The document discusses the significance of corporate culture in physician recruitment, highlighting how it influences employee interactions and impacts organizational performance. It outlines factors that define culture, the importance of cultural fit in hiring, and how various physician demographics perceive organizational culture. Additionally, it emphasizes the competitive advantage that a well-established culture can provide in the recruitment and retention of physicians.

1. OHA June 2014
When a culture fit becomes an issue for
hiring physicians
DAVID ANDRICK
DIRECTOR PHYSICIAN RECRUITMENT
ADRIAN R. BYRNE
P R E S I D E N T
LUND-BYRNE ASSOCIATES

2. Some definitions
• The beliefs and behaviors that determine how a company's
employees and management interact and handle outside
business transactions. Often, corporate culture is implied,
not expressly defined, and develops organically over time
from the cumulative traits of the people the company hires.
A company's culture will be reflected in its dress code,
business hours, office setup, employee benefits, turnover,
hiring decisions, treatment of clients, client satisfaction and
every other aspect of operations.
• The distinctive ethos of an organization that influences the
level of formality, loyalty, and general behavior of its
employees

3. A learned quote
An organization’s corporate culture can account
for up to 30% of its performance when
compared to “culturally unremarkable
competitors”.
This according to Dr. James Heskett
UPS Foundation Professor of Business Logistics, Emeritus at the
Graduate School of Business Administration, Harvard University.

4. What is “culture”
Culture is an expression of:
• What are the driving values of the
organization
• How things get done, how the priorities are
set and how they are reinforced
• How we measure success
• How people interact within the organization
AND
• “the way things are done around here”

5. How is culture developed
What defines the behaviors for a desired culture
• Force of character of an individual
• A focus on unifying goals
• Leading by example
• Building the company lore on getting there
• Articulating the acceptable processes
• Active support of protocols and standards of care
• Communications – who/what/when/how
• Being prepared to intercept and correct
“undesirable” actions

6. Is there more than one culture?
YES there can be:
• Hospital Culture
• Medical Staff Culture
• Employed Physician Culture
• Independent Physician Culture
• Community Culture
• Do they co exist?

7. Framework for the culture
• Vision: A hospital presents physicians with a clear plan for its
future in which physician participation is a core element. This
must be a compelling plan that resonates with the new realities
around the three basic needs of the physician — respect, clinical
autonomy and income.
• Branding and marketing: Access to patients is important to
physicians. The hospital’s branding strategy and marketing support
will be effective and seen as a differentiator in employing
physicians.
• Physician leadership: Respected physicians with demonstrated
competence as leaders and managers will play a prominent role in
the employment strategy.

8. Does reality match the vision

9. How do you know if there is a fit
Assessing the candidate professionally
• Experience
• Age – practice style
• Levels of involvement
• Creativity
• Memberships
• Likeability

10. How do you know if there is a fit
Interview process
• Do you plan your interview?
• Select people from your facility that represent
the culture
• Observe a candidates level of interest during the
visits (and Spouse)
• How do you leave things after visits

11. Can you articulate your culture
Defined as Supported by
Rate as important in
your culture (1 to 10)
Physician friendly?
Quality oriented?
Patient focused
Collegial
Profit motivated
Area leader in services

12. What attracts a physician to your
culture
• Varies by age and previous experience
• Be aware of practice and physician life cycles
• Will vary by specialty also
• Inventory your contractual offerings
• Do your own SWOT analysis of your culture
• What items are important to and meet the needs and
expectations of the differing age groups, sexes and
nationalities
• Physician shortage issues

13. Physicians
(50 yrs to 60+ yrs)
Profile How Does Your Culture match up
• Experienced
• No desire to change practice
styles
• Top off pension
• Exert some influence /
mentoring
• Relocation can be easier
without young families
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________

14. Mid Career Physicians
(40yrs to 50yrs)
Profile How does Your Culture match up
• Experienced
• Open to change
• Wants to maximize income
• Leadership opportunities
• May have young family
• Spouse needs work/social
connections
• __________________
• __________________
• __________________
• __________________
• __________________

15. Early Career Physicians
(30yrs to 40yrs)
Profile How does Your Culture match up
• Some experience and growing
• May look for mentors
• Open to change
• Enthusiastic
• Wants to maximize income
• No interest in meetings
• May have young family
• Spouse will want to make
connections/work
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________

16. Why do physicians sign on
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Strongly Disagree -1
2
3
4
5
6
7
8
9
Stongly Agree - 10
Expectation of Cultural Fit as Determining Factor for Employment
Cejka Search: Report 2013

17. Why do physicians leave
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Strongly Disagree -1
2
3
4
5
6
7
8
9
Stongly Agree - 10
Lack of Cultural Fit as Reason for Leaving
Cejka Search: Report 2013

18. Why is culture so important
When a recruited Physician leaves the
community
• The cost of recruitment is easier to
calculate
• Soft costs harder to estimate
• Loss of downstream cases from the practice
• Practice productivity and support staff
• Loss to the hospital of surgical cases

19. Why is culture so important
It’s also about competition in a tough market for
recruitment:
• Competitors can match your contracts
• Your business opportunity is not unique
• It is unlikely that your community is very different
from other available options
• Your operating systems can be duplicated
NOTE:
• It is hard for competitors to match a successful
culture that has evolved over time.

20. Accountability and Culture
Personal
Accountability
Cultural
Accountability
Hierarchical Accountability
Reproduced with permission: Joe Tye, CEO Values Coach Inc.

21. How big are the gaps ???
• The Recruit:
• First impressions
• Personality
• Is there something that can be coached to make a
fit?
• Will the person be able to change
• Your Organization
• Feedback
• Likeability
• Ability
• Environmental / community

22. Culture as a competitive advantage
• Culture can create competitive differentiation
• Set aside any personal likes/dislikes – does your
culture work?
• Are you hiring warm bodies or cultural fits
• A good culture is hard to duplicate
• If there is a fit, the new people will easily
adapt to the culture
• People are loyal to culture, not strategies

23. Finding the connection
• What tools do you have in your box to recruit
these physicians
• What tools do you need
• How will you leverage your culture in your
recruitment efforts
• What does the culture do to hinder recruitment
• What does the culture do to help

24. Bottom Line
CULTURE TRUMPS STRATEGY
Joe Tye, M.H.A., M.B.A., is the CEO and Head Coach of
Values Coach Inc.,