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JASPR

Winter 2014 Volume 21, Issue 1

Journal of the Association of Staff Physician Recruiters

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

In This Issue: Watching the list Telemedicine: A care model that could reduce physician shortage Thrive during the trust crisis


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 Maddie Wagner 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: journal@aspr.org 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.

Calendar February 26

Screening Candidates and the Law

Live online webinar | View more info

March 26

Coaching for Successful Interviews

Live online webinar | View more info

April 23

How to Analyze and Use ASPR Benchmarking Survey Results

Pay for Performance – Impact on Hiring for Quality

By Miranda Grace, FASPR, Physician Recruiter, Geisinger Health System, Lewistown, PA, mlgrace@geisinger.edu It’s a new year and I’m in a new (physician recruitment) role! This past November, Geisinger Health System and Lewistown Hospital merged to form a relationship that has drastically changed the scope of my job. I’ve had the exciting opportunity to transition from a small community hospital recruiter to a systemwide specialty recruiter. I’m now involved in the placement of physicians at multiple practice sites throughout the state of Pennsylvania. During the course of this transition, I’ve learned how to be successful in my role. Meeting staff, learning the culture, and even finding where to park have each been integral in my success; however, Charles Luckman put it best when he said, “Success is that old ABC – ability, breaks and courage.” Ability Shortly before our merger with Geisinger, I attended ASPR’s 301 fellowship course in Tucson. After taking the 101 and 201 fellowship modules, I was excited to finish the program and receive my FASPR certification. Taking each exam was an eye opening experience that tested both my knowledge and my endurance. I absorbed a lot from the fellowship program and thus strengthened my ability to recruit physicians successfully in any organization.

Live online webinar

May 28

Letter from the Editor

Through this process, I discovered that confidence in your skills and abilities is essential to success in any new position. Starting in a new organization can be stressful enough without doubting what you bring to the table.

Live online webinar

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Journal of the Association of Staff Physician Recruiters

Breaks Physician Recruitment is a never-ending process. Just when we think all of our positions are filled, others pop up - sometimes out of nowhere. The “daily grind” can be so demanding that we often forget to stop and take breaks. The most difficult adjustment for me, in my new role, was the difference in volume. Though I’ve learned to manage the higher volume well, my first few weeks were eye opening, to say the least. Remind yourself to stop and take breaks, organize your thoughts, clear your mind and reenergize. Courage It’s often difficult to have courage, especially in a work environment; however, most of the time being courageous just means being honest. I’ve realized that in physician recruitment, honesty is always the best policy. We must be honest with ourselves when evaluating our own strengths and weaknesses. We must be honest with our supervisors, leaders and teammates because working together requires dependability and trust. And lastly, we must be honest with our candidates, so that the position we’re “selling” them on is the one they really end up in. Whether you’re in a new role this year or celebrating a long tenure, being successful is important in any stage of your career. Remember your “ABCs” and you’ll be headed in the right direction. When you think you’ve gotten lost, all you have to do is trust your abilities, remember to take breaks and always be courageous!


President’s Corner

Inside This Issue

By Debbie Gleason, FASPR, CMSR-FMSD, Physician Development Administrator, The Nebraska Medical Center, Omaha, NE, dgleason@NebraskaMed.com

Articles

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Thrive during the trust crisis...................................... 5 Interview team development: The recruiter’s

Have you met any of the current or past ASPR Board of Directors? How about committee cochairs or members? If not, I suggest you get to know them! I am constantly amazed at how they squeeze in time for their ASPR duties in the midst of demands for time from their careers, families and often their education. You know the old adage, “If you want something done, look for the busiest people to do it.” (If you thought I was going to say, ‘do it yourself ’ - then you’re probably one of the busy ones!) Things are no different in the world of volunteer associations. Our busy volunteers seem to know how to ‘make it happen.’ In the case of our ASPR leaders and volunteers both today and historically, it is amazing how diversely skilled, knowledgeable and gifted they are. What a treasure of knowledge, resources, friends, colleagues and philanthropy. Yes ... philanthropy. When you think of gifting, how can you not recall those that give the gift of themselves and their precious time? It is those of you who have made sharing with ASPR colleagues a priority that have perpetuated the best of this organization for the past 24 years!

I’m so grateful for the opportunity I’ve been provided to meet and learn from so many. I truly hope that you, as members, take advantage of your awesome colleagues by joining with them in the work of advancing in-house recruitment and onboarding. Just as teachers inevitably learn as much or more than their students during their preparation, our ASPR volunteers learn and develop themselves and their careers as they take part in sharing their time and talent. I’ve found that the more you learn, the more you want to learn. Similarly, the more you give, the more you want to give and the more you identify with and value your colleagues. As a volunteer led organization, strategic planning is a critical priority for both the board of directors and the entire leadership team. We regularly review and assess our mission, vision, values and goals to ensure that our members continue to value being part of our organization. We work hard to provide the organization with a strong and forward-thinking strategic plan that reflects the needs of our membership in the context of our dynamic industry. Take a moment to review, in this issue, how ASPR works for you (see page 15). Remember however, the real work happens on our volunteer committees. What a wonderful ride! Join us!

role...................................................................................... 8 Watching the list.............................................................. 9 Telemedicine: A care model that could reduce physician shortage.....................................................10 Physician retention: Essential data and trends to maximize ROI.......................................................... 11 Three trends changing the face of recruitment.................................................................... 12 Physicians and organizational culture: Addressing satisfaction around cultural fit....16

ASPR Updates/Features/Other Calendar.............................................................................. 2 Letter from the Editor ................................................. 2 President’s Corner..........................................................3 ASPR Fellows, Diplomates & Associates.............4 Letter from the Executive Director........................4 Corporate Contributor listing ..................................5 ASPR webinars available on-demand................. 15 ASPR Employment Hotline ....................................20 ASPR Chapter Updates: Academic In-House Recruiters (AIR) ............ 22 Onboarding and Retention (OAR).................. 22 Southeast Physician Recruiter Association (SEPRA) ....................................................................... 23 Corporate Contributor features............................ 25 Board of Directors & Committee Chairs...........30

Download JASPR for your smart phone, e-reader or tablet today! 1.

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Editor: Miranda Grace, FASPR

Editor: Maddie Wagner, MBA, FASPR

Publisher: Laurie Pumper

Access the journal at: www.aspr. org/journal on your mobile device. (Bookmark this page for future reference.) Click on the link directly above the cover shot of the journal labeled “Download a PDF of the Current Issue in its entirety: Journal of ASPR - Winter 2014” Downloading will begin. Enjoy!

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ASPR Fellows, Diplomates and Associates Congratulations to the following Fellows who have achieved certification and the Diplomates and Associates who have achieved designation since October 2013.

Fellows (FASPR) Jamie Groy Carey Osborne

Laurel Kane

Diplomates (DASPR) Kip Aitken Beth Davis Lindy Kirk Kim Swain Jodi Wical

Cassie Archer Melissa Godfrey Wolfgang Sprie Jennifer Vandament Samuel Wright

Associates (AASPR) Domonique Allds Trevor Bethel Stephanie Clay Michelle Downing Amber Holiman Ed Mackay Michael Palinchik Lisa Scully

Joe Amaru David Ciccone Pauline DeRuiter Carolynn Hartman Lauren Judd Erica Morrison Anita Prince Brenda Taylor

Letter from the Executive Director By Jennifer Metivier, M.S., FASPR, Executive Director, ASPR, St. Paul, MN, jmetivier@aspr.org Happy New Year! It seems that I was just wishing you all a Happy New Year only a few months ago – the time just keeps flying by. I hope that you enjoyed the holidays and feel rejuvenated for a busy and productive 2014! I’m looking forward to another amazing year at ASPR and would like to share some news on recent and upcoming “happenings” going on here at your favorite professional association. I’m really excited to have Maddie Wagner, FASPR, onboard as the new ASPR Communications and Marketing Coordinator! Maddie started her new position in October and has jumped in feet first – or is it head first? – in fact it may have been a back flip – right into ASPR waters. She will be very involved with the planning and publication of JASPR, as well as all of our marketing and other communications endeavors. New ASPR Chapters I hope you’ll all join me in congratulating NWSPR (Northwest Staff Physician Recruiters) and TexASPR (Texas Association of Staff Physician Recruiters) on becoming ASPR’s latest official Chapters! The NWSPR Chapter is open to in-house physician recruitment professionals in the states of Alaska, Idaho, Montana, Oregon, Washington and Wyoming. TexASPR is open to those in the state of – you guessed it – Texas! Fellowship certification - Anytime! We’ve been waiting for this for some time – and we are thrilled to announce that the entire ASPR Fellowship Certification program will be available on demand this March! You will be able to take the Physician Recruitment 101, 201 and 301 modules all at your own convenience – at home or in the office, no travel required. Once registered, each module is available to you for 120 days, which allows you to watch the webinars and download all of the associated materials. Thank you to all of our

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Journal of the Association of Staff Physician Recruiters

volunteer member presenters and consultants who contributed to this great accomplishment! Take advantage of this excellent program and get certified in 2014! New webinars The 2014 ASPR Monthly Webinar Series has been posted to the ASPR website and is now open for registration. Don’t forget that these webinars are FREE to all ASPR members and available on demand, anytime. Any webinar from the past few years can be found in the ASPR webinar archive. These monthly webinars provide the same amount of education you can receive at the Annual Conference at no charge – a great ROI on your membership dues! Benchmarking survey now open The 2014 ASPR In-House Physician Recruitment Benchmarking Survey is now open. There are multiple ways to enter your data including: directly into the survey, into the On-Demand Tracking Tool, or by utilizing an import wizard if you have large amounts of data to export out of your own tracking system. It’s easy to participate and well worth your time, especially when you are able to access the report and searchable data for free next summer. Please consider participating to contribute to the industry’s only survey that is exclusive to in-house recruiters. Annual Conference Registration for the 2014 Annual Conference will open in May and we hope to see you in Minneapolis in August. Check out the great article by David Horsager, our keynote speaker for Monday, on page 5 of this issue. In addition to making plans for August, the ASPR Education Committee is already busy making plans for our 25th anniversary which will be celebrated at the 2015 Annual Conference in May. The committee has some great ideas to celebrate in Orlando as well as the months leading up to the big event! Stay tuned for more details! As always, I look forward to hearing any thoughts, suggestions, ideas or comments from you!


Thrive during the trust crisis By David Horsager, M.A., CSP, CEO, Horsager Leadership Inc., St. Paul, MN, info@davidhorsager.com

We are in a crisis, and it’s not a financial one. At the World Economic Forum held in China, world leaders declared that our biggest crisis is a lack of trust and confidence. We are in a trust crisis, and few people really understand the implications. Trust not only affects credit and government relations but every known relationship. In the healthcare industry, relationships are important and the primary currency is not money – it’s trust. If you think trust is just a “soft skill,” consider the impact of Tiger Woods’ behavior off the golf course. His actions lost him millions of dollars in a matter of weeks. One breach of trust at the Pennsylvania State University could cost the University $1 billion over the next decade. Mortgage payments are based on credit scores, which are essentially a trust score. The more the bank trusts you, the higher your score and the less you pay over the course of the loan. Trust impacts the bottom line. It’s easy to get caught up in the newest tactics but without trust, the right doors simply won’t open. Without trust, you will struggle to recruit and retain great physicians. The “trust edge” is required - the competitive advantage you gain when others have a confident belief in you to do what is right, deliver what is promised, and to be the same every time, in spite of circumstances. The “trust edge” shows in every relationship and is eventually demonstrated through successful onboarding and retention. Trust is the unique commonality of the most successful staff physician recruiters. Obtaining this level of trust isn’t easy, so if you are looking for a quick fix, don’t look to trust. Trust is like a forest - it takes a long time to grow, and is easily burned down with just a touch of carelessness. Fortunately, we can build this fundamental key to success by building and maintaining eight pillars of trust.

1. Consistency In every area of life, it’s the little things - done consistently - that make a big difference. If I am overweight, it is because I have eaten too many calories over time, not because I ate too much yesterday. The same holds true in business. When tasks are done consistently, there is increased productivity, retention and a higher level of trust. 2. Clarity People trust what is clear and mistrust what is ambiguous. Be clear about your mission, purpose, expectations and daily activities. When managers are clear in their expectations, they will likely get what they want. When recruiters are clear about the position they’re presenting - its benefits and its expectations - the right people are attracted. 3. Compassion Think beyond yourself and never underestimate the power of compassion. The old saying, “Do unto others as you would have them do unto you,” is not just an old proverb - it is truth. If followed, trust will be found. 4. Character Do what is right over what is easy. Successful recruiters consistently do what needs to be done whether they feel like doing it or not. 5. Contribution Few things build trust quicker than actual results. At the end of the day, people need to see outcomes. You can have compassion and character, but without the results you promised, people won’t trust you. Be a contributor that delivers real results.

Trust crisis continued on page 7 

ASPR recognizes and thanks our Corporate Contributors For product and contact information on these companies, go to the “Corporate Contributors” page of the ASPR website (www.aspr.org).

Gold Contributors

ab+c Cejka Search CompHealth DocCafe.com, LLC HEALTHeCAREERS Jackson & Coker JAMA Network & JAMA Career Center MDLinx.com Merritt Hawkins NEJM CareerCenter PracticeLink, Ltd PracticeMatch Services St John Associates VISTA Staffing Solutions, Inc. Weatherby Healthcare

Silver Contributors

AHACareerCenter.org Contact Physicians Enterprise Medical Services leapdoctor.com Locum Leaders The Delta Companies The Inline Group Wolters Kluwer Health | Lippincott Williams & Wilkins

Bronze Contributors

AccuCheck Investigations ACP - American College of Physicians AHSA American Academy of Family Physicians American Academy of Neurology American Academy of Orthopaedic Surgeons Apex & Robert E. Lee Moving & Storage Aureus Medical Group Doximity Fidelis Partners HospitalRecruiting.com LocumTenens.com Medical Doctor Associates (MDA) MMS, Inc. Onyx M.D. PhysEmp.com PhysicianCareer.com PracticeAlert Reality Check Screening RosmanSearch, Inc. Siskind Susser, PC - Immigration Lawyers Staff Care, Inc. The Medicus Firm

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 Trust crisis cont’d from page 5 6. Competency Staying fresh, relevant and capable builds trust. Keep learning new ways of doing things and stay current on ideas and trends. According to one study, the key competency of new MBA’s was not a specific skill, but rather the ability to learn amid chaos. Arrogance and a “been there done that attitude” will prevent growth and compromise others’ confidence in you. There is always more to learn, so make a habit of reading, learning and listening to fresh information. 7. Connection Trust is all about relationships and relationships are best built by establishing genuine connections. Ask questions, listen and above all, show gratitude - it’s the primary trait of truly talented connectors. Grateful people are not entitled, they do not complain, and they do not gossip. Develop gratitude and you will be a magnet. 8. Commitment Stick with it through adversity. The most trusted are those who make sacrifices for the greater good. Commitment builds trust. Building trust with potential and currently employed physicians does not start with the economy, government or even your organization; it starts with YOU. Build these pillars and enjoy greater relationships, revenue and results. David Horsager, M.A., CSP, is an award-winning speaker, author, producer and business strategist who has researched and spoken on the bottom-line impact of trust across four continents. Get free resources and more at www. DavidHorsager.com and www.TheTrustEdge. com. David will present his talk, The Trust Edge, at the 2014 ASPR Annual Conference.

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Interview team development: The recruiter’s role By Debra K. Pickup, RN, M.S., Consultant, Barlow/McCarthy, Plymouth, MA, dpickup@barlowmccarthy.com

Most experienced recruiters would agree that managing the physician interview process is challenging. Beyond all of the site visit details, there is a critical need to engage, develop and support members of the interview team. Without a clear strategy and process, the organization stands to lose physician talent in today’s highly competitive market. Most physicians have had limited formal training on how to conduct an interview that is intentionally designed to assess skills, knowledge, competencies and cultural fit. Without a clearly defined purpose and process, there is a natural tendency to conduct a “social” interview that often focuses on commonalities related to training, colleagues and personal interests. Not only is this interviewing style inefficient, it’s a missed opportunity to assess the candidate’s strengths and abilities that are critical for the success of the team and organization.

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Although most physicians welcome the opportunity to participate on the interviewing team, time constraints and competing priorities will always be an issue. With this in mind, the goal of training is to provide the team with tools and materials that are clear and concise. Essential materials should include: • • • • • •

bjectives and goals of the opportunity. O Organizational or service line goals. A profile and attributes of the “ideal” candidate. EEO guidelines for interviewing. Customized fact-based and behavioral questions. Candidate evaluation mechanism.

While it would be ideal to have all members of the interview team participate in training as a whole, it’s often unrealistic. The ability to be flexible and adapt the delivery approach is key. Training sometimes works best during a quick

Journal of the Association of Staff Physician Recruiters

lunch or over the phone, and is often most effective when done one-on-one with each team member. It’s important to provide the team with a guide and specific questions that will assure consistency and reduce subjectivity in the decision making process. The guide should outline the competencies or skill being assessed (teamwork, communication, problem-solving, etc.), accompanied by several behavioral-based questions for each category. In addition to the list of competencies and sample questions, it is helpful to include an area for the interviewer to take notes and a system that rates the candidate along a continuum. The recruiter can play a pivotal role to support the interviewing team on ways to conduct an interview that is goal-focused and purposeful. This upfront investment helps to assure a successful physician selection process.


Watching the list By Donna Ecclestone, Associate Director, Physician Integration/ Onboarding, Duke University Medical Center, Durham, NC, donna.ecclestone@duke.edu

Who’s the latest on the list? That’s the question on the minds of healthcare leaders across the country. They want to know the newest members on the growing list of hospitals and health systems announcing layoffs. Unfortunately, no one seems to be immune regardless of size or location. In the Nov. 12 issue of Modern Healthcare, David Dranove, professor of health industry management at the Kellogg School of Management in Evanston, Ill. stated, “Hospitals are labor-intensive. And if we are going to see cost cutting in hospitals, the first place to look is in labor.” The American Hospital Association states that the number of organizations implementing labor cuts will continue to grow, especially with the two percent across-the-board cuts in Medicare payments enacted through sequestration. Other catalysts include new reimbursement policies, aging populations, consumerism, and a national slowdown in healthcare spending due to higher out of pocket costs. With these mounting pressures, hospitals and health care settings are being forced to streamline their financial resources. The figures are frightening. National data from the Bureau of Labor Statistics show that the average monthly hospital hiring is down 81 percent compared to 2012. In fact, the healthcare sector as a whole actually shed jobs in September – a historical turn. How does this news affect our industry? When our mission is focused on recruiting the best candidates for our organizations, will the funding be available to support our recruitment efforts? Will the hospital be able to supply staff members for new providers to allow them to be successful? Also, let’s not forget reputation and

image. Does having your organization plastered in news articles because of an announcement of staff reductions affect a potential physician’s interest? And what about our recruitment departments’ staffing, structure and expenses? How could these changes affect how we operate? ASPR Past President, Brett Walker, Director of Physician Recruitment at Indiana University Health, has experienced significant changes within his organization over the past few years. Indiana University Health and Indiana University School of Medicine created a new academic multi-specialty group, Indiana University Health, which is the largest system in the state. Recent changes due to the Affordable Care Act, declining inpatient volumes, and increased market competition forced Indiana University Health to leverage system resources, implement economies of scales, and create a leaner, more efficient organization. Changes include new justification protocols implemented for all positions where all new hires must now be reviewed and approved by labor management. Unfortunately, global staff cuts were implemented as well. Walker’s office was not immune, which meant that each remaining recruiter in his department had to take on more searches. Additionally, since his department’s recruitment budget is globally funded, it was significantly reduced. To offset this reduction, Walker introduced new reimbursement guidelines for recruitment expenses. For instance, there is now a limit on the number of people Walker’s office will cover at recruitment dinners. Each department must supplement the difference for any guests over the allowance. Walker’s department is also seeing an increase in advanced practice provider recruitment, requiring recruiters to forge closer relationships with Human Resources on those opportunities. This could be a trend other organizations in our industry experience in the future.

Fortunately, the recent news of cuts has not affected the volume of candidates, or their interest in Indiana University Health. Walker contributes this consistency in recruitment to the organization’s reputation as a leader in healthcare and its strong brand. In fact, the cuts may be viewed in a positive light. By creating a leaner organization, Indiana University Health will be positioned for future success when the dust settles. Let’s face it - every organization is going to feel the hit of policy changes. This is a period of transition for everyone in healthcare. In-house physician recruitment professionals need to adopt and promote best practices and be part of the solution. Maximize, centralize and economize. Work smart. Be good stewards of system resources. Do more with less. Be process driven and detail oriented. These are all themes we have learned through our fellowship programs and at our annual conferences. Now it is important to educate others and put these themes into action for there are leaner times ahead. References: Carlson, Joe (2013, November 12). Job losses from cost-cutting likely to continue, though ACA may not be to blame. Modern Healthcare. Leonard, Kimberly (2013, September 20). Is Obamacare to blame for hospital layoffs? USNews. Retrieved from http://health.usnews. com/health-news/hospital-of-tomorrow/ articles/2013/09/20/is-obamacare-to-blamefor-hospital-layoffs-is-obamacare-to-blame-forhospital-layoffs

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Telemedicine:

A care model that could reduce physician shortage By Crystal Peterson, Director, Physician Recruiting and Retention, Specialists On Call, Inc., Reston, VA, cpeterson@soctelemed.com We’ve all been warned of the looming physician shortage, which is expected to crest by the year 2025. According to the Association of American Medical Colleges (AAMC), there will be a physician deficit of nearly 130,600, equally distributed amongst all general specialties. The Affordable Care Act, once fully implemented, will create a patient surge as the newly insured enter the healthcare market, making the situation even worse. However, despite what we read and may likely experience in our roles as physician recruiters, a November 2013 RAND Corp study indicates that the shortage projected by 2025 could be cut by as much as 50 percent or even eliminated altogether. How can such a discrepancy exist amongst healthcare experts? It appears both cases could be true. While the projected shortage is accurate based on the data collected by the AAMC, the RAND study goes on to explain that data fueling the shortage is based on static, unchanged care delivery models. The study continues to say, “The projected physician shortages were substantially reduced in plausible scenarios that envisioned greater reliance on new models, even without increases in the supply of physicians.” Many of the models showcased by reform initiatives - like telemedicine - have actually been in place for decades. The Centers for Medicare & Medicaid Service’s Hospital Readmissions Reduction Program, the Medicare Shared Savings Program, and Comprehensive Primary Care Initiative are creating renewed interest in remote monitoring and virtual visits post-discharge to better manage patients and prevent unnecessary hospitalizations. These programs highlight the use of telemedicine technologies as tools for achieving higher quality and better coordinated care. Many researchers support the idea that telemedicine and telehealth can reduce health care costs through more efficient care, better patient outcomes, and/or more timely care. This holds 10

true, even if they have not yet agreed that taken as a whole, telemedicine saves money. The overall consensus, however, is that telemedicine works well with the system to improve efficiency and effectiveness, but it does not replace the system. Efficiency Outcomes Telemedicine can lower health care costs by delivering the same level of care more efficiently. Let’s take consultation times, for example. Telemedicine uses “store-and-forward,” a process where digital images, video, audio, observations of daily living and clinical data are captured and “stored” on the client computer or mobile device; then at a convenient time they are transmitted securely (“forwarded”) to a clinic at another location where they are studied by relevant specialists. The opinion of the specialist is then transmitted back. A physician’s review of “store-and-forward” information takes less time than an in-person consultation. The largest efficiency gains, however, may come from a reduction in unnecessary patient transports. Studies on telemedicine interventions in pediatric cardiology, trauma, stroke and burn care show that, “Telehealth interventions in acute care settings like emergency rooms can remove the need to have some patients transferred to receive specialty care in other hospitals.” In addition, remote visits to patients in skilled nursing facilities, for wound care for example, can result in avoided transportation costs. Effectiveness Outcomes Another way in which telemedicine can produce cost savings is through the provision of better care, which reduces the frequency and/or cost of subsequent health care services. Ideally, telehealth provides care that decreases the need for services such as hospitalizations, emergency room visits and outpatient visits. Home monitoring and acute care telemedicine Two areas that have emerged with the strongest evidence of overall cost savings utilizing telemedicine include: home monitoring and acute care telemedicine. Home monitoring can reduce costly hospital visits and readmissions, while sav-

Journal of the Association of Staff Physician Recruiters

ing transportation costs and missed work income for patients who would otherwise need to commute or be transported from a facility to receive follow up care. The lack of specialist physicians at local emergency rooms requires certain acute care patients, such as stroke or head trauma victims, to be transferred to hospitals with the necessary specialists on staff. In a 2009 University of Arizona study, researchers found that the around-the-clock trauma and emergency management telemedicine network prevented 17 unnecessary transfers and saved an estimated $104,852 in transfer costs. For many, telemedicine means greater access to quality care, better management of chronic disease, and a solution to critical physician shortages in both urban and rural areas. At the same time, virtual care and remote monitoring have the potential to dramatically lower costs over more expensive inpatient alternatives and increase the efficiency of care delivery. While technology continues to advance, and the efficacy of telemedicine continues to be demonstrated across the spectrum of care, legal and regulatory barriers hinder the pace at which widespread adoption of telemedicine in the United States can occur. Updating licensure requirements, introducing and expanding reimbursement for telehealth services, and creating a foundation of evidence based protocols for telehealth and telemedicine deployment are gaining momentum at both the state and national level. 2013 saw a positive change across all healthcare sectors as state legislators, patient groups, provider organizations, healthcare CEOs, and payers joined advocacy groups in the campaign for change. 2014 stands to be a busy year as these organizations continue to rally for telehealth and telemedicine. Resource: Dávalos ME, French MT, Burdick AE, Simmons SC (2009, December 15). Economic evaluation of telemedicine: review of the literature and research guidelines for benefit-cost analysis. Telemed J E Health.


Physician Retention:

Essential data and trends to maximize ROI By Lori Schutte, MBA, President, Cejka Search, St. Louis, MO, lschutte@cejkasearch.com As the health care environment shifts from volume-based to value-based reimbursement, investing in efficient recruitment processes and effective retention programs will be crucial. Healthcare reform measures, changing demographics, physician shortages and advancing technology are challenges that present physician recruiters with the opportunity to build cohesive care teams to meet increased access to care. Read on for five trends that can help you identify the areas where you can maximize your recruitment ROI and add measurable value to your organization. 1. In 2012, physician turnover reached 6.8 percent, the highest rate reported since 2006. This historically high turnover rate strengthens the relationship between turnover and economic conditions. As the economy improves, turnover will continue to increase as physicians proceed with relocation and retirement plans that may have been delayed due to depressed home and investment portfolio values. Adding to the challenge, more than onethird of administrators (36 percent) expect retirement to increase in the coming year. The American Medical Association reports that 24 percent of physicians are over the age of 60, and an additional 49 percent are between the age of 41 and 59 years old. 2. Turnover between the first and second year of a physician’s tenure with an organization averages 11.0 percent, followed by 12.4 percent between the second and third year – almost twice the average turnover rate of all physicians. This staggering statistic may be due to a number of factors, including the rise of physician couples. A recent survey of residents and fellows reports that nearly one-third (29 percent) of physicians have a significant other who is also a physician.

This could impact retention if one spouse accepts a position while the other is still in training. Turnover may occur when both spouses complete training if they decide to relocate to an area with personal ties. The top controllable factor among all voluntary departures is lack of cultural fit, a variable that can be addressed during the hiring process with effective screening, onboarding and mentoring during the first year. The good news is that once physicians hit the five-year mark, they are much less likely to leave, with the average turnover rate dropping to 5.7 percent. 3. 85 percent of health care organizations have an onboarding process for new physicians, but only 33 percent of those formalize the process with a committee or task-force. A formalized approach to bringing new physicians into the practice is indicative of a culture that views retention as an investment and values the job satisfaction of the clinical staff. Onboarding and mentoring programs offer a significant opportunity to increase physician engagement in organizational culture. Though onboarding program components vary among organizations, it appears that those with a longer onboarding process have lower turnover during the critical early years of practice. In fact, health care organizations that have an onboarding program that lasts one full year report a lower turnover rate between physicians’ second and third year at 10.5 percent versus 17.4 percent turnover for organizations with just one month of onboarding. Health care organizations report various best practices for onboarding programs, including: •

Assigning an experienced physician mentor committed to formalized meeting times and responsibilities.

Training sessions for the organization’s EMR system and other technological applications. Scheduling regular follow-ups from mentors, committee members, medical directors, chief executive officers and others directly involved with new physicians.

4. Since 2005, the total number of employed physicians increased 41 percent, and the number of female physicians increased 86 percent. The increased number of female physicians is driving the growth of health care organizations and introducing new challenges for physician recruiters. For example, female physicians are more than twice as likely to practice part-time. Offering work/life balance for physicians has become an integral recruitment and retention strategy. The most successful recruitment offices of the future will fulfill existing patient access needs and meet growing demand for care by supplementing part-time and flexible physician schedules with electronic medical records, hospitalists and advanced practice teams. 5. 76 percent of health care organizations plan to hire more primary care physicians, 61 percent plan to hire more physician assistants, and 67percent plan to hire more nurse practitioners in the coming year. With the evolution of care teams, health care organizations need a ‘care quarterback’ to address new value-based reimbursement models, coordinate the care of an aging population, and provide access to a growing insured universe. There is greater pressure on health care organizations of all sizes to recruit and retain primary care physicians and advanced practice clinicians Physician retention continued on page 13 

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Three trends changing the face of recruitment By Tony Stajduhar, President, Permanent Recruitment Division, Jackson & Coker, Alpharetta, GA, tstajduhar@jacksoncoker.com

From texting on your smartphone to teleconferencing an important meeting, you do your job differently today than a few years ago. With the physician shortage adding an elevated level of competition for talent in key specialties, recruiting top physicians can be an expensive and time-consuming process for healthcare administrators. Fortunately, new trends in the industry are helping reduce the costs of recruitment by enabling physician recruitment professionals to fill positions faster and more efficiently than ever before. According to the ASPR 2013 In-house Physician Recruitment Benchmarking Report, the average search for a primary care physician takes five months. The average primary care physician bills between $2,000-$3,000 per day, so that’s a loss to a hospital or practice of well over a quarter of a million dollars for every open position. The good news is healthcare administrators are improving their return on investment by making changes in several important areas. Unfortunately, there is no silver bullet to success, but three new approaches may help deliver results. Trend #1: Faster sourcing - a better way to search Modern recruiting success demands that we be responsive to changes in the market, the way people communicate and the way people do business. That includes re-evaluating the role of direct mail. Direct mail can cost $10,000-$15,000 per round and take an average of 30 days to reach its audience. It worked once upon a time but those days may be gone. The market—indeed, the world—has simply moved beyond “snail mail” communication. Physicians are overwhelmed with direct mail pieces. In many instances, the office manager trashes most pieces before the physician even sees them. Talk about a waste of time and money. Technology is available that lets us communicate immediately, most anywhere around the world. The best recruiting approaches leverage this technology for electronic sourcing. Use

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social media - LinkedIn, Facebook, YouTube, text messages - to present new job opportunities immediately to thousands of physicians, and then rebroadcast the opportunity repeatedly across all social media channels. With this approach, you can have in hand some of the best responses to an ad within days of posting, and will often be able to connect with the hard-toreach passive job seekers.

Trend #2: Blending in-house with outsourced recruiting In-house recruiters are being asked to do more with less - one of the reasons social media advertising makes sense. Another new trend involves a blended approach, where in-house recruiters utilize agencies on an as-needed basis to help with hard-to-fill searches or even to supplement overworked in-house staff.

New recruitment approaches include maintaining a physician-only website and sorting and sending emails directly to the targeted physicians. Technology allows this to happen quickly and easily. Weekly group emails are also effective, along with customized email blasts and listings on the most highly visited physician job boards such as MDsearch, HealtheCareers, Boxwood, DocCafe, PracticeLink and a wide variety of independent association sites. In short, embracing every communication avenue available is the best way to get the job done.

For example, St. Mary’s need for physicians has skyrocketed over the past few years; therefore, the facility is looking to hire a full-time physician recruiter so that Barrow can focus on nurse recruiting. Meanwhile, they will continue to take a combined approach, teaming with their physician recruiting agency, especially for electronic sourcing and tough assignments.

Saint Mary’s Hospital in Waterbury, Conn., is one hospital getting good results with electronic sourcing. “Using information technology gives us an edge over the traditional approach,” said Dot Barrow, Clinical Recruiter for the 168-bed teaching hospital. “It’s a phenomenal way to get not just high volume quickly, but high quality. It’s smart because it’s the way young residents like to communicate. Everything has to be real time; they don’t want mail. They want to find information about jobs on their mobile phones and they want it now.” Barrow faced a big challenge recently when she was tasked with finding a Spanish-speaking psychiatrist for St. Mary’s. “I thought we would be looking for a needle in a haystack, so we signed with a new recruiting agency that relies heavily on social media and online job boards to produce highly qualified candidates. Within a few months, they found us a psychiatrist that fits our requirements. She is finishing her fellowship in June and coming to us this summer.”

Journal of the Association of Staff Physician Recruiters

Trend #3: Custom(er) service Dissatisfaction with hourly billing is another reflection of how the recruitment industry has changed over the last few decades. In the 1970s and 1980s when the industry was new, hospital CEOs looked to recruitment firms who were armed with facts and figures to demonstrate how their approach was successful. Today, when hospitals or physician practices seek out a recruitment firm, it’s not facts and figures they need so much as a partner, someone who can invest time and bandwidth that they simply don’t have on their own. They don’t want someone arrogant or bossy. They want a team player who is flexible enough to work across many business models - whether it’s a full-time role or a blended, part-time arrangement. They want options. The risks involved in any candidate search are great. The best recruiters - whether in-house or outsourced - keep a close watch on how their campaigns are working and adjust the strategy, if necessary, to deliver the right candidates to the right place. Each search is different and each location has its unique attributes. It is the recruiter’s job to capitalize on those differences in order to find the right candidate. It’s part of Three trends continued on page 13 


 Three trends cont’d from page 12 an intensive focus on “custom” customer service that clients demand. Today’s challenges require new approaches Competition for physicians will continue to intensify, especially for experienced, boardcertified physicians. The bottom line is this: Yesterday’s recruitment best practices aren’t necessarily the best practices for tomorrow. Success

requires testing new ways to find and engage physicians – eliminating what doesn’t work and keeping the tactics that are effective.

ASPR Chat reminder

Resource:

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 who are not members of Chat. Please be respectful of one another and keep the information within our ASPR group.

2013 In-house Physician Recruitment Benchmarking Report, Association of Staff Physician Recruiters

 Physician retention cont’d from page 11 who will fit well within the group culture and work productively as a team.

Armed with essential benchmarks, you can make a smart business case for implementing recruitment and retention best practices in your organization.

Competition for clinical talent – amid an existing physician shortage – will be fierce. Ramped up hiring plans, along with Resources: with annual agreement of 5 jobs or more. increased retirements and demand for 2013 Residents and Fellows Survey, Cejka Search part-time work schedules, will challenge recruiters to use their investments wisely Benchmarks and Trends for Physician Retention, and find physicians who will stay for the Cejka Search long-term.

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 chat@lists.aspr.org will send your message to the entire group.

The candidates you need are looking for you now on PracticeLink.com! ASPR on the lookout...for new articles! ASPR is always looking for articles for the Journal of ASPR (JASPR). If

With PracticeLink, you get: • Cost effective packages—$99 per job per month or less!

• Easy search tools for both recruiters and candidates

• Immediate access to the proven leader of internet-based physician recruitment

“PracticeLink always gets me the best candidates—plus their customer service is super, super friendly.” —Auburn Weber, Physician Recruiter, Via Christi Health, Wichita, Kan.

you would like to submit an article for JASPR, or if you would like some guidance on a possible article topic, you may contact one of the editors at journal@aspr.org.

Join us today!

PracticeLink.com/Employers

Winter 2014

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You take your career seriously. Now take it to the next level.

Association of Staff Physician Recruiters Fellowship Certification Program

Be the best at what you do We know the challenges you face on a daily basis as an in-house physician recruitment professional. That’s why our educational programs are designed and presented by professionals like you, who know the challenges as well as the rewards of the profession.

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.

Visit www.aspr.org/fellowship for complete details


ASPR webinars available on-demand Did you miss that ASPR monthly webinar that you really wanted to see? Don’t worry! You can view it on demand any time. These free webinars are a cost-effective and time-efficient way to obtain continuing education credits to help you advance in your career. View them at work, at home, any time. The value of these webinars matches that of our annual conference, and they are free! The ASPR webinars provide access to 30 different presentations, with a new webinar added just about every month. Take advantage today! There are more than 30 webinars currently available in the ASPR Webinar Archive. Here are some of the titles: • • • • •

• • •

What’s in Your Sourcing Toolbox? Diversity, Inclusion and You: Understanding Your Role in this Strategic Initiative LEAN Recruiting: Successful Physician Search, for Less Move Over GenX Physicians, Make Room for GenY! Setting Up Successful Physician Employment Models: Effective Strategies for Employing and Retaining Physicians Advancing Your Onboarding Efforts How to Recruit Physicians Using Social Media Value-Based Physician Compensation: Considerations in the Transition

values

Strategy vision

mission

• • •

• • • • • • •

• •

• • •

Hiring the Right Physician for Your Healthcare Organization Successful Email and Direct Marketing Methods Communication Magic: How to Erase Conflicts and Confrontations in Recruitment — and in Your Life! Helping Physicians Become Great Leaders Our Fragile, Fragmented Physician Workforces: Trends for 2013 and Beyond Integrating Physician Recruitment and Physician Relations ACOs: Taking an Organizational ­Approach that Makes Sense Using Metrics to Improve the Physician Recruitment Process How Physicians Search for Jobs Stand Out! Understanding What Physicians Are Looking for and How to Reach Them Rural Recruitment and Retention — If it Were Easy, They Wouldn’t Need Us First Impressions Are Lasting Impressions: Is Your Onboarding Program Leaving the Impression You Desire? Invest in Your Future: Keep the Physicians You Recruit Developing a Successful Physician Mentor Program The Doc Whisperer: The Art and Science of Engaging Physicians

Mission:

The Association of Staff Physician Recruiters (ASPR) will enhance and promote the professional development of members through education, research and engagement.

Vision:

• • • • • •

Looking at the Past to Predict the Future: Using Behavioral Interviewing to Find the Right Candidate Match Trends in Video Enabled Interviewing How to Succeed at the Most Complex Recruitments Knock, Knock, Knockin’ on Residency Program Doors Primary Care Practice Acquisition and Employment: Best Practices Building Your Professional Equity: How to Get Invited to the Executive Table Antitrust 101

Upcoming webinars (catch live or on-demand): Screening Candidates and the Law February 26, 2014 • 1 pm EDT/10 am PDT Presenter: Anna Jarecki, AccuCheck Coaching for Successful Interviews March 26, 2014 • 1 pm EDT/10 am PDT Presenters: Sheri Shaw, Physician & Advanced Provider Recruiter, Indiana University Health Physicians

To be recognized as the leading authority for physician/provider recruitment, onboarding and retention.

Values: • • • •

Integrity Professionalism Collegiality Innovative thinking

Winter 2014

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Physicians and organizational culture:

Addressing satisfaction around cultural fit By Daniel Whitlock, M.D., MBA, Consulting Physician, Physician Wellness Services, Minneapolis, MN and David Cornett, Senior Executive Vice President, Cejka Search, St. Louis, MO, dcornett@cejkasearch.com

At a time when physician engagement is critical in effectively addressing the changes impacting healthcare, organizational culture is an important factor that physicians say is central to their sense of engagement and overall satisfaction. Organizational culture becomes a more significant issue as physicians move to employed models, especially for those who worked in smaller medical groups or in solo practice. Differences in areas as varied as accountability, autonomy, work environment and communication methods can create gaps between expectations and reality. Physician Wellness Services and Cejka Search’s nationwide, multi-specialty survey of more than 2,000 physicians on organizational culture identified cultural attributes that were important to their overall satisfaction, and measured gaps between their satisfaction and the organizations’ focus on those attributes. The survey also explored the importance of cultural fit to physicians as they evaluated and made decisions around new practice opportunities versus remaining in their existing practices. The importance of culture A review of organizational cultural survey instruments specific to healthcare identified 14 cultural attributes which, based upon our experience, were most relevant to physicians. The cultural attribute questions formed the basis of the survey and were categorized into four major areas: work environment, organization, leadership and management, and communication. The first notable finding was that all cultural attributes were important to physicians, which all fell into the upper quartile for importance to physician satisfaction as measured on a 10-point Likert scale - well above the 3.0 to 7.0 midrange. The top cultural attributes were: • •

Respectful communication (8.6 average score) Patient-centered care focus and supportive management approach to errors and mistakes (tied at 8.5) 16

Transparent communication (8.4)

Physicians gave lower marks for how well they felt their organizations demonstrated competence around cultural attributes. Average scores ranged from 5.8 to 7.6, falling more in the mid-range. The highest scores were for patientcentered care focus, clear mission and values (tied at 7.6) and respectful communication (7.2). The lowest score was for transparent communication (5.8). Physicians scored even lower for satisfaction with their organizations’ focus on these cultural attributes, with average scores ranging from 5.7 to 7.0. A companion survey asked administrators how important they felt cultural attributes were to their physicians, and how well they felt their organizations demonstrated competence. Administrators were largely on track with what was important to physicians; however, administrators were more positive in assessing their organizations’ competence on cultural attributes, with scores ranging from 6.9 to 9.1, compared to physicians’ average scores ranging from 5.8 to 7.6. Cultural fit and its implications Regarding their own cultural fit, physicians scored 7.0 on average - at the high end of the mid-range. When asked how much cultural fit influenced their job satisfaction, the average score was a more robust 8.4, indicating cultural fit was clearly important. Administrators’ average score of 7.2 regarding the cultural fit between their current physician population and the organization tracked very closely with physicians’ self-identified cultural fit, but was far from the ideal score of 10. When asked if their expectations around cultural fit had been a determining factor in accepting a practice or job opportunity, physicians’ average score was 7.7, showing that cultural fit was a significant factor in evaluating prospective opportunities. More than 60

Journal of the Association of Staff Physician Recruiters

percent of respondents scored 8 or above on a 10-point Likert scale. Yet, when administrators were asked what percentage of otherwise qualified candidates were not offered a position because lack of cultural fit was a determining factor, the average response was 36 percent of the time. Similarly, when asked if lack of cultural fit had prompted physicians to leave a practice or job, the average score was 6.5, with 27.1 percent who scored 10. More than half of respondents felt lack of cultural fit would influence their decision to leave a practice. This finding may be understated, given several comments in the open-ended questions indicated that some physicians wanted to leave but stayed in their present job due to concerns around family and location preference, career stage or economic concerns. When administrators were asked how often cultural fit had been cited by voluntarily departing physicians as a primary reason for leaving a practice or job, the average response was 32 percent. Administrators may be underestimating the degree to which cultural fit affects retention and recruitment. How to close the gaps Each organization is unique, but certain steps— involving a collaborative process between physicians and administrators—can be taken that are common to any organization: •

Determine what your organizational culture is, and where you want it to be. Some organizations work for a long time defining their mission and values - and then stop there. To take this to the next level: ũũ

Define your current culture. Develop a list and definitions of what cultural attributes are important, then let physicians rate where the organization is strong and weak - and how they feel about the organization’s culture.

Addressing satisfaction continued on page 17 


 Addressing satisfaction cont’d from page 16 ũũ

ũũ

After sharing the results, prioritize attributes based upon the biggest potential impact, or the biggest gaps between expectation and reality. Make sure physicians are involved, potentially leading subsequent efforts.

Pursue one or two attributes that will have the most impact. Set tangible benchmarks and accountabilities and develop formal action plans. ũũ Ensure agreement about the definition of each cultural attribute. Identify daily behaviors and actions supporting it at the individual, workgroup and organizational levels. ũũ Develop a roadmap for change, communicate and act on it by providing tools and resources to support those who are impacted. ■■ Ensure physicians are involved in decision-making at every step. ■■ Discuss the initiative openly at

ũũ

the individual and group level. Outside facilitators can be helpful in encouraging openness and creating a safe environment to share ideas and concerns. ■■ Provide individual coaching and mentoring for those who need more help or who are struggling, and education in areas that support the change, e.g., communication skills, conflict management, developing resilience around change. ■■ Measure progress periodically and adjust tactics, as needed. Communicate results honestly and constructively. Provide adequate time to work on change initiatives. When significant progress has been made, start on the next priorities.

Institutionalize the cultural attributes. Organizational culture must be reinforced and nurtured, across the board. ũũ Recruit for cultural fit. Develop

The Endocrine Society’s EndoCareers resources have proven to be very useful for recruiting endocrinologists over the years. I recommend this option to anyone looking for good quality people!

ũũ

ũũ

ũũ ũũ

assessment tools and processes. Use behavioral interviewing techniques, to learn more about conflict management, teamwork and communication - making sure they tie clearly into the desired cultural attributes. Create onboarding programs that educate new hires and reinforce cultural norms. Choose physician leaders who personify the desired cultural attributes and develop a mentoring program, using these physicians as mentors. Make sure to outline specific roles and accountabilities for both mentors and mentees. Incentivize behaviors and attitudes that support the desired culture. Continue to measure progress against the desired cultural attributes. Work at exceeding expectations.

Ultimately, this is about changing behaviors and attitudes - not just those of physicians, but all stakeholders who work alongside them and support them. This will benefit the organization by creating a stronger sense of engagement with its physicians while improving satisfaction with their jobs and careers. Resource: Organizational Culture Survey, Cejka Search and Physician Wellness Services

— Physician Recruiter, Tucson, AZ

The Finest Endocrinology Career Resources Available! Print, Web, and Bulk Advertising • Free CV Database • Free Tips/How To Resources

Contact: Christine Whorton, EndoCareers endocareers@endo-society.org | 1 (800) 361-3906 | www.endocareers.org

Winter 2014

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Welcome new ASPR chapters:

NWSPR and TexASPR By Maddie Wagner, FASPR, Communications and Marketing Coordinator, ASPR, St. Paul, MN, mwagner@aspr.org

ASPR is pleased to announce that two new chapters have been formed – Northwest Staff Physician Recruiters (NWSPR) and Texas Association of Physician Recruiters (TexASPR). We are excited to welcome both chapters to ASPR as we enter 2014! NWSPR NWSPR, originally a regional group, has had several conversations over the years with the ASPR Chapter and Regional Relations Committee about becoming an official chapter. This past year, dialogue became more serious and NWSPR decided to make the leap. This regionally focused chapter provides its members the opportunity to network and discuss issues that are pertinent in their area. NWSPR membership is open to in-house physician recruiters in the states of Alaska, Idaho, Montana, Oregon, Washington and Wyoming.

Share with Your Residents and Fellows: Interviewing 101: Cover Letter & Curriculum Vitae Preparation; How to Get the Job You Really Want Preparing for the Interview; and the Employment Contract • Decide if this is a job you would accept You have identified several job opportunities.

Now you’re ready to contact the prospective before taking the time to interview. • You have limited time to interview, so use employers to learn more about their career from your colleagues’ priorities, but it is By Kelly Ford, MBA, Director of that time wisely! offerings. The interview process begins with Medical Staff Affairs, Hospital important to know what is right for you. Keep an initial phone call and may entail one or two in mind that the majority of residents and Sisters Health System, HSHS site visits. Consider your initial phone call as The Site Interview: • Tell your recruiter or contact any special the beginning of your interview process! Your Medical Group fellows change jobs within three to five years needs you or your family have BEFORE first phone call will form an initial and lasting after completing their training. Therefore, the the interview. impression on the recruiter or key practice Reprinted by permission from more sure you are of what will work for you, contact, so be prepared and be professional. • Bring your significant other on the first the lower the odds that you will be among the the Winter 2009 Issue of the Your first contact may determine if you are visit. His or her opinion is key.Journal of the Association of Staff majority who have to go through the agony of • Dress professionally and be punctual. invited for a site interview. Pre-schedule the a second set of interviews. Physician Recruiters Turn your cell phone OFF and put your call at a time that is convenient for you. If • Decide if this is a job you would accept identified several job opportunities. possible, try to schedule the call at a time thatYou haveBlackberry/PDA away. It’s April 2012, and you should be preparing Preparation before taking the time to interview. Now you’re ready to contact the prospective you’ll have no distractions. • Always remember to use a firm handshake Author’s Note The end of your residency/fellowship is rapidly a cover letter and curriculum vitae, since employers(but to learn morecrushing). about theirMaintain career eye • You have limited time to interview, so use not bone 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 contactofand smile! Preparing for the Phone InterviewAfter years counseling practice, the ideal partner(s), in the location of can be done until you have completed this an initial phone call and may entail one or two • and Be yourself. Employers want to know if • Do your homework. Visit websites of the residents fellows on how all-important task. Mediocrity has no place in your dreams. The years of training have been site visits.your Consider your initial phone call asfit for The Site Interview: hospital, practice, and community. personality best to approach thewould job be a good grueling, but you feel competent and you’re the preparation of these documents. If their • Tell your recruiter or contact any special the beginning of your interview process! Your the practice community. • Prepare Questions: Ask for a profile of search, I have learnedand a thing appearance is less than professional, if they ready to settle into a flourishing practice and first phone call will form an initial and lasting needs you or your family have BEFORE the providers in the group. What is the or • When Ask Questions and Talk! If you don’t, you two. the Missouri, get that first sweet taste of prosperity. You contain sloppy margins and tabs, misspelled the interview. impression on the recruiter or key practice will appear disinterested flat organizational structure? Partnership, Iowa, Nebraska & Kansas and present words, inconsistent format, undocumented and youra colleagues have started to receive • Bring your significant other on the first contact, so be prepared and be professional. benefits, call, etc.? Why are they recruiting affect. (MINK) MidWestMD Physician a barrage of telephone calls from recruiters, periods of time, etc., the likelihood that you visit. His or her opinion is key. Your first contact may determine if you are • Tour the community and neighborhoods. (growth, retirement, replacement)? Recruitment and Retention will be considered for a position with that stacks of job flyers and advertisements fill invited for a site interview. Pre-schedule the • Dress professionally and be punctual. Get a feel the housing What is the community like? Are there Network decided tofor publish a market. your mailbox, and your emails have increased choice practice lessens considerably. This Turn your cell phone OFF and put your that is convenient for you. If • a time Visit schools, places of worship, and opportunities for your significant quarterly other? call atnewsletter directed to information is your first introduction to a threefold. And now, you’re faced with Blackberry/PDA away. possible, grocery try to schedule the call a time thatfor • Anticipate Questions: Why are you stores. See whatatlife isdetermining like resident physicians completing what opportunities are worth potential employer. It must be well organized • Always remember to use a firm handshake you’ll have no distractions. pursuing this opportunity? What is residents. medicallocal training, I thought and informative and it must present an image checking out. What important factors need to (but not bone crushing). Maintain eye • Reserve time for leisure and cultural important to you both professionallythis andan opportune time to put be considered? How will you ever make sense of someone who everyone wants to meet. The contact and smile! for the Phone Interview activities in the area. Does the community personally? What are your timelines? Do Preparing on paper what I had been most successful approach is to be sure that of that legalese you glanced at last year when • Do your homework. Visit websites of the your lifestyle needs? your buddy• wasBe yourself. Employers want to know if you have any issues regarding malpractice preaching formeet years. The articles yours stands out from the other dozen or so pondering his commitment? your personality would be a good fit for hospital, practice, and community. history, license suspensions or restrictions, were published as a three part vitaes that are lying on the recruiter’s desk. How do you tactfully discuss money with a • Prepare Questions: Ask for a profile of the practice and community. etc.? What are your compensation Your seriesAfter and sent to Visit residents potential employer, and how much should you Ideally, you should give yourself the option to the providers in the group. What is the • Ask Questions and Talk! If you don’t, you • Follow up promptly! requirements? 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, • Although Send Thank You Notes! Email is OK, state region. originally else eliminating you before you even meet him. more you know, the better equipped you will affect. benefits, call, etc.? Why note are they recruiting handwritten a better The Phone Interview intendedbut asaan educational makesbe to make those serious career choices. But • Tour the community and neighborhoods. (growth, retirement, replacement)? • Be courteous, polite, respectful and tool for impression. residents, the series Preparing Your Cover Letter right now, you must be concerned with just What is the community like? Are there Get a feel for the housing market. • If you’re interested in the opportunity, answer questions honestly! may serve a purpose for your getting some interviews set up. • Limit your cover letter to one page, or two • Visit schools, places of worship, and opportunities for your significant other? express continued interest. Be honest if • Your first questions should not be about organization to educate those at the most. • Anticipate Questions: Why are you stores. See what life is like for the opportunity is not right for you ata sensible, this grocery salary and schedule. hiring, residents in training Taking methodical approach to the • Use quality white or off-white paper. local residents. pursuing this opportunity? What is time. It could be in the future!interviewing process will aid you in making a • Ask for an information packet on the or assist physician recruiters • Use a 12-point font that is clear to read, important to you both professionally and • Reserve time for leisure and cultural • Follow up with any additional questions. organization and community. representing your organization. well-informed decision. There are a few basic, something like Times New Roman or personally? What are your timelines? Do activities in the area. Does the community • Submit receipts for reimbursement for • Ask what the next step is. Often you will definable steps that each resident or fellow can Garamond, and always use black ink. meet your lifestyle needs? you have any issues regarding malpractice reasonable interview expenses. have additional phone contact prior to follow when beginning the interview process. • Open your correspondence with a general history, license suspensions or restrictions, being invited to interview. statement that expresses your interest in The three most essential factors to consider After Your Visit etc.? What are your compensation as you evaluate your choices are practice, the position. Follow that with specific requirements? • Follow up promptly! information that elaborates upon your location, and income. The priority you give to • Send Thank You Notes! Email is OK, training beyond that contained on your each of these factors may differ significantly but a handwritten note makes a better The Phone Interview impression. • Be courteous, polite, respectful and 1 Journal of the Association of Staff Physician Recruiters, Winter 2009 • If you’re interested in the opportunity, answer questions honestly!

Interviewing 101: How to Get the Job You Really Want

Tip

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

Tip

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

18

• 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.

Congratulations to the new members of the NWSPR leadership team:

Congratulations to the new members of the TexASPR leadership team:

• •

President: Graciela Villanueva, Yakima Farm Workers Clinic, Yakima, WA Vice President: Tracy Barton, Franciscan Health System, Tacoma, WA Secretary-Treasurer: Julie Chavez, Kadlec Health System, Richland, WA

TexASPR TexASPR only started discussions with the ASPR Chapter and Regional Relations Committee Chairs last year, but they are now an official chapter. TexASPR is dedicated to providing its members the opportunity to network and exchange ideas on the best practices of recruiting physicians and advanced practice professionals in Texas. “Fueled by our combined industry knowledge and professional experiences, TexASPR supports members in the creation of valuable recruitment strategies that can be implemented in their local institutions and industry wide,” said Kay Wysong, TexASPR President. TexASPR has formed several committees to focus on issues that are specific to in-house physician recruiters in Texas. Membership is open to inhouse physician recruiters in the state of Texas.

• • •

President: Kay Wysong, Methodist Health System, Dallas, TX Vice President: Debbie Brimer, Cook Children’s Medical Center, Fort Worth, TX Secretary: Vicki Finnell, United Regional Health Care System, Wichita Falls, TX Treasurer: Kelly Fortney, Covenant Medical Group, Lubbock, TX

Annual membership dues for NWSPR and TexASPR are $50. Members of ASPR chapters receive a $50 discount* off annual membership dues which are currently $275. You may join a chapter at any time and your chapter membership dues won’t be due until your ASPR annual membership renews. Join a chapter today! * Only one $50 chapter discount will be offered per ASPR member and this discount cannot be combined with Group Membership Discounts.

Call for White Papers 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 mwagner@aspr.org or mlgrace@geisinger.edu.

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.

Journal of the Association of Staff Physician Recruiters


Winter 2014

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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 website. For information on the most recent job listings, and for more extensive information on these listed opportunities, check the ASPR website at www.aspr.org.

Physician Resource Coordinator Blessing Corporate Services Quincy, IL Posted: January 23, 2014 View Job Posting Regional Physician Recruiter Spectrum Health Grand Rapids, MI Posted: January 27, 2014 View Job Posting Physician Recruiter HCA East FL Division Fort Lauderdale, FL Posted: January 31, 2014 View Job Posting

Physician Recruiter/Human Resources Business Partner Saint Mary’s Hospital Waterbury, CT Posted: February 1, 2014 View Job Posting

Physician Recruiting Senior Consultant Banner Health Phoenix, AZ Posted: February 11, 2014 View Job Posting

Senior Physician Recruiter Sheridan Healthcare Sunrise, FL Posted: February 6, 2014 View Job Posting

Physician Recruiter Mount Nittany Health State College, PA Posted: February 11, 2014 View Job Posting

Physician Recruiter EmCare Downer’s Grove, IL Posted: February 11, 2014 View Job Posting

Save the Dates! Future ASPR Conference Dates & Locations

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2014

2015

2016

August 23-27, 2014 Hyatt Regency Minneapolis Minneapolis, MN

May 16-20, 2015 Hyatt Regency Orlando Orlando, FL

May 14-18, 2016 New Orleans Marriott New Orleans, LA

Journal of the Association of Staff Physician Recruiters


The 2014 ASPR In-House Benchmarking Survey is now open!

The 2014 ASPR Benchmarking Survey will collect 2013 recruitment data from in-house physician recruiters from across the country. The final report provides credible national and regional industry benchmark data that can be utilized to help you refine your recruitment processes and evaluate your compensation package. Why should you participate in the Benchmarking Survey?

The following data is collected in the Survey:

• Free access to the final report,

• Demographics about your organization

searchable results, and Organizational Benchmarking Report for participants. • Searchable results allow you to create customized data slices from nationwide data that can be exported for use in presentations and reports. • Customized Organizational Benchmarking Report compares your data to national benchmarks. • Tools to maintain historical and future data.

and department. • Profiles including title, education, experience, etc. on each member of your department. • Compensation for each member of your department. • Expenses associated with the operations of your department. • Search information, such as specialty, population and current status of the search.

• A chance to win a free iPad for completing the survey!

The Survey is open until March 31. Visit www.aspr.org/benchmarking for complete details.


Academic In-House Recruiters (AIR) Update By Donna Ecclestone, AIR Secretary, Associate Director, Physician Integration/Onboarding, Duke University Medical Center, Durham, NC, donna.ecclestone@duke.edu Fall was a busy time for the AIR chapter. AIR’s newly elected leadership team includes: Donna Ecclestone, President; Lauren Forst, Vice President; Stacey Armistead, Secretary; Jen Kambies, Treasurer; Valerie Campana, Website Chair; and Aisha DeBerry, Membership Chair. Together, the leadership team drafted the schedule of events for the upcoming year. AIR also welcomed Maggie Cravey and Marilyn Tipton from the University of Mississippi to its leadership team as part of the Ethics Committee. This new committee is an important addition to ensure AIR protects the organization and members from antitrust concerns with AIR chat. Thanks to Maggie and Marilyn for leading this initiative.

Stacey Armistead, AIR Secretary, represented the organization at the national American Academy of Medical Colleges (AAMC) conference in Philadelphia, PA, in November. Building a relationship with AAMC is a strategic initiative of AIR in order to foster chapter growth. At the conference, Stacey was able to share information about AIR with organizations that presently don’t have an in-house program and wanted to learn about starting one. AIR’s webinar series has been a big hit with members. In November, Amanda Todorovich, Digital Manager for the Cleveland Clinic, presented “Social Media Showcase: Cleveland Clinic.” It was a powerful webinar that showcased Cleveland Clinic’s social media presence and the reasons they focus on each digital area. On February 11, Drs. Kathleen Nelson and Amanda Termuhlen from Children’s Hospital of Los Angeles/University of Southern California presented their webinar, “Mentoring Matters!” They spoke about mentoring and how to ensure your new physician acclimates to your organization.

Thanks to Lauren Forst and Valerie Campana for their efforts in coordinating these great webinars. AIR members who missed these webinars can view them through the members’ only section of the AIR website. CE credit is available. Hats off to Valerie Campana who cleaned up our website, ensuring that our online presence is both current and relevant. Since we rotate communication between AIRMails, member calls and webinars, make sure you check the calendar of events for the current month’s activities. AIR will continue to send quarterly AIRMail to keep members informed. AIR calls for 2014 will be on the second Tuesday of the month, starting at 1 p.m. EST. Please contact Donna Ecclestone if you are not receiving these updates, or need the call-in information.

Onboarding and Retention (OAR) Update

By Kate Rader, OAR President, Manager, Recruitment Coordination Services, University of Texas Southwestern Medical Center, Dallas, TX, kate.rader@utsouthwestern.edu We just celebrated our first year as an ASPR Chapter and now have more than 160 members. Whether onboarding is your main focus or an added responsibility for 2014, the OAR members continue to share information and resources with each other with the goal of developing tried and true best practices. In the early fall, we surveyed our members with the hope of gaining a greater understanding of what is needed in the onboarding process for medical staff. We were quite pleased with the overall response rate of 38

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percent. Not surprising, OAR members continue to have similar needs: tools and resources for furthering or establishing an onboarding program, retention programs and best practices. Chapter leadership will continue to develop our resource library this year and ensure webinars, membership calls and newsletters address the needs of our growing membership. During our November membership call, we had the opportunity to focus on retention efforts and learn about several initiatives members are undertaking at their institutions. We discovered that amenities like medical practice thank you events, physician concierge services, spouse employment assistance programs, mentoring programs, and physician leadership development are all being employed to ensure physicians acclimate to the practice and community.

Journal of the Association of Staff Physician Recruiters

In December, Jim Zache, VP Physician Relations & Recruitment, Wheaton Franciscan Healthcare System, presented the webinar “4 in 1. Four Departments, One Process: Recruit, Onboard, Orient and Retain.” Jim provided a wealth of information on all of the processes involved in recruiting physicians. If you missed the webinar, you can view it on-demand from the OAR website. In 2014, OAR will continue our monthly calls and will also offer quarterly webinars on important topics. We will remain focused on finding ways to improve onboarding efforts and will share best practices with our members. Consider becoming a part of OAR if onboarding is part of your to-do list!


Southeast Physician Recruiter Association (SEPRA) Update By Lee Moran, SEPRA President and Physician Recruiter, Erlanger Health System, Chattanooga, TN, lee.moran@erlanger.org different recruitment stages that can have a big impact in his webinar, “The Difference a Word Makes.” Steve presented applications for recruiting both the doctor and spouse and negotiating contracts. SEPRA is growing rapidly! We now have 97 members and continue to grow each month. We are continuing to network with each other and are providing educational opportunities through our quarterly webinar series. Our webinars have been a big hit with our members. Our Education Committee has been working hard at securing great speakers with meaningful topics and sponsors for each of these webinars. In October, Chris Carnahan from The Carnahan Group presented “Community Needs Assessments - Benefits Beyond Meeting Stark.” In January, Steve Marsh from The Medicus Firm addressed common tweaks that can be made at

At the end of 2013, we held elections for Vice President and Secretary. We are pleased to announce that Bonita Lancaster, Baptist First Health System, Montgomery, AL, has been re-elected for a second term as Vice President and Corey Roy, Hamilton Medical Center, Dalton, GA, is our new Secretary. Both positions will serve for one year. I want to thank Donna Smalley, Community Health Systems, Cleveland, TN, Tammy Lindsay Howell, HCA/Park Ridge Hospital, Chattanooga, TN and Teresa Bowers, Jennie Stuart Medical Center, Hopkinsville, KY for their work on the Nomination Committee. This committee worked under a tight deadline

to get the nomination forms and election ballots out to our membership. One of our main goals for 2014 is to go live with our website. We have hit some bumps in the road with its development and implementation, but think we are back on the right path again. We are also looking at putting together our first educational conference in 2015. The Education Committee will be meeting and discussing the logistics next quarter. Look for more information later this year.

Welcome NWSPR and TexASPR!

Congratulations to the leadership team!

Congratulations to the leadership team!

• •

President: Graciela Villanueva, Yakima Farm Workers Clinic, Yakima, WA Vice President: Tracy Barton, Franciscan Health System, Tacoma, WA Secretary-Treasurer: Julie Chavez, Kadlec Health System, Richland, WA

NWSPR is open to in-house physician recruiters in the states of Alaska, Idaho, Montana, Oregon, Washington and Wyoming.

• • •

President: Kay Wysong, Methodist Health System, Dallas, TX Vice President: Debbie Brimer, Cook Children’s Medical Center, Fort Worth, TX Secretary: Vicki Finnell, United Regional Health Care System, Wichita Falls, TX Treasurer: Kelly Fortney, Covenant Medical Group, Lubbock, TX

TexASPR is open to in-house physician recruiters in the state of Texas.

Visit our website to join a chapter today! Winter 2014

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Gold Corporate Contributor Feature

Accountable care, accountable revenue By Shawn Kessler, Senior Strategist, ab+c Creative Intelligence, Bloomsburg, PA, SKessler@a-b-c.com As the healthcare business model changes to one of performance-based medical reimbursements, organizations are more focused than ever on the balance sheet. To ensure their survival, many are buying competitors, merging with other organizations or seeking alliances with rivals. In this new operating environment, income is everything! This business mindset should be our new mindset. We have to demonstrate how we benefit our organizations, not just as successful recruiters, but also as revenue generators – especially now as the physician shortage worsens. Did you know that? •

• •

The national average for net organizational revenue generated by one physician in one year is $1,404,980. The average time-to-fill for a vacant position is 222 days. The average hospital or healthcare system recruiter conducts 23 physician searches each year.

What if you could calculate the precise amount of additional income your organization would have if you shortened your time-to-fill rate?

ab+c has an app for that! It’s free and easy to use, and you can access it at missingphysician. com. The application will show you how much revenue you’ll gain by reducing your time-to-fill rate by just five percent (11 days) or more. You’ll see a complete breakdown by the numbers - and the online calculator does the math for you. Here’s an example: A five percent reduction in your fill time adds about $42,342 in annual revenue for one physician. Multiply that times 23 physician searches per year and you’re looking at about $973,863. Suddenly, you’ve got meaningful numbers to share with your decision makers, as well as goals to work toward. Plus, you are defining your value to the organization in dollars and cents. Visit missingphysician.com, punch in your organization’s numbers, adjust the variables and recalculate as many times as you’d like. See the numbers for yourself and then invite your chief financial officer and/or other financial decisionmakers to run your organization’s numbers together. Until now, our time and expense in recruitment was considered part of the cost of doing business. We have to recast ourselves as valued

business assets capable of generating millions of dollars in added revenue for our organizations. The Accountable Care Act, while making quality healthcare more affordable for millions of Americans, will also make hospitals scrutinize their bottom lines, looking for ways to be more efficient and profitable. With our formula, you can prove your worth through faster, more successful recruitment. At ab+c Creative Intelligence, we’re experts in helping our clients recruit and retain the most highly skilled and compassionate physicians. We’d love an opportunity to show what we’ve done – and what we can do for you. To learn more, contact Chris Connolley at 800-8481552 or cconnolley@a-b-c.com. Resources: 2013 Survey of Physician Inpatient/Outpatient Revenue, Merritt Hawkins 2012 In-House Physician Recruitment Benchmarking Survey, Association of Staff Physician Recruiters

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Gold Corporate Contributor Feature

Understanding the passive jobseeker Physician shortages are abundant and the number of new physicians entering the workforce is not meeting the demand. Yet, recruiters are still tasked with sourcing quality physicians from a limited pool of candidates. There are approximately 35,000 newly minted physicians a year. This highly sought after group typically receives many job solicitations due to wide availability of marketing lists. Medical systems with residency and fellowship programs often have the additional advantage of recruiting directly from their trainees. The single largest pool of physician candidates continues to be physicians already in practice, totaling approximately 840,000. However, reaching this very large pool of candidates is complex since the channels of communication can determine success or failure for recruiters. In order to better understand the job-seeking behavior of employed physicians, NEJM CareerCenter commissioned Digital Research, Inc. (DRI), an independent market research firm, to conduct a blind study of U.S. physicians. Particular attention was given to jobseekers not taking active steps to search for new employment opportunities - the so-called “passive jobseeker.” In an attempt to better understand the nuances of passive jobseekers, the survey sub-divided these jobseekers, estimated their relative proportion among all physician jobseekers, and suggested tactics to reach the passive physician jobseeker. (It should be noted that residents and fellows were not included in this study.)

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Physician job-seeking status As part of DRI’s survey, physician participants were asked to choose only one of the predefined categories below to describe their jobseeking behavior (the titles for each group were appended after the survey was completed). 1. Super Passive - I am completely satisfied in my current job and not interested in new job opportunities. 2. Explorer - I am not looking for a new job, but would be open to discussing selective opportunities. 3. Tiptoer - I am thinking about changing jobs, but have only started to network with close associates. 4. Semi-Active - I am casually looking for a new job, spending some time on job search activities 1–2 days/week or less. 5. Very Active - I am aggressively looking for a new job, spending some time on job search activities 3 days/week or more. The vast majority of physicians surveyed were considered passive jobseekers and not actively spending any amount of time looking for a job. While the Super Passives, Explorers and Tiptoers make up the majority of the group at 86 percent, the Explorers and Tiptoers have indicated they are open to discussing job opportunities. Relatively few physicians are actively seeking employment opportunities Only 14 percent of physicians are searching job listings, attending job fairs or actively look-

Journal of the Association of Staff Physician Recruiters

ing for employment. According to the survey results, the two active groups - Very Active and Semi-Active - apply for more jobs, are less satisfied with their current job, and tend to have had short tenures at their prior job. In general, recruiters can easily reach the Very Active and Semi-Active job seekers since they use as many channels to find employment and tend to be over-represented in job board profile databases. Passive jobseekers are not quite so passive Although the group of Super Passive physicians (making up 44 percent of the total surveyed) initially said they were not interested in new job opportunities, they also said they would likely click on a job posting that appeared next to clinical content that they were reading while on a journal or association website. For recruiters, tactics are available to reach even the most passive candidates. Conclusions Though the majority of physicians are not actively seeking new employment, the survey suggests that most physicians are at least curious about select relevant job opportunities and are open to discussing them. Unfortunately, many passive physician jobseekers are particular about how they are approached with opportunities and unsolicited contact is often not welcomed. To find out when and where these passive job seekers may be open to looking at new opportunities, download a full copy of the white paper at www.NEJMCareerCenter.org/passive.


Gold Corporate Contributor Feature

ZDoggMD’s top three recruiting pet peeves By Nancy Nigh, Vice President of Marketing, PracticeMatch Services, Saint Louis, MO, nancy.nigh@practicematch.com One thing is certain: healthcare is changing and it’s not just the Affordable Care Act that is changing it. The 2014 PracticeMatch Educational Conference keynote speaker, Dr. Zubin Damania aka ZDoggMD, is an advocate for transforming healthcare. Apart from writing, performing and producing award-winning medical rap videos that serve to both educate and entertain; he’s a highly sought-after thought leader and speaker. In his TEDtalk from TEDMED 2013, ZDoggMD describes how well-intentioned people become zombie physicians after medical school. He stressed, “I went into medicine with all the best intentions. I played by all the rules. I checked all the boxes. And then when I arrived at what was supposed to be a fulfilling career, when I looked in the mirror all I saw was a disconnected, burned-out zombie with a stethoscope…covered in bacteria.” So how are in-house physician recruiters supposed to reach and connect with burned-out zombie doctors? I recently had the opportunity to ask ZDoggMD about his top three physician recruiting pet peeves. ZDoggMD’s top three physician recruiting pet peeves (all in good fun): 1. “I HATE it when people cold call me on my cellphone. This applies to the Internal Revenue Service, my lawyer and even my

wife…but it DEFINITELY applies to recruiters! Learn about email - it’s the 21st century already. Text a guy as a heads up… anything but cold calling.” 2. “I HATE LinkedIn. I know, I know, it’s useful for networking and getting speaking gigs and for watching the tormented career path of ex-girlfriends, but when I get a LinkedIn message from a recruiter… POOF…it’s deleted before you can say ‘>500 connections’.” 3. “I HATE those little mail postcards from recruiters that say, ‘Amazing outdoor lifestyle with competitive pay package and benefits! Mere hours away from major urban population center!’ They never list the actual town because the actual town is in the middle of NOWHERE and is run by a guy the locals call ‘Boss Hogg.’ Honestly, people. Just lay it out clear.” ZDoggMD described the life of a physician in one of his many online parody videos about medicine called “It’s a hard doc’s life for us” sung to the tune from the musical, Annie. While ZDoggMD’s videos are meant to be funny, his intentions are serious. He believes medicine is about human relationships and is in the process of creating a new practice in Las Vegas, which focuses on promoting wellness for patients both in the practice and in the community. He is breaking out of the zombie physician cycle to

create a healthcare culture that is more fulfilling for everyone involved. So it turns out, all we need to do to connect with physicians is to focus on the human relationship. Thanks for the advice ZDoggMD! Dr. Zubin Damania is ZDoggMD – “a physician, off-white rapper and the founder of Turntable Health.” For more information on Turntable Health, or to see ZDoggMD’s medical parody videos, visit his website at www. zdoggmd.com. ZDoggMD is the keynote speaker at the upcoming PracticeMatch Educational Conference, March 2-5, 2014, in San Diego, Calif. For more information about the PracticeMatch Educational Conference, visit: http://www.practicematch.com or contact Nancy Nigh at 314-4856612 or nancy.nigh@practicematch.com. References: Damania, Z. (Speaker). (2013). TEDMED 2013. Are zombie doctors taking over America? Podcast retrieved from http://www.tedmed.com/ talks/show?id=34752.

Winter 2014

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Silver Corporate Contributor Feature

Recruit physicians in trusted learning environment By Trisha DeCristofaro, Senior Manager, Advertising Sales Promotions, Wolters Kluwer Health Medical Research, trisha.decristofaro@wolterskluwer.com

For physicians, keeping up with the latest clinical developments is a demanding, but essential part of their daily routine. Medical journals are evolving but remain the most trusted source of information for doctors when making clinical decisions. According to Manhattan Research’s Taking the Pulse® U.S. 2013 survey, half of physicians reported accessing digital journal content between patient visits. Engage candidates with dynamic media As digital medical journals become physicians’ go-to resource for clinical updates, they offer recruiters an engaging platform to tell an organization’s story and highlight open posi-

tions. Incorporating video podcasts, animations, virtual facility tours, learning centers and more multimedia elements within recruitment advertisements enhances a reader’s perception of an organization’s job openings and opportunities. Plus, direct online links allow for data-rich messages and make applying online easy. Most importantly, embedding these interactive experiences directly within the pages of respected healthcare publications adds credibility and value to the message. Command attention and expand market reach Recruiting today’s top active and passive job seekers requires consistent and cohesive outreach through a compelling message to keep an institution top-of-mind when physicians are ready to take their career to the next level. Adding multimedia digital content to recruitment

efforts within the pages of physicians’ favored source of clinical information is an essential component of a successful integrated communications plan. Wolters Kluwer Health (WKH) is a leading healthcare content provider with more than 275 journals and more than 160 journal apps. With 2.2 million journal subscribers and 1.2 million opt-in email subscribers, WKH offers a full communications network to help recruiters interact, educate and cultivate relationships with job-seekers. Partner with WKH’s expertise to help meet your recruitment needs. To learn more visit wkadcenter.com/recruiting.

Bronze Corporate Contributor Feature

Recruiting physicians on social media Joel Davis, VP, Business Development, Doximity, Inc., San Mateo, CA, joel@doximity.com

Every day, job seekers are connecting with potential employers online via networking sites like LinkedIn and Doximity. To stand out from the crowd, here are tips from social-media-savvy recruiters: Quality trumps quantity Grabbing the attention of highly sought-after candidates requires personalization. Although it may take some forethought, your success rate will be much higher if you use a personalized message. When possible, choose quality over quantity. 28

Make heavy use of the words ‘You’, ‘Your’ and ‘Yours’ Keep your focus on the candidate by highlighting the qualities that match the needs of the position. Make it clear why this person is a potential fit for your organization. Skip your own intro We’ve found that many candidates review a recruiter’s online profile before responding. Save your first sentence for an attention-grabbing statement regarding your opportunity, rather than introducing yourself.

Journal of the Association of Staff Physician Recruiters

It’s all about the network Networking is an art form. Avoid saying “I need someone like you but it doesn’t have to be you in particular.” Instead, make candidates feel as though they are the needle in the haystack. If it’s not right for them, but may be right for a colleague, they will pass it on. Doximity is the largest professional social network for physicians. Learn more at http://www. doximity.com/talent_finder or email talentfinder@doximity.com.


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.

Winter 2014

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ASPR Board of Directors President Deborah Gleason, FASPR Physician Development Administrator Nebraska Medical Center Omaha, NE Phone: 402-559-4679 Email: dgleason@nebraskamed.com

Treasurer Michelle Seifert, AASPR Director of Physician Recruitment Cleveland Clinic Cleveland, OH Phone: 216-448-8216 Email: SEIFERM@ccf.org

Vice President, Research Shelley Tudor, FASPR Physician Recruiter Humana Clinical Resources Louisville, KY Phone: 765-807-6680 Email: studor@humana.com

President-Elect Laura Screeney, FASPR, CMSR Corporate Director, Office of Physician Recruiting North Shore-LIJ Health System Manhasset, NY Phone: 516-823-8874 Email: lscreeney@nshs.edu

Vice President, Education Allen Kram, FASPR Director of Physician Development Health Quest LaGrangeville, NY Phone: 845-475-9605 Email: akram@health-quest.org

Vice President, Engagement Lee Moran, DASPR Director of Physician Recruitment Erlanger Health System Chattanooga, TN, Phone: 423-778-7681 Email: lee.moran@erlanger.org

Secretary Donna Ecclestone, FASPR Associate Director, Physician Integration Duke Medicine Durham, NC Phone: 919-419-5057 Email: donna.ecclestone@duke.edu

Vice President, Governance Frank Gallagher Director, Physician Recruitment AtlantiCare Atlantic City, NJ Phone: 609-441-8960 Email: Francis.Gallagher@AtlantiCare.org

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: jmetivier@aspr.org

Call for Committee Volunteers ASPR committees and project leaders are always looking for willing and eager volunteers. Please consider joining a committee or helping out on one of our project teams. Contact the appropriate committee chair for more information. Contact information for committee chairs and project leaders can be found below.

ASPR Committee Chairs and Project Leaders Chapter and Regional Relations Christopher Kashnig, FASPR christopher.kashnig@deancare.com 608-250-1474

Ethics Jake Shimansky, FASPR jshimansky@homephysicians.com 773-342-5221

Membership Tim Dybevik, AASPR tim.dybevik@deancare.com 608-294-6226

Benchmarking Project Leader Suzanne Anderson, FASPR suzanne.anderson@duke.edu 919-419-5003

Kate Rader, DASPR kate.rader@utsouthwestern.edu 214-648-9859

Fellowship Marci Jackson, FASPR jackson.marci@marshfieldclinic.org 702-240-8944

Caroline Steffen, AASPR caroline.steffen@dupagemd.com 630-545-6004

Surveys Project Leader Lauren Judd, AASPR juddl@ccf.org 216-448-8208

Education Jennifer Barber, FASPR Jennifer.J.Barber@osfhealthcare.org 309-683-8358 Robin Schiffer, FASPR rschiffer@medcentral.org 419-526-8059

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Lynne Peterson, FASPR lpeters1@fairview.org 612-672-2285 Journal Miranda Grace, FASPR mlgrace@geisinger.edu 717-242-7109

Resource Library Diane Collins, FASPR diane.m.collins@healthpartners.com 952-883-5453 Aymee Quinn, FASPR, SHRM aymee.quinn@asante.org 541-789-5435

Journal of the Association of Staff Physician Recruiters


Save the Date for the 2014 Annual Conference!

August 23-27, 2014 Hyatt Regency Minneapolis Minneapolis, MN

ASPR is pleased to announce our keynote speaker lineup for the 2014 Annual Conference: Monday: David Horsager, M.A., CSP

David Horsager, M.A., CSP, is a business strategist, keynote speaker and author of the National Bestseller, The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships and a Stronger Bottom Line. His work has been featured in prominent publications such as Fast Company, Forbes, The Huffington Post, The Wall Street Journal, SUCCESS Magazine and The Washington Post. Check out David’s article, Eight ways to thrive during the trust crisis, on page 5 of this issue!

Wednesday: Joe Flower

With more than 30 years’ experience, Joe Flower has emerged as a premier observer and thought leader on the deep forces changing healthcare in the United States and around the world. As a healthcare speaker, writer and consultant, he has explored the future of healthcare with clients from around the world, including the World Health Organization, the Global Business Network, the U.K. National Health Service, state hospital associations in the U.S., provincial associations and ministries in Canada, and an extraordinary variety of other players in the healthcare industry.

Registration will be open May 1 Winter 2014

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


Jounal of ASPR – Winter 2014