Integrating Newly Employed Physicians:Positioning for Practice SuccessAnn MaloleyBarlow/McCarthyJune 13, 2013
What are PhysiciansThinking About Today?• Practice environment is changing• Signing a good contract• Managing a practice• Marketing a practice• Competition and distractions• Lifestyle and options• What else?
Internal Requirements for Success• Commitment from the top• On-boarding and integration planning must be a way of life• Clear objectives and desired outcomes• Involve the physician• Action plan must be results-oriented• Staff participation
Audit Your Current ApproachYes NoThe on-boarding lead/team is introduced prior tothe physician’s arrival.Our integration strategy is driven by the physician’sneeds.Internal roles are defined and there is clearunderstanding of these roles.We work together with practice leaders todetermine practice strategy.We ask the physician how we did…and how we’redoing.
Balancing Employed vs. Non-Employed• Legal implications– What does your organization allow?• If you don’t have this guidance – ask for it
Human Resources Marketing Physician RelationsA Job for Everyone- Functional on-boarding - Marketing strategy - Practice knowledge- Cultural orientation - Branding expertise - Manage the relationship- Educate on employee - Tools & messages for - Tools & messages formanagement/performance consumers physiciansDefine accountabilities for other areas
Site Visit#1/#2OfferExtendedProjectedStart DateSigned ContractReceivedRecruiter introducesOn-Boarding Leadand other key points of contactTransition toInternal LeadsWhen Do You Come In?
Hospital OrientationPhysician Orientation ScheduleNameSpecialtyPrimary ContactPractice LocationSpecial InterestsDepartment/Program/ServiceTopic Key Communication PointsSessionTimePrior toStartWithin 7Days ofStart8-30DaysCORE SESSIONSList hereOPTIONAL SESSIONS - BASED ON PHYSICIAN SPECIFICS (e.g. specialty, interests, etc.)List here
Practice OrientationPractice OrientationCategory Responsibility Outstanding Needs/Questions Necessary Follow-upCompletionDateStart-up Meeting with PartnersOffice Set-UpAdministrative DetailsPractice Management/StaffingCall ScheduleBilling and CodingInformation SystemsMedical RecordsHospital Interface
Community OrientationCommunity OrientationCommunityLeaderOrganization/BusinessRole, Purposein OrientationMeeting with (1) Physician(2) Physician and Spouse or(3) Entire FamilyContactInformationScheduledDate andTimeCoordinator
How Did We Do?• On-boarding team session– Did we meet the priorities and goals gathered from thenew physician at the onset?– What were the barriers to scheduling the interactions?- How can we overcome those barriers next time?– Was the process handled orderly and seamlessly?- If not, what improvements need to be made?• Check with spouse and family
Ask the Physician• How was your experience?• What was most valuable?• What didn’t happen that you wish did?• What will be important to you as you continue yourintegration?• Insights starting from the early stages of recruitment?
Document For Next TimePost On-Boarding AssessmentPositive Experiences1)2)3)Areas of VulnerabilityIssue Department Where Issue Occurred Ideas for Resolution Member Assigned to Address
Turnover Vulnerabilities• Tenure• Reason for departure• If moving, why?• Trends by specialty? By practice arrangements?
The ultimate goal is to build a foundation to getthe physician busy as soon as possible.From On-Boarding to Practice Development
Increasing Practice Development SuccessCultivates Organizational EngagementSupportTools & MessagesRevenueRelevanceCollaborationVisible &PresentPayoffHospitalEngagementPractice SupportLoyaltyAdministrativeAttentionPatientSatisfaction
1 - 5 Years 5 - 15 Years 15 - 30 YearsDifferent Needs at Different StagesGeneral Start-Up Assistance Increase Earnings Reduce ExpensesStaff Management Training Increase Referrals Retirement PlanningBudgeting, Expense Control Strengthen Management Skills Greater Ease of BusinessEstablish Business Goals Expansion of Services More Free TimeMarketing Marketing Adding AssociatesCapital Employee Productivity
Key Elements…straight from a doctor:Winning their Hearts and Minds• Excite them by positioning your organization’s initiatives asphysician initiatives that result in better patient outcomes and/orimproved physician satisfaction• Plan a social movement to change “This is how we practice here”• Use language that reflects the desired relationship• Chose the right messenger• Anticipate barriers
Start-Up Growth OptimizationFormalize Your EffortsAnnouncements CME Programs Practice EvaluationWeb Site Development Media – Paid and Earned Business AnalysisOpen House Events In-Practice Promotions Assessment with the PhysicianDirect Mail to Patients Hospital Engagement Hospital EngagementInteractions with Referring MDs Adjust and RepeatSocial Media PresenceCommunity EngagementOffice Staff EngagementBrand Engagement
Physician Perspective & Buy-In• Expectations and future goals– Words to describe the position you would like to claim?– How and for what would you like to be known for?• Special clinical designations or certifications?• Where does your business come from?• What is important to you in a staff?• Value‐added services that will make the experience different?• What do you see as your role in marketing your practice?The physician needs to understand his role in this function
Each Practice Has a Unique Personality• Due diligence to understandthe current dynamics• Model that stays true tothe clinic’s personality• Engage the physician• Plan that is embraced by the other physicians and staff• System that tracks and measures progress
Physician Integration PlanPhysician/Practice NameSpecialtyPrimary ContactPractice LocationExpertise, Special Interests, Unique DistinctionBusiness ObjectiveMarketing ObjectiveTactic/ToolTargetAudienceGeographicReachPositioning &Key MessagesAccountabilityTiming/Schedule120 day 6 mo 12 moBudgetCore ActivitiesReview pro forma to be reminded of volume targets and any relevant factors to a year-one marketing plan.Customized Activities – Based on Practice Specifics (eg. specialty, new or existing, etc.)
What Do You Want to Measure?Immediate Short-term Long-term
The Evolution ofMetricsActivityFocusedOutcomeFocusedStrategicFocused
Agenda Item Discussion Led By Prep/DetailsPlan Review/Status ReportNew Market LearningsMarket changesCompetitive forcesWhat’s Working?1.Operations/Practice Mgmt2.Practice growth3.Patient relationsTrends and data tosupport the inputNew Opportunities1.Practice growth2.Customer experience3.Community connectivityProactive ideasResponse to market orcompetitive activityGaps/Concerns1.Practice growth2.Customer experienceTrends and data tosupport the findingsNew Steps in the Plan1.Review upcoming tactics2.New tactics from discussion3.Staff developmentUpdate the plan and sendto the team following themeetingKeepingthe PlanAlive
Leadership’s Role in Retention• Lead a physician-centric culture – articulate the vision to alllevels of the organization• Respond quickly to issues and needs• Involve them in decisions, ask for their input• Support leadership development• Recruit loyal mentors• Measure satisfaction of new physicians separately
Keys to Success• Smooth hand-off• Start strong• Customized by key criteria• Checkpoints along the way• Support their practice development• Family integration• Tweak as you go
Taking the First StepsStatus ActionOrganize the team - Internal agreement on the role you will playDefine the customizationUnderstand the practice development plan and pro formaScript your initial conversations with the new physicianInform providers and staff of your strategies and processBenchmark and measure progress