Managing And Operating A Physician Recruitment Program

Managing and Operating a
Physician Recruitment Program

Tammy D. Hager, Director
Physician Recruitment and
Retention

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

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

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

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

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

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

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

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

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

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

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

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

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

 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

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

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

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

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

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

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

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

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

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

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

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

In recent studies, physicians choose
a new position based on the following
criteria:
Geographic location
Lifestyle
Practice setting

27

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

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


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%


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


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)


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.


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

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

 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

 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

 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

 If it is a good candidate, the Lead
Physician notifies recruiter to set up
first interview.
 If it is a poor candidate, the recruiter
phone call and/or letter to candidate.

39

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

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

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

 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

 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

 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

 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

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

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

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

 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

 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

 If candidate is not a good fit for the
organization, the Lead Physician
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

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

 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

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

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

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

• 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

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

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

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

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

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

 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

 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

 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

 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

 Schedule meetings with mentor,
physician lead, dept. Chair, VP and
others involved in the on-boarding of
new physician.

68

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 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

 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.

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 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.

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 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).

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 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).

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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.

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Managing And Operating A Physician Recruitment Program

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