You re Responsible for Physician Recruitment Now What? September 27, 2016 Rebecca Hinrichs, Vice President HR, Riverside Healthcare Allison B. McCarthy, Principal, Barlow/McCarthy
Who We Are With a focus on physician relationship solutions, Barlow/McCarthy helps clients grow business and the skills necessary to compete and flourish in the rapidly changing healthcare environment. Our method is a proven one of: Efficient and effective assessment Adapting existing strengths to higher performance models Assisting clients in creating smart plans of action Measuring achievement against clear and targeted strategic and tactical objectives Barlow/McCarthy team members are seasoned professionals with deep real-world experience. We have partnered with more than 400 healthcare systems, hospitals, groups, non-provider entities, and clients spanning more than two decades of service.
right care right time right place
Today s Agenda Aging population Expanded access Shifting payment systems Newer care models Demand/supply gaps Key Components Physicians and ACPs Lessons Learned
Physician Supply and Demand Projected Supply and Demand, Physicians, 2008 2020 1,000,000 900,000 800,000 700,000 600,000 500,000 2008 2010 2015 2020 Projected shortage of 62,900 and 91,500 physicians in 2015 and 2020 (active in patient care) primary care representing nearly 50% 4
Physician Supply Percent in Age Significant portion of the 850,000 active licensed physicians are approaching retirement 55-64 65-75 > 75 < 55 5
Top Specialties in Demand Based upon the total number of openings advertised online by hospitals, medical groups and other healthcare organizations Fidelis Partners 6
Other Supply Factors Timing of retirements tends to be higher in - Emergency Medicine - Anesthesiology - Radiology - General Surgery Patient care hours vary by gender, age and specialty - Females 2-5 hours less - Hours decline at age 55 - Allergy, Derm, EM and Psych provide 8-11 hours less than other specialties Entering the Profession 35% 29% Primary Care Medical Specialties Surgical Specialties Other 18% 18% Total = 29k/year 7
Organizations Need to Adapt Two-thirds will trade money for a more balanced lifestyle 20+% less productive than senior colleagues - Takes 1.25 new physician to replace a retiring physician Average physician turnover is 7-10% Less satisfied physicians depart within 2 years Issues include: - Poor cultural fit (51%) - Closer to family (42%) - Higher compensation (32%) - Spouse s job (22%) - Schedule/call (17%) New Generation of Physicians 8
What We Have Done Adapt to new physician recruit by an emphasis on work life balance Created more Hospitalist Programs Offered more stipends during training Created Onboarding Program Created Mentoring Program Provided Physician Coaching Keep a pulse on expectations of recruits Created Outreach Specialist position Created Social Events Conduct Provider Satisfaction Survey Addressing Stress Management Longer timelines Long term planning Work with recruit s timeline 9
Key Components
Distinctions to Consider Well-defined recruitment objectives - What is needed and when - Delineated practice profile Organized approach - Team responsiveness - Effective hand-offs Talent management - Roles and responsibilities - Skills: unique but the same Professional stretch - Personal learning curve - Different pressures 11
Clear Recruitment Agenda Define Need Managed expansion Succession planning Realistic timeframes Temporary coverage 12
Planning is Critical Medical staff development plans every three years Annual and quarterly reviews Recruitment cycle - New graduate season - Visa obligations - Family relocation preferences - Holidays Succession planning challenges Unexpected departures Where RMC s planning efforts strong? Where could they improve? 13
Recruitment Plan Review What is being recruited and why? Context to strategy Barriers to be addressed Market realities Political ramifications Location Outline of tactical approach Current year versus future year Resources to be used why Cost and timeline projections Team membership requirements Refinement Must Have versus Like to Have Internal Support Needs Buy-in and Communication 14
Riverside Health Perspective Strategic imperative Alignment with C-Suite and Medical Group on needs Budget implications Political ramifications Critical searches Adjust as needed Communication Predict unexpected departures Plan for what if 15
Well-Defined Recruitment Process Organized Approach Roles/responsibilities Support lead generation Timely interview process Extending offers Recruit until offer accepted 16
Gather the Details Professional Clinical scope Growth opportunities Experience/expertise Center attributes Personal Location offerings Accessibility Demographics Financial Salary and incentives Benefit package Relocation coverage Professional development reimbursement 17
Responsiveness for Competitive Positioning Average = 19 Weeks 1 Week 2 Weeks 6 Weeks 2 Weeks 8 Weeks Candidate Identification To Initial Contact Initial Contact to Pre-Screen Interview Pre-Screen to Site Visit (s) Site Visit To Offer Offer to Signing 24 hours 1 Week 3 Weeks Best Practice = 6 + Weeks 48 hours 2 Weeks Establish clear candidate criteria Accountability for responsiveness Broad interview participation Speed candidate closure Do as much as possible in single visit HCAB Study 18
Leadership Involvement Ensure organizational obstacles are minimized Stakeholder alignment Provide consistent communication about recruitment realities - Incorporate into management and physician leadership discussions - Reinforce best practice - Highlight successes in diverse written communications and publications - Connect physician recruitment to long-term organizational success Foster physician participation - Physicians provide the credibility - Physician/recruitment staff teams are the most successful - Physicians often feel unprepared to play an active role in physician recruitment need support they consider acceptable Acknowledge those that support the effort 19
Riverside Recruitment Team CMO VP HR Administrative Service Line Leaders (VPs) Physician Colleagues Practice Management Recruiter 20
Manage by Metrics Weave in not a perfect science Capture and report on data points unique to physician recruitment including: - Timelines - Sources of leads - Where candidates trained/are from - Reasons for offer denials Establish organizational benchmarks for decision-making around: - Resource investments - Search support needs - Marketing campaigns - Time to fill positions - Cost per hire 21
Physician Recruits Expect to be Told Distinctions program, practice, schedule, earnings, case types, academics, call schedule, etc. EHR type and degree of integration with office practices Practice structure employment/partnership details Ways in which collegiality is demonstrated across specialties/practices Underlying market dynamics, e.g. competing organizations, the system s current market position, broader strategic plan and how their position fits into that vision System s position on health reform continuum Marketing support for new practice start-up 22
Differences with ACPs Searches are more local/regional than national Higher volume more screening Challenges in accepting new graduates Scope of practice is different state-by-state Physician perceptions of NP versus PA 80% of NPs are in Primary Care many in rural and inner city More internal work needed to define clinical integration of physicians with ACPs PAs will be 2 nd fastest growing health profession in next decade 23
Talent Management Physician/ACP Focus Dedicated team members Marketing/selling orientation Curious, quick to learn Poise and polish 24
Physician Recruiters Designated responsibility need to ferociously guard time High cost/labor intensive effort - $25-50K per candidate - Opportunity costs of position going unfilled National versus local orientation Marketing and sales skills are critical Ability to manage internal stakeholders (senior leaders, practice admin and medical staff) Establish credibility quickly with physician prospects Creative, tenacious, passionate Full-time recruiter can effectively manage 8-10 specialty searches 25
Managing Physician Recruiters Balance the need to manage without micromanaging Daily updates Weekly reports to team Learn to give space given performance and personality Assess performance based on number of recruits Integration into HR Space Department meetings Communication/Education (different roles) Advice Keep learning Embrace the differences from HR recruiting Be passionate and open-minded Improvement needed Tripled size of physician recruitment team in 1 year Need to build team, leverage resources, divide searches 26
Professional Stretch New World Order Direct strategic implications Broader team responsibility Physicians More than just recruitment 27
Becky s Thoughts Resources helpful to ramp up my knowledge Networking with peers/physician recruitment firms Books/newsletters Meeting with physicians Hiring the right physician recruiter Still need to work on Metrics Planning for what if Creating a robust pipeline Marketing location/opportunity Other recommendations Medical staff development plan essential Stakeholder alignment critical Structured process necessary 28
In Closing Right Opportunities Market Orientation Disciplined Execution Internal Credibility Sense of Urgency Robust Communication Strategic Orientation 29
Thanks! Allison McCarthy amccarthy@barlowmccarthy.com 508-394-8098 Becky Hinrichs Becky-Hinrichs@riversidehealth.net (815) 935-3325