Andy Guenther and Jeremy Rodriguez, Delta Physician Placement
Tools for Recruitment
One trend that is becoming popular with many hiring facilities is offering temporary housing at a reduced cost for the first few months of an assignment. This helps relieve some of the stress associated with relocation for incoming providers that are new to the area. Physicians can spend their first few weeks on assignment focusing on responsibilities and orientation plus have a chance to learn about their new community—instead of feeling pressured to find the perfect home without any knowledge of the surrounding area. Many facilities have purchased or rented homes to temporarily host new employees, and some have even gone as far as sending a welcoming DVD to new providers with an introductory video containing facility information and options for temporary housing.
Offering an appealing package
Often, creative financial packaging can be established simply by evaluating facility needs. For instance, offering a directorship with a position opening can fulfill administrative responsibilities within your organization and attract incoming physicians looking for leadership experience. Some organizations have also adopted the policy of presenting open contracts to candidates, which allow physicians the freedom to terminate an assignment without penalty. Under this contract, managers aim to boost engagement and pride within an organization by making the facility an enjoyable place to work—so their physicians would never want to leave.
Another practice to consider is providing stipends to incoming graduates for signing-on to an organization. After agreeing to work with a facility, these quality-of-life stipends help support students as they complete necessary school and training prior to employment.
Adding a personal touch
Making the extra effort to stand out among preferred candidates can often help finalize an offer—sometimes, even small details can have a huge impact. Incoming physicians, particularly those who will be relocating to your facility, are very interested in the community they will be servicing. For some clients, sending a welcoming package with the local newspaper,information about the facility, and tidbits from the surrounding area (particularly if customized to the candidate’s interests) help to make an incoming physician feel welcome in their new home. Perhaps something as simple as leaving a new lab coat in an interviewee’s hotel room can help translate a welcoming and encouraging culture for your facility. Many hiring organizations have paid to bring a favored candidate’s spouse into town for a facility and community tour, prior to the candidate’s interview. Facility managers in these cases recognized the spouse was such a large part of the decision making process that they invested in bringing them out to assess the community, and if the spouse was sold upfront, it took a lot of pressure off of the interview.
What is a creative day-to-day?
While offering a choice between four 10-hour days, or working a regular 8 a.m. to 5 p.m. schedule has become somewhat of a norm in recruitment, offering a creative solution to flexible scheduling is still possible. Job sharing, or dividing a fulltime position into multiple part-time positions, is becoming a popular trend, particularly with difficult to fill positions. Some facilities may have difficultly in finding a provider willing to work fulltime due to the community’s location or a provider’s preference. However, allocating this same position into part-time schedules and adjusting the compensation accordingly may be more appealing for providers interested in open schedules. This also opens the doors to a larger pool of candidates that would consider part-time employment. This form of flexible scheduling can be determined by facility and provider preferences, and can range from two physicians working certain days per week, or alternating a one-week-on, one-week-off setup.
Community forgiveness loans are a rare practice that can be very attractive to physicians during their first few years of service. Once a physician has agreed to work with a particular organization, the surrounding community offers a welcoming loan, which is forgiven over a set period of time. For example, for every year a physician agrees to service a community, 25 percent of the loan is relieved.
Communication is the key to retention—this can be said of any type of organization. When an employee feels their voice is being heard, they feel engaged; engagement boosts pride; proud employees typically work harder and remain loyal to their organization. One way to ensure you are receiving feedback from your staff is by issuing reoccurring surveys that poll providers on what types of improvements they would like to see implemented within the facility. Once this feedback is available, facility managers can act on the information.
A great example of this technique was demonstrated by a bustling facility in Tennessee. After conducting a poll, an overwhelming majority of physicians with children expressed a need for childcare during working hours. To accommodate this need, facility managers invested in an onsite, higher learning facility with no charge to employed physicians. The daycare facility was also opened to the surrounding community for a regular fee. The return on this investment was a facility full of focused providers whose needs had been resolved—not to mention, a direct link to community members with children in need of daytime care.
Placements & Interviews
Placement Data by Specialty
This data represents average statistics of placements and interviews by Delta Physician Placement over the twelve-month survey period. Since these averages only include placements and interviews, the compensation information presented indicates the rate at which candidates are choosing to interview or sign. Average days information can be used to forecast a probable timeline for a recruitment effort in a particular specialty.
|Average Compensation||Average Days|
|Starting Compensation||Sign-on Bonus||Potential Compensation||From Interview to Placement||Total Placement||Fastest Days-to-Fill|
|Oncology || $417,464 ||$47,142 ||$499,713 || 77 || 213 || 138 |
|Pulmonary Critical Care||$370,222||$29,333||$458,000||23||70||57|
Placements by Population
Nationwide Search Distribution
Specialty Demand Comparison
|2nd Quarter 2012||2nd Quarter 2011|
Family Medicine ||Family Medicine|
|2.||Internal Medicine||Internal Medicine|
|5.||General Surgery||Emergency Medicine|
|10.||Pulmonary Critical Care||Neurology|
|13.||Gastroenterology||Pulmonary Critical Care|
|14.||Orthopedic Surgery||General Surgery|
Search Specialty Distribution
|Top 5 States Providers Have |
Taken New Opportunities
|Specialty||Number of Days|
Nationwide Physician Distribution
|Lowest Average |
to Close Credentialing
|Number of Days||Lowest Average |
to Close Credentialing
|Number of Days|
to complete a file