1. What Physicians Think About
Job Opportunity Advertisements
Onboarding Programs
Retention Programs
Survey Results and Panel Discussion Presented by M3 Global Research

2. Today’s Plan
 Our panelists are in private practice
o Dr. A
o Dr. B
o Dr. C
 The research topics for discussion
o New job seeking expectations
o How they read job opportunity announcements
o Onboarding perceptions
o Retention perceptions
 Internet respondents were MDLinx subscribers
o Received no honoraria
© 2015 M3 USA Corporation. All rights reserved. 2
Panel with three physicians
Results from internet surveys
among US physicians

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Recruiting Onboarding Retention

4. Many expect to seek a new job within 5 years –
most are expecting to relocate.
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Recruiting
17%
55%
27%
19%
17%
12%
26%
25%
0%
20%
40%
60%
80%
100%
New Position? Relocate Nationally Relocate in-state No Relocation
Yes 12 months Yes, 1-3 years Yes , 3-5 years Yes 5-8 years Yes, 9+ years No Not sure
49% expect to
look for a new
81% would relocate
n=243
Q13: Do you expect to look for a new position in the future?
Q14: Would you relocate for this new position?

5. Almost everyone see job opportunity emails.
© 2015 M3 USA Corporation. All rights reserved. 5
Recruiting
n=250
Q: Approximately how many emails about job opportunities do you receive in a typical week?
7%
47%
28%
12%
7%
2%
35%
40%
9%
14%
0%
10%
20%
30%
40%
50%
Zero 1 to 3 4 to 6 7 to 10 11 or more
No New Job (n=105) New Job 1 - 5 years (n=121)

6. Almost all at least are scanning job postings –
but few do more than look at the title and location.
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Recruiting
n=243
Q15: Which of the following best describes your approach to job opportunity announcements?
6%
7%
10%
30%
49%
0% 10% 20% 30% 40% 50% 60%
I never look at them
I haven't read them recently
Seriously scan the job titles, contacted a recruiter in th elast 12
months
Casually scan the job title and location, rarely read beyond
Casually scan the job title and location, read a few

7. © 2015 M3 USA Corporation. All rights reserved. 7
Recruiting
Physicians look for a diverse array of job factors –
but geography may be the most obvious attention grabber.
19%
23%
27%
22%
29%
26%
48%
55%
27%
31%
29%
34%
28%
40%
32%
27%
26%
26%
25%
26%
27%
16%
11%
9%
16%
11%
11%
8%
10%
10%
5%
5%
8%
7%
3%
7%
5%
5%
2%
2%
5%
3%
5%
3%
2%
3%
3%
3%
0% 20% 40% 60% 80% 100%
Culture
Camaradarie
Career Growth
Org/Institution reputation
Autonomy
Practice-specific opprtunities
Work-Life Balance
Geographic
1 = Most Likely 2 3 4 5 6= Least Likely
n=243
Q7: If you were receiving information about a job opportunity, what aspects of the work environment
are most likely to grab and keep you attention? (1 = most likely, 6 = least likely)

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Recruiting
Less than half of residents received career guidance.
38%
89%
67%
56%
11%
58%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Guidance Mentor Fellow Resident Other faculty HR
Yes No
n=24 (small sample)
Q: During your residency and/or fellowship training, did you receive any guidance on job seeking (writing a CV,
interviews, etc)? Who did you receive guidance from?

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Recruiting
Panel Question for “Recruiting”
How many emails
do you see?
Which ones do you
open/what do you
look for?
What questions
come to mind as
your read them?
What would you
like to know from
the audience?

10. © 2015 M3 USA Corporation. All rights reserved. 10
Recruiting Onboarding Retention

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Onboarding
10%
Orientation
44%
Neither
46%
Onboarding Orientation Neither
42%
38%
15%
5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
n=304
n=566
Q: When you started your last new job, was there a formal orientation or onboarding process in place?
To what extent did your onboarding program help you become comfortable in your new position?
Onboarding
Orientation is far more common than onboarding –
the effort is generally considered helpful!

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Onboarding
Almost all culture knowledge was gained informally – very few
learned the organization through formal orientation programs.
62%
33%
20%
15%
Peers/Colleagues None, I learned on my own Sr Admin, MD Leaders Formal Organization's
Orientation
n=100
Q6: Each organization has its own culture. How did you become knowledgeable of the culture of you
new organization?

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Onboarding
Meeting staff and online systems were important –
most other needs were probably considered routine.
55%*
40%*
35%*
33%*
22%* 22%
14%
12% 11%
Meeting other
MDs, staff
Benefits
orientation
Detailed tour of
facilities
Thorough
orientation
Online
orientation,
systems training
Nothing Family
transition help
MD ledership
opportunities
Referral
strategy guide
n=667
Q: When you started your last new job, what were the best things your new employer provided to help you
become familiar with the practice/institution? Please check all that apply.

14. © 2015 M3 USA Corporation. All rights reserved. 14
Onboarding
53%
27%
5%
10%
6%
3 months 6 months 9 months 1 year Longer than 1 year
n=667
Q: How long did it take for you to feel comfortable and productive in your new position?
Almost all (80%) felt comfortable and
productive in their first 6 months on the job.

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Onboarding
Panel Question for “Onboarding”
Have you seen
“onboarding”?
What did you do
instead?
How much of a
difference did it
make?
What would you
do to make it
better?
What would you like to know
from the audience?

16. © 2015 M3 USA Corporation. All rights reserved. 16
14%
12%
16%
16%
17%
27%
42%
48%
12%
14%
16%
13%
19%
34%
28%
57%
0% 10% 20% 30% 40% 50% 60%
Lack of professional autonomy
Unfriendly colleagues / peers
Disorganized practice, low
leadership
Non-financial benefits
Too much regulation, non-clinical
duties
Family ties, moving home
Practice culture not a good fit
Low QOL, work / life balance
Hospital Non Hospital
10% or less
 Move to/from City
 Want shorter commute
 Loan assistance/forgiveness
 Lousy direct boss
 Low staff morale
 Inadequate staffing
 Inadequate innovation/capital
funding
 Poor training/onboarding
 Want a non-clinical position
 Want to start a company
Retention
n=710
Q: In your opinion, when a newly trained physician leaves their practice within the first 3 years,
what are the most common reasons?
Work/life balance, practice culture, and family relocation were
the major reasons for new physicians departures in the first 3 years.

17. © 2015 M3 USA Corporation. All rights reserved. 17
Retention
Retention programs are plentiful but could be more effective.
n=TBD
Q: Does your practice/institution have a formal retention program in place?
If yes, how effective do you personally feel that program has been to reduce turnover in the practice/institution?
11%
15%
37%
32%
16%
Yes Extremely
effective
Very effective Somewhat
effective
Not at all / very
effective

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Retention
Retention programs are important but not widely formalized.
n=566
Q: Does your practice/institution have a formal retention program in place?
How necessary do you feel it is for your practice/institution to have a formal retention program in place?
21%
27%
44%
8%
17%
19%
37%
27%
Extremely
necessary
Somewhat
necessary
Nice to have Not at all /
somewhat
unnecessary
Hospital Private practice
15%
9%
47% 62%
38%
29%
Hospital Private Practice
Yes No DK

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Retention
Leadership programs make it harder for an
employee to accept a competing offer.
27%
51%
20%
2%
21%
55%
21%
3%
Definitely Yes Probably Yes Probably Not Definitely Not
Hospital (n=199) Non Hospital (n=497)
n=710
Q: If you were in your current position, and you received a higher salary offer from another institution, would being
part of a leadership program with growth opportunities be an incentive to stay with your current institution?

20. © 2015 M3 USA Corporation. All rights reserved. 20
Retention
Bonus and work/life balance were the
preferred retention program features.
n=566
Q: In terms of retention activities, which of the following do you feel are the best ways to
encourage physicians to remain at your practice/institution?
60%
18%
10%
10%
2%
2%
20%
25%
21%
23%
5%
5%
9%
23%
22%
18%
14%
14%
6%
17%
18%
18%
24%
16%
3%
13%
21%
20%
24%
19%
2%
4%
8%
11%
31%
44%
Loan
assistanc
e
More
support
staff
Reduced
call
hours
Increase
d
opport…
Work life
balance
Bonus
Ranked # 5 4 3 2 Ranked #1

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Retention
Panel Question for “Retention”
How prevalent
are retention
programs?
What do your physician
colleagues/friends say
about them
How much of
a difference
does it make?
What would you do
differently to make it
better?
What would you like to know
from the audience?

22. Session Recap

23. © 2015 M3 USA Corporation. All rights reserved. 23
Hospital and Private Practice MDs
Have Similar Concerns
Almost half of physicians expect to look for a new position in the next 5
years
There’s no “one size fits all” in what job factors are being sought
Onboarding programs are important
Retention programs need to be proactive
Few residents receive any career guidance

24. Thank You

25. © 2015 M3 USA Corporation. All rights reserved. 25
Respondents were geographically dispersed –
and similar to the 2010 Census Bureau data.
6%
17%
21%
7% 7%
14%
6% 6%
16%
6%
21%
19%
5%
8%
15%
4%
5%
17%
7%
16%
18%
5%
9%
15%
7%
6%
17%
New England Middle
Atlantic
South
Atlantic
E. South
Central
W. South
Central
E. North
Central
W. North
Central
Mountain Pacific
1Q14 (n=243) Oct 2014 (n=710) Licensed MDs
2010 FSMB Census of Licensed Physicians, J. Medical Regulation: Vol. 96, No. 4, p15