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The Association for Advancing Physician and Provider Recruitment (AAPPR) is redefining recruitment to retention and is the only professional organization where physician and provider recruitment leaders and others who influence recruitment, onboarding and retention can connect, learn and advance their careers.
May is Mental Health Awareness month and for me, nothing has stood out more over the past year than how many of us struggle with our mental health and just how prevalent mental health illnesses are. I recall speaking with my therapist last summer about how, while we may not recognize it, we are all experiencing a collective trauma. Living through a pandemic – or any historic and disruptive event – fundamentally disrupts our way of life, way of thinking and sense of safety and security. Then, during the AAPPR Virtual Conference last month, speaker Dian Ginsberg made a comment that really stuck. It was the first time I had even considered it but she acknowledged that through this pandemic, while almost everything shut down, we as physician and advanced practitioner recruitment professionals never really got to stop. Whether you were furloughed, redeployed, impacted by reductions, or were still operating “business as usual” – the urgency around the work we do became so much greater!
Reflecting on that, and in watching the opening videos of conference of what “office life” looked like for us or how we coped living in a world where we could no longer operate within our norms, I found myself being grateful for the support that I found and curious about what all of you did over the past year to bring light into what for many has been a very difficult time. For me, self-care became an even higher priority – and self-care can come in many forms. What we do – and the pressure that comes with it – is not easy. We operate in environments that are often high visibility and high stress. Not only that but we are wearers of many hats and are expected to pivot on a dime at any moment depending on what meeting comes next, what candidate or leader we are talking with or what fire drill is coming at us on any given day. And that can be HARD. So hard.
About 5-6 years ago I found myself in a work situation that was incredibly toxic, to the point where it had an impact on my physical and mental health. I hit a breaking point where I had no choice but to seek help. And through that help I learned so much about myself and my mental wellbeing. I was told that I had likely been operating at an extreme level of depression and anxiety for so long that it was almost unrecognizable – because it was my normal. Years of it. It took hitting rock bottom to realize that but I am so grateful I somehow, somewhere, found the strength to reach out. It changed my life for the better – both personally and professionally. I share this because I believe it is so important to shift the stigma around mental health. And as I speak with our colleagues and we share stories I find that often we are not alone.
The opening 90 second videos from the virtual conference can be found on AAPPR’s Facebook page. There are so many great examples of what work and life has looked like for our colleagues over the past year. I would love to hear from you about how you’ve coped or taken care of yourself over the past year and I would be delighted to share some of my own stories! Watch AAPPR’s social media and Chat channels for posts where you can share stories and photos. And for now I will leave you with just a few simple examples of ways you can look after your own mental health:
Mariela Alvarez-Sosa
Memorial Healthcare System
Marissa Anderson
Mayo Clinic
Rebecca Blythe
Ascension St. Vincent’s
Jamie Boutin
Encompass Health
Dara Brennan
Adventist Health
Judy Brown
GoHealth Urgent Care
Ginger Canaday-Thompson
Holzer Health System
Felix Castro
Atrium Health
Amanda Cato
Atrium Health
Timmy Coleman
Atrium Health
Kim Collins
Anne Arundel Medical Group
Aisha DeBerry
Bon Secours Mercy Health
Mark Douyard
Bayhealth Medical Center
Krysta Earhart
Sparrow Health System
Logan Ebbets
Cooley Dickinson Health Care
Donna Ecclestone
Duke Health
Susanna Edmondson
Erlanger Health System
Tom Farrington
Franciscan Physician Network
Jennifer Feddersen
UHS
Lauren Forst
Cleveland Clinic Health System
Carrie Galbraith
Davita Nephrology Practice Solutions
Armando Garza
The University of Texas Rio Grande Valley
Tammy Hager
Surgical Affiliates Management Group
Joelle Hennesey
First Physicians Group/Sarasota Memorial Hospital
Fayeann Hurley
Schneck Medical Center
Steven Jacobs
Einstein Healthcare Network
Rachel Jones
UPMC
Julie Juba
University of Minnesota Physicians
Courtney Kammer
Rush University Medical Center
Kaitlyn Krimmel
Ascension
Sarah Krueger
MidMichigan Health
Doug Lewis
Indiana University Health
Sarah Lipka
Geisinger Health System
Jill Little
Tenet Healthcare – DMC Medical Group
Elizabeth Madurski
UPMC
Scott Manning
District Medical Group (DMG)
Holli McConnel
Sentara Medical Group
Emerson Moses
OptumCare
Paul Olzak
Lake Health
Michael Palinchik
Cleveland Clinic Health System
Russ Peal
VHA Healthcare Recruitment & Consulting Office
Lynne Peterson
Bluestone Physican Services
Leah Popsecu
Rush University Medical Center
Kate Rader
The University of Texas Rio Grande Valley
Sasha Randolph
KUMC Rural Health Education & Services
Rachel Reliford
OSF Healthcare/OSF Medical Group
Linda Remer
CHRISTUS Trinity Clinic
Jessica Reynolds
Keystone Healthcare Partners
Christine Ricks
LifePoint Health
Robin Schiffer
OhioHealth Physician Recruiting
Laura Screeney
NewYork-Presbyterian
Brent Shore
Inova Health System
Pamela Snyder
Baystate Health
Heather Spinney
Northeastern Vermont Regional Hospital
Linda Stevenson
Baystate Health
Adam Ullman
Henry Ford Health System
Stephanie Wright
Methodist LeBonheur Healthcare
The Association for Advancing Physician and Provider Recruitment (AAPPR), the leading authority on physician recruitment, onboarding, and retention, has announced a new strategic corporate partner for 2021 – LocumsMart. Through its online portal LocumsMart provides a comprehensive virtual marketplace which connects healthcare facilities with agencies and candidates.
AAPPR’s strategic partner program, launched in 2017, fosters strong corporate relationships that support its mission to address the challenging and complex nature of physician and provider recruiting, onboarding and retention. This work is critical in a US health care sector that is facing significant and unrelenting physician shortages in the years ahead.
Founded in 2009, LocumsMart’s proprietary vendor-neutral portal connects 1500+ healthcare facilities with 95+ agencies and 7,000+ unique locum candidates presented in 2020. Preferred by more hospitals nationwide than any other vendor management system, their competitive online marketplace helps save clients time and money by streamlining and simplifying the locums procurement process. LocumsMart is the only system available created specifically for the locums industry, by locums industry professionals.
“There is perhaps no other time in AAPPR’s nearly 30-year history to have a better opportunity to anticipate and accelerate the profound transformation the health care sector will face moving forward. When LocumsMart entered on the scene in 2009 no one was sure of the impact they would have on locums tenens recruitment but they have since become a game changer. Our partnership program is built upon organizations like LocumsMart and our other partners working together to positively impact this industry,” said AAPPR CEO executive Carey Goryl, MSW, CAE.
“LocumsMart is excited about this mutually beneficial partnership to create and improve the tools that serve professionals in physician recruitment,” said Keitha Ray, Vice President, National Sales and Marketing. “We want to work with AAPPR to not just help recruiters, but further consult on the locums industry.”
For more information about AAPPR or the strategic partnership program visit www.aappr.org or email info@aappr.org. For more information about LocumsMart visit www.locumsmart.net.
It cannot be emphasized enough that setting clear expectations in any relationship between an in-house recruiter and a chosen firm or agency is vital to success. Your candidates have expectations, and you take great effort to communicate with candidates along the way. Are we giving our contracted agency firms the same expectation setting? Both parties have expectations about the process and what success looks like, but are you on the same page?
In the current environment of the COVID-19 pandemic and the resulting level of uncertainty, in-house recruiters must take the lead. Remember, agency recruiters and consultants work for you or your organization.
Of course, you can’t control what agency recruiters do or how they operate, or how often they solicit, but you can manage the expectations of outcomes and how you and your organization will be represented to clients. You lead the hiring process and are ultimately responsible for the success of securing a candidate within a timely period. You are the one judged for the quality of candidates put through and so ensuring clarity with your agency partner is key.
One of the mistakes a person responsible for the search can make when dealing with agencies is putting off those calls and not communicating with them enough; at the beginning, during and when closing out a search. Vigorous communication reduces the natural information gaps and assumptions people will make in the absence of clear information or expectation. Elements such as search parameters, timeline, communication preferences, and how feedback in given and applied are all worthy topics.
Insider tip: Recall your worst interaction with an agency or firm. What happened that made it so difficult? Ideally, what could have created a different experience? Use that reflection and the lessons learned to guide expectation setting in all future contracts and continue to reassess what works and doesn’t.
You likely will find yourself needing to educate and set boundaries with the agency recruiter at the beginning of the process. If you haven’t already considered looking at the elements of project management, this may be an excellent method to effectively keep a search progressing. A search is more than just a series of scheduling interviews, meetings, calls, and tasks. It is also more than understanding what you need to do, what’s completed, and what’s overdue. While you may have something to learn from what an agency provides in terms of its process, you will want to clearly articulate and get the agency to buy into yours as well.
All of this preparation reduces the risk that something will go wrong along the way and increases the change of a positive search experience for you, the candidate, and the firm. You’re likely under a lot of pressure to begin right away but taking a bit of time at this stage will save you hours, days if not months down the road.
Setting expectations is not a “one and done” activity. Much as in project management, the process is managed all along the way. Expectations may need to be revised or changed, timelines may expand or compress and having ongoing communication is the only way to address these elements as they’re happening. No candidate wants to experience unnecessary delays because the hiring organization and the agency they’ve contracted with are not on the same page. Your candidates just may drop out of the process.
Expectation setting is a two-sided conversation. The agency may have its own expectations, processes, and timelines. They may also have some advice that could help the search so with a respectful and transparent relationship, these times of advice are worth the listen. You hired a firm because you needed help – now help that firm be successful in helping you.
AAPPR can help you develop your recruitment, onboarding and retention strategy with best practice resources that will reduce your search time, improve internal efficiencies and demonstrate to your leadership the value of well-resourced in-house recruitment teams. Join AAPPR to solve problems, share ideas, make better business decisions, learn how to do things better and get the support you need.
At the end of a successful campaign, we like to look back, evaluate and measure success. It is also a great opportunity to say thank you to those who participated and engaged. We are grateful that at the close of the #IamAAPPR campaign, we can do both things.
Throughout the three-month campaign, we saw an increase in website traffic to aappr.org and in followers across all AAPPR’s social media platforms – Facebook, LinkedIn, Twitter and Instagram. Not only was there a boost in our followers, but the overall user engagement was at levels we had not seen since March, before the COVID-19 pandemic. There was even an up-tick each month in both new AAPPR memberships and partnerships.
What does this tell us? That even during a global pandemic, when there is a high likelihood for social media burnout and general inbox exhaustion, with the health care community taxed, AAPPR members were continually inspired to respond, comment and share – to be an active part of the campaign. The key reason for this engagement and inspiration, without question, was all the great stories shared by our members and partners. Both in the number of stories told and in the depth of their individual expression, your IamAAPPR stories defined this campaign and is what made it so compelling.
Whether you liked a post or shared your story, it is our sincere hope that you found new value in your AAPPR membership. Your enthusiastic engagement and willingness to spread the word about AAPPR is the essential foundation for a successful campaign. After all, there is always a need for inspiration and we look forward to hearing the next great IamAAPPR story.
As the COVID-19 pandemic spread over the world, taking over our collective global consciousness, I couldn’t help but be reminded of the earliest days of my career as an infectious diseases physician. My fellowship began during another viral pandemic: H1N1 influenza. Every night brought calls to the bedsides of shockingly young patients who were profoundly sick in the ICU. The similarities between 2009 and the current COVID-19 pandemic, however, end there.
Despite being a new strain of influenza that was particularly deadly for young people, H1N1 quickly revealed its secrets to us. We learned early how it spread, how to treat it, and, eventually, how to develop a vaccine for it. The current novel coronavirus however, has offered no such early victories. Much of the spring passed in a blur as healthcare workers across the country struggled to cope with the sick flooding into our hospitals.
The pandemic made it impossible to deny the inequities in our society, with historically marginalized and underserved populations disproportionately represented among those sick and dying. It laid bare how unprepared we were across the world for a disease of this magnitude. As we were racing to get treatment studies up and running, infection control preventionists were working through appropriate ways to cohort patients and protect hospital workers, and our environmental services workers were perfecting safe ways to terminally clean rooms. We learned how the disease spread, as we tried to work out what medications and interventions worked. This collective challenge for our community of healthcare workers was unlike any most of us had experienced. Caring for the patients we were unable to save and speaking with their frantic family members over the phone contrasted dizzyingly with the euphoria of seeing critically sick patients eventually be discharged after weeks on the ventilator. My hospital rang a bell each afternoon as a reminder of those discharges, something that often afforded me a rare moment of uplift in the middle of a punishing day.
Six months on, we have learned more about this complicated virus. We have more information on which treatments don’t work and which may. We know better how to manage patients in the hospital and the complications that can arise with this infection. Having incorporated the lessons learned from the first wave, our community is developing logistical solutions to help us navigate the second one. For instance, my division responsively devised back-up teams to step up as the numbers surge again. Similar preparations are being made in hospitals around the world.
We should have been in a better place. We had a reprieve in summer when numbers went down, but they never went as low as they should have due to factors that are obvious to us all. The politicization of every aspect of this pandemic has exacerbated its harms, and hampered our response. And now we live through déjà vu as we turn to face the headwinds of the second wave.
While we have drugs that help patients with COVID-19, we do not have a cure. Our only true defense is prevention of spread. After forty six million worldwide cases and having lost well over a million humans to this virus, we know what that looks like. Hand washing, masks and social distancing. Hand washing works. Masks work. Social distancing works. We all have to practice all three. While vaccines are studied and a cure is perfected, preventive measures buy us time; they hold death at bay. They allow as many of us as possible to live until our species achieves herd immunity, which, despite media and political disinformation, is only truly obtained via vaccination. Without prevention, uncontrolled spread will burn through us like wildfire. So-called natural infection will cost us untold lives, and many millions more will experience illness and disability. Not only do we have no idea what threshold number of infections gets us to population immunity, we do not even know if such a thing is achievable or long lasting: thus far, we have no reliable understanding of how long immunity will last. What we do know are the myriad complications of this disease. We know that people with even “mild” disease suffer. We know that not only are people sick when acutely unwell, but a significant number are still symptomatic weeks and months after recovery. Uncontrolled spread, allowed in the hope that it will result in herd immunity via natural infection, carries too high a cost for us all, and offers no guarantee that it will bring this pandemic to an end. We must persevere and focus on prevention until a safe and effective vaccine is available to us all.
Multiple large vaccine trials are underway in an unprecedented, coordinated effort to achieve this. These trials must prioritize enrolling people to be truly representative of the population for them to have any impact on the covid-19 pandemic. Researchers and physicians must address historical and ingrained biases and enroll elderly volunteers and people of color, or the vaccines they produce will be inadequate. Once we have effective vaccines whose immunogenicity and effectiveness we fully understand, we come upon yet another hurdle. The vaccines must be made universally available without exception, quickly, and free of charge to all. We cannot allow venality and commerce to be a factor in this time of acute global challenge.
The H1N1 Influenza pandemic of 2009 is estimated to have caused just under 600,000 deaths worldwide. With 1.2 million deaths, of which at least 7,000 have been healthcare workers, this pandemic has far surpassed that. We have moved past a point where it is appropriate to ask if masks are irritating. We must acknowledge the grim reality of our situation and what is to come, and ask instead: what can we do? Wear a mask and socially distance. Our friends, our families, the entire global community depend on each of us taking responsibility for our own part in the fight to end this pandemic
March, 2020. Social Distancing was starting to become a familiar term, and all eyes were on the rising numbers of COVID among the U.S. It was just a typical day in the office on Friday the 13th – typical in the sense that we were still able to sit in our office and collaborate with our colleagues IN PERSON. Corporate travel had already been halted, COVID numbers were the talk in every corner, and we were moving to an official Pandemic in the world.
I headed home for the weekend … and then never went back. It happened so fast. As most of us in the nation, the majority of Mayo Clinic staff was pulled out of our offices and told to work from home until further notice – only direct patient care were to be on the campus. We had daily calls to update us on the ever changing situation of the nation and at Mayo. Elective or non-emergent cases were getting cancelled. Direct patient care staff was starting to get pulled home. It was getting scary.
At first, our team was told that hiring APPs and Physicians was a priority – so to continue to recruit full speed ahead, but interviews would be coordinated virtually. The pendulum was starting to slide in the opposite direction by the end of our 2nd week in. Mayo Leadership had asked all positions to be pulled from our website until further notice. Do not recruit. Instead, compile status reports of each position –do that tonight and then wait for more direction.
Our director pulled us into projects until we knew more. She tried to keep us calm, and keep us occupied. She was transparent that she couldn’t promise the future wouldn’t be scary. But that she had faith in Mayo. And then, in early April our highest leadership made some very historic decisions (historic for Mayo Clinic). It was announced all salaried staff were taking pay cuts. The higher up in ranking, the higher the pay cut. Our physicians were taking cuts too. Then, the words and information surrounding pending furloughs was announced.
Mayo Clinic? Furlough? What does that even mean? How does this happen in a matter of weeks? Thankfully, our leadership anticipated the questions and had the answers. Given the situation, they did as well as they could. We were provided multiple resources. All staff was asked to consider volunteering for furloughs. After it was all said in done, our Physician Recruitment team was cut by 80%. Just enough to keep the lights on, the rest of us were off for 4 months. Some were to be longer, none were to be less.
So, I embraced the summer with a bittersweet feeling. I have kids – so to be a full time mom off of work for a long period of time was fun to consider; especially with the kids not in school. But of course, in the back of your head there is worry. Would I really get my job back? Those left behind were busy holding down the fort. BUSY. I felt bad for them! But, it did help the anxiety and worry of a job to return to. They promised they couldn’t wait to have us all back together again.
Mid summer, WAY earlier than planned, Mayo leadership announced that furloughs would all end no later than 8/31/2020 – even if you were to be out longer. And, everyone’s full pay was being reinstated. VERY GOOD NEWS! In the spring, Mayo had made quick – drastic – changes to our payroll to be sure we could survive the revenue that had stopped from cancelling and delaying certain patient needs. Because of that and the fast-acting decisions to safely get patients back, things were up and running on a quicker timeline than planned.
This was all very exciting. And it has been great to have our entire team back. Across the nation, employees everywhere are working from home. The one difference for Mayo, unlike many others – is that it is permanent. We will NOT be going back to campus. Our offices have been condensed and repurposed. Leases have been let go. We are now completely virtual Mayo Clinic employees.
I walked in to our office to grab all of my things – and my calendar was still stuck on March. That hit me hard. I gathered 9 years of materials, paperwork, pictures, etc. and walked out of the office. I walked around our campus and smiled with my eyes at all the patients I saw (because…mask over my mouth). And I cried. We are recruiters! We like to interact with people. I personally love connecting with the patients and being reminded why we do our jobs. And just like that – my motivators had to change. I had to figure out different ways to remind myself why I do the job I do.
It’s tough. I’m not going to lie. It’s an interesting concept to wrap our heads around. But our Recruitment team is adjusting to the “new normal”. We are intentional with our team interactions. Making sure we find avenues to collaborate in a professional and social way safely via Zoom. It’s been a lifesaver for our sanity. We’ve identified different ways to give team shout outs. We celebrate the successes in very different ways. But we still do it.
We also clearly defined roles & responsibility among our departments, our assistants, the recruiters, and more to be sure that nothing gets missed. The candidate experience is different – but it is still meaningful. The job is getting done.
For me, the hardest part being home is blending my professional world with my home life. I value being a subject matter expert. Being a professional and known as Marissa the recruiter. Not Marissa the recruiter who has a kid walk behind her in the camera…or Marissa with the random table in the background (shout out to the inventor of virtual backgrounds!). I’m learning how to set my boundaries of work and home. I took my email off of my phone because my workstation is always a few steps away. I try to schedule intentional social breaks with people in my “COVID circle” such as a coffee or lunch.
I’m still learning. We all are. And, as we approach the colder Midwestern months – my anxiety of being stuck inside and home all the time is definitely getting to me. But, like all of us – I will keep adjusting my needs and finding my balance. I will keep supporting my colleagues and my family through this interesting year. I will keep working with the AIR leadership team to figure out ways to connect our community. I will keep on keeping on. And I bet you will too.
When I was offered an opportunity to start a new Onboarding program for our faculty practice 11 years ago, there were very few successful programs out there to replicate. Fortunately for me, I was a member of AAPPR and was able to rely heavily on my colleagues to bounce around ideas and they were always there to encourage me. As my program developed, I expressed interest in presenting at an AAPPR conference. Though I was nervous about presenting, I genuinely wanted to share what I was doing and learn with other AAPPR members. After interest grew in onboarding within AAPPR, I was asked to create an onboarding presentation for our AAPPR fellowship program (Now the CPRP Certification). I accepted the invitation to present and found out – I love presenting! I had found a hidden passion. Additionally, one of the highlights of my career was in 2016, our onboarding program was awarded a Best Practice honor by Joint Commission. Was AAPPR done helping me unearth and bring out passions and talents inside me? Not by a long shot.
Early in my membership, I realized that the recruitment niche of the academic arena was not truly represented in AAPPR. When I approached the AAPPR leadership at that time about the interest in creating a chapter for academic members, they were very supportive. Within a few short weeks of making phone calls, I had several academic members interested in creating a formal chapter – AIR – Academic In House Recruiters – and we were off and running, developing governing documents, having monthly meetings and developing educational content to meet the needs of academic members. A few years after that, I changed my role to onboarding and did the same thing – and the OAR – Onboarding and Retention Chapter – was created. I never thought I was capable of originating or leading in that capacity and gained so much from the experience. I had found more skills I didn’t know I possessed, and another hidden passion was now uncovered. I built on that success and gained more confidence to do something else I thought I’d never do and ran for an AAPPR board position where I served for six years. AAPPR had opened yet another door for me to grow and develop on my journey as a professional.
How did the journey begin? I honestly believe it was with those first few AAPPR relationships. The encouragement, answers to questions and support kept me confident enough until, in time, I was advising others. The strength of the networking within AAPPR helped me find strengths within myself. It can start with one person, or even one meeting – and the connections just blossom from there! The networking among AAPPR members is off the charts. Our members are there for each other – to celebrate with you and to help you when times are tough. When a member calls me with a question, I love being able to give them the name of another member they can call who has had similar experiences and can give them insight.
AAPPR is also there to provide support as I work to impact health care in my community. Our internal colleagues work hard to ensure our new providers have a great onboarding experience and thus help increase retention for their organization. We recently added offboarding to our department’s responsibility and reporting to leadership on trends/ concerns that need attention to ensure our providers are happy and stay. Less turnover means less red tape and interruption of first-rate service and AAPPR is there to give recruiters the information and inspiration they need to retain top providers.
The AAPPR networking and educational opportunities really come to life at AAPPR conferences and events. The events help keep members connected, and the more involved you get in AAPPR, the more valuable, and fun, the connections become. Something fun to do at an AAPPR conference is to wear ribbons with various titles. Some of those are traditional – Board Member, Presenter, etc. and some that the vendors give out are more fun. At one of the conferences a few years back, an AAPPR colleague had a DASPR designation and I said that I liked all his ribbons except for the DASPR…we talked about him needing to get his FASPR certification (Now the CPRP Certification). At the next conference, when we connected, he proudly showed off his FASPR ribbon. I guess another hidden passion I’ve found is helping to promote all the tools and resources available within this organization, just like others did for me when I got started. Members encouraging other members and both wanting the best for each other – that’s AAPPR!
Officially, AIR is a Shared Interest Group (SIG) of the Association for Advancing Physician and Provider Recruitment (AAPPR). AIR’s membership consists of in-house recruiters across the nation who ac into faculty-affiliated jobs, either at their respective university, affiliated hospitals, or groups. The organization is dedicated to empowering the advancement of academic recruiters through networking opportunities, education, creating a platform for research and articles, promotion of member facilities to residents and fellows, and serving as a collaborative organization for support of members.
“This special sub-group of physician recruiters faces a daunting set of additional challenges and serve an incredibly important part of medicine in our country. AAPPR works every day to remain a trusted resource for information, advocacy and support,” said Carey Goryl, MSW, CAE, CEO of AAPPR.
All physician recruiters help hospitals run smoothly and help reduce red tape within administration offices by making sure the best physicians in the country are hired and then retained. However only AIR members are tasked with finding top physicians also seeking faculty roles and leadership positions on research teams.
AAPPR understands the importance of a career dedicated to recruiting talented, passionate individuals to academic medicine. It is our mission to provide tools and services to meet the needs of our members. Academic In-House Recruiters who join AAPPR receive a quarterly rotation of membership calls, webinars and the “AIRmail” newsletter to share information. Membership in AAPPR brings academic recruiters together to share ideas, strategies and information to create further awareness of academic opportunities among physicians. Any member of AAPPR can join the Academic In-House Recruiters at any time for no additional cost.
Further AIR goals are to:
For those who have come to understand the strength in numbers that comes with a membership in AAPPR and AIR, it’s the perfect time to join and invite others to embrace the #IamAAPPR campaign.
A unified mentality is at the heart of every successful organization. When we work together, we can elevate the recruitment profession and encourage others to support, join or otherwise positively influence our organization.
Being part of AAPPR has made a huge impact on my career. I volunteered to present during an AAPPR conference in Minnesota about Applying Lean Principles to Physician Recruitment. Unbeknownst to me, the CEO of American Hospital Dubai was in the audience. Within a few months I was recruited to the Middle East to set up the first in-house physician recruitment department in the Middle East.
During my career in this field, and especially as a member of AAPPR, I have met some incredible, hard-working individuals who really want to be the experts in the field of Physician Recruitment. When I first joined, I was lucky enough to have individuals help me with templates and great ideas and suggestions so that I did not have to re-invent the wheel. Over the years, I have done the same for new recruiters and have offered any tools, templates and techniques I can share. I have built incredible relationships with the vendors over the years, which has strengthened my position as a recruitment leader and has given me additional credibility as an expert in my field.
I’m always singing the praises of being a member of AAPPR. When asked what’s the biggest reason someone new to this field should join, my immediate response is networking. Simply stated – Networking Is Everything! Suppose you are serious about being in the physician recruitment world. In that case, you absolutely need to be part of an organization that allows you networking opportunities and unparalleled educational opportunities that can help you advance in your career. It is an incredible feeling to see all your peers during the yearly conference and the amount of love and support you will receive as part of the AAPPR family! The support of the AAPPR family has allowed me to remain in this profession longer than I ever thought possible.
Physician recruitment is rarely a career you choose; it is often something you fall into or stumble upon. Having the ability to be part of selecting the healthcare providers who live and work in your community, where you and your family live, is an incredible feeling and provides a real sense of accomplishment and most of all, pride. YOU can help decide WHO will take care of your community. How incredible is that?
My involvement in AAPPR has not only opened all kinds of doors for me; it has challenged me to do things I never thought I could. Being around so many other passionate people made we want to do more myself. For example, I was one of the first guinea pigs for the Associate, Diplomate and Fellowship exams (Now the CPRP Certification). I was also part of the committee that writes the fellowship questions and presented numerous occasions on various subjects. I am so extremely proud to be part of such an important organization that is so supportive and inclusive. The fact that so many individuals offer their time to volunteer for this organization tells you how important this group is and how we all want others to succeed and how we want to support each other.
Provider recruitment is not a job, it is a lifestyle that we all have chosen somehow. Since my sons were small, they have always known mom was part of an important organization and loved the giveaways I would bring home for them. They were proud of me when I told them I presented to a large group of recruiters. The conferences have become the part of my year I look forward to and I have gone every year except for 2020 due to COVID-19. I always look forward to seeing everyone and meet new colleagues. The best part is always the evening event where everyone, members and vendors spend time together. The mood is different the next day and people have finally had a chance to relax and have fun together as a group. Having a book signed by the author thanks to PracticeLink is always amazing and something I show at home with great pride.
If you are a company that has anything at all to do with provider recruitment, you need to be involved with AAPPR. This is where all provider recruiters go for their education and for their networking and information gathering and guidance. Not participating in the programming, networking opportunities or annual conferences would be a real missed opportunity to bolster your career, brand your company and create relationships and contacts with the people you need to help grow your business. Take it from me; this membership is time and money worth spending and the best ROI you will ever get.
Over the years, so many members have positioned themselves as big brothers and sisters to me. I often needed some career advice and those I’ve reached out to have ALWAYS been there for me, guiding me when the road ahead was a little unclear. To have that type of support that you don’t have in an office setting is invaluable.
In a way, AAPPR has become part of my family story and I would not change a thing about it. I am a proud member of AAPPR.
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