This document discusses physician recruitment best practices. It notes that with looming physician shortages, recruitment will become more difficult. It identifies seven must-have factors for an effective physician recruitment process: 1) CEO involvement, 2) needs assessment and recruitment plan, 3) adequate recruitment resources, 4) competitive compensation, 5) team to sell opportunities, 6) ability to extend rapid offers, and 7) knowing when to decline candidates based on red flags like gaps in work history or focus only on compensation. The article was written by Davide Carbone, a healthcare executive with over 30 years of experience.

1. THE REGION’S MONTHLY NEWSPAPER FOR HEALTHCARE PROFESSIONALS & PHYSICIANS
APRIL 2016
www.southfloridahospitalnews.com
P
hysicians are the gateways into the
hospital system. Access to hospital
services is largely controlled by
physicians. Now under the Affordable Care
Act, with the current shift from “volume to
value” physicians now are taking on the role
of keeping populations healthy
With looming physician shortages on the
horizon, physician recruitment will become
tougher than ever. It’s been estimated by
2025, that there will be a shortage of up to
90,000 physicians according to a report
released in 2015 by the Association of
American Medical Colleges. It’s time for
everyone to take a hard look at their physician recruitment
process.
Seven must-have factors for a strategically focused
physician recruitment process:
1. CEO needs to own and be appropriately involved in
physician recruitment process.
2. Physician recruitment should be driven by an in-depth
needs assessment and continually updated development
plan. Medical staff leadership and key physician
stakeholders should be heavily involved in setting priorities
of plan.
3. Recruitment infrastructure should be adequately
resourced and coordinated. This can be done by setting up
an in-house recruitment department to perform the many
tasks related to recruitment, or by creating a relationship
with an outside recruitment firm. If opting for the outside
recruitment firm, an administrative staff member still needs
to be designated as a liaison between the firm and the CEO.
4. Develop “competitive” compen -
sation/benefits packages. Make sure that
compensation meets “fair market value”
under Stark Law and federal anti-fraud and
kickback statutes.
5. Develop and implement a team to “sell”
the candidate on the opportunity, community
and hospital. Involve physicians, physician
spouses and community leaders wherever
possible. Pay attention to needs of the
spouse!
6. Be able to act rapidly to extend offers and
close contracts with top candidates.
7. Know when to walk away.
Some of the red flags:
a. Unexplained gaps in work history.
b. Unusual or short stays within a position (aka hopping
around). Always follow-up with that employer and ask
candidate.
c. Chemistry or compatibility is low between existing
physicians and candidate.
d. If spouse or partner does not visit with him/her.
e. If candidate is focused on compensation and/or “on-
call” time he/she will have.
Davide Carbone is an award-winning senior healthcare
executive with more than 30 years of experience in the
healthcare industry. He most recently served as CEO of St.
Mary’s Medical Center (SMMC) and the Palm Beach Children’s
Hospital at St. Mary’s. Carbone may be reached at
davidemcarbone@gmail.com.
Seven Best Practices
in Physician Recruitment
BY DAVIDE CARBONE