on the basis of comparable criminal records. For example, if an African American applicant and White applicant have the same conviction on their respective records, but they are treated differently in the hiring process, there is disparate treatment. In order to establish that disparate treatment has occurred, the applicant must show that race, national origin, or another protected characteristic was used by the employer during the review of the applicant’s criminal history in order to select that employee. The EEOC may look at inconsistencies in the hiring process, whether similar applicants were denied employment, or biased statements made by the employer. Second, disparate impact discrimination may result if a policy or practice is neutral on its face but has an unintended disparate impact on individuals of a particular race or national origin. For example, African American and Hispanic men are arrested and convicted in numbers disproportionate to their representation in the population. Therefore, to have a blanket exclusion in an employer’s policies prohibiting hiring based on a criminal conviction would have a disproportionate impact on African American and Hispanic men. The guidance does not prohibit employers from obtaining and using criminal background reports about job applicants and employees. It does, however, require employers to show that the use of such reports is “job related and consistent with business necessity.” An employer may demonstrate this by a consideration of the nature of the crime, the time elapsed since the criminal conduct occurred, the nature of the specific job in question, and allowing the applicant who is excluded by the screen the opportunity to show why she or he should not be excluded.

The use of arrests and convictions The EEOC’s guidance distinguishes between an employer’s use of arrest records and use of conviction records in employment decisions. The EEOC advises against using arrest records alone to deny employment because an arrest record is not evidence that the applicant actually engaged in criminal conduct. Some states have gone further and adopted laws that restrict employers from considering records of arrest that did not lead to conviction. On the other hand, the EEOC considers conviction records to be reliable evidence that the underlying criminal conduct occurred, and therefore, employers may rely upon these records in limited circumstances where the exclusion is job related and consistent with business necessity. The EEOC notes that a policy excluding all individuals with criminal records likely would not be justifiable as “job related and consistent with business necessity,” and thus could violate Title VII. The EEOC’s proposed best practices The guidance concludes with a number of best practices for employers, including: • Employers should avoid questions about criminal history on employment applications. • Employers should develop a narrowly tailored written policy and procedure for screening applicants and employees for criminal conduct to ensure that such exclusions are job related and consistent with business necessity. Such policy or procedure should: • identify essential job requirements and the actual circumstances under which the jobs are performed; • determine the specific offenses that may demonstrate unfitness for performing such jobs and the time period during which offenses will be considered; • record the justification and research considered in crafting the policy and procedures. EEOC continued on page 28  Summer 2012


 EEOC cont’d from page 27 • include an individualized assessment, whereby the employer notifies an applicant that s/he may be excluded based upon a criminal conviction and provides the applicant an opportunity to demonstrate why his or her criminal record should not result in exclusion from employment. • Employers should train managers, hiring officials, and decision-makers on these hiring policies and procedures and Title VII’s prohibition on employment discrimination. • When asking questions of applicants about criminal records, employers should limit inquiries to records for which exclusions would be job related and consistent with business necessity. • Keep information about applicants’ and employees’ criminal records confidential and only use such information for the purpose for which it was intended.

How to Avoid the High Cost of Physician Stress and Burnout Physician stress and burnout can drive turnover, which is highly disruptive and expensive. Health care organizations can take action to “address the stress” and offer physicians a balanced, productive work environment. Vivian Luce, Vice President of Cejka Search, joins Dr. Alan Rosenstein, Medical Director of Physician Wellness Services, in presenting “Physician Stress and Burnout: Cause, Effect, Cost and What you Can Do About It” at the ASPR 2012 Annual Conference. Can’t Make the Conference Session? Contact us to learn how to “bend the trends” that are causing turnover and to request a copy of the Physician Stress and Burnout Survey and Presentation Brief. Please visit

Vivian M. Luce, MBA Vice President

Other action employers can take A few additional considerations for employers conducting background checks are: • Ensure that your criminal background check procedures are consistent with the federal Fair Credit Reporting Act (FCRA) and applicable state laws. • Ensure that contracted employee background check services comply with federal and state laws and that information received from these services is accurate; and • Check state and local laws to determine the parameters for questioning applicants and how criminal history may be used in the hiring process.


ASPR Gold Corporate Contributor ASPR Journal Summer 2012 1/3 page Cejka Search

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Journal of the Association of Staff Physician Recruiters

Everything I Needed to Know About Onboarding I Learned as a Waitress By Gina Truhe, AASPR, New Provider Onboarding, Health Quest, LaGrangeville, NY,

For many of us, going out to dinner at a restaurant is a treat, a reward on Saturday night for a hard week of work, or a time to celebrate our milestones. When the service is good, we feel like royalty. When the service is poor, it can ruin the whole night regardless of how great the food is. Restaurant professionals who are welltrained in customer service know what to say to make us feel comfortable and can deftly handle problems that may arise. Like many of us, I spent my early 20s earning extra cash by working in restaurants. The skills I learned from that experience have proven to be invaluable in my current role of onboarding new providers into our medical practice. Similar to working in the restaurant industry, the root of what we do in recruiting and onboarding is unequivocally customer service-based. We are here to provide our customers (newly hired providers, senior management, the medical staff, physician’s families, etc) with high quality, friendly and courteous service. Here are some more similarities I noticed between the restaurant industry and healthcare onboarding: Greet your guests promptly and warmly Many fine dining restaurants set an expectation that guests be greeted within seconds of their arrival. The maître d’ or host should welcome them at the door, refer to them by name if possible, and show them to their table. This type of service will set the tone for what the diner can look forward to. Similarly, the person or team responsible for onboarding should meet new providers as early as possible — preferably during interview process, but otherwise at least by contract time. Those involved in onboarding should welcome new providers to the practice, introduce

themselves and find out what needs to done to assist them with a positive pre-employment experience. Taking my past training into consideration, I like to end each conversation with “is there anything else I can do for you?” This helps set the expectation of the quality of service they can look forward to during onboarding. Really sell the specials Good waitresses can make guests forget about what’s on the menu and think only about the night’s specials. Of course, waitresses will earn a little more if the special is chosen over the regular menu — but this is a time when they can show just how passionate they are about the food they are serving. In one restaurant where I worked, we weren’t allowed to read specials from a list — we had to have them memorized, know them well and tell a story, such as, “Tonight we are serving one of my favorites — homemade cavatelli pasta with a slow-cooked pork ragu and it is topped with fresh, local ricotta cheese.” We told our guests what was special about our food. The same is true in onboarding. Everyone involved in the onboarding process needs to make sure they can relay what is special about the organization. They need to give a push to the services that should be highlighted. For instance, “We are really proud of our credentialing team. They work hard to make sure our providers can start as quickly as possible.” Or, “I think you’re really going to enjoy working with Dr. Sheedy, he is going to be a great ally and will advocate for you!” Be honest about “the menu” As a waitress, when guests would ask me how I felt about specific dishes on the menu, I would always be honest. If asked how I felt about the chicken I might say, “It’s good, and a lot of people order it, but it isn’t my favorite item on the menu.” Or, “To be honest, I don’t think it is our best dish.” If the kitchen was moving slowly that night, I would tell my guests that

their meals may take a little longer than usual, but would be worth the wait. They always appreciated my candor. In onboarding, it’s also so important that we be honest with our providers about timelines, hold-ups, or stumbling blocks. Without properly setting their expectations, how else will they know how things are supposed to go? Fix mistakes humbly and quickly In the restaurant business, it happened to all of us from time to time: we put an order in incorrectly, or we got the drink order confused, or the kitchen sent out the wrong item. As long as we were honest about the error, apologized and offered to fix it quickly, most people were satisfied. We might have had to adjust the bill or send over a free dessert, but that was better than sending them away unhappy. Likewise, onboarding is a lengthy process with a lot of time available for something to go wrong! We all know mistakes are going to happen. As long as we do what we can to correct them and update our processes to ensure they don’t happen again, our new providers will understand. Our processes will always be works in progress — no matter how mature the program or how comfortable we are with it. We need to be flexible enough to rebound quickly. After all, not all mistakes are bad...we need to use them to make the process better in the future! So, perhaps waitressing didn’t teach me much about the Stark Law or about managed care credentialing, but it did teach me a lot about people. I learned how to appear calm when under pressure, politely deal with rude people, and make my guests feel like they were the only ones who mattered. Not everyone is cut out to be a waitress, but it doesn’t hurt to think like one!

Summer 2012


Revamping the ASPR Mentor Program By Membership Committee Co-Chairs Maddie Wagner, The Reading Hospital and Medical Center, Reading, PA, and Ivie Hall, DASPR, Northeast Georgia Health System, Inc., Gainesville, GA, ivie. The Membership Committee has been incredibly busy with revamping and renovating the ASPR Mentor Program over the past few months. The program is designed to provide a new or returning member with a “go-to resource” for the multitude of questions that are inherent to our profession. The program ultimately is focused on helping new members grow and develop professionally. The mentor-mentee relationship consists of matching a seasoned member with a new-to-theindustry member. The two form a relationship that allows for consistent and open communication designed to provide the mentee with “tools of the trade.” The mentor serves as a sounding board for ideas, provides referrals for items of interest (advertising sites, locums firms, and residency programs), introductions, and anything else that can make the mentee’s transition into the physician recruiting world a little easier. The ASPR Mentor Program has been in place for several years and continues to grow. However, during the course of revamping the program, the Membership Committee identified key areas for improvement and has implemented a series of steps to identify a strategic path to make the experience more beneficial for mentors and mentees. Special thanks go to Tim Dybevik, Dean Clinic, Madison, WI, and Tom Farrington, FASPR, St. Francis Medical Group, Beech Grove, IN, for spearheading the renovation! What’s new? First, the Membership Committee has refined the eligibility criteria for becoming an ASPR mentor. In order to become a mentor, you must be an ASPR member for at least two years and have at least three years of physician recruitment experience, or have achieved the Associate designation of the Fellowship Certification Program (AASPR). In addition to refining the eligibility criteria, the committee also has developed a new guideline for mentors to help facilitate beneficial discussions for the mentees. This should provide for


more comprehensive discussions, while still allowing mentors and mentees to discuss any topic not covered by the guideline, to ensure the mentee’s needs are met. The committee also has designed surveys to assist with overall monitoring of how the program is going for both the mentor and mentee. The Membership Committee currently is evaluating which mentor-mentee pairings are active. The revamped program is due to roll out in the coming months. Committee members plan to develop tutorials, via on-demand webinars, to help inform new mentors and mentees about the expectations of the program. There also will be a need for additional mentors, so we encourage all members who meet the eligibility criteria to consider becoming a mentor! What’s involved in becoming a mentor? The Membership Committee will make assignments based on a variety of factors — including the size, type, and location of both members’ organizations. Each mentor will be assigned to one mentee for a period of one year; therefore, the mentor must be willing to make a commitment for this time period. If you are interested and able to assist more than one mentee at a time, you may request to mentor up to two members. After the one-year assignment is complete, you can choose to continue in the program and be assigned to a new mentee. A successful mentor-mentee relationship requires both parties to dedicate time and commit to the process. Mentors should contact their mentees at a minimum of once per month. It is important to the process that each member take initiative and keep the communication lines open. Once the mentor is assigned to a mentee, the mentor should establish a schedule to meet each month in order to ensure they remain focused on the needs of the mentee and the purpose of the program. The day and time is up to the mentor and mentee based on their schedules. It is understood that there may be months when schedules simply don’t allow for a

Journal of the Association of Staff Physician Recruiters

phone call; however, the goal is to try to talk at least once per month. Mentors and mentees will be contacted quarterly by a member of the Membership Committee to see how the relationship is going and to see if either member needs any assistance. There may be situations where the “match” is not ideal and re-assignment may be required for a variety of reasons. If you are interested in becoming an ASPR mentor or mentee, please contact Jacquie Jaskowiak at

Physician Job Postings on ASPR Web site No charge for ASPR members! The physician job opportunity database on the ASPR Web site is hosted by PracticeLink, but you do not have to subscribe to their services in order to post your openings. Contact the appropriate person indicated below to list your physician openings on the ASPR Web site.

ASPR Members who are PracticeLink customers: Contact Susan Mills at for assistance and directions on how to post jobs.

ASPR Members who are not PracticeLink customers: Contact Tammy Hager at for assistance and directions on how to post jobs.

Find your physician with

THE Society. THE Publications. THE Website for Internal Medicine. For information, call: Margaret Gardner, (215) 351-2768 Maria Fitzgerald, (215) 351-2667 | Marian Tison, (215) 351-2728

ASPR Chapter and Regional Group Updates MAPRA Holds Annual Conference By Patrick Dreer, MAPRA VP, Conference Chair, Physician Recruiter, Lancaster General Health, Lancaster, PA, On May 16 and 17, The Mid-Atlantic Physician Recruiter Alliance held its 2012 Educational Spring Conference in Baltimore, MD, at the Marriott Inner Harbor Camden Yards. The conference began May 16 with a registration luncheon sponsored by PracticeMatch and MAPRA members visited with the 17 exhibitors representing recruitment, advertising, and relocation service companies. Periodic breaks were sponsored by JAMA/ AMA and President Sharee Selah and Vice President Patrick Dreer greeted the 47 MAPRA member participants and 17 exhibitors at the conference kickoff, followed by presentations from a variety of healthcare industry experts covering topics such as marketing, healthcare reform, recruitment, and physician relations. Allison McCarthy, MBA, principal at Barlow/McCarthy Hospital-Physician Solutions, presented “Bringing Greater Harmony to the Hospital/Physician Relationship.” She discussed the transition from the historical physiciancontrolled relationship model to a team approach dedicated to quality performance and team-based care. She addressed the concerns of building a solid physician network of primary care providers, secondary specialists, and the advanced network that provides breadth and depth to those relationships. Building a solid physician network is accomplished by the proper recruitment of physicians, and then maintaining strategic physician relations that support multiple obligations simultaneously (private practice, employed physicians, care delivery, and reimbursement). She summarized by stating that collaboration is a must, along with the importance of professional development, as well as continually assessing, reflecting, and adapting the relationship between the physician and the hospital. David McAnally, vice president of, presented “Recruiting and


Utilizing Advanced Practice Providers (APPs) as a Supplement to Physicians in Hospital and Clinic-based Practices.” With increased reliance on nurse practitioners and physician assistants throughout the United States, David provided insight into the growth of these providers. Of the more than 148,000 nurse practitioners in the US, 97% maintain national certification, 87% see patients covered by Medicare (84% covered by Medicaid), 43% have hospital privileges, and 60% see 3 to 4 patients an hour. There are an estimated 83,000 certified physician assistants in the US, providing a broad range of medical and surgical services including conducting physical exams, diagnosing and treating illnesses, counseling on preventive healthcare, and prescribing medications. While not as prevalent as nurse practitioners, PAs have doubled their numbers from 10 years ago.

care.” Brian pointed out the importance of the physician recruiter in delivery of healthcare to the patient, whereby the recruiter can “recruit a position or recruit a passion,” by sourcing and selecting physicians who are patient-centered. He spoke of the relevance of the physician recruiter and the importance of The 4 Cs: Character (do people trust your word?), Competence (do people view your work as first-class?), Current (are you a thought-leader or same-old/ same-old?), and Connections (are you where people are?). Brian concluded by differentiating between the physician recruiter’s job versus the role. The job is the title and description of the work, which any physician recruiter can be expected to do. The role is what makes you irreplaceable. It is how the physician recruiter makes his or her department and organization relevant. Brian’s presentation was followed up by a book-signing opportunity sponsored by PracticeLink. Following the day’s presentations, MAPRA conference participants and exhibitors participated in the evening “Taste of Little Italy Night” welcome reception, sponsored by TimeLine. On May 17, participants convened for a morning of presentations covering health reform and marketing. MAPRA participants and exhibitors met over a breakfast sponsored by Merritt Hawkins and Cejka Search.

David discussed the increase in the level of responsibilities of Advanced Practice Providers, but also pointed out the impediments to increased responsibilities NPs and PAs experience due to the reduced reimbursement rates by insurance companies. Additionally, a comparison of NP/PA salaries based on years of experience indicates that NPs are compensated at a higher rate in their early years of practice, but PAs on average make slightly more beyond the six-year mark. David also provided a comparison of the specialties in highest demand: family and adult nurse practitioners compared to internal medicine and surgical physician assistants.

Kurt Moseley, vice president – Strategic Alliances, Merritt Hawkins, discussed “Health Reform and the Decline of the Physician Private Practice,” based on the white paper of the same name conducted for The Physician’s Foundation, completed October 2010. Kurt spoke about the change in the education and advances in the medical community. In 1970, the United States population was approximately 200 million people, and has increased to more than 300 million people in 2010. However, there has been no appreciable increase in the number of residency programs in that time frame.

The keynote speaker, Brian Jones, principal consultant at The Table Group and the co-author of Ordinary Greatness: It’s Where You Least Expect It…Everywhere, spoke on “‘The Why’ – the Increasingly Important Role of YOU in Health-

Along with the increase in population, there has also been an increase in the number of aging patients, fed by the more than 75 million baby boomers turning 65 beginning in 2011 (one every 8 seconds). This is increasing demand for

Journal of the Association of Staff Physician Recruiters

ASPR Chapter and Regional Group Updates health care at a rate too high to sustain — thus the push for healthcare reform. The key findings of the Merritt Hawkins research are: 1) the independent, private practice model will largely be replaced, and 2) physicians will consolidate, be employed, or align with larger entities. These may include Accountable Care Organizations (ACOs); large aligned groups as well as nonaligned groups; medical homes; community health centers; and concierge practices. Key findings related to healthcare reform that are leading to further erosion of the medical practice environment include no payment fix to the Sustainable Growth Rate (SGR), the inability to address tort reform, onerous compliance regulations, and increased office expenses. Reform will also exacerbate the physician shortage primarily because the supply provisions (lack of residency programs) are inadequate to meet future demand, access issues for Medicare/Medicaid patients, and the disparity in compensation for primary care physicians versus specialists. These issues will result in physicians redefining their roles and rethinking their delivery models. Surveys indicate that physicians were largely not consulted as the Patient Protection and Affordable Care Act (PPACA) was being developed. Few physicians had a positive outlook for the law as it was being developed (67% somewhat or very negative), and the outlook was even more undesirable after passage of the law, since 39% of physicians surveyed are more negative than they were initially. The outlook is more onerous because more than 74% of surveyed physicians plan to cut back on hours worked, retire, cut back on the number of patients seen, or react in ways that will reduce the access to care envisioned by the healthcare reform movement. In fact, the Department of Health and Human Services estimates that 33% of today’s practicing physicians will retire in the next 10 years. Jennifer Henley, Regional Vice President, NAS Recruitment Communications, presented “Dr. Seuss’ Rx for Recruitment Marketing Success.” She encouraged a five-prong approach to marketing, including Diagnosing (knowing what you’ve got); Consulting (finding out what you need and developing a recruitment and retention plan); Treating (involve, inform, orient,

and train managers/select the right candidates/ provide support and orientation); Monitoring (continuously evaluate efforts); and Responding. The conference concluded with Jennifer Metivier, FASPR, Executive Director, Association of Staff Physician Recruiters (ASPR) providing insight into the relationship between regional physician recruiter organizations (such as MAPRA) and ASPR. She also provided an update on the future of ASPR, to include the 2012 ASPR Annual Conference August 11 through 15 in Los Angeles, as well as the ASPR educational opportunities through the Fellowship Certification Program and e-Learning. MRRN Annual Conference Recap By Jennifer Feddersen, DASPR, MRRN President, Henry Ford Health System, Detroit, MI, The Michigan Recruiter & Retention Network (MRRN) 18th Annual Conference, “The Grand Scheme of Recruitment and Retention,” was held at the Grand Hotel in Mackinaw Island, MI, May 6-8, 2012. Nearly Jeanie Kelsey and 30 MRRN members Jennifer Feddersen attended. Speakers included Ty Bennett, Motivational Speaker, “Increase Your Influence & Your Impact”; Richard Finnegan, “Rethinking Retention”; Judy Ravin, “Accent Acquisition”; Ashok Tyagi, DO, “Healthcare Reform”; and Kriss Barlow, “Field Strategies.” The event opened with a formal networking reception followed by a ‘70s, ‘80s, ‘90s theme party held at a local pub with costume prizes. The view, food, experience, and people were spectacular. A special thank you goes to Cari Maser and the planning committee as well as our numerous vendors that made the conference possible, including our Gold Sponsors (The Delta Companies, JAMA Network, and Goldfish Partners), Silver Sponsors (LeapDoctor. com, Practice Match, PracticeLink, The Medicus Firm, and American Healthcare Services Association/AHSA); and Bronze Sponsors (AHSA, Powell Relocation Group and PracticeLink).

CAPS Holds Annual Conference By Jay Nelson, CAPS Website Chair, Physician Recruiter, Georgetown Hospital System, Georgetown, SC, Members of the Carolinas Association of Physician Services (CAPS) held their annual conference April 22-25 in historic Charleston, SC. CAPS puts on an excellent three-day conference each year for in-house recruiters featuring speakers from various healthcare-related backgrounds. This year’s conference included some great new topics such as Developing a Social Media Presence, Recruiting in a Healthcare Reform Era, and What Attracts and Retains Physicians in Today’s Market. The conference is attended each year by many recruiting firms and healthcare vendors who always host excellent dinners for attendees. This year great meals were had at Husk, Southend Brewery, and Halls Chophouse. This year marked the second annual CAPS Conference Corn Hole Tournament, a highly competitive event (as you can imagine). Planning is already underway for the 2013 conference!

CAPS Board

CAPS is a not-for-profit organization made up of hospital-based physician recruiters from the Southeast region. Historically, CAPS has drawn membership from the Carolinas, but lately we have welcomed members from Tennessee, Georgia, and Virginia. If you are interested in becoming a member of CAPS or attending the 2013 conference, please visit our website at

Summer 2012


Clearing Customs, Changing Lives By Tom Lathen, CMSR, AASPR, Senior Staff Human Resources, Scott & White Healthcare, Temple, TX,

The best souvenir from a medical mission always clears customs: Joy. That’s what I have brought back home from five medical missions in the past nine years. As a physician recruiter, I had a unique opportunity to observe international physicians in their home countries. My degree in communications qualified me to work as a photojournalist for medical mission teams on cleft palate/lip surgery missions to Bolivia, Guatemala, China, and most recently, India. As the recession has worn on, we hear a great deal about the generation growing up with less than its predecessors (you and me). While that may very well be true, a greater truth is that every American child has greater access to healthcare than any child in an emerging nation. The countries I have visited have a frightening number of families and children living in desperate conditions with no medical safety net. Enter Rotaplast, a humanitarian mission of Rotary service clubs and volunteer physicians and nurses from around the world. Rotaplast is a non-profit

organization that pools medical and non-medical volunteers (Rotarians) to perform 50 to 100 surgeries in about 10 to 11 days of a typical mission. Volunteers go because they want to help. But as I mentioned at the start of this story, you return home realizing you are the one who has been given a special gift: The joy of selfless helping. The days of a Rotaplast trip begin with 12 to 20 hours on cramped airplanes. The workdays are 12 to16 hours a day when you are in country. Surgeons, nurses and non-medical volunteers work together doing the “menial” jobs like moving heavy boxes of equipment and supplies. There is also the chance to see another country in a fashion no tourist can ever do. Teams traditionally are met by local Rotary volunteers. In countries with no Rotary Clubs, other local volunteers step forward. You get to know these people as co-workers, and in most cases as friends. You also get to know the families of patients at their most joyful and vulnerable times. It is a unique chance to get to know people of another culture, combined with the chance to show those same people that Americans, Canadians, and other western cultures are made up of charitable, helping individuals. It’s a win-win-win!

away. However, 12 hours of surgery changed Karma’s life forever. If you are a physician or nurse, it is pretty easy to plug into a medical mission team. Rotaplast actually pays the airfare for medical volunteers (other programs require payment). Physicians close practices for two weeks to join a Rotaplast mission team. Nurses give up two weeks of vacation to travel and work as hard as they do every day in their own hospitals. Non-medical volunteers in Rotaplast must be Rotarians. So, if you are a Rotarian, visit to see about joining a team. Traditionally a local Rotary District will sponsor a mission and send willing local members. (I paid about $2,000 to participate in each of the missions I have joined.) There are many other short-term mission opportunities. If you think it is something you would like to do, the easiest first step is to Google “medical mission teams” and start a search for the team that needs you.

Cleft palate and cleft lip surgeries are performed by plastic surgeons. But as many of us know, these surgeries are not simply cosmetic. Cleft deformity can lead to problems in speech, breathing, eating, socialization and personal development. Where appropriate, Rotaplast surgeons also do reconstructive surgery on burn patients. We met a burn patient named Karma on our recent trip to India. Karma was burned so badly that his face appeared to have melted. His chin was fused to his chest, and he could not open his mouth to eat. He had been fed through a small spoon or a straw for four years. After 12 hours of surgery, the change in this boy’s life was miraculous: He is now able to eat on his own, is learning to speak, and will be able to participate in school. Photo courtesy Rotaplast.


Karma was difficult to look at. After viewing more than 200 surgeries over the past nine years, I can tell you he was the most disfigured child I have ever seen. My first response was to turn

Journal of the Association of Staff Physician Recruiters

Tom Lathen’s background in communication was put to use on the mission trip; he recorded video that was later used by a PBS station in Yakima, WA. Photo courtesy Rotaplast

If you would like to know more about the teams I have participated in, I would be glad to share a video that I produced in cooperation with KYVE-TV, a PBS station from Yakima, WA. You are welcome to contact me at thomaslathen@

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Summer 2012


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Journal of the Association of Staff Physician Recruiters

MGMA Benchmarking Report: Physicians Report Moderate Shifts in Compensation in 2011 Press Release from the Medical Group Management Association, July 10, 2012

Physicians reported moderate shifts in compensation in 2011, according to respondents to the MGMA Physician Compensation and Production Survey: 2012 Report Based on 2011 Data. For example, primary care physicians reported a 5.16 percent increase in median compensation. Physicians in family practice (without OB) reported median earnings of $200,114, and those in pediatric/adolescent medicine earned $203,948 in median compensation. Internists also reported a 5 percent increase in compensation. “There appears to be a growing focus on primary care providers in anticipation of new methodologies in payment, a focus on coordination of care, and the imperative to control utilization and costs in the system,” said Michael L. Nochomovitz, MD, president, University Hospitals Physician Services, Cleveland. “There is increasing employment of physicians by integrated delivery systems and hospitals, which may also explain these shifts in compensation for primary care physicians.” Radiologists, anesthesiologists and psychiatrists were among specialists who reported increases in compensation, but their gains lagged behind increases experienced by other specialists. For example, psychiatrists’ compensation increased 3.86 percent since 2010 compared to the median growth of other specialists in the past year. “The industry is moving toward a team approach in delivering care, which would include

behavioral health care components,” continued Nochomovitz, former association board member. “But the incentives for this model of care are still limited on a national scale.” Specialists who reported slight decreases in compensation include nephrologists, OB/GYN: Gynecology only and radiation oncologists. The survey report also contains data on compensation and RVUs for nonphysician providers. For example, physician assistants (PAs) in primary care earned $92,635 in median compensation and surgical PAs reported $111,246 in median compensation. “Nonphysician providers continue to play a pivotal role in the provision of healthcare services throughout the United States,” said Todd Evenson, director, Data Solutions, MGMA-ACMPE. “As demand for primary care practitioners continues to increase, the market will respond by complementing the activities of physicians with the skill set of these and other professionals.”

sation survey in the United States. The 2012 report includes data for physicians and nonphysician providers in more than 170 specialties, including demographic categories ranging from geographic region and practice setting (in small, medium, and large groups) to years in specialty and majority ownership. The report also contains various performance ratios illustrating the relationship between compensation and production and data on collections for professional charges and work RVUs. Note: MGMA surveys depend on voluntary participation and may not be representative of the industry. Readers are urged to review the entire survey report when making conclusions regarding trends or other observations.

For more than 25 years, the MGMA Physician Compensation and Production Survey Report has been the most respected benchmarking report in the industry. It offers detailed information, rigorous in-house data validation and analysis. This year’s report provides data on more than 62,000 providers — the largest provider population of any physician compen-

Interested in Becoming an ASPR Chapter? If your regional group is interested in becoming an ASPR Chapter, please contact Regional Relations Committee Co-Chair Frank Gallagher ( or Chris Kashnig ( and visit the ASPR Web site Member Resources section to learn more about the benefits of becoming an ASPR Chapter.

Summer 2012


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ASPR Employment Hotline If you would like to post a position available for in-house physician recruitment professionals, you can post them online on our Web site. For information on the most recent job listings, and for more extensive information on these listed opportunities, check the ASPR Web site at Senior Physician Recruitment Consultant Suburban Health Organization Indianapolis, IN A Westside physician and hospital network serving central Indiana, is seeking an experienced recruiter to help lead its sourcing-centric Physician Recruitment program. The ideal candidate will have a bachelor’s degree and 5+ years of relevant recruitment experience. Responsibilities include oversight, coordination and performance of all necessary activities to source and present top flight physicians to our hospital owners. The ideal candidate should exhibit very strong interpersonal and communication skills; verbal and written. He or she should possess strong program management and organizational skills, be detailed oriented, and be proficient in using Microsoft Office products. We offer excellent benefits including Medical, Dental, Vision, 401K and a generous vacation package. Please send your resume and salary requirements to Contact Keisha Underwood Director of Physician Recruiting Via Christi Health Wichita, KS This position is responsible for physician recruiting for Via Christi Health. This position will lead and manage the team of Physician Recruiters and is responsible for participating in the development of recruitment and retention strategy. Key Responsibilities include: • Effectively recruit physicians to meet the needs of the various stakeholder department leaders of Via Christi. • Develop and maintain a recruitment plan with various stakeholders (presidents, VP’s, and other key leaders).

• Maintain and report on status of fulfillment of recruitment plan. • Work closely with the VP of Physician Strategies, VPs, Hospitals, and Physician clinic management of Via Christi Health Ministries to accomplish the mission and vision of Via Christi Health. • Plan and coordinate physician recruitment for the ministries of the Via Christi Health. • Identify qualities and skills ideal for placement and organization of recruitment activities. • Provide leadership, mentoring, and coaching to the Physician Recruiters. • Establish goals which support the Mission and core Values of Via Christi Health and implement performance standards for staff. • May perform other duties as assigned or requested. Management Responsibilities This position will have management and supervisory responsibilities of the recruiting team. Experience • Bachelor’s degree (B.A.) from four-year college or university required, preferably in a health related discipline. • Three years of successful physician recruitment experience is required. • Management experience, including leading direct reports, required. • Sales related or training experience within the healthcare industry is preferred. Special Skills/Other • A personal presence which is characterized by a sense of honesty, integrity and caring with the ability to inspire and motivate others to promote the philosophy, mission, vision, goals and values of Via Christi Health. • Must display good verbal and written communication skills, and be able to professionally receive and follow oral instructions. • Strong interpersonal skills while maintaining a high level of confidentiality.

• Successful proven track record in negotiation capabilities. • Self-motivated, results-oriented and able to function independently. Technical Skills • Knowledge of recruitment and retention resources as well as strong networking capabilities. • Familiarity with Microsoft Office products is required. Internet utilization and research proficiency is required. • Ability to apply concepts such as fractions, percentages, ratios, and proportions to practical situations. • Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations. • Ability to write reports, business correspondence, and procedure manuals. • Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public. For more information, please visit www. Network Physician Recruiter Community Health Network Indianapolis, IN Develop and execute recruitment strategies to draw physicians to our organization. Responsible for recruiting, marketing/public relations activities, candidate relationship management, sourcing initiatives, and networking with professional associations and residency programs. Core functions of the job include providing high level customized service to internal clients by delivering targeted solutions and serving as a resource for candidates throughout the entire recruitment process. Candidate will lead the recruitment process with physicians and executive leadership, share recruitment expertise across Community Health Network’s many service sites and work to improve our processes and outcomes.

Summer 2012


ASPR Employment Hotline Education • Bachelor’s Degree required Experience • Experience in physician, executive or corporate recruitment preferred. At least two (2) years in health care including active contact with physicians preferred. Must be able to function in a fast paced environment and must have the ability to adapt and learn new processes quickly. Demonstrated presentation, interpersonal, and communication skills as well as computer proficiency are required. Contact Katie Hostetler Manager of Physician Recruitment and Retention Northwestern Medical Center St. Albans, VT Qualifications/Job Description Northwestern Medical Center’s Manager of Physician Recruitment and Retention works closely with the Leadership Team, the Practice Administrator and our local providers with recruiting qualified physicians and advanced practice providers, while coordinating the development of strategic physician recruitment plans in accordance with the Hospital Strategic Plan. Key Responsibilities include: • Generation of talent leads, pre-screening, and appropriate follow-up with both physician and non-physician provider candidates in designated specialties. • Ensure interviewing/hiring is in compliance with regulations surrounding ADA, EOE, and EEOC guidelines by demonstrating knowledge and understanding for federal, state and local legal requirements. • Coordinates physician and advanced practice provider hospital/community visits to include tour of the hospital and/or community, housing options, meeting with the Leadership Team and key medical staff members. • Effectively onboards new physicians and advanced practice providers, by coordinating their relocation, orientation. Builds strong


relationships with the Provider and their familes to ensure a smooth assimilation into both the Northwestern Medical Center and the Franklin County Community. • Conducts reference checking on physicians and advance practice provider candidates. • Develops and implements appropriate recruitment strategies within prescribed budget parameters. • Attracts qualified physician and advanced practice provider candidates by visiting colleges, universities, job fairs and related functions. Establishes strong relationships at the academic level with colleges and universities. • Develops and maintains recruiting contracts with employment agencies, placement offices, residency and fellowship programs, etc. Establishes and maintains appropriate relationships with external sourcing agencies when necessary. • Prepares special reports by collecting, analyzing and summarizing information and trends for continuous quality improvement. • Maintains professional and technical knowledge by attending educational workshops, reviewing journals and establishing personal networks.

Director Executive & Physician Recruitment Christiana Care Health System Newark, DE

Education Bachelor’s Degree in human resources, business, marketing or related field required.

Master’s Degree in Human Resources or related field required along with five years executive and physician recruitment leadership experience. Certificate as Medical Staff Recruiter through Association of Staff Physician Recruiters (ASPR) preferred.

Experience Minimum of two years primary responsibility of physician recruitment and retention in a healthcare facility. Special Skills/Other FASPR or AASPR strongly preferred. Must have strong oral, written and electronic communication skills. Must have sufficient flexibility to meet the on-going strategic needs of the organization. Contact Joy Sylvester (802) 524-1056

Journal of the Association of Staff Physician Recruiters

Qualifications/Job Description The Director, Executive & Physician Recruitment develops, implements and directs a wellarticulated, integrated executive and physician recruiting strategy and program that link talent acquisition initiatives for the Christiana Care Health System to core business outcomes. This key system leader partners with physician leadership, physician practices and senior leadership to develop and implement strategic physician recruitment plans including project lead on acquisitions that are aligned with business goals and objectives. Initiates and manages effective plans that identify sources of candidates and result in top physician and executive talent. Builds and maintains candidate relationships that enhance Christiana Care’s reputation and network of potential applicants.

To learn more about Christiana Care and to apply for this position, visit http://careers. Contact Lindsay Green

Extend your reach

In building the best team, you want to place physicians who are productive in their current positions and are open to bigger challenges. Here, you’ll reach a unique audience of active and passive job seekers. Tailor a recruiting solution to your specific needs and budget: JAMA ■ Archives Journals ■

Combo Buys ■ Online Only ■

For details, contact us or visit our Web site. Classified Advertising American Medical Association 800.262.2260 • 312.464.5909 fax

Summer 2012


Gold Corporate Contributor Feature

Trend Benders: Five Must-Have Technologies for Today’s Physician Recruitment Today’s highly competitive physician recruitment market means medical practices must improve their recruitment efforts to reach the dwindling pool of candidates – all who are overwhelmed with recruitment outreach. Research shows that 75 percent of physicians currently use ‘smart’ technology, such as an iPhone or iPad. To continue reaching increasingly tech-savvy physicians, follow these steps for successful engagement and recruiting:

Step 2: Make email marketing work for you Gone are the days of endless cold calling and phone tag – the majority of physicians now prefer to receive succinct emails that clearly advertise a position. Be sure to keep the subject line clear and include vital information about what the position is and where it is located. Including such information will lend legitimacy to your organization – something that can be hard to determine for physicians constantly inundated with email marketing. Step 3: Take physician searches viral

ƒ Use flexible interview options

Facebook can be a useful for physician searches and may allow them to “go viral” as physicians notice the posting and pass it along to colleagues. Physician recruiting pages should include testimonials from patients about the strength of the facility, as well as a “wall” that allows physicians to interact with one another and the recruitment team. Practice administration should maintain administrative control over the Facebook page in order to protect it from inappropriate or derogatory comments.

ƒ Ask for feedback

Step 4: Use flexible interview options

ƒ Go mobile ƒ Make email marketing work for you ƒ Take physician searches viral

Bend Trends to Your Advantage Trend: Mobile-friendly website. Manhattan Research states that more than 80 percent of physicians will have smart phones by 2012. Bend: Ensure that your website is compatible with mobile browsing and include an easily accessible section targeted specifically to physicians. Trend: Valid email lists and deployment. Busy physicians prefer to learn of new opportunities through email. Bend: Use interactive HTML Flash email marketing to advertise a position. Trend: Physician-Friendly Facebook Page. Physician searches have the opportunity to “go viral” when posted on social media outlets such as Facebook. Bend: Physician Recruitment pages should include information about and photos of the practice and a forum for physicians to interact with one another and the recruitment team. Trend: Online interview technology. An alternative and flexible means to meet a candidate face-to-face. Bend: Show candidates your practice is on-board with cutting-edge technology and be prepared to position the tour as an invitation for a candidate to visit the facility in person. Trend: Online feedback tools. Engage candidates by asking for feedback on the recruitment and interview process. Bend: Use the responses to improve on the recruitment process and enhance employee satisfaction.

Integrate New Technologies with Five Easy Steps Step 1: Go mobile Busy physicians are spending less time at their desks and increasingly rely on their smart phones or tablets for reading email and browsing the web. If your website isn’t compatible with mobile browsing, you will soon lose a physician’s attention. Hospitals and practices should include an accessible physician-specific section that has information on:

Interviewing candidates using online interview technology is a flexible alternative to the telephone. It can distinguish your practice from other organizations by allowing the candidate to meet face-to-face. The interviewer should be prepared to make light of the encounter and walk around the facility for a tour. A tour can also lead into an invitation for the candidate to visit the facility in person. Showing a candidate that you are comfortable using this technology and that you are truly interested in meeting them will set your practice apart. Step 5: Ask for feedback Free online tools such as SurveyMonkey make collecting feedback on the recruitment and interview process easy. Point candidates to the feedback tool at the onset of an interview process. Explaining how the organization wishes to improve their process and asking for help is a great way to engage a physician. Continuing to use online feedback tools after hiring can also help maintain/improve employee satisfaction and retention.

Differentiate Your Practice By identifying and utilizing the most important available recruitment technologies you can impact efficiency, and improve communication and outcomes. Most importantly, incorporating the above strategies into your recruitment provides a competitive advantage and positions your practice as a leader. As Senior Executive Vice President, Client Marketing, Allan Cacanindin oversees the candidate acquisition and recruitment departments. His success with innovative interactive marketing strategies has led to countless awards and accolades from marketing industries, including The American Business Awards. Allan is a frequently requested thought leader on the application of interactive marketing techniques to attract and recruit top health care talent.

ƒ Current physicians at the facility ƒ Testimonials from providers and patients ƒ Up-to-date list of offered technologies, including details on EMR Physician Benefits

Allan Cacanindin

Scan for more information

Senior Executive Vice President, Client Marketing (314) 726-1603 (800) 678-7858

Visit Booth #204 at the ASPR 2012 Conference, August 12-14 at the JW Marriott at LA Live 42

Journal of the Association of Staff Physician Recruiters

Gold Corporate Contributor Feature

Putting People First: Recruit and Retain Your Best Providers By Allison Beer, Vice President, CompHealth Locum Tenens

The economy may not have fully recovered, but you should be certain that your current and future providers are now more relaxed about pursuing other opportunities, and you should rest assured that recruiters are pursuing them every day. So how do you hire and retain your best providers? How do you keep them engaged and satisfied, so they are not tempted by the next offer? Put people first This should be an important core value. Providers are your single most valuable assets. Beyond their clinical skills, bedside manner and case volume, they are your brand ambassadors. They are your greatest investments. If they are engaged and passionate about their work, it will directly result in higher volume and revenue for you. It’s simple — happy people are more productive! Cultural fit 51 percent of physicians left a practice because they felt that it was a poor cultural fit. (Valancy, 2007) What does all this talk of culture mean for your organization? It means that the providers you recruit and aim to retain should embody the core values of your organization. You must be candid and forthcoming about these values from your first interaction. For example, here at CompHealth we are best known for our fun and unique culture. That means funny skits, dance-offs and lots of fun. When we are screening a candidate, we have an initial cultural interview, determining whether or not the individual would feel at home here. If you are recruiting a provider who lacks interpersonal skills but has exceptional clinical skills, and your organization thrives on personal service, then you know this is not a cultural fit. Oftentimes in medicine we judge physicians by their CV and clinical skills first, before we get to know them as individuals. Learn their story;

find out what motivates them beyond your walls and really get to know them. Provide proper training and onboarding They made it! You finally finished the application process, interviewing, credentialing and privileges and your new provider is ready to start. They have arrived with high hopes and dreams for their career. Have you set the right expectations? Are you willing to provide them with superior training and onboarding? Yes, CMEs are designed to help them develop their clinical skills, but your responsibility as their employer is to provide them continuous education and help them improve. By providing a superb training and onboarding program, they know that you care and that you are invested in their success. Know your competition Although compensation is often a motivating factor, only 32 percent of the physicians surveyed stated that as a reason for leaving (Valancy, 2007). Money isn’t everything, but you should know what other companies are offering your best providers. People associate monetary value and what they get paid with their worth. If you compensate your providers with competitive packages and recognize them for their efforts, your competition doesn’t stand a chance. It’s not always about money; it is about making your providers feel like you have provided them with the best possible opportunities.

Sense of purpose They save lives every day; but most physicians are overwhelmed with organizational politics and issues such as rising malpractice costs, government mandates and countless other distractions. It is your responsibility as an employer to continue to share with them the value they bring to your company and your patients every day. Show them their impact is valuable and that sense of purpose will encourage them to stay with you and your patients. There is no perfect formula for hiring and retention, but we as an organization have realized that making our employees’ satisfaction the center of everything we do is the key to our success. When your providers are happy, they offer your patients unprecedented care, and at the end of the day, that is all that matters — making a difference in the lives of patients. Reference J. Valancy (2007). Recruiting and Retaining the Right Physicians. Retrieved May 14, 2012 from

Summer 2012


Gold Corporate Contributor Feature

Onboarding & Retention: Five Best Practices for Physician Recruiters By Jason Crepeau, HealthcareSource

Hiring physicians can be a long, complex, and costly process. Once a new physician begins work, however, the physician recruiter’s job isn’t finished. Today, physician recruiters have an active role in making sure new hires stay at the hospital or medical practice. Increased retention benefits healthcare organizations because recruiting expenses decrease and patients receive consistent provider care; therefore, many physician recruiters have adopted five best practices for keeping new physicians on-the-job. Participate in a formal onboarding process. When physicians feel a sense of connection to their employers, they’re more likely to be engaged. A well-organized onboarding process will strengthen this connection and build on those relationships established during recruitment. To stay on top of the onboarding process for new hires, many physician recruiters use their applicant tracking systems to generate reminders related to orientation completion dates and checklists. These ensure candidates go through all the new hire items by a predetermined date. Act as a central point of contact. Since a new doctor’s experience during the first 90 days can significantly affect long-term job satisfaction, some organizations designate the recruiter as the main point of contact for the first three months. Julie Holsclaw, DASPR, Physician Recruitment and Retention Manager at Glens Falls Hospital, supports new physicians in a variety of ways, ranging from a welcome gift when they join the hospital to introducing them to key staff members. A single contact also reduces the frustration that accompanies navigating a new organization. Holsclaw says, “Make sure new hires know they can come to you for an answer instead of asking 10 different people.” At Loma Linda University Health System, recruiters strive to establish relationships through small, personal touches. Kristi Herrmann, Lead Physician Recruiter,


notes, “We make an effort to remember birthdays and congratulate our hires on major life events.” Create structured feedback mechanisms. Gathering feedback in a consistent way can uncover issues early. Janis Chaney, Senior Director of Recruitment and Retention at Quincy Medical Group, comments, “We try to keep on top of every issue and take care of it as it’s happening so nothing festers and gets out of hand.” Online satisfaction surveys provide physicians with a nonthreatening outlet to convey concerns. By using an applicant tracking system, physician recruiters can create customizable surveys that are administered once or on a recurring basis. A best practice is to survey physicians at three key points: immediately after joining the organization, after one month, and after three months. Develop a mentoring program. Experienced recruiters find that pairing new hires with a mentor, even before the first day on the job, starts the relationship between physician and employer off on a positive note. New hires can seek advice from mentors, and mentors can influence new physicians’ attitudes in a beneficial way. At Quincy Medical Group, mentors stay with new hires during their first year and their feedback is incorporated into physicians’ one-month, six-month, and one-year reviews. A database of candidates maintained by physician recruiters is useful to facilitate matching new hires with advisors. Mentors should be assigned based on their ability to

Journal of the Association of Staff Physician Recruiters

help new hires build relationships, as well as on medical disciplines. Don’t forget the family. Building relationships with physicians’ families is essential to new hire satisfaction. Jennifer Susi, Physician Recruitment Manager at Asante, remarks, “Building a relationship with the family is important. It’s critical that they’re totally on board and feel like we’re really here to support them. Sometimes they’re our toughest critic.” By taking an active role in educating families about the community, physician recruiters can make a new area feel like home and lay the groundwork for physician retention. Many organizations use their applicant tracking system to generate a standard welcome package for families, as well as to survey spouses about their relocation. As Kristi Herrmann says, “If we can’t recruit the family, we can’t recruit the physician.” Focusing on these best practices early in a new hire’s tenure should result in greater engagement and satisfaction. Over the long-term, this translates into higher retention rates and lower recruitment costs — a winning outcome for employers, physicians, and patients. About the Author Jason Crepeau is Product Manager for Physician Recruitment Manager at HealthcareSource, the leading provider of talent management software for healthcare. He can be contacted at

Gold Corporate Contributor Feature

Creating a Diverse Physician Recruitment Strategy By Alison Munn, Social Media & Email Marketing Manager, HEALTHeCAREERS

Social recruiting, candidate engagement, online networks, employer branding, talent communities — there are so many new concepts in recruiting that it can be difficult to choose the best tools to meet your needs. As a physician recruiter, you know it’s important to stay on top of the trends and be sure that you’re using the right ones to reach your candidates. It’s no easy feat to consider the new tools, websites and apps that seem to appear daily, each begging for attention. A recent New England Journal of Medicine survey showed that 71% of responding physicians search for opportunities online. Which online methods are you using to reach this audience? Physicians can be a tough group to reach. When recruiting and conducting employer branding campaigns, it’s important to use many avenues to reach them. A diverse strategy will include several methods to get their attention. In addition to job postings, you should be using targeted e-mails, social media, and online branding. A complete strategy will also include proactive recruiting methods such as resume search. While there’s a popular theory going around that “e-mail is dead,” we strongly disagree. Physicians do open and read e-mail that is interesting and relevant to them. How do you make it interesting and relevant? By providing compelling content and targeting it to their specialty. We send our physician audience targeted e-mails about open positions that generate some of the highest engagement rates in the industry. Segmenting the audience by specialty and location allows you to reach the exact physicians you are targeting. Targeted e-mails get to the physicians you may not otherwise reach through traditional recruiting. Recruiting using social media can be like looking for a needle in a haystack. How do you reach physicians who are using Twitter, Facebook, LinkedIn, or other social media channels?

It’s important to find groups of physicians on social media channels and reach them with your employer branding message. Partner with your marketing department to share physician job postings on your hospital Facebook page; tweet links to your career page on your Web site and share your job postings with relevant groups on LinkedIn. Taking an active approach to online physician recruiting is a time-consuming proposition. Connecting with physicians through LinkedIn or other online networking portals can be a great way to find new candidates if you have the time to devote to it. However, searching an online resume database is a less daunting undertaking. At HEALTHeCAREERS, all of the resumes in our physician database are pre-screened and approved before being added. Access to our database allows you to search for highly qualified physicians for your openings and allows you to create your own recruiting portal to meet your specific needs.

and resume search to find physicians who are online, even the ones who are not actively job searching. When you partner with the expert team at HEALTHeCAREERS, you immediately have the latest recruiting tools available to you. Leveraging technology to reach our large network of healthcare professionals is easier than ever. Contact us today at 888-884-8242 or to get one step closer to reaching your physician recruiting goals. Connect with HEALTHeCAREERS on social media—Facebook Twitter LinkedIn Google+ YouTube Pinterest.

In the increasingly competitive physician recruiting environment, you need to be ahead of the curve, taking advantage of the best technology, social media and recruiting tools. Use targeted e-mail campaigns, employer branding

Summer 2012


Gold Corporate Contributor Feature

Having the Right Expert Can Make All the Difference By Kelli Mulloy, The INLINE Group

Sitting quietly next to your attorney, you watch the jury file into the courtroom. You fear a negative verdict, as the jurors do not make eye contact with you. This litigation pits your hospital against a young widow. Daily, your heart sank as you watched her in court. In a perfect world, your ER team could have worked a miracle on her husband, but in all honesty, they performed heroically. Her case has no real facts, but it abounds with emotion. As you review your notes, you wonder what swayed the jury. Adjusting your jacket, you rise. The judge asks, “Madam Foreperson, has the jury reached a verdict?” “Yes your honor, the jury finds in favor of the plaintiff.” Sighing, you turn to shake your attorney’s hand. “I’m sorry, John,” he says, “the jury found based purely on emotion. I am certain that on appeal the court will overturn the verdict.” “I’ll admit, I’m disappointed Mike, but you did all you could.” You confer about the appeal as you leave the courtroom. We function in a business environment dependent upon the knowledge of experts. Our attorneys don’t win every case, but they minimize litigious situations, take emotion out of negotiations and execute contracts with terms in our favor. Insurance experts file for every penny we deserve and our CPA plans our tax consequences and cash flow to assure we operate in the black.


to 90th percentile time to fill a primary care search averages 5.16 to 12.76 months.3 Can you afford to start from scratch with each new opening in light of the looming shortages? Wise facilities and recruiters are using marketing dollars to employ sourcing companies who continually scan the market and provide a current pipeline of candidates. Savvy recruiters know that timing is crucial; the ideal candidate may only briefly become available and only continual sourcing finds that perfect difficult fit.

Unfortunately, you might not consider that the single most critical asset at your facility could benefit from the assistance of a trusted advisor. In fact, you may not even know that a trusted advisor is an option. Maybe you opened your e-mail this morning to find that a pediatrician on staff at one of your facilities is leaving. Now instead of nine open positions you have ten.

Using a candidate sourcing expert can ensure that you have the best candidates available on an ongoing basis. It can save you time and money on database fees, contingent recruiting fees and marketing expenses. It can save you ramp-up time and allow you to do the work you do so well — recruit candidates. Will you always get the candidate you want? A hard search or tough location is still a tough location or hard search. Can a sourcing company generate candidates from thin air? Do attorneys win every case? No, but choosing a trusted partner with expertise in the field will certainly set you up for the success and apart from the rest.

The ASPR reports that 60% of the internal recruiting groups surveyed have more than 11 open searches1 and 55.39% of those reporting have 1 or fewer internal recruiters.2 The median

The Inline Group is a national candidate sourcing company specializing in primary care. (Family Medicine, Internal Medicine, Hospitalists, Pediatrics, OBG, Nurse Practitioners and Physi-


Journal of the Association of Staff Physician Recruiters

cians Assistants). Because of that specialization, we are intimately aware of the market, the available candidates and can provide that ongoing resource. Consolidating a variety of resources, we work on the front end to manage the masses of data so you don’t have to. Candidates are happy to have an ongoing relationship with our team because we are not placement fee driven. And don’t forget, one price fits all your primary care opportunities (Family Medicine, Internal Medicine, Hospitalists, Pediatrics, OBG, Nurse Practitioners and Physicians Assistants). Candidate sourcing offers a cost beneficial solution to the issues facing the internal recruiter in today’s busy competitive market. References 1. 2010 In-House Recruitment Benchmarking Survey, ASPR/MGMA, pg. 4, Table 4. 2. 2010 In-House Recruitment Benchmarking Survey, ASPR/MGMA, pg. 5, Table 7. 3. 2010 In-House Recruitment Benchmarking Survey, ASPR/MGMA, pg. 44-45, Table 40, lines, 11,12,13,15,21,22,23,26,27,30,38, averaged for mean and 90th percentile.

Silver Corporate Contributor Feature

What Physicians Say About the Value in Onboarding By Craig Overpeck, COO, MDLinx

In May 2012, MDLinx, the largest specialty physician portal in the US, ran a market research study to ascertain the attitudes of physicians who just started at a practice or hospital within the past year. There is good news for physician recruiters who advocate for a formal onboarding process and some lessons learned that every institution can use today. This article will describe the value of an onboarding program as seen through the eyes of a physician.

Most of you have it — few of you sell it Almost 60% of physicians surveyed went through a formal onboarding process at their new practice or institution, but only half of those knew it existed prior to joining. The existence, and more important, knowledge of a formal onboarding program influenced 16% of those surveyed to join a practice or hospital. Physicians, like the rest of us, want to quickly learn about their new surroundings. The best orientation programs included meet and greets, shadowing, computer training, facility tour, benefits orientation, and family support during the transition. If these are components in your onboarding process, then market your onboarding process to influence physicians to take your offer.

(such as a phone directory, map, organizational chart, and strategic goals). 11% went as far as rating the onboarding process with our worst rating available, although 51% gave it the two highest ratings on a five point scale. When asked how the process made them feel about their decision, almost 60% said the onboarding process reinforced their decision and made them feel good about joining the team. 8% said they were having second thoughts about their decision. Most physicians were oriented with paper products (70%), in-person presentations (66%), and online videos (35%). The lesson is that the basics matter to physicians, and when they are provided orientation it reinforces their decision to join the team; a failure to provide the most basic orientation leads to feelings of regret.

Basics count Surprisingly we found that 37% of onboarded physicians were not provided with the basics

You can obtain a copy of the physician survey by contacting Matt Baker, or (202) 293-2288 ex 9111.

Silver Corporate Contributor Feature

How to Spot and Prevent Physician Burnout

Job burnout is generally not discussed openly among physician peers or with hospital administration, so instead the physician being affected may just quit. Facilities can minimize the risk of losing staff to burnout by learning to spot the signs. Unlike stress, which is associated with overengagement, burnout is characterized by disengagement, and is caused by excessive and prolonged stress. The reason why burnout is so prevalent in the human service professions — including physicians — is due to the high-stress environment, emotional involvement, and outcomes that are perceived as being out of one’s control.

The pressures mounting on physicians today are causing professional burnout, and many are unable to rejuvenate on their limited personal time. According to a 2012 survey of 1,000 US physicians commissioned by Weatherby Healthcare: • 44% say they don’t have time for exercise; • More than one in three (38%) miss out on family time because of work schedules; • 41% would like more time to volunteer. As a physician recruiter, there are steps you can take to prevent physician burnout before it becomes a problem. Rather than limiting your use of locum tenens to fill physician vacancies, think of them as a year-round resource to supplement your permanent staff and minimize physician burnout. Locum tenens can help: • Increase staff physician engagement — Staffing locum tenens during peak season can

help alleviate stress placed on overworked full-time physicians, contributing to increased employee satisfaction. Happier doctors are more likely to stay put and provide better patient care. • Promote patient satisfaction and retention — If facilities are unable to keep up with their case load, many are faced with having to reschedule patients or limit access to specialty services. Frustrated patients could go to a competing facility to get treated and continue to do so, since your facility was unable to treat them the last time. By staffing locum tenens, facilities can better maintain and fulfill their caseloads. Let Weatherby Healthcare’s experienced team of staffing consultants partner with you to develop a strategic staffing model. Get started today by calling 866.680.3928 or visit

Summer 2012


Bronze Corporate Contributor Feature

Check out Your Background Checks! EEOC Guidance 2012

Have you read the new EEOC Guidance? Employers are encouraged to evaluate criminal records cautiously, applying a six step standard before disqualifying candidates based upon criminal convictions. Knowing and applying the standards may save you from a federal discrimination suit! Nationwide searches — Instant, online, nationwide checks — $5.99! Sound familiar? Since 9/11, hundreds of companies have expanded into the field of background checks. And many are capitalizing on employers’ fears, offering “instant, online, nationwide checks.” Exercise prudence using these checks — many disqualified candidates have successfully settled lawsuits because outdated, incorrect and non-compliant records were used…and many more records have been missed! Offshoring Personal, Identifying Information (PII) — Sending our most confidential information overseas (name, date of birth, Social Security number) can’t happen without your knowledge…can it? Well it is! Many background checking companies outsource work overseas. Will the overseas staff provide the security and confidentiality that PII requires? Find out who is doing your background checks and from where! Read more by visiting our Web site at or call 800874-9099.

Bronze Corporate Contributor Feature

Get Your Goals in Focus by Putting the Right Physician Talent at Your Fingertips It’s a highly competitive market for talent. And despite the wavering employment economy and a shortage of qualified physicians, hospitals continue to be a significant contributor to US employment growth, employing more than 6 million people. In order to address workforce challenges by bringing quality talent aboard, it is important to understand how physicians engage each other for peer insights and knowledge sharing. Healthcare associations and specialty societies are a natural hub for likeminded professionals. These forums engage physicians on subjects that influence daily operations, including topics such as technological advancements in communication, the transition to a value-based care delivery model and the many implications of pending health care reform. understands the pressures physicians and surgeons face in health care. Visit us at the Annual ASPR Conference to learn more. Please direct all posting and branding inquiries to Chris Stone, Sales Manager,, 312.895.2517.

Bronze Corporate Contributor Feature

Job Search Habits of Neurologists Last year, the American Academy of Neurology’s Career Center completed its first Career Path Survey — a survey of its members, including neurologists and neurologists in training, to determine their job search habits. Key findings include: • The average neurology job seeker starts his/ her search six to twelve months before finishing a residency or fellowship. • The average job seeker applies for five jobs and receives three offers. • Of those job seekers with more than one offer, the two most important factors when selecting their final choice were professional development opportunities and geographic location. The 2011 Career Path survey also revealed that among job seekers, networking, using Internet job search sites, and the services of professional recruiters were the top three most useful job search methods.


Visit to purchase the full Career Path Survey results or learn more about how the AAN Career Center can help you fill your next neurology-related position, including opportunities to participate in the second annual Neurology Career Week, Sept. 2428, 2012, an event targeted to residents, fellows, and neurologists looking to make a career move. Get additional recruiting tips on who neurology job seekers are and how, where, and when they look for jobs by participating in the free “Recruiting a Neurologist” webinar on Aug. 7. Register at About the American Academy of Neurology The American Academy of Neurology (AAN), established in 1948, is an international professional association of more than 25,000 neurologists and neuroscience professionals dedicated to promoting the highest quality patient-centered neurologic care.

Journal of the Association of Staff Physician Recruiters

Endorsement Policy ASPR recognizes and appreciates the support of members of the Corporate Contributor Program. This affiliation with ASPR provides a unique opportunity for exposure to ASPR members that includes name recognition and goodwill. While ASPR 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 ASPR, will automatically be terminated from the Corporate Contributor Program.

Bronze Corporate Contributor Feature

Attract 2013’s Top Graduates Now By Lori Barnes

For physician staff recruiters looking to hire top talent from the 2013 graduate pool, the time to attract these candidates is now. Due to a competitive environment, making a meaningful connection with physician candidates can be challenging. Keep these tips in mind when designing your outreach program: Be Timely If the 2013 residents and fellows are like their colleagues in 2012, half of the residents and fellows will start interviewing this fall, and 41% will be signing their contracts by March 2013.1 Gain a competitive advantage – build your outreach strategy and recruitment resource tool kit now to get in front of your audience with opportunities by the time the 2012-2013 training year begins.

Be Relevant Your outreach strategy should include a compelling and relevant message to these physicians’ interests. Location – based on family and lifestyle – are important factors. Last year’s graduates identified being “close to family” as their top consideration (72%). Since you can’t control your location, highlight key lifestyle benefits of your practice, including call or hospitalist coverage, flexible scheduling, etc. Be Effective Email marketing continues to be the most popular means of communication among residents and fellows. More than half (about 53%) seek practice opportunities via email. Increase marketing efforts and stay top of mind by following up emails and repeating your message.

Get Results Visit Lori Barnes, Vice President of Sales, Contact Physicians, at the ASPR Annual Conference, Booth #204. Pick up a copy of the Cejka Search Survey of Residents/ Fellows and learn how Contact Physicians can be a comprehensive resource for accurate U.S. physician resident and fellow graduate contact information. For more information, please visit or contact Lori at 800-296-1591 or 1Survey

 From the Editor cont’d from page 2 wonderful co-editors and friends. Putting each issue to bed can be a tiring and sometimes thankless task but it has been a pleasure and privilege to work side by side with each of these remarkable women who have volunteered their time to JASPR. We have been surrounded by a wonderful team of support from the Ewald staff and a phenomenal committee. We have had several new people join the JASPR Committee recently who have journalism degrees and backgrounds, bringing with them great ideas and energy. As I pass on the torch of co-editor duties to Miranda Grace and Lori Jackson Norris, I am excited about the future of JASPR. Both Lori and Miranda are committed to continuing the journalistic excellence that we have been known for at JASPR. Lastly, thank you to the members for sharing articles, your ideas, leads and stories, and for encouraging us along the way. There is no doubt in my mind that our members care about JASPR — and for that I am extremely proud and grateful. It is a great time to be passing the torch on to others who are committed to moving JASPR forward. Of course, I will continue to be a JASPR committee member and will look forward to reading JASPR for many years to come!

of Residents/Fellows; Cejka Search, June 2012.

ASPR Journal Summer 2012 1/3 page Contact Physicians

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Summer 2012


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ASPR Board of Directors President Scott Manning, FASPR, SPHR Director, Human Resources & Provider Recruiting District Medical Group Phoenix, AZ Phone: 602-470-5012 Toll Free: 877-463-3776 Email:

Treasurer Diane Collins, FASPR Physician Recruitment Coordinator HealthPartners Medical Group Minneapolis, MN Phone: 952-883-5453 Email: Board liaison to: Marketing Committee

Board Member at Large Laura Screeney, FASPR, CMSR Corporate Director, Office of Physician Recruiting North Shore-LIJ Health System Manhasset, NY Phone: 516-823-8874 Email: Board liaison to: Journal Committee

President-Elect Deborah Gleason, FASPR Physician Development Administrator Nebraska Medical Center Omaha, NE Phone: 402-559-4679 Email: Board liaison to: Benchmarking Committee

Board Member at Large Allen Kram, FASPR Director of Physician Development Health Quest LaGrangeville, NY Phone: 845-475-9605 Email: Board liaison to: Education Committee

Board Member at Large Shelley Tudor, FASPR Physician Recruiter Humana Clinical Resources Louisville, KY Phone: 765-807-6680 Email: Board liaison to: Membership Committee

Secretary Ann Homola, FASPR Director, Provider Recruitment & Retention Services Eastern Maine Medical Center Bangor, ME Phone: 207-973-7444 Email: Board liaison to: Fellowship Committee

Board Member at Large Scott Lindblom, FASPR Director, Medical Staff Services Dean Health System Madison, WI Phone: 608-250-1550 Email: Board liaison to: Regional and Chapter Relations Committee

ASPR Executive Director Jennifer Metivier, MS, FASPR 1000 Westgate Drive, Suite 252 Saint Paul, MN 55114 Direct Phone: 651-290-6294 Toll Free: 800-830-2777 Email:

Call for Committee Volunteers ASPR committees are always looking for willing and eager volunteers. Please consider joining a committee. Contact the appropriate committee chair for more information. Committee Chairs and contact information can be found above and below.

ASPR Committee Chairs Benchmarking Deborah Gleason, FASPR 402-559-4679

Education Joelle Hennesey, FASPR 941- 745-7232

Journal Judy Brown, FASPR 612-813-8133

Membership Ivie Hall, DASPR 770-219-6634

Shelley Tudor, FASPR 317-783-8758

Allen Kram, FASPR 845-475-9605

Lori Jackson Norris, FASPR 480-728-3326

Maddie Wagner 610-898-5641

Chapter and Regional Relations Frank Gallagher 413-794-2623

Fellowship Michael Griffin, FASPR 651-232-2227

Marketing Ann Homola, FASPR 207-973-7444

Christopher Kashnig, FASPR 608-250-1474

Marci Jackson, FASPR 702-240-8944

Roy Wu 503-251-6310

Summer 2012


Association of Staff Physician Recruiters 1000 Westgate Drive, Suite 252 | Saint Paul, MN 55114 Phone 1-(800) 830-2777 Fax (651) 290-2266

JASPR - Summer 2012_  

Summer 2012 Journal of ASPR

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