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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.
AAPPR will launch a new course geared towards new recruitment professionals in a few weeks. If you are new to the provider recruitment world, welcome! You have taken the absolute best first step by joining AAPPR to further your professional growth and development. Below are several tips for new and seasoned recruitment professionals. After all, a seasoned recruiter knows our landscape is ever-changing, so our recruitment tactics must also continuously evolve.
Five Atypical Recruitment Tactics
We’re all familiar with the adage, “Speak less, listen more.” While it may appear as a fundamental principle, it is sometimes underestimated. After all, as recruiters, we thrive on conversations! After all, we’re recruiters- we love to chat! We are in this position for a reason: to sell our organization. Listening more actually helps us better connect with and understand our candidates better. Listening more allows us time to craft our responses while we navigate the conversation eloquently.
Know what you’re up against. Setting expectations within your organization is key. Research the competing offers, know how many physicians are available for the specialty needed, and provide average days to fill data. Every organization’s recruitment processes look different, and if you’re recruiting a resident/fellow, this may be their first time interviewing. Setting expectations for the candidate is also critical so they can be prepared for the next steps, and your department can show how organized and efficient it is.
Understanding your candidate’s motivators relates to my initial tip of active listening. It’s a crucial aspect, which is why I prioritize it by making it one of my first questions during our conversation. Understanding what is important to the candidate professionally and personally should be the hub of the conversation. Knowing their interests allows you to connect and sell your community, the position, and the health system.
Quality is better than quantity. Be selective as to who you invite in for a site visit. Our 2022 AAPPR Benchmarking Report shows that 85% of provider recruiters are female, so you will appreciate my following sentiment. While shopping, you should only buy the item if it will bring you joy. Only host candidates you believe will be an excellent fit for the practice and community. Once that candidate is identified, go all out on customizing the visit based on their interests and motivators.
Once the site visit is complete, you are exhausted, and let’s face it, you’ve been away from your computer all day, and the emails have added up. Be sure to close the loop and extend an offer in a timely fashion. Furthermore, after the recruited provider has signed the contract and is preparing to relocate, maintain ongoing communication to keep them informed about the health system and the community. This commitment to communication contributes to successful physician retention. Physician retention is important, and it starts once they execute their contract.
Happy Recruiting!
The marks of a good partnership are trust, transparency, and a desire to work together toward a common objective. Through AAPPR’s Corporate Partnership program, we seek organizations that provide these key aspects to our members and the physician and provider recruitment community.
Recently, Jackson Physician Search joined AAPPR as a Signature Partner, our highest Partner level, to support AAPPR’s mission of advancing and empowering physician and provider recruitment professionals with high-quality education, resources, and connections, so they can best serve their communities.
I spoke with Tony Stajduhar, President of Jackson Physician Search, to gain insight into what a partnership with AAPPR means to him and his organization. Tony shared how Jackson Physician Search is dedicated to supporting our members by partnering on original research, and with thought leadership and a knowledge base built on hundreds of years of collective experience to AAPPR members.
“At Jackson Physician Search, we support recruitment professionals based on our company’s values that include putting others first and doing the right thing,” said Stajduhar. “Recruitment is a long process, and it’s inevitable challenges will arise. We recognize that no two in-house recruitment teams are the same, and that every recruiting challenge is unique, so we work to understand the industry’s wide-ranging needs and to deliver support and solutions for each.”
Four decades into working with thousands of in-house recruitment professionals, Jackson Physician Search will provide AAPPR members with the resources, education, and expertise they need to improve recruitment efforts. From navigating the challenges of the ongoing physician shortage, to best practices for sourcing and recruiting, to gaining a seat at the table, Jackson Physician Search will share actionable insights on the most significant challenges facing our profession today.
“With the right tools, AAPPR members can drive real change in the healthcare systems they serve,” said Stajduhar. “We’re excited to collaborate with AAPPR and to be a resource for in-house recruitment professionals by listening, understanding their goals, and leveraging our knowledge from thousands of searches to share what we know – from trends and best practices that will improve their workforce strategies.”
As the largest, privately owned permanent physician recruitment firm specializing in physician, physician executive and advanced practice provider searches, Jackson Physician Search has dedicated significant resources to gathering data and insights that bring fresh thinking to the ongoing challenges in healthcare recruiting, and to the best practices that work today.
AAPPR is excited about the value this partnership will bring to our members and for the wide-ranging benefits it will have on our organizations and our communities.
In closing, Stajduhar said, “We’re here to support members in any way we can. We’re not just here to gain customers, but to be an extension of the team, a sounding board and a resource to serve our common goal of improving healthcare and ensuring communities around the country have access to the quality care they need.”
To learn more about Jackson Physician Search and their services for in-house recruitment teams, visit https://www.jacksonphysiciansearch.com. For more information on AAPPR’s Partner programs, visit https://aappr.org/partnerships/.
With my AAPPR Board Presidency term recently ending, along with receiving a promotion into a larger leadership role at work, the concept of good leadership has been on my mind. We are all leaders in what we do to some extent – whether it’s leading cross functional teams or leading our book of work. We have a direct impact on the revenue and success of our organizations. And we seek a seat at the table to influence executives and business leaders because we are the experts in our space. In my first official manager role, I had no idea what I was doing and learned through some tough feedback that there is always opportunity for growth. Managers drive employees, while employees follow leaders. Creating a following can start at any role level.
Here are some key lessons that I’ve learned along the way…
1. A leader is only as good as the people they surround themselves with: I heard a leader say this once and it stuck. I now use it all the time with my teams. Don’t surround yourself with just “yes people.” Make a point to build a team or network of people who challenge you to think differently. Who bring different perspectives and experiences to the table. Who seek to understand, not just do. And empower your teams to be the leaders and owners of their work. A leader’s success is not theirs alone. It belongs to their team, and it is the leader’s job to empower and lift their team to do their best work.
2. Don’t be afraid to fail: The greatest opportunity we have to grow is in our most challenging moments. Be open to feedback. It’s OK to fail, but fail fast and then fix it. Nothing is ever perfect from the start, but it is in failure that we often learn how to thrive.
3. Cast a big shadow: Be purposeful in your interactions and think about how they impact others. Hold yourself to the same standards that you do others and model the behavior that you want to see in others. Good leaders are human – they are accessible and relatable, and they care about interactions at every level.
4. Leadership can be the loneliest place:As leaders we are responsible for making decisions that can have far-reaching consequences. At times, the toughest decisions we make are the ones that others cannot. We must learn how to separate the personal and emotional side of ourselves from our decision-making. Never is this truer than when you are in a position to make decisions that you know will impact the people you care about on your team.
5. When you put people first, they’ll give you their best: This is where authenticity – and even a little emotion – lives. Leading by fear only creates a team that underperforms. Have genuine concern for the well-being and development of your people – strive for meaningful relationships as you work towards a common goal. This is where you find human connection and aligned beliefs and behaviors.
In our often-unforgiving world of navigating executives and business partners while trying to meet hiring needs in a talent segment that’s facing extreme shortages – we lead strategy, we lead relationships, we lead impact. Leadership isn’t a time or point in your career. You don’t have to be in the executive suite to model leadership behavior or influence change. It’s not a title or a team that makes others value your input. It’s the mutual respect and credibility that you develop through your relationships and the demonstrated value that you bring to the table that makes you a strong leader.
It’s no secret the market for physician and provider talent is more competitive than ever. Data from our 2022 benchmarking report shows physician shortages in many specialties are expected to continue climbing for the foreseeable future, making employee retention, burnout management, and well-being more important than ever. If not addressed, burnout and poor well-being of physicians, providers, and entire system staff has the potential to impact the quality of clinical operations and patient care.
To keep retention, mitigating burnout, and encouraging well-being top of mind for recruiters, HR staff, and leadership, we believe these three things are critical:
When constantly putting out fires and working to solve employee deficits, it’s difficult to prioritize intentional and thoughtful retention, burnout, and well-being initiatives. That’s why we always recommend engraining retention practices into everyday operations. Tactics like regular touchpoints can help identify issues and potential stressors, such as a lack of support or nursing staff before they’re full-blown crises. It’s also important to take a proactive approach to change management and look to involve physicians and their feedback in the decision-making process whenever possible.
Also critical to mitigating burnout and improving wellbeing and retention, is positioning physician and provider leaders at the forefront of retention activities. Just as physicians must personalize care to each patient, leadership and management need to personalize retention strategies to various teams, people and roles. Not every approach works for every physician or every healthcare system. Rather, empowering physician leaders to build a culture focused on connection will help leadership develop a deeper understanding of their teams wants, needs and concerns. This insight is critical in developing specific and individual strategies to ensure wellbeing, alleviate burnout and drive retention.
New technologies are essential to improving operations, efficiencies and even patient care, but AAPPR research also found new technologies and processes are a common cause of burnout, especially among older physicians and providers. In fact, our 2021 report on physician satisfaction and burnout found that over 33 percent of physicians cited burnout as the primary factor for early retirement, while 20 percent attributed an increasingly difficult technology and administrative workload as causes for early retirement.
The involvement of physicians in the roll out or development of new technologies and processes can help to ensure the technology works in a way that complements physicians and their roles, ultimately reducing day-to-day stress rather than introducing new stressors.
All of these things sound relatively simple in theory, but limited bandwidth amongst physician leaders can make it difficult to implement clinical-driven retention strategies. We recommend a few best practices to make this process a bit easier including allowing physicians to lead by example to promote the benefits of a physician-led recruitment program and providing physicians the tools and recourses they need to lead their own team programs. The most important thing leaders can do to support retention efforts is “know thy physician”. As recruitment professionals, we have a critical role in serving as the liaison between physician and leadership and can help nurture these important relationships and promote retention strategies.
Overall, proactively involving physician leadership in retention activities has the power to improve retention rates in clinical support staff. By giving physician leaders the resources needed to develop and engage with their team members, these leaders are empowered to meet with teams outside of the work environment and improve retention rates by understanding team concerns and challenges, as well as soliciting feedback on their own individual management styles. More than anything, an organizational commitment to the principle of “no decisions about me without me” may bey the key to avoiding administrative decision-making that doesn’t adequately account for physician needs.
Have you implemented any physician-led retention efforts at your organization? Share with us on social!
Who loves a good strategic planning session? I do! The thought of heading into the war room filled with flip charts, sharpies, endless amounts of sticky notes, and everyone’s oversized coffee cup to keep them hopped up on caffeine is exciting. Your creative juices flowing, sharpening the pencil, feverishly writing down your thoughts and then feverishly scribbling it out as you come up with a better way to phrase it. All in the pursuit of creating an inspiring mission, vision, values, and action plan to carry them out.
So, what exactly is strategic planning, and how can it help you and your organization achieve your goals? According to Harvard Business School Strategic planning is defined as the ongoing organizational process of using available knowledge to document a business’s intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization’s goals, and ensure those goals are backed by data and sound reasoning.
My fellow board members and I recently completed a strategic planning session to create a new mission, vision, and values (MVV) statement for AAPPR. These statements were shared in June’s Pulse Newsletter. If you missed it don’t worry, we are planning for a bigger launch of the landscape plan and the MVV later this year.
What I loved about the planning session, and many follow-up discussions, was how everyone really participated in the process. We all strived to come up with a well-written strategic plan that will play a pivotal role in the growth and success of AAPPR. With the rapidly changing landscape and challenges in provider recruitment the board worked hard to provide clear goals and objectives for the organization. The new strategic imperatives will help position AAPPR as an industry expert, strengthen the value of membership, champion a diverse, equitable and inclusive physician and provider workforce, and diversify and grow the membership and customer base.
I want to express my deep admiration and appreciation for my fellow board members for their time and dedication in planning and paving the future of AAPPR.
Thank you,
Doug Lewis
In April, Stephanie Wright, MSA, CMPE, CPRP, Marjorie Alexander, MBA, CPRP, RMSR
(fellow board members), Christy Ricks, MHA, CPRP-DEI (AAPPR member and former Vendor Committee Chair), and I were accepted to sit on panels at Becker’s Hospital Review Annual Meeting in Chicago, IL.
Becker’s Hospital Review is a well-known medical industry trade magazine and online newsletter. The audience at the Annual Meeting was over 420 hospital and health system executives. In other words, our target audience.
One of the top board imperatives is to increase the visibility of AAPPR and the profession. Part of this work includes targeting the C-Suite to create a cultural shift where they start to rely on their in-house recruitment professionals and consultants as subject matter experts and trusted advisors.
We were extremely excited to get this opportunity and a seat at the table…finally. Our panel topics included Physician Contracting Over the Next 5 years, Physician Pay in Value-Based Care, The Impact of Empathy on Burnout and Healthcare Economics. Our fellow panelists included Chief Medical Officers, Chiefs and Vice Chiefs, Clinical Officers, Chief Administrative Officers, and Medical Directors.
When I first saw the agenda, I was slapped with a heavy dose of imposter syndrome. I immediately felt like I did not deserve to sit on this panel. But this was a once-in-a-lifetime opportunity, and I did not want to let myself or AAPPR down, so I forged ahead.
I am happy to report that Becker’s was a wild success, and I was left with two major takeaways.
First, the feeling of imposter syndrome is real, but you have to fake it until you make it. Because, in reality, you’re not really faking it, you’re actually doing it.
To ensure I could hold my own amongst a panel of C-Suite leaders and Executives. I over-prepared and then prepared again. I was also thoughtful about how I could speak about data from AAPPR and best practices from our profession to bring home the point that provider and physician recruiters are the subject matter experts in our space. At the end of the day, our roles give us the unique opportunity to learn about physicians’ and providers’ motivations and drives. We see the impacts that our healthcare system is having on these key clinical staff members firsthand.
After my panel discussion, I was left feeling accomplished and validated that our work makes us amazing spokespeople for offering thought leadership around the challenges that we face in healthcare today.
With that takeaway, an even more exciting realization was confirmed. We deserve a seat at the table, and this audience wants to hear what we have to say. Stephanie, Marjorie, Christy, and I were all blown away by how receptive our audiences were. Throughout our careers, many of us have felt like we have been on the hamster wheel, fighting for that seat at the table with our C-Suite and Executive leadership.
After attending Becker’s, I realized something. Rather than waiting to be invited to the table, we need to just show up and take our seats. Becker’s didn’t reach out to us, we reached out to Becker’s. We took that seat, and we were amazingly well received.
As a board, we are committed to increasing visibility for AAPPR and our profession. But at the same time, I challenge our members to look for opportunities to take their seats at the table. Don’t wait to be asked. You would not be successful in this profession if you did not know what you were talking about. Have faith in your expertise, and don’t listen to the imposter voices, because I promise you, you’ve got this!
Mentorship. It is a familiar word, but what does it mean? When you think of a mentor, who comes to mind? A teacher? A coach? Perhaps a benevolent boss or a trusted colleague?
A mentor is “a trusted counselor or guide,” and mentorship is “the influence, guidance, or direction given by a mentor.” When we think of mentorship and its benefits, most think of the Three C’s: Counsel, Candor, and Confidence. Mentorship encourages participants to improve both personally and professionally. It fosters a collaborative environment where a free exchange of viewpoints and ideas can help build diversity of thought.
Mentorship programs, like AAPPR’s Mentor Match, make it easier for mentors and mentees to find each other and support a learning culture. Mentors feel satisfaction in sharing their wisdom and experiences with others and experience the opportunity to reflect on their goals and practices. In addition, mentees gain an insider perspective on navigating their chosen careers and access to resources.
AAPPR is relaunching the Mentor Match program in a cohort format this summer. Unlike the previous user-driven platform, the cohort format will offer participants a more structured program to meet, connect, and grow. In addition, the cohorts are planned to target members in specific career phases, such as those who are newer to the provider recruitment profession or looking to develop specific skills, such as those who are hoping to advance to a leadership role.
The cohorts will start with a kickoff call where mentors and mentees can meet one another and other members participating in the cohort. Mentor Match pairs will meet one on one up to six times over eight weeks and can earn up to six continuing education credits for participating in the program.
Mentors and mentees can apply to participate in a cohort by completing a brief application. After completing the application, mentees will be matched with a mentor who has the skills and experience to help them achieve their goals. If you are interested in applying for an upcoming 2023 cohort, just follow the links below.
Mentorship offers numerous benefits for both mentors and mentees. Mentees can tap into the expertise, experience, and knowledge of their mentors, while mentors can guide mentees in developing new skills, expanding their knowledge, and gaining insights into specific areas of interest, helping mentees accelerate their learning and professional development.
Mentors frequently provide guidance and support to mentees, helping them navigate challenges, make important decisions, and set meaningful goals by sharing their own experiences, offering different perspectives, and providing valuable advice, which can enhance the mentees’ personal and professional growth. Having a mentor who believes in their abilities and offers constructive feedback can boost a mentees’ confidence and empower them to take risks, pursue new opportunities, and achieve their goals.
A key benefit of AAPPR membership is the incredible network of colleague’s members have access to, but building that network can sometimes feel overwhelming. Working with a mentor can help newer members expand their professional network and gain access to new opportunities. In addition, experienced members who serve as mentors in the program often have extensive networks and can introduce mentees to their professional contacts and help them to build relationships within the industry.
Mentors can also help mentees identify resources for professional growth and offer insights into the provider recruitment industry.
The benefits of participating in a mentorship program can positively impact mentees’ personal and professional lives well into the future. Mentorship often leads to long-term relationships built on mutual trust and respect. AAPPR mentors have become lifelong advisors and advocates for their mentees, even after the formal mentoring relationship ends. These relationships can provide ongoing support, guidance, and opportunities throughout the careers of both the mentor and mentee.
AAPPR research has shown that the provider recruitment industry has grown significantly in the last two years. The first cohort will focus on mentees with a year or less of experience to help those recruitment professionals who are newer to the provider recruitment industry and pair them with mentors who have three years of experience or more. The cohort will kick off with a welcome call for all participants on July 17, 2023! Applications are open for both mentors and mentees until July 3. Here are some key dates for the first cohort:
• Applications Open: June 19, 2023
• Applications Close: July 3, 2023
• Matches Notified: July 10, 2023
• Kickoff Call: July 17, 2023
• Cohort Ends: September 11, 2023
The second cohort will focus on our members who have been working in the provider recruitment industry but are hoping to grow in the profession. If you have a goal of advancing into a management or leadership role in 2024, this is the cohort for you! Applications will open on September 18, and the cohort will kick off on October 16! Mark your calendars with the key dates for the second cohort:
• Applications Open: September 18, 2023
• Applications Close: October 2, 2023
• Matches Notified: October 9, 2023
• Kickoff Call: October 16, 2023
• Cohort Ends: December 11, 2023
We are thrilled to announce that Allan Cacanindin, CPRP, has been named President-Elect for the Association for Advancing Physician and Provider Recruitment (AAPPR) Board of Directors. This two-year appointed term, once complete, will transition to Board President for 2025 – 2027. Both he and the current Board President, Aisha DeBerry, will work closely with the board, CEO and staff to ensure a strategic direction for the Association.
In his employed role, Allan is the Vice President of Executive and Provider Recruitment for SSM Health – a faith-based, mission-focused Catholic health system with 12,800+ providers and 40,000 employees.
Nationally recognized, Allan provides innovative recruitment strategies to enhance SSM Health’s competitive advantage for hiring exceptional talent. He and his team of leaders are responsible for best-in-class permanent recruitment practices, locum tenens utilization, and interim executive staffing for their 23 hospitals, 300+ physician offices, 13 post-acute facilities, homecare, and hospice services, a pharmacy benefit company, a health insurance company, and an accountable-care organization. Together, they annually recruit 500+ physicians and advanced practice providers.
Allan lives in St. Louis, Missouri, with his wife and children. On weekends, you can find him at an ice rink (usually somewhere in the Midwest) where he enjoys watching his children play elite hockey. Please join us in congratulating Allan Cacanindin on this remarkable achievement by connecting with him on LinkedIn at https://www.linkedin.com/in/acacanindin.
OKEMOS, Mich. (May 23, 2023) – The Association for Advancing Physician and Provider Recruitment (AAPPR), the leading authority on physician recruitment, onboarding and retention, has announced six new corporate partnerships for 2023.
AAPPR, the leading authority on physician recruitment, onboarding and retention, launched its Partner program in 2017 to create richer connections between physician and provider recruitment professionals, the organizations they represent and the vendor companies they rely on to effectively recruit, onboard and retain talent.
These partnerships create a direct line of feedback for members to communicate their challenges and identify solutions that better fit recruitment professionals’ needs amid the ongoing physician shortage in North America.
“Our goal to advance the health care industry and patient care by providing our members with high quality education, resources and connections is substantial, and not something we can reach alone,” said Carey Goryl, CEO of AAPPR. “AAPPR’s partners have the opportunity to contribute to industry development and advancement by helping us in our mission of best serving our members, so they can best serve their organizations, and ultimately, patients in their communities.”
Each partnership is tailored to fulfill the company’s unique business objectives and marketing goals. AAPPR Signature and Strategic Partners receive invaluable visibility with over 2,000 AAPPR members, including sourcing, recruiting, contracting, credentialing, certifying and onboarding professionals, who play critical roles in influencing the advancement of their health care systems.
Signature partners, AAPPR’s highest and most industrious Partner level, include:
Strategic partners, which further support AAPPR’s mission to address the challenging and complex nature of physician and provider recruiting, onboarding, and retention, include:
AAPPR will work with these six companies to support the organization’s mission of advancing health care recruitment and improving patient care by empowering physician and provider recruitment professionals with high quality education, resources and connections, so they can best serve their communities.
For more information about AAPPR or the Signature Partner program visit www.aappr.org or email info@aappr.org.
About The Association for Advancing Physician and Provider Recruitment (AAPPR)
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a nationally recognized leader in health care provider recruitment, onboarding, and retention. For more than 30 years, AAPPR has empowered physician and advanced practice provider recruitment leaders to transform care delivery in their communities by providing best-in-class practices, up-to-date industry knowledge, and evolving innovative approaches for hiring, onboarding, and retaining exceptional clinical talent. To learn more or to become an organizational member of AAPPR, please visit https://aappr.org/join-now.
As we enter our traditional busy summer season for Physician Recruitment, it is essential to prioritize balance while pushing ourselves and our teams to meet the high demands of our recruitment goals. Work-life balance is not just noise; it has become fundamental to achieving optimal results and fostering high-level productivity. Finding balance helps recruitment professionals avoid a reduction in productivity while remaining resilient to continue to meet the pace of our industry. Here are some ways to balance goals, avoid burnout, and build resiliency.
Setting expectations with leadership and providing information to hiring leaders and senior leadership regarding the busy summer season is vital. Leaders need to be reminded of the basics and current market conditions. Summer is a hot time for recruitment because practicing physicians are renewing their current contracts. While prospective 2024 candidates are eager to begin their job search. Leaders must understand that the team must act quickly and clearly to accept/reject candidates. It’s a seller’s market for Physician recruits, and they know it. Having the hiring goals finalized to be prepared to answer all questions and explaining any nuances related to the particulars of the position will be critical as there is little time to gather responses from the team and present them to candidates before they move to the next job for consideration.
Monitor processes to look for improvement, reviewing workflows to ensure targets are being met and how they could be addressed if there are any lags. Often during the summer vacation, schedules can impede and extend the timeframes, ensuring measures are taken to keep candidates flowing through the process quickly. Take steps to keep the momentum going even if the regular business partners are not available.
Levering Tech for productivity, in this error of Physician Recruitment, we have many advantages with full utilization of our tools. We cannot only use technology to schedule emails and text messages to be sent out when we are away from our desks but also to leverage the best practices for our specific situations. Most of us have access to one or more tools for advertising and marketing resources, for example, PracticeLink, Doximity, PracticeMatch, etc. These tools provide us with valuable advantages when it comes to accessing our recruitment data. By utilizing these tools beyond their basic functions of job posting and sending out job-related emails, we can unlock additional benefits. Leverage these tools to research what is working (email outreach, postings, etc.) provide insight to the interest of your advertisements, we can target competitors, find out how many graduates are available in our markets, etc.
Using established relationships, check in with past recruits for feedback about working at the organization. Of course, our goal is to get new leads, but we can also leverage this conversation to get ideas about how working is different (for better or worse) than expected. Holding talks with past recruits also serves as a retention checkpoint for the organization to get a feel of the current mindset of the candidate. Remember, you established the original trust with the candidate and brought them into the company, and that is all about relationship, communication, and trust.
Taking time to pause, remote work has its advantages, but it also has our teams sitting longer, working longer without a pause for mental refreshment. I encourage my team to block time in their daily schedules to step away from their work area and go into another room, breath, stroll around the block, send a gratitude text/email to a friend or co-worker, etc. The thought is to engage other parts of our brains and build flexibility into the workday to sustain our hope of positive outcomes.
We must focus on balance and resiliency to maintain our talents within this industry, as many of us suffer as we try to meet the high demands and remain high-functioning people. Turnover within Physician Recruitment is higher than ever. Retaining our talent in the industry is crucial for us to remain sustainable; we must pause and reset physically and mentally to stay effective.
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