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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.
Purchase 2020 Benchmarking Report
OKEMOS, MI / ACCESSWIRE / October 7, 2020 / According to a recent physician and provider recruitment benchmark study filling Surgery and Primary Care physician positions took less time last year – a five-year low for Primary Care placements. The study, reflecting data just prior to COVID-19, also showed that Health Care organizations continue to grow and seek more physicians. The report comes from the Association for Advancing Physician and Provider Recruitment (AAPPR), whose members are the leading authorities in the recruitment to retention continuum.
Nearly 150 AAPPR health organizations participated in the extensive annual research study representing more than 11,000 searches, almost two-thirds specific to physician searches.
Additional findings from the just-released 2020 In-House Physician and Provider Recruitment Benchmarking Report include:
“The time it takes to fill a physician search is a metric tracked by all health organizations and is often the most important data point to healthcare executives. I’m happy to see this number decreasing as it may point to added efficiencies and the leveraging of technology within in-house recruitment teams,” said Emerson Moses, AAPPR Board President-Elect. “It is good to see that organizations continue to add recruitment and talent acquisition staff to their in-house teams, which must almost certainly contributes to increased effectiveness.”
Carey Goryl, CEO of AAPPR stated, “It was a positive sign that so many organizations participated in the study even amid the start of COVID-19 in the U.S. It was important to capture the industry’s data as it was pre- COVID. What we’re seeing and hearing now is that there are more physician candidates in the search pool, especially in rural areas. And from in-house teams to placement firms, many are noting that the time to fill positions is getting even shorter.”
In an effort to help health care organizations predict the time it will take to fill a particular physician specialty search, anyone can access the online Days to Fill Calculator. This online predictive tool provides an estimated range of time that it will likely take to fill a specific physician specialty vacancy based on circumstances such as the organization’s size, geographic area, or desirability of location.
AAPPR also offers a Compensation Calculator that estimates a recruitment professional’s compensation based on factors such as role in the company, years of experience, formal education, organization size, etc. to anyone who purchases the report.
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a professional organization comprised of nearly 2,000 members focused solely on advancing in-house physician and provider recruitment professionals. AAPPR is the leading authority on physician/provider recruitment and retention.
The complete 2020 In-house Physician and Provider Recruitment Benchmarking Report is available to organizations for $399. To order, please visit https://aappr.org/research/benchmarking/ or email info@aappr.org.
Purchase 2020 Benchmarking Report
For more information, contact:
CAREY GORYL, CEO
517-318-6314; cgoryl@aappr.org
SOURCE: Association for Advancing Physician and Provider Recruitment
Doug Lewis is the Director of Physician and Advanced Practice Provider Recruitment at Indiana University Health, the largest network of physicians in the State of Indiana. IU Health has a unique partnership with Indiana University School of Medicine, one of the nation’s leading medical schools. Doug leads a team of 11 and is responsible for directing strategic recruitment across the state of Indiana. Doug has been in the health care profession for over 15 years and has experience with both in-house and agency recruitment.
Doug has been a member of AAPPR since 2010 and completed his FASPR certification in 2013. He is currently an AAPPR Member Engagement Committee Co-chair and active with Indiana Society of Physician Recruiters (INSPR) and the Academic In-House Recruiters (AIR) Network. He has held positions as President (2015-2018) and Conference Chair (2018) of the Northwest Staff Physician Recruiters (NWSPR). Doug completed his undergraduate education at California State University, East Bay, and received his Master of Science in Health Care Management from Oregon Health & Science University.
Doug is originally from Walnut Creek, California, has lived in Seattle, Washington, and now resides in Indianapolis, Indiana. He enjoys traveling, outdoor activities, volunteering, and spending time with his friends and family.
Lynne Peterson, CPRP, is the Senior Director and Ambassador of Provider Recruitment and Retention at Bluestone Physician Services. Reflecting on what AAPPR means to her, Lynne states, “AAPPR members are unique in that they start the physician and provider recruitment process at a different place and a different perspective – from inside the health care setting. They are mission-driven. In-house recruiters know their communities. They are dedicated to bringing quality care to their friends, neighbors, and families.”
Furthermore, Lynne believes that in-house recruitment professionals genuinely care about the entire process of placing physicians and providers in their health care system. “There is a sound and effective methodology that our recruiters adhere to; there is concern about fitting into the culture, the community, about how their children or family would like it.” In-house recruiters are dedicated to ensuring that providers have all the information they need to make the best employment decisions for themselves.
“Advancing the recruitment profession has been especially important during this time of constant change in health care and response to the Covid-19 pandemic,” says Lynne. “AAPPR members stand together, and that makes us resilient – our organization continues to listen to our members, partners, and peers to understand the changes in the health care landscape as it relates to provider recruitment. #IamAAPPR!”
#IamAAPPR is a celebration of our members and the fantastic work they do in health care in their communities every day.
Carey Goryl, MSW, CAE, is the CEO of AAPPR. Carey believes that the #IamAAPPR campaign is a platform to highlight AAPPR members, strategic partners, and programs directly from people living it every day. AAPPR is a committed partner in advancing physician and provider recruitment professionals and their careers, connecting the best and brightest across the United States, but AAPPR doesn’t exist without its members and strategic partners.
Carey says that membership in AAPPR is not only about the beneficial opportunities to connect and engage, it is also about the educational content that is not available anywhere else. AAPPR publishes critical data and research unique to the recruitment continuum. AAPPR helps you stand out as an expert in the recruitment profession by offering mentorship, certification, webinars with thought leaders, and so much more.
Carey believes that, by far, the most significant advantages of AAPPR membership are the relationships members develop and their ability to interact with each other. AAPPR facilitates these connections.
“There is a strong sense of pride that comes with being a part of AAPPR – The #IamAAPPR campaign allows us to showcase that pride and our unique members. We hope you’ll join us in sharing your testimonials and stories by partaking in our survey.“
The high cost of turnover in health care and the ever-present provider shortage validates the importance of strengthening physician and provider retention strategies in every organization. A study by the University of Virginia Health System determined that physicians were more likely to leave their positions if they felt they were spending too much time in a particular area of their jobs. Stay interviews can be one way to review the right balance of patient care, administration, research, and teaching to make or break a physician/provider’s desire to stay with a specific organization.
Download COVID-19 Impact & Response Infographic
Over three months after the United States began restricting movement to flatten the curve of COVID-19, in-house physician recruitment teams are still innovating and adapting to a new form of recruitment and hiring. AAPPR recently queried of its members through both an online survey and personal interviews to hear directly from them on what had changed in their profession.
The data shows a tale of two roads diverging: those who stopped and those who kept recruiting. The impact of those two differing paths remains to be seen. AAPPR surveyed its members in June of 2020 and conducted qualitative interviews that dove deeper into members’ experiences. Interviews were done with members from large and small organizations and from coast to coast. In every member interaction today, AAPPR hears stories of adaptability and resilience. Some don’t wait to be redeployed; they become leaders and share their transferable expertise. Mentoring has grown, especially with or by those who have been furloughed. This has been a time to be reflective and invest in oneself. The stories our members have shared with us are truly inspiring.
As recruitment professionals, we are keenly aware of our organization’s brand and branding strategy, but have you given the same thought to your brand? What does your professional brand say about you?
Like your organization’s brand, your professional brand establishes who you are and what you value. Your professional brand can not only help you stand out in a competitive job market but can also distinguish you in the workplace.
In this guide, we will look at tips to help you build your professional brand across multiple channels and leverage that brand for maximum results.
In collaboration with our members and the feedback, resources, and insights they have shared through Member Chat, AAPPR has compiled the following suggested tips for virtual interviews.
In the last several weeks, we at AAPPR have watched our members pivot and adapt to the effects COVID-19 has had on our world and on recruitment professionals. We have listened and are here to continue to support our members.
Overnight, the health care industry has mobilized to address patient care during a worldwide pandemic. With the onset of COVID-19, the national physician shortage is evident. AAPPR members must continue to source, screen, interview, select, offer, hire, and onboard providers to meet the demands placed on hospitals and health systems. Many recruitment professionals are considered essential personnel by their health systems and are continuing to do their jobs in recruitment, though many have been redeployed within the health care workforce assisting clinical teams. They have leveraged their knowledge of provider backgrounds, qualifications, and credentialing to provide necessary information for health care leaders to make crucial staffing decisions. All the while, recruiters have strategized to develop new skills and processes in real-time. Here are a few of the changes we have seen.
Following state guidelines, many health care organizations have asked recruiters to work remotely. Our recent benchmarking survey showed about 56% of recruitment teams had established work from home policies and practices. For other recruitment professionals working remotely means creating new workflows, opening new communication channels, and adapting processes. Many now need to balance a home office and childcare while whole families shelter in place.
Social distancing has changed how recruitment professionals source, conduct interviews, and onboard new providers. Recruiters are relying on platforms from Skype to Zoom to engage with candidates. Organizations have created virtual tours of hospitals and communities. Teams are redesigning onboarding and orientations to be online. On March 24th, AAPPR hosted a live question and answer webinar on virtual recruiting with more than 500 members in attendance. Following the webinar, AAPPR launched a chat community entitled COVID-19 Response and Resources for members to continue to engage with one another. As new questions or ideas arise, we encourage you to connect with other members to share resources, strategies, and best practices.
One of the biggest challenges recruiters face is how to fill the immediate needs brought about by the COVID-19 pandemic. Simultaneously they must find ways to engage candidates for positions that are needed in the long term. Recruiters are leveraging tools and resources to source and onboard temporary providers as quickly as possible. Conversely, many have had to reevaluate start dates due to relocation restrictions and quarantine orders. Some hospitals in virus epicenters have redeployed staff, including recruiters, to help in other areas, thereby placing usual tasks on hold.
From shifting gears to shifting start dates, so much is changing so quickly. Our members are tasked with balancing the needs of their organizations with the needs of candidates. One thing is certain, now more than ever, recruiters must be agile. We are working in an environment where long-standing timelines no longer serve us and where the ability to adapt is paramount. As the world around us continues to change, we must be prepared to have sensitive conversations with candidates and internal stakeholders and be poised to step in and fill a need.
In the coming weeks, AAPPR will continue to provide timely content and resources for our members, with webinars on topics including Partnering with Locums During COVID-19, How to Have Sensitive Conversations with Providers, Understanding Immigration Changes and Challenges and more. We are relying on members to share with us their insights during this time.
Each of us has taken a different path in finding our way into the rewarding and unpredictable world of Physician recruitment. When someone asks what do you do, it’s always followed by – how did you ever find that kind of a job? Certainly, there is no straight answer and each of us brings the uniqueness of our past experiences into the roles we have today. However, we all carry the same skillset to succeed we are – very “-abled” individuals -hospitable, personable, reliable, accountable, etc. and in many cases sustainable because we are successful in our roles without the luxuries many other industries have.
In our roles, we are all salespeople – selling the opportunity, location, benefit package, etc. It’s easy to sell the features of the position because we all passionate about closing the deal. There is no greater feeling in your day than when you sign the doctor that will change healthcare in your community. However, your leadership may not quite understand how hard it was to secure the physician’s commitment which can be frustrating. Here’s some good advice -always take some time to celebrate your success with a fellow colleague or the ASPR network. We understand each other understand and will be there to celebrate with you!!
No matter where the position is located, organization structure, pay, or percent of academic time allocated, every job opening has its uniqueness. Being in Academic recruitment, in my opinion carries additional hurdles. Many of us have budget constraints and need to find ways to recruit on less than a dime. The free sourcing avenues can be taxing but, have produced qualified candidates – ACGME email blasts, LinkedIn, engaging your physicians/faculty, our residents and fellows. When I first started in this arena, medicine was different and we weren’t working to recruit our trainees but, that has come full circle in the last several years. The Liaison Committee on Medical Education (LCME) accreditation process or review can be challenging experience as well. A point of focus is ensuring diversified candidate pools and meeting other requirements related to the functions of a medical school. Unfortunately, many candidates don’t disclose information in the early stages of the application process as it’s not a requirement and unfortunately does not allow us to capture the metrics. We all push to have diversified pools but, having a confidential tracking tool can be a challenge. This topic has been an active conversation among academic recruiters for some time and many are all still in search of a great model. If you have one, please share it!
Through the years, I have experienced different office structures with each molding me into the role I have today. Under the direction of the late Joe Vitale at the Cleveland Clinic, I got my feet wet and will be forever grateful for the chance he took on me. Yet, it was my two colleagues and fellow AIR members, Michelle Seifert and Lauren Forst that really showed me the way. We were fortunate senior leadership saw the importance of inhouse physician recruitment professionals much earlier than my arrival. Upon arriving, the team was small compared to their vast enterprise today and each of us came into the role via very different paths. During my time at the Cleveland Clinic, as an example, we weren’t heavily involved in sourcing and to date, that has changed. Great focus was placed on the candidate experience and our roles did not formally make the job offer or negotiate the contract. Since those early years, the team has changed with the times as well and evolved into a much larger, broader and more robust Department expanding their geographic reach and services.
Due to my husband being relocated to the Dallas, TX area, my time at the Cleveland Clinic concluded. Fortunately, my experience in Cleveland interested leadership at UT Southwestern Medical Center. They liked my recruitment skill set and were interested in creating a similar model. I was eager to get started and mirror what Cleveland Clinic had done so successfully. Although I was supported in my efforts and work, not having physician leadership promote and the office, it never gained the traction I had envisioned. My services were more in line with being a concierge for recruitment working with departments that “got it” and understood the advantages of using my office. I was able to initiate an Onboarding process that does remain and has grown. During a change of leadership, I re-presented my plan and felt the office was going to morph into the vision I originally had but, once again not being promoted to the departments with the message coming from the Dean, the office never fully evolved like it could have. I did get to grow my team and take on APP recruitment, which was done full-cycle and proved to be a great learning experience. Ironically, it was as I was leaving and meeting with a physician leader the light went off as to what good could have become come with leadership support of the plan laid out a couple of times over the nine years.
Things changed and, in the summer of 2017, I was presented with the opportunity to become the Director of Faculty Recruitment in the School of Medicine for the newest medical school in the University of Texas system, the University of Texas Rio Grande Valley. The school, located in a medically underserved area, at the boarder of Texas and Mexico presented an exciting challenge. Without the support of my AAPPR friends, AIR colleagues and tools, I would have never taken the leap. This time I knew it would be different! The Dean was arriving from Temple University and knew the importance of inhouse physician recruitment professionals. Coincidently, through the years, I had shared with previous leaders an electronic marketing brochure Mike Lester, the leader for the Temple physician recruitment team had developed. How ironic!
During my interview, I shared my vision that never gained traction at UT Southwestern. This Dean gets it! My current position certainly encompasses all the “-ables” (I eluded to earlier) to be successful and more. Our team does full-cycle recruitment for the Clinical, Research and Medical Education Faculty in the School of Medicine. A supportive leadership structure that “gets it” means everything to a faculty recruitment professional and the success of the organization.
In closing, I can’t put a price tag on the value of AAPPR and AIR and what it has done for me professionally and personally. For those that may be new to their present role or have questions on whether to take a leap- network with this community. There are members that have “been there” and can help you. You will never find a more collegial and supportive environment. We are each other’s best resources and biggest cheerleaders.
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