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Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
Managing And Operating A Physician Recruitment Program
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Managing And Operating A Physician Recruitment Program

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  • 1. Managing and Operating a Physician Recruitment Program Tammy D. Hager, Director Physician Recruitment and Retention
  • 2. Table of Contents  Why In-House Recruitment Works………………………………………………………..………P.4  Carilion Clinic Physician Recruitment…………………..P.8  Where to Start…………………………………………………...P.9  Right Staffing………………………………………………….....P.16  New Clinic Processes………………………………………....P.19  Decision to Recruit……………………………………………..P.21  Candidate Sourcing…………………………………………….P.26  How many physicians are potential candidates?.....P.29  Residents and Fellows………………………………………..P.33  The Interviewing Process……………………………………P.40  The Contracting Process…………………………………….P.53 2
  • 3. Table of Contents (continued)  The On-Boarding Process…………………………………..P.56  Physician Recruitment Accomplishments since September 2006………………………………………………..P.70  Future Recruitment Plans…………………………………..P.77  Retention Planning…………………………………………….P.80  Physician Staffing Plan………………………………………P.81  Meet the Team………………………………………………….P.83  Summary………………………………………………………….P.89 3
  • 4. Why In-House Recruitment Works In-house recruiters (also known as staff recruiters) are salaried employees of the hospital/organization conducting physician searches. They live and work in the community and may wear more than one hat for the hospital. In-house recruiters are a part of the hospital team. Their job is to help the hospital team choose the best fit. The physicians are more likely to be efficient and happy in the job for years. In-house recruiters recruit to retain. 4
  • 5. Firm recruiters (also known as agency or outside recruiters) are paid by clients based on filling a position. The recruiter may be on a base salary, but is paid on commission when placing a physician for an organization. They get zero dollars if someone else fills the position. Firm recruiters are usually not local , which means in general they do not know the area, the group, or specialty. Typically placement fees range from $18,000 to $30,000, per position filled. Firm recruiters recruit to fill, not to retain. They keep their data base and contact physicians, after placing them several times, to inform them of new opportunities. 5
  • 6. Based on the number of physicians hired for Fiscal Year 2007, which totaled 88, if we had used firm recruiters, the cost per physician hired would have been $25,000 (using an avg. cost of $25,000 per placement). However, with in-house recruitment, the average cost per physician hired was $5800. This includes the cost of advertising the positions, web postings, exhibits, interview expenses, travel accommodations, and moving expenses. 6
  • 7. If you multiply the 88 physicians hired by $5800, the average cost per hire internally, we spent approximately $510,400 to recruit those physicians. In comparison, if you multiply the 88 physicians hired by $25,000, the average cost per hire using an outside firm would have been approximately $2,200,000. 7
  • 8. Carilion Clinic Physician Recruitment  The office of Carilion Physician Recruitment is responsible for pursuing quality, caring medical professionals to join our staff. We take a unique approach to physician employment by making our primary focus on the connection with each physician. Our interest in physicians’ professional and personal goals, combined with our network of resources, help us to bring people together.  Our dedicated recruiters/consultants have expert knowledge of the marketplace and take pride in their ability to deliver reliable information to physicians and hiring entities so that both are prepared to make well informed decisions.  The office of Carilion Physician Recruitment has a unique team of employees, whose varied backgrounds and skills support their teamwork atmosphere. 8
  • 9. Where to Start………. In September 2006, I accepted the position of Director of Physician Recruitment and Retention. I had been working as Executive Practice Director for Carilion Medical Group. At that time, the two employed recruiters, Rhonda Creger and Andrea Henson reported to me. Each of them was handling 30 to 35 physician openings. (Industry standards show successful recruiters should work with 15 to 20 openings at a time). 9
  • 10. After accepting my new position, I conducted an evaluation of the entire recruitment process. While the process had been working well, there was a lot of room for improving and better managing processes. The first step was to move the recruiters into a new space on the 14th floor of CASB and hire an assistant to handle more of the day to day clerical duties for the team. 10
  • 11. The move allowed recruitment to be a separate department, which allowed for a 1-800 number to be implemented for physician candidates to call when answering ads and web postings. We began working with Strategic Services to help us develop standardized Carilion Clinic advertising that included the following: 11
  • 12. 1. Professional Folders/Binders for mailing information to physician candidates. 2. Professional information describing the Clinic, compensation, research and benefits. 3. Development of standardized Carilion Clinic recruitment video to insert in mailers to physicians and to link to the physician employment web page. 4. Development of standardized postcards, advertising, etc. so that Carilion Clinic is recognized across the country. 5. New Exhibit Boards/Screens with Carilion Clinic standards and pictures. 12
  • 13. 5. We worked with Strategic Services and mailed copies of the Carilion Clinic advertisings in Medical Economics to major cities (as newspaper inserts) across the United States to elicit recognition of Carilion Clinic. 6. We streamlined advertising to reduce costs and to allow for all open positions to be highlighted together, by specialty. 13
  • 14. We then developed the current physician database that had been implemented the previous year to be a more robust system. This involved working with the creators of the database to program reports for the system to start tracking the following for open searches: 14
  • 15.  Average time to fill  Number of hired physicians, by date  Number of interviews, per hired physician  Expenses by open position and by recruiter  Average cost per hired physician  Moving expenses, per physician  CV parsing to store contact information for physicians 15
  • 16. Right Staffing After improving the location of the team, advertising and materials, the database and reporting, we evaluated and found that additional staffing was needed. In reviewing in-house staffing data, we found that the two recruiters were handling too many open positions, which in turn made them ineffective, not because they were doing a bad job, but it was just too much for two people. 16
  • 17. We added two new recruiters to the department. Penny Daniel joined us in November 2006 and Karyn Farrell joined us in May 2007. Once the two new recruiters were in place, each of the recruiters were able to work with 15 – 20 open positions, which allowed more time for each of them to work databases and locate more physician candidates for the open positions. 17
  • 18. In addition to hiring recruiters, we hired a Retention Coordinator, Rebecca Rakes, who works with the on-boarding and retention of physicians. In recent studies we found that having a single point of contact to help the new physician with his/her transition has helped with physician satisfaction. 18
  • 19. New Clinic Processes The next few processes to improve for more effective physician recruitment was the approval of new positions for each clinic, the interviewing, contracting and on-boarding processes. 19
  • 20. While working with Carilion Medical Group (CMG), if a practice wanted to hire another physician they had to formally request the position, their financial advisor would work with them to create a proforma to determine whether the practice and community could support another physician, and the request would be discussed at the CMG Physician Board meeting. These physicians would listen to the facts and vote to approve or not approve a new physician to the requesting practice. 20
  • 21. Decision to Recruit At this time, there was no formal process for the hospital Clinics. Therefore, we formalized new processes, with the help of various departments. After careful revisions, the following process for requesting, interviewing, hiring and on-boarding of a new physician is: 21
  • 22. 1. Practice physicians, manager and practice administrator determine whether a new or replacement physician is needed. 2. A business plan is developed determining compensation and budget, demonstrating expected volumes and budgetary impact of the position being requested. Positions are reviewed for effectiveness and need. 22
  • 23. 3. Job descriptions, including goals, key responsibilities, reporting relationships, education standards, skills requirements, call responsibilities and work environment, were developed. 4. Approval is requested from Carilion Clinic Chair, Dr. Werner and Nancy Agee. 23
  • 24. 5. If approved, finance is notified of decision to recruit to plan budget impact. 6. Financial Advisor works with Practice Administrator and Physician Lead to develop budget and determine operation costs. 7. Lead Physician contacts Director of Physician Recruitment to assign a recruiter and start the recruitment processes. 8. Director of Physician Recruitment assigns a physician recruiter to the search. 24
  • 25. 9. Recruiter meets with practice, lead physician, and practice administrator to develop recruitment plan (within two weeks of notification). 10. Recruiter follows up with practice by email with written plan. 11. Recruiter starts process and creates tickler file to update lead physician/chair monthly, either by email or conversation. 25
  • 26. Candidate Sourcing Sourcing physician candidates is not as simple as just posting the position on web sites or writing journal ads. While posting the positions and ads is important, the recruiter must take into account many factors including:  Average length to fill most positions is 6 to 9 months  Most physicians want to relocate in the summer months 26
  • 27. In recent studies, physicians choose a new position based on the following criteria: Geographic location Lifestyle Practice setting 27
  • 28. The size of the community is also important to a physician. Recent data shows the following results of physician moves based on preferred community size: 10,000 or less 7.5% 10,000 to 25,000 9.0% 25,000 to 50,000 10.5% 50,000 to 100,000 10.0% 100,000 to 250,000 14.0% 250,000 to 500,000 12.0% 500,000 to 1 million 25.5% 1 million plus 11.5% National Institute of Physician 28 Recruitment and Retention 2006
  • 29. How many physicians are potential candidates? The estimated number of physicians in the United States and U.S. territories is 822,000. That number breaks down as follows: • Physicians available through databases, excluding Residents and Fellows……………………+678,432 • Residents and Fellows…………………....+110,864 • Subtotal ………………………………………789,296 • MIA – not readily available thru databases +32,704 • Total 822,000 National Institute of Physician 29 Recruitment and Retention 2006
  • 30. Of the 678,432 physicians available, excluding Residents and Fellows:  American Medical Graduates (AMG)………………….510,859 or 75%  International Medical Graduates (IMG)…………………..167,573 or 25% National Institute of Physician 30 Recruitment and Retention 2006
  • 31. With the total of the AMG and IMG candidates, they are categorized as the following:  Office Based Physicians 522,310  Hospital Staff 61,917  Locum Tenens 533  Medical Teaching 10,032  Administration 15,215  Research 13,396  Other 3,802  Unclassified – retired/not working 51,227  Total 678,432 National Institute of Physician 31 Recruitment and Retention 2006
  • 32. Of the 678,432 total physicians, excluding Residents and Fellows, 515,608 or 76% are male and 162,824 or 24% are female. Of that total, 629,222 are M.D. and 49,210 are D.O. Of that total, 251,256 or 37% are Primary Care physicians (FP, IM, OBG, PD) National Institute of Physician 32 Recruitment and Retention 2006
  • 33. Residents and Fellows In 2006, studies showed that of the 110,864 Residents and Fellows, 85,152 or 77%, were American Medical Graduates and 25,712 or 23% were International Medical Graduates. 66,030 or 60% of those were male and 44,833 or 40% of those were female. National Institute of Physician 33 Recruitment and Retention 2006
  • 34. As shown, sourcing candidates is not an easy job. To improve how we source candidates, we developed the following processes, specific to the needs of the Clinic……….. 34
  • 35. The assigned recruiter meets with Lead Physician & Practice Administrator to complete practice profile and discuss best options and costs for sourcing tactics and any other open issues. 35
  • 36.  Sourcing Tactics are chosen based on Ascending Order of Complexity and Cost  1. Post position on Carilion Web Site  2. Post position on specialty society web sites  3. Post position on PracticeLink.com  4. Post position on MDjobsite.com  5. Post position on Practicematch.com  6. Post position on Healthecareers.com  7. Request contacts/connection calls from existing physicians or related parties  8. Journal Advertising  9. Letters to fellowship program directors  10. Direct to physician mail campaign  11. Exhibit at specialty meetings  12. Telematch campaign  13. Outsource 36
  • 37.  The recruiter selects sourcing tactics.  The recruiter executes sourcing Tactics.  Recruiter evaluates candidates and advises lead physician.  If candidate is not a good fit, recruiter terminates candidate contact with phone call and/or letter to candidate. 37
  • 38.  If candidate is a good fit, recruiter sends CV to lead physician.  Lead Physician evaluates information and conducts initial phone interview if appropriate; Completes Initial Candidate CV and Telephone Evaluation Form and returns to recruiter. Lead Physician must contact candidate within 3 work days. 38
  • 39.  If it is a good candidate, the Lead Physician notifies recruiter to set up first interview.  If it is a poor candidate, the recruiter terminates candidate contact with phone call and/or letter to candidate. 39
  • 40. The Interviewing Process Making the interview and site visit exceptional is important. Every detail should be orchestrated and nothing left to chance. Details make the difference. We can differentiate our opportunities with the details. 40
  • 41. The First Interview 1. Goal is to assess the candidates ability and potential fit with Carilion. 2. Develop an understanding of the candidates goals. 3. Share Carilion's culture, department vision, programs and plans. 4. Focus on the clinical department and other physicians or groups with strong programmatic or clinical overlap. 5. Compensation and benefits are not a planned topic of discussion but may be shared in general terms by the lead physician. 6. All interview participants must complete a Candidate Interview Evaluation Form and return it to the recruiter. 7. Interview Committee includes department physicians, lead physician/Dept Chair and HR Benefits. 8. The first visit does not usually include meetings with executive leadership. 41
  • 42. Our Process for Interviewing:  The recruiter receives a request from lead physician to set up a first interview.  Recruiter works with candidate and lead physician to establish mutually acceptable visit dates. Spouse attendance optional on either visit, but must attend at least one visit. 42
  • 43.  The recruitment assistant coordinates travel and hotel arrangements for the candidate on specified dates.  A welcoming gift is taken to the hotel the day before candidate arrives.  The recruitment assistant notifies interview committee of the visit dates and coordinates the interview schedule. Interview Committee scheduling problems forwarded to lead physician for resolution. 43
  • 44.  The recruitment assistant serves as a contact for the Candidate for travel/itinerary problems and submission of candidate expenses.  A welcome letter, itinerary, community and organizational background materials are mailed to the candidate.  A community tour is scheduled for an overview of the area and to determine family and housing needs for the candidate. 44
  • 45.  The interview occurs.  The recruitment assistant collects and tabulates results of Candidate Interview Evaluation Forms and distributes the results to the lead physician and recruiter.  The Lead physician determines candidate fit with organizational goals. 45
  • 46.  If a poor fit, the Lead Physician terminates candidate contact with phone call/letter to candidate and copies recruiter.  If a good fit, Lead Physician Completes Candidate Telephone Reference Forms.  If references are excellent, Lead Physician works with recruiter to invite candidate back for a second interview. 46
  • 47. Reference Checks 1. Reference checks must be made between the first and second visits by the lead physician. 2. References should include at least two individuals, not necessarily from the candidates current institution but who can verify the candidates attributes and skills. 3. Candidate Telephone Reference Forms should be returned to the Recruiter by the lead physician. 47
  • 48. Second Interview 1. Visit concentrates on candidate fit with the larger organization and selling the organization to the candidate. 2. Interview Committee includes meetings with appropriate executive leadership to include the VPMO, VPMA for discussion of overall organizational vision, direction, priorities and to further gauge cultural fit of candidate. 3. Visit includes a standard presentation of benefits and key contract terms (VPMO and Chair). 4. Internal discussion on employment offer. 5. Chair/Lead Physician makes employment offer. 48
  • 49. Our process for Second Interviews  Recruiter works with candidate and lead physician to establish mutually acceptable visit dates. Spouse attendance optional on either visit, but must attend at least one visit.  Recruitment Assistant coordinates travel and hotel arrangements for the candidate on specified dates. A second gift is taken to Hotel the day before candidate arrives. 49
  • 50.  Recruitment assistant notifies interview committee of the visit dates and coordinates the interview schedule. Interview Committee scheduling problems forwarded to lead physician for resolution.  A second community tour occurs to work with candidates housing and family needs.  Recruitment assistant serves as a contact for the Candidate for travel/itinerary problems and submission of candidate expenses. 50
  • 51.  Second Interview Occurs.  Recruitment assistant collects and tabulates results of Candidate Interview Evaluation Forms and distributes the results to the lead physician and recruiter.  Lead physician determines whether to make an offer to the candidate. 51
  • 52.  If candidate is not a good fit for the organization, the Lead Physician terminates candidate contact with phone call/letter to candidate and copies recruiter.  If the candidate is a good fit for the organization, Lead physician with VPMO develops formal offer and contract terms for candidate. 52
  • 53. The Contracting Process When Carilion Clinic and the candidate are interested in entering into an employment arrangement the following process is followed:  Chair/Lead Physician and VPMO finalize terms and conditions appropriate for inclusion in a standard Carilion Clinic contract.  Chair/Lead Physician/VPMO prepares draft agreement/revisions and cover letter. 53
  • 54.  The CMO signs two copies and the contract is mailed to physician candidate. The Chair/VPMO communicates with candidate on contract issues or problems.  When contract or revisions acceptable to Carilion and Candidate and a contract is signed, the Director of Physician Recruitment is notified to initiate the on- boarding process. 54
  • 55. If an offer is made outside the authority of the CMO, the Senior Management Team (SMT) and Physician Leadership must approve. If an agreement is not possible, the Lead Physician/VPMO terminates candidate contact with phone call/letter to candidate and copies recruiter. 55
  • 56. The On-Boarding Process From the time a physician signs a contract to the first day of employment, communication and contact with the physician is of utmost importance. The physicians need to feel they are becoming an integral part of their department and the organization. To achieve this we have formalized an on- boarding process to address the different needs of each physician. 56
  • 57. Our Process  When a signed contract is received, the VPMO assistant sends a mass email to various departments of the system. This email includes: • Credentialing • Provider Enrollment • Human Resources/Benefits • TSG • Finance 57
  • 58. • Physician Referral • Practice Administrator • Practice Manager • VP Physician Services • Director of Physician Recruitment • Strategic Develop • And other departments who have a role in the on-boarding process of new physicians 58
  • 59. The retention coordinator sends a Welcome to Carilion Clinic postcard to the newly contracted physician the day they receive the announcement of the signed/received contract. This postcard gives them her contact information and shares with them that she will be their single point of contact and will be helping them with their hiring and orientation details. 59
  • 60. The Retention Coordinator sends a Welcome Packet, including a letter that specifies the following: • Physician Contact • Moving assistance • Help with child care, house cleaning services, locations of area facilities (gyms, malls, grocery stores, hair salons, etc.) • Assistance with hobbies, social organizations, children’s activities, sports, etc. 60
  • 61. The packet includes a relocation brochure to assist with their relocation. It contains phone numbers and web sites to apply for their DEA and Virginia license, as well as information on local utilities, schools and government agencies. It informs the physician that their credentialing packet has been mailed to them and to complete the packet as soon as possible. 61
  • 62. The letter discusses scheduling a time, within thirty days of employment, to schedule the pre- employment appointments that include: • A physical • New hire paper work completion • Benefit review • Advertising photo • Hospital tour • Name Badge • Parking Card/Access • Parking Decals 62
  • 63. An on-boarding checklist is used by the Retention Coordinator so that all participants involved know their role with bringing the new physician on board. The checklist includes: 63
  • 64.  Virginia Medical License – assist with obtaining license  DEA – assist with obtaining new DEA  Schedule pre-employment physical  Complete new hire and employment paperwork  Provide information on new physician to physician referral  Provide information on new physician to Health Information Management 64
  • 65.  Add information on physician to Groupwise  Follow up with HR to make sure physician is entered into HR databases  Follow up with Risk Management to make sure physician is added to malpractice insurance  Request computer equipment and phone for physician’s office  Schedule EMR and computer training  Request pager/phone  Request office furniture/necessary items for office  Request lab coat 65
  • 66.  Formally designate physician mentor  Formally designate assistant in dept. to help with clerical needs  Request business and appointment cards  Add name to inter-office mail for department 66
  • 67.  Notify switchboard of pager/phone number  Schedule formal tour of work area  Work with Payroll and HR to ensure first paycheck is on time  Review scorecard of department within the first two weeks of employment  Review physician dashboards within the first two weeks of employment  Review practice financials within the first two weeks of employment 67
  • 68.  Schedule meetings with mentor, physician lead, dept. Chair, VP and others involved in the on-boarding of new physician. 68
  • 69. We are constantly reviewing and revising all of the current processes, from requesting a new physician to be hired to the on-boarding process. Reviewing and revising all processes is necessary to remain in the forefront of attracting new physicians to our organization. 69
  • 70. Physician Recruitment Accomplishments since September 2006 Since my moving into the management of the department in Sept. 2006, and with the help of physician leaders and various departments within the System, we have hired approximately 125 physicians for the organization. FY07 we hired 88 physicians and so far FY08 we have hired 37 physicians. 70
  • 71. We have improved processes from the decision to recruit to the on-boarding process. To hire the 88 physicians FY 2007, we scheduled 288 interviews. The average attrition rate for Carilion in 2007 was 7.41%, compared to a national rate of 8%. 71
  • 72. With changes in how we advertise, where we advertise and to whom we advertise, we are now recruiting on a national level. The following map shows all of the states for the physicians hired from September 2006 through April 2008. They are from various cities across the United States. Interestingly, the majority are from cities on the east coast (as per the map on page 73). The blue flags indicate each city the physicians were living at the time of recruitment. 72
  • 73. 73
  • 74. With the start up of the new medical school, and the need to recruit physicians who want to do clinical work, teaching and research, we have to change our focus to national searches for new physicians. 74
  • 75. We are advertising and using web sites to attract physicians nationally, however, there are other ways we can find physicians. We will be successful with some new ideas, and not so successful with others. We have to keep working to be creative in attracting new physicians to our area. 75
  • 76. Future Recruitment Plans I am scheduled to visit Cleveland Clinic to review their recruitment processes. While they have shared that they currently employ 10 in- house recruiters, versus our 4, and that they hired 100 physician last year, versus 88 for us, I feel we can learn from them to help us move to another level in recruitment. 76
  • 77. A discussion planned for the Cleveland Clinic visit is to decide on how we can share candidates. They have residency programs similar to ours. They do not retain a number of their residents due to location, cold weather, family, etc. We want to discuss how we can work together to develop a relationship that would allow for the sharing of open positions, within each of our Clinics, and how we can share physicians. 77
  • 78. If the concept with sharing jobs with Cleveland Clinic works, I would plan on visiting other major Clinics, such as Mayo, Scott and White, etc., to have the same discussions. We should not look at those Clinics as competition. While they can be considered as such, when we look at studies of where physicians finally settle for their careers, it is based on location and family. 78
  • 79. Develop a Residency Initiative This initiative will be to have one of our recruiters develop relationships with all of our residents and residency directors. Open communication about Clinic job openings will be shared on a regular basis to keep residents informed of positions within the Clinic. 79
  • 80. We are also working with the Military Officers Association of America (MOAA) to develop a relationship with many different areas of the military. The MOAA helps physicians who are transitioning from the military to civilian lives find physician employment. We are now posting jobs on their web sites and scheduling exhibits to target military physicians of all specialties. 80
  • 81. Retention Planning In the near future, my team will be rolling out a 3 – 5 year retention plan. Studies show that it takes a physician at least 3 years to become comfortable with his/her job. In our research of other Clinics and Systems, we are finding that retention planning is needed to ensure the physician base we need to remain successful. 81
  • 82. Physician Staffing Plan My team is also working on a 3 – 5 year staffing plan. Each Clinic department will be participating. We will be looking at retirement replacements, new service needs, and replacements of any attrition that is on the department risk list. These positions will be included in formal business plans for each Clinic department. 82
  • 83. Meet the Team  Tammy D. Hager, Director of Physician Recruitment and Retention Tammy Hager graduated from the University of Berkley in Michigan, with a Bachelor’s degree in business. She is currently completing her Master’s degree in Healthcare Administration with Ashford University. With 20 plus years of practice management experience, she has held leadership positions with several large healthcare organizations across the country. She joined Carilion in 1996 as a Practice Manager for Carilion Medical Group (CMG), moved into a Regional Practice Director with CMG in 1997, and became Executive Director for CMG in 2004. In 2006, she accepted the position as Director for Physician Recruitment and Retention, following the announcement of the transition of Carilion into a Clinic model. Tammy completed a two year fellowship with the Healthcare Advisory Board in Washington, D.C., sponsored by Carilion. She is a member of the Medical Group Management Association (MGMA), American Medical Management Association, American College of Medical Practice Executives (ACMPE), Association of Staff Physician Recruiters, and National Association of Physician Liaisons (NAPL). 83
  • 84.  Rhonda Creger, Senior Staffing Consultant Rhonda Creger is the Senior Consultant in the department and has 19 years of recruitment experience. Originally employed at Wythe County Community Hospital for 9 years, she transferred into the Physician Recruiter position in 1998 for Carilion Medical Group. She was responsible for starting the in-house recruitment processes. She is a Certified Medical Staff Recruiter (recertified 2007) and will soon be recognized as a fellow through the Association of Staff Physician Recruiters. Rhonda is completing her BA/MBA with Ashford University. Rhonda enjoys academic recruitment, and is Secretary of the national special interest group, Academic In-house Recruiters. 84
  • 85.  Andrea Henson, Staffing Consultant Andrea Henson graduated from Salisbury State University in Salisbury, Maryland in 1985 with a Bachelors Degree in Communication Arts. After moving to Texas in 1986 she was employed by the Texas Employment Commission as an Employment Interviewer until 1988. From 1989 until 1992 Andrea stayed home to raise her son Kyle. In 1992 Andrea became employed with the Virginia Employment Commission as an Employment Interviewer for 6 months until she was recruited to be the Human Resources Manager at the Virginia Veterans Care Center in Salem, Va. In 1994 Andrea started working for Carilion Human Resources in Recruitment where she was the Nurse Recruiter for 2 years until 1997 when she transferred to HR Consulting. Andrea was a consultant for several areas in the system to include CMG, RAC/BAC, Finance, HIM, and Strategic Development. In 2005 Andrea transferred to Carilion Physician Recruitment as a Physician Recruiter. 85
  • 86.  Penny Daniel, Staffing Consultant Penny Daniel transitioned to Carilion Professional Staffing Consultants in November 2006. Penny brings over 20 years experience in the medical field and practice management to the recruitment team. Penny joined Carilion Health System in 1996 as the Site Manager of one of our Internal Medicine office practices with Carilion Medical Group. In 2000, Penny moved into the Site Manager position of our 15-provider multi-specialty office in Martinsville, one of Carilion's largest medical group practices. Penny most recently served as the Regional Practice Director of the South Region for Carilion Medical Group, overseeing the daily operations and management of Carilion's practices in the Martinsville and Franklin County areas. Penny holds an Associate Degree in Business Management and is an active member of Medical Group Management Association, MGMA, and American College of Physician Medical Executives, ACPME, as well as the Association of Staff Physician Recruiters, ASPR . She is pursuing her Certification in Medical Staff Recruiting. 86
  • 87.  Karyn Farrell, Staffing Consultant Karyn Farrell graduated from Virginia tech with a Bachelor’s degree in Sociology and Minor in History. She originally worked for the Department of Social Services as an employment services worker. She was hired in Carilion Human Resources in 1997 as a recruiter and has recruited for many departments in the organization. In 2002 Karyn received her certification as a Professional in Human Resources. In May 2007, she joined Professional Staffing Services as a Physician Recruiter/Consultant and plans to become a Certified Medical Staff Recruiter (CMSR). 87
  • 88.  Rebecca Rakes, Professional Staffing Coordinator Rebecca Rakes began her career with Carilion in 1999 in a Carilion practice in Rocky Mount. She moved into a management role in 2003 and managed three locations. She served on various committees, received her Medical Certification in Coding and mentored new managers hired within Carilion Medical Group. She is currently completing her Bachelor’s degree in business through National Business College. Rebecca joined Professional Staffing in May 2007 and helped to develop processes for physician-on-boarding and retention. She is a member of the Medical Group Management Association (MGMA) and National Association of Physician Liaisons (NAPL). 88
  • 89. Summary Managing and operating a physician recruitment program can be challenging, yet rewarding. This past year the department has made many changes in processes and staffing. Making sure physician candidates have smooth interviews and transitions to employment is the main goals of the team. We are looking forward to continued improvements and successful physician hires for Carilion Clinic. 89

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