- The document discusses physician workforce trends such as a projected shortage of 40,800 to 104,900 physicians by 2030 due to demographic trends increasing demand and physician retirements impacting supply. While total physician numbers are increasing, primary care physicians are not growing fast enough to meet demand. There is also a geographic maldistribution with shortages outside major cities.
- Data shows an aging physician population with over 43% of physicians over age 55. Demand for physicians exceeds the number of final year residents graduating in specialties like family medicine, internal medicine and psychiatry. Achieving population health goals will likely further increase demand for physicians.
An introductory overview of healthcare across South East Asia and a look at the growing healthcare trends across the region.
Download the presentation by clicking the "Save this presentation" icon above.
Strategies for Successful Human Factors Collaborations with Medical Device De...Eric Shaver, PhD
Human factors is vital for discovering, designing, developing, & deploying medical devices that are safe, effective, usable, and innovative. But, it can’t do it alone. Instead, it must successfully collaborate with numerous roles on the medical device development team.
An introductory overview of healthcare across South East Asia and a look at the growing healthcare trends across the region.
Download the presentation by clicking the "Save this presentation" icon above.
Strategies for Successful Human Factors Collaborations with Medical Device De...Eric Shaver, PhD
Human factors is vital for discovering, designing, developing, & deploying medical devices that are safe, effective, usable, and innovative. But, it can’t do it alone. Instead, it must successfully collaborate with numerous roles on the medical device development team.
Cancer in the workplace is an Economist Intelligence Unit (EIU) report, sponsored by Bristol-Myers Squibb. It assesses the challenges that cancer poses for employers, examines workplace policies and practices to address the needs of those affected by the disease, and explores possible measures to strengthen workplace support.
In August-September 2016 The EIU surveyed 500 executives—150 from Europe, the Middle East and Africa (EMEA), 150 from the Americas, 150 from Asia-Pacific and 50 from the rest of the world—on their companies’ approaches to cancer in the workplace. Survey respondents were drawn from a variety of sectors and functions (see Appendix). This report is based on the results of the survey. The EIU also conducted ten in-depth interviews with experts on cancer in the workplace. The insights from these interviews appear throughout the report. We would like to thank the following individuals (listed alphabetically) for sharing their insight and experience:
This new Economist Intelligence Unit (EIU) report, commissioned by Gilead Sciences, explores important questions about the Portuguese healthcare system.
Presentation at national SHSMD Conference in Chicago, 2010. Jeff Segall and Marcus Gordon discuss the roles on their organizations in marketing to consumers versus physicians with examples of integrated marketing campaigns.
8 in 10 Hospitals Stand Pat on Population Health Strategy, Despite Uncertaint...Health Catalyst
A 2017 survey by Health Catalyst shows that despite uncertainty about the future of the Affordable Care Act, 80 percent of healthcare executives have not paused or otherwise changed their population health management strategy. 68 percent said that PHM is “very important” to their healthcare delivery strategy, while fewer than 3 percent said it was not important at all. The results show that executives view the move to value-based care as inevitable, and they view a PHM strategy as an integral part of their future efforts.
Transforming Medicine Through Personalized Health Care at Ohio State Universi...Ryan Squire
Dr. Clay Marsh presented "Transforming Medicine Through Personalized Health Care at Ohio State University Medical Center" at the 2009 Personalized Health Care National Conference.
Dr. Marsh is leading the Ohio State University Center for Personalized Health Care to create the future of medicine to improve people’s lives through personalized health care.
Many factors affect a healthcare organization’s ability to provide quality patient care. But the most powerful key to better patient outcomes isn’t vanguard medical technology, an organization’s number of specialty providers, or even add-on programs designed to promote preventative care. Instead, recent research and practical in-the-field experience demonstrates that healthcare
organizations can create the most profound improvements in patient care and satisfaction levels simply by improving employee engagement.
Small business medical insurance costs continue to rise a midst the uncertainty of future reforms and regulations. This white paper reviews 2012 health care trends and 3 strategies to mitigate the rising costs of health insurance.
In presentation to Texas Business Group on Health, HCMS Group shows how data analytics and risk metrics can be harnessed to identify and reduce waste in healthcare spending.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
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The December edition of the Professional Diversity Network Jobs Index & Report focuses on the Healthcare sector and the position of the diverse employee and candidate in this rapidly growing segment of the US economy.
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The Affordable Care Act authorized a Medicare shared-savings program for accountable care organizations, and private payers are also contracting with ACOs. To succeed, ACOs must learn how to manage population health effectively.
In October 2014, INTEGRATED's Bill Jessee presented "Where Is Healthcare Going? And How Will We Get There?" at Iowa Hospital Association's annual meeting. The presentation focuses on the forces shaping healthcare today, the delivery system changing in response to the environment, and what this all means for hospitals and physicians.
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In August-September 2016 The EIU surveyed 500 executives—150 from Europe, the Middle East and Africa (EMEA), 150 from the Americas, 150 from Asia-Pacific and 50 from the rest of the world—on their companies’ approaches to cancer in the workplace. Survey respondents were drawn from a variety of sectors and functions (see Appendix). This report is based on the results of the survey. The EIU also conducted ten in-depth interviews with experts on cancer in the workplace. The insights from these interviews appear throughout the report. We would like to thank the following individuals (listed alphabetically) for sharing their insight and experience:
This new Economist Intelligence Unit (EIU) report, commissioned by Gilead Sciences, explores important questions about the Portuguese healthcare system.
Presentation at national SHSMD Conference in Chicago, 2010. Jeff Segall and Marcus Gordon discuss the roles on their organizations in marketing to consumers versus physicians with examples of integrated marketing campaigns.
8 in 10 Hospitals Stand Pat on Population Health Strategy, Despite Uncertaint...Health Catalyst
A 2017 survey by Health Catalyst shows that despite uncertainty about the future of the Affordable Care Act, 80 percent of healthcare executives have not paused or otherwise changed their population health management strategy. 68 percent said that PHM is “very important” to their healthcare delivery strategy, while fewer than 3 percent said it was not important at all. The results show that executives view the move to value-based care as inevitable, and they view a PHM strategy as an integral part of their future efforts.
Transforming Medicine Through Personalized Health Care at Ohio State Universi...Ryan Squire
Dr. Clay Marsh presented "Transforming Medicine Through Personalized Health Care at Ohio State University Medical Center" at the 2009 Personalized Health Care National Conference.
Dr. Marsh is leading the Ohio State University Center for Personalized Health Care to create the future of medicine to improve people’s lives through personalized health care.
Many factors affect a healthcare organization’s ability to provide quality patient care. But the most powerful key to better patient outcomes isn’t vanguard medical technology, an organization’s number of specialty providers, or even add-on programs designed to promote preventative care. Instead, recent research and practical in-the-field experience demonstrates that healthcare
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Small business medical insurance costs continue to rise a midst the uncertainty of future reforms and regulations. This white paper reviews 2012 health care trends and 3 strategies to mitigate the rising costs of health insurance.
In presentation to Texas Business Group on Health, HCMS Group shows how data analytics and risk metrics can be harnessed to identify and reduce waste in healthcare spending.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
The December edition of the Professional Diversity Network Jobs Index & Report focuses on the Healthcare sector and the position of the diverse employee and candidate in this rapidly growing segment of the US economy.
Population Health Management & Meaningful UsePhytel
The government’s EHR incentive program is designed to transform healthcare delivery and dovetails with other healthcare reform initiatives. Population health management, the goal of these initiatives, requires advanced forms of health IT.
How to Manage Population Health Effectively in Accountable Care OrganizationsPhytel
The Affordable Care Act authorized a Medicare shared-savings program for accountable care organizations, and private payers are also contracting with ACOs. To succeed, ACOs must learn how to manage population health effectively.
In October 2014, INTEGRATED's Bill Jessee presented "Where Is Healthcare Going? And How Will We Get There?" at Iowa Hospital Association's annual meeting. The presentation focuses on the forces shaping healthcare today, the delivery system changing in response to the environment, and what this all means for hospitals and physicians.
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- Take a look at some of the market-leading EHIE architectures and products
- Provide real exam...ples of organizations that are using EHIE to improve their operations
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U.S. health systems will have a projected deficit of 200,000-450,000 RNs by 2025. Meanwhile, hospital labor costs have reached almost 50% of an organization’s overall expenses. Now more than ever, leaders need a data-driven labor management strategy that ensures the most cost-effective, high-quality care.
How can hospitalist programs manage the ongoing shift to value-based care, along with operating costs and the challenges of managing, recruiting and retaining high-quality physicians? Read the report to find out.
2016 Survey of US Physicians: Physician awareness, perspectives, and readines...Deloitte United States
The Medicare Access and CHIP Reauthorization Act of 2015 (MACRA) is a Medicare payment law intended to drive health care payment and delivery system reform for clinicians, health systems, Medicare, and other government and commercial payers. Deloitte’s 2016 Survey of US Physicians sought to shed light on physicians’ awareness of MACRA, their perspectives on its implications, and their attitudes and readiness for change. The survey found that many physicians are unaware of MACRA. Regardless of their awareness level, most physicians surveyed would have to change aspects of their practice to meet the law’s requirements and to do well under its incentives. Many physicians surveyed recognize they will need to bear increased financial risk (under MACRA and in general) and need support and resources to develop the capabilities do so. http://www.deloitte.com/us/macra?id=us:2sm:3ss:macra:eng:lshc:071216
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It takes over a decade to train a doctor, and costs a lot of money. So it makes sense for medical workforce planning to take the long view of patient demand and workforce supply.
In this presentation to the Irish Medical Organisation's AGM, I present the robust workforce planning approach developed at the Centre for Workforce Intelligence, where I served as Director of Analytics for 4 years. For more detail on our methodology please have a look at the CfWI Technical Paper series.
Note: The Centre's contract with the Department of Health ended in March 2016. Some of its analysts and functions were brought in-house by DH. The Centre's website is archived here: http://webarchive.nationalarchives.gov.uk/20161007101116/http://www.cfwi.org.uk/
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
.
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Like most businesses, the healthcare industry is dealing with a surge of organizational change due to technological innovation and a generational shift in the workforce.
But healthcare organizations need to navigate one other challenge that’s unique to its industry: a staggering talent deficit. With this comes a heightened sense of competition among healthcare businesses to recruit the best talent and to encourage them to stick around. As a result, employee engagement is becoming top-of-mind for healthcare organizations across the board.
This white paper will identify the unique workforce challenges healthcare companies are facing and reveal how leading organizations plan on tackling them.
Submission Id ab299d7c-b547-4cf3-958a-07922ca71f2765 SIM.docxdeanmtaylor1545
Submission Id: ab299d7c-b547-4cf3-958a-07922ca71f27
65% SIMILARITY SCORE 12 CITATION ITEMS 20 GRAMMAR ISSUES 0 FEEDBACK COMMENT
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Patience Nehikhare
healthcaredeliverysystemchanges.docx
Summary
1175 Words
Running Head: HEALTHCARE DELIVERY SYSTEM
THE U.S. HEALTHCARE DELIVERY SYSTEM 2
Healthcare Delivery System
Patience Nehikhare
Grand Canyon University
December 22, 2019
The U.S. Healthcare Delivery System
There is a rapid change within the healthcare system in the United States. The
changes that have occurred were made for the purpose of improving quality,
rewarding value and not volume, as well as integrating and coordinating the care
(Seshamani & Sen, 2018). As such, this paper will seek to put into consideration
current healthcare laws within the U.S. and the nurse’s role within this continuously
changing environment; the manner in which quality measures and pay for performance
affect patient outcomes. Furthermore, the emerging trends in the healthcare system,
professional nursing leadership, and management roles will be discussed.
The Emerging Health Care Laws and their Effects on Nursing Practice
One of the most crucial healthcare legislat ions that has been enacted in the United
States since the inception of Medicare and Medicaid in 1965 is the Affordable Care
Act (Obama, 2016). The ACA was enacted in 2010. Issues relat ing to affordability,
ease of access, and the care quality within the United States healthcare system were
some of the driving factors that formed the list of many t ime spanning challenges
that compiled the init iat ion of this legislat ion. Between 2010 to 2015 there was a
decrease in the number of uninsured cit izens in the U.S. by forty three percent as an
effect of the Affordable Care Act.
The payment systems in healthcare are undergoing some changes and the access to
care has also improved (Obama, 2016). The ACA promotes preventive healthcare
models that put emphasis on quality care, primary care, and the funding of community
health init iat ives (Lathrop and Hodnicki, 2014). Millions of previously uninsured cit izens
are also provided insurance coverage and also some healthcare areas that need
reforms so as to meet the needs of patients’ improved healthcare outcomes are
highly focused by the act. The act has an effect on nursing practice in several ways.
The first effect is that the act creates a high demand for healthcare professionals
that are sufficiently trained to provide healthcare services that are up to the acts’
standards. The second effect is that Advanced Practice Registered Nurses (APRNs)
who hold the Doctor of Nursing Practice (DNP) are required to be prepared so that
they can meet the increased needs through the provision of leadership skills in
community health centers. These professionals are also held accountable for direct ing
and advocating for future init iates as well as ser.
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We live in a connected world where the effort required to communicate with someone has fallen causing the frequency and volume of communication to rise significantly. To effectively reach physicians it’s import to understand how they network and what platforms they use to stay connected. Learn more about physician networking by reviewing the infographic below: Physician Trends – Social Media.
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The physician workforce shortage creates a competitive recruitment marketplace. This white paper offers practical advice on what to do today to focus your recruitment strategy for long-term success.
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Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
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Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
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NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
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Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
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3. Projected physician shortfall between
40,800 and 104,900 by 2030.
Demographic trends
continue to be the primary
drivers of increasing
demand from 2015 to 2030.
Physician’s retirement
decisions are projected to
have the greatest impact
on supply.
If underserved populations had
standard care utilization patterns,
demand for physicians would
rise substantially.
Achieving population health goals will
likely raise demand for physicians.
Source: “The Complexities of Physician Supply and Demand 2017 Update: Projections from 2015 to 2030.” IHS Markit for Association of American Medical Colleges. February 2017
5. 5
84,280 111,295
92,652
114,089
0
50,000
100,000
150,000
200,000
250,000
2007 2015
Family Medicine Internal Medicine
Active Primary Care Physicians
2007 vs 2015
Though the total pool of active primary care physicians is growing, it is not enough to
keep up with demand and population growth which exceeds these numbers significantly.
PHYSICIAN SUPPLY INCREASING…
BUT NOT ENOUGH
Source: AAMC 2008 Physician Specialty Data and AAMC 2016 Physician Specialty Data Report
7. 7
SHORTAGE IS ACCUTE OUTSIDE OF
MAJOR CITIES
Only 10%
of physicians practice in rural areas
About 20%
of Americans live in rural areas where many do not have easy
access to primary care or specialist services
Source: Trend Watch, American Hospital Association, January 2015 and Doximity
9. 73
66
60
54 52 50
40 39 38
0
10
20
30
40
50
60
70
80
Pulmonolgy Oncology Psychiatry Cardiology Orthopedic Neurology Internal
Med
Family Med Pediatrics
Percentage of Physicians Above 55
Source: Doximity Talent Finder
Aging Physician Workforce
AGING PHYSICIAN WORKFORCE
10. CHANGING FACE OF MEDICINE
Source: AAMC The Complexities of Physician Supply and Demand, April 2016
11. PRIMARY CARE CANDIDATE POOL
Source: 2015 AAMC State Physician Workforce Data Book
Active Primary Care Physicians
225,384
Physicians Under 55
127,124
Est. 7% Turnover
8,898
(+) 3Y Residents
12,495
21,393
19. SOCIAL AND DIGITAL MEDIA
of all physicians use smartphones
for professional reasons94%
Source: Maximizing Multi-Screen Engagement Among Clinicians, Epocrates, Inc. 2013; MedTech Media 2015
20. SOCIAL AND DIGITAL MEDIA
of all physicians use social media
for professional networking31%
Source: Maximizing Multi-Screen Engagement Among Clinicians, Epocrates, Inc. 2013; MedTech Media 2015
21. of physicians prefer to receive information about
job opportunities via email.
Source: MMS Job Opportunity Preferences
49% of healthcare professionals read job opportunity
emails after 6 p.m.
over
95%
SOCIAL AND DIGITAL MEDIA
22. We are overfilling physician candidate’s plates –
We must be more targeted and strategic.
Less than
10%
of recruiter
communications are
relevant as reported by
the majority of physicians.
39%
of physician candidates
reported being
contacted multiple
times per week about
job opportunities.
Source: Doximity Physician Survey
REACHING CANDIDATES
23. Low Supply and High Demand Means Increased Need to
Reach Passive Candidates
Source: Doximity Member Survey
REACHING DIGITAL OMNIVORES
24. SUCCESS FACTORS FOR RECRUITMENT
Identify the
controllable
variables that you can
leverage for
successful outcomes
Adopt modern
recruiting
technologies and
techniques that
provide a competitive
recruitment edge
Create benchmark
metrics that will
measure recruitment
performance and
return on investment
26. THE KEY TO ROI
RECRUIT
EFFICIENTLY
RECRUIT TO
RETAIN
Optimize Recruitment Efficiency while Sourcing Candidates
Who will Fit, Succeed, and Stay.
27. BENCHMARK METRICS THAT DRIVE ROI
Satisfaction
Retention
Revenue ProductionRECRUIT
EFFICIENTLY
RECRUIT TO
RETAIN
Time to Fill
Acceptance Rate
Interview-to-Hire Ratio
Total Cost of Hire
Optimize Recruitment Efficiency while Sourcing Candidates
Who will Fit, Succeed, and Stay.
28. BE FAST AND STRATEGIC
Streamline the Process to
Shorten the Time-to-Fill,
Helping to Minimize Expenses
and Maximize Return
RECRUIT
EFFICIENTLY
30. ü Physician database
ü Social media sites
ü Mobile compliant website
ü Online application system
ü Email marketing system
ü Job board presence
ü Proactive communication
ü Candidate vetting process
ü Outreach and event presence
Crafting an Agile and Strategic Recruiting Process
RECRUIT
EFFICIENTLY
Borrow
Buy
Build
BE FAST AND STRATEGIC
31. Shorten Vacancy Time
by 60 days
for Revenue Gain of
$138,000
* Given $828,000 average revenue per
primary care physician per year
(specialists will be more)
How to Lower the Cost of Hire and Maximize Revenue
RECRUIT
EFFICIENTLY
Reduce
Interview-to-Hire
Ratio from
5:1 to 3:1
for Cost Savings of
$18,000
* Estimating $6,000 per Interview in travel
and team hours
Improve
Acceptance Rate
from 70% to 90%
for Cost Savings of
$24,000
* Estimating $24,000 to restart search
and resume interviews for declined offer
Source: AMGA 2017 Medical Group Compensation and Production Survey, MGMA 2017 Practice Compensation Report
BE FAST AND STRATEGIC
40. The Interview: Window to Your Culture
Tailor the
Interview
Team to the
Candidate
Utilize Your
Best Facility
Advocates
Assign Topics
& Ensure
Consistent
Message
Explore the
Candidate's
Priorities and
Motivations
CULTURE AND ENGAGEMENT