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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.
Each year, Physician and Provider Recruitment Professionals (PPRP) Week serves as an opportunity to recognize and elevate the critical work done by recruitment professionals across the healthcare industry. This year’s observance was celebrated April 21-27 and AAPPR invited members to share their stories—real-world examples that highlight the impact, challenges and successes that define the profession. When recruitment professionals like you share stories, it not only benefits our members, but it also benefits the entire healthcare industry in four ways:
Recruitment professionals like you play a vital role in healthcare delivery by ensuring organizations are staffed with qualified, mission-driven providers. Sharing your experience helps bring visibility to the strategic and essential nature of your work and reinforces the value of physician and provider recruitment as a professional discipline.
Every recruitment professional’s path offers valuable insights. Whether your experience involves overcoming a complex challenge, implementing a new strategy or making a meaningful connection with a provider, your story can serve as a source of insight and inspiration to others in the field. Sharing your experience can inform, educate and offer new perspectives to others in the field.
Your success is often a team effort. Sharing the story of your colleagues, leaders and partners who work alongside you is a meaningful way to acknowledge the value they bring to your organization. It allows you to celebrate collaborative achievements and foster a culture of recognition within your community.
Authentic stories and experiences help build a deeper sense of connection and solidarity among peers. By reflecting on your successes and challenges, you contribute to a stronger, more united recruitment community, one that supports, encourages and grows together.
This year, we received more than 30 impactful stories regarding industry innovation, peer support and empowerment, belonging and inclusion, as well as outstanding contribution to AAPPR. Follow us on Instagram and Facebook to join the conversation and learn how recruitment professionals across the country are adding value to our industry.
With the Conrad State 30 and Physician Access Reauthorization Act now introduced in both chambers of Congress, we are actively working to build support for these measures, primarily by increasing the number of cosponsors. As part of this effort, we are reaching out to offices that have previously cosponsored the legislation to encourage them to do so again. These conversations also provide an opportunity to introduce AAPPR and highlight the important work our members do across the country.
Recently, in discussions with one such office, concerns were raised about how the Conrad program currently operates in their state. Because the state is highly rural and has a low population, the vast majority of its participation in the Conrad program is through “flex” spots. This reliance on flex waivers limits the use of non-flex slots, despite ongoing interest in recruiting more physicians than the flex waiver cap allows. Under the current program, each state may sponsor up to 30 J-1 waiver applicants per federal fiscal year, with up to 10 of those being “flex” waivers for physicians who do not work in a designated shortage area but serve patients from such areas.
We are exploring ways to allow states that rely exclusively on flex waivers to request a limited increase in their flex waiver allotment, which could help drive physician recruitment to these states. The lawmaker indicated that their support for the Conrad program depends on making it more effective for their state, especially given the significant variation in how the program is used across the country. This presents a valuable opportunity to collaborate with the state and to highlight the unique challenges of recruiting physicians in rural areas.
We recently met with the sponsors of the Healthcare Workforce Resilience Act who indicated the re-introduction should be coming soon. We are prepared to endorse the bill and help build support in a similar way as the Conrad 30 reauthorization legislation. Additionally, in meeting with other stakeholder groups, we anticipate the Resident Physician Shortage Reduction Act will be introduced this month, which directs the increase in the total number of graduate medical education slots.
Reconciliation is taking up all the oxygen right now. House Republicans are expected to make key decisions this week during committee consideration of the health and tax portions of the reconciliation package. A key question for House Republicans is how to find consensus around shifting costs in Medicaid to generate savings. One such proposal would cap spending in states that expanded Medicaid under the Affordable Care Act.
However, the Congressional Budget Office (CBO) recently assessed various Medicaid proposals that have been reported on in recent weeks, considering how it would impact changes in enrollment and how states may respond to such changes. This analysis will make certain proposals less palatable for House GOP moderates and the Republican Senate, especially as stakeholders assess the local impacts.
In terms of identifying a hard deadline for the reconciliation package, the Treasury Secretary said the US is likely to hit the debt limit in August, which is the date the government expects to default on its obligations. This means that Congress’ realistic deadline for a reconciliation package that raises the debt limit is the end of July, since Congress typically leaves town for the month of August.
We will follow up with more details on reconciliation as the bill develops and stay tuned for more updates on new approaches to strengthen the Conrad 30 program, and other legislation to strengthen the physician workforce.
The Association for Advancing Physician and Provider Recruitment’s (AAPPR) is pleased to welcome Allan Cacanindin, CPRP, CDR, as the organization’s new President of the Board of Directors, along with three new board members, effective March 25, 2025.
As Board President, Allan plans to strengthen member engagement by encouraging professionals to take an active role in AAPPR’s mission—whether by sharing ideas, mentoring others or stepping into leadership. His vision is to foster a collaborative, empowered community that drives innovation and shapes the future of healthcare recruitment.
With more than two decades of experience in the healthcare recruitment industry, Allan is the vice president of provider and executive talent acquisition at SSM Health. SSM Health is a faith-based, mission-focused Catholic health system with more than 11,000 providers and 40,000 employees. In his position, Allan provides innovative recruitment strategies to enhance SSM Health’s hiring initiatives.
Allan received his bachelor’s degree from Saint Louis University. With his extensive experience in the healthcare recruitment industry, Allan is a great fit to guide AAPPR toward further success during his term as Board President, which began March 25, 2025, and runs through March 2027.
Allan has served on the Board of Directors since April 2021.
Kimberly is joining the AAPPR Board of Directors with nearly four decades of experience in the human resources and talent acquisition industry. Currently, Kimberly is the Director of Faculty Talent Acquisition with the University of Rochester Medical Center. She received a Bachelor of Science degree in business administration with a concentration in human resources from St. John Fisher College, and a Master of Science in career and human resource development from Rochester Institute of Technology.
Ben is currently the Director of Faculty and Executive Recruitment for University of Wisconsin’s School of Medicine and Public Health, where he has been for nearly six years. Ben received a Bachelor of Fine Arts degree in music and vocal performance from the University of Wisconsin-Milwaukee, a Master of Music degree in music and vocal performance from Belmont University, as well as a Doctor of Music Arts degree in music and vocal performance.
Caroline currently serves as the Senior Director of Physician, Advanced Practice Provider, and Executive Physician Recruitment at Rochester Regional Health, one of New York State’s largest integrated health systems. Since 2016, Caroline has held the role of director of physician recruitment at Rochester Regional Health. After graduating from Elmira College, she jumped right into gaining real-world experience in the hospital and healthcare industry and has over 20 years of professional experience.
In addition to the new board members, AAPPR’s Board of Directors has renewed terms for Marjorie Alexander, Logan Ebbets and Stephanie Wright.
The 2025-2026 Board of Directors brings together a wealth of leadership and expertise that positions AAPPR for success. With their guidance, the organization will continue to bring innovative solutions and resources to advance the physician and provider recruitment profession.
On March 22-25, more than 1,150 attendees, including recruitment professionals, sponsors and exhibitors, gathered in Phoenix, Arizona to attend AAPPR’s annual conference, Advancing Connections, to discuss industry trends and important topics in physician and provider recruitment. The conference featured keynote presentations, breakout sessions and roundtable discussions on various topics including recruitment strategies and workforce planning, the role of technology and artificial intelligence (AI), and external influences on physician recruitment. Here are five key themes and takeaways from this year’s event:
AI and emerging technologies are already transforming how recruitment happens today. Speakers and panelists, which included more than half AAPPR members, explored how technology is streamlining workflows, improving candidate matching, and helping recruiters spend more time focusing on relationships and less on repetitive, tactical tasks. We know AI works best when paired with human intuition. Technology should empower recruiters, not replace them. When used thoughtfully and responsibly, these tools can help overcome pipeline shortages, create a more personalized experience for candidates, and support fairer hiring practices through continuous monitoring and human oversight.
As technology and AI reshape recruitment strategies, organizations are doubling down on their commitment to equity and inclusion. Sessions highlighted how unchecked automation can perpetuate bias, and how recruiters are using tools like inclusive language checkers and blind hiring platforms to attract more diverse talent—especially in rural or underrepresented areas. But the conversation went deeper this year as organizations face growing pressure to navigate shifting federal policies and funding uncertainties that could impact DEI-related efforts. A key theme emerged around reinforcing the value of diversity as a driver of stronger teams, more inclusive cultures and better patient outcomes. Candidates increasingly seek out inclusive cultures and view workforce diversity as a marker of organizational health, and in this evolving landscape, thoughtful and transparent recruitment practices are more essential than ever.
It’s no secret that recruitment teams are feeling the strain of physician shortages and changing workforce expectations. The most successful strategies go beyond simply adapting to the market and instead reframe how we approach recruitment altogether. From developing partnerships earlier in the talent pipeline to exploring hybrid care models and rethinking compensation packages, organizations are finding bold, creative ways to stand out. In today’s climate, innovation is no longer a luxury—it’s a necessity.
Legislative changes, immigration policy, and shifts in rural healthcare access are all impacting how and where we find talent. Several conversations at this year’s conference focused on the importance of staying informed and being proactive—especially when external forces can dramatically affect timelines, compliance and even candidate mobility. For many organizations, success now depends on their ability to navigate change, advocate for flexibility and build systems that can adapt quickly to new realities.
Whether it’s supporting international medical graduates (IMGs), mentoring young physicians just entering the field, or understanding what new generations of providers are looking for, one message will stay consistent and essential: meaningful, long-term relationships are key. Recruitment doesn’t end with a signed contract. Building strong onboarding programs, offering cultural and community support, and providing clear career pathways are what turn hires into loyal team members. The future of recruitment is as much about retention as it is about attraction.
Be sure to mark your calendars for the 2026 AAPPR Annual Conference in Orlando, Florida! The certification workshops will take place April 12-13, 2026, followed by the conference on April 13-15, 2026.
Since 2011, the Association for Advancing Physician and Provider Recruitment (AAPPR) has released our annual, comprehensive Benchmarking Report that highlights credible industry data that helps in-house recruitment professionals prepare, plan and forecast. A key step in collecting the data each year is through member-driven surveys including the Compensation Survey and Searches Survey.
AAPPR members are encouraged to participate in the surveys and share their insight and experience in the industry. All responses are strictly confidential and managed securely by AAPPR’s independent research partner. Here are five reasons why member organizations should participate in the surveying process:
The Compensation Survey offers an in-depth look at compensation and profile data for internal healthcare recruitment professionals. Based on the data of more than 100 organizations, the report captures valuable insights from more than 500 recruitment experts. Details regarding compensation for hundreds of recruitment, onboarding and retention professionals are highlighted.
The Search Dynamics and Trends survey provides a look into the ongoing physician shortage and highlights recruitment challenges across specialties. This report includes valuable insights into recruitment trends and aids healthcare systems and practices in setting realistic recruitment timelines and targets.
For this year’s Benchmarking data gathering process, the Compensation Survey will close April 4 and the Search Dynamics and Trends survey will close May 16. To learn more about the Benchmark Report and how you can participate, please visit aappr.org/research/benchmarking/.
As we reflect on this year’s Advancing Connections Conference, it is apparent the physician recruitment landscape will continue to evolve. Despite ongoing challenges in the healthcare industry, there is a lot to be excited about according to AAPPR’s latest benchmarking report: The success rate of physician searches has risen, and job offer acceptance rates are improving with an average of 83% of physician offers accepted in 2023.
This hopeful statistic can be attributed to several factors, including the work and dedication of recruitment professionals, strong organizational branding and improved efforts to match candidates with workplace cultures. To keep this trend ticking upward and feed off the inspiration you may be feeling from conference, here are four goals recruitment professionals should prioritize through the rest of 2025.
To stay competitive in a fast-changing field, it’s essential to continuously improve your knowledge, skills and network. One way to do this is by attending educational events, like the Advancing Connections Conference to connect and share best practices with peers and industry leaders. If you missed this year’s conference, our 2026 event will take place April 13-15 in Orlando, Florida.
You can also participate in AAPPR webinars to gain valuable insights on the latest industry trends and best practices in provider recruitment as well as pursue certifications like the Certified Physician Recruitment Professional (CPRP) credential. These efforts will strengthen your professional network, help you stay ahead of the curve with recruitment strategies.
As demand for primary care physicians and specialists continues to rise, advanced practitioners are increasingly stepping up as veteran doctors begin to retire. Because of this, well-rounded recruitment and retention strategies are more critical than ever.
Recruitment isn’t just about filling vacancies, it’s also about planning for the future. There are many physicians approaching retirement age, so be sure to look ahead and invest in resources to create pipelines of candidates ready to step into these roles. Fostering retention planning and leveraging in-house teams can streamline processes and facilitate timely hiring.
Instead of being surprised when an aging physician retires, we need to plan for it. This means actively developing relationships with potential candidates, nurturing those relationships and ensuring a plan is in place for smooth transitions. After a new candidate is successfully onboarded, invest time and resources into retaining them. You can do this through stay interviews, a mentorship program and professional development opportunities.
In a competitive job market, candidates have choices and may receive multiple offers, so your organization’s brand messaging and culture are more important than ever. Candidates are not only considering compensation when evaluating a position—they’re also looking for the right fit in the workplace environment and the colleagues they’ll be working with.
Make sure your recruitment communications have clear and compelling brand messaging that promotes what makes your organization different and the supportive work environment your organization fosters. And of course, the culture needs to match that. You can strengthen your culture by encouraging team building activities that boost morale and create a positive workplace environment.
You can also find ways to highlight the hard work of peers within your own team. One way to do this is to submit a story about their hard work leading up to Physician and Provider Recruitment Professionals (PPRP) Week here. This will give them the opportunity to be featured on AAPPR’s social media channels and have their efforts celebrated.
Diversity, equity and inclusion (DEI) continue to be top priorities in recruitment. As we move into 2025, creating or improving your DEI strategy is essential for fostering an inclusive environment that attracts diverse talent that represents the community your organization serves. Here are 10 ways to promote DEI in recruitment that can guide your efforts:
1. Have your team take the Implicit Association Test (IAT) and share your findings and experience.
2. Learn bias mitigation techniques and collaborate with diverse colleagues to explore strategies for reducing bias in recruitment processes.
3. Set SMARTIE (specific, measurable, achievable, relevant, time-bound, inclusive and equitable) goals for the year that include goals for representation in recruitment.
4. Develop a diversity network by building relationships within your community to expand your recruitment pool and connect with diverse talent.
5. Start a diversity committee or Business Resource Group (BRG) to support your organization’s DEI goals.
6. Lead a diversity initiative or program in collaboration with a DEI expert facilitator.
7. Collect feedback from recruits on their experience and areas for improvement.
8. Partner with HR or culture teams to align efforts and promote diversity initiatives throughout your organization.
9. Inspire connections and mentoring relationships among new recruits to help them feel welcomed and valued.
10. Document your efforts, track your process and report out results in a formal setting.
The key to success is to set clear, actionable goals that not only address the needs of filling vacancies but also consider long-term workforce planning, retention strategies and organizational culture.
As we continue through 2025, let’s focus on strengthening our strategies, broadening our impact and continuing to advance the profession of physician and provider recruitment.
Last week, the House voted 216 to 214 to adopt a Senate-passed budget resolution that allows both chambers to use the reconciliation process. This process enables Senate Republicans to bypass the 60-vote threshold in the Senate, known as the filibuster, provided that both House and Senate Republicans work in unison to draft the measure.
The budget resolution contains instructions for committees to draft legislation that meets certain spending targets, which are key for reconciliation. The House Energy & Commerce Committee, for example, is instructed to identify $880 billion in spending cuts. A growing number of stakeholders, as well as some moderate Republicans in districts with sizeable Medicaid populations, have expressed concerns about cutting Medicaid which could jeopardize their support for the package. Conversely, there’s a group of House Republicans who want the package to go further and do not want to be sidelined by the Senate whose GOP members may be wary of enacting significant cuts to Medicaid.
When Congress returns at the end of the month, House and Senate Republicans will begin scheduling markups of the various committees’ reconciliation packages before they are finalized by their respective Budget Committees. Throughout this process, public pushback and feedback from the Senate Parliamentarian will be closely monitored. The Senate Parliamentarian plays a crucial role in determining whether the provisions of the reconciliation package comply with the Byrd Rule, which restricts the inclusion of extraneous matters in reconciliation bills. This scrutiny could significantly slow down the advancement of a reconciliation package that aims to extend the 2017 tax cuts, raise the debt limit, and implement sweeping cuts to programs like Medicaid.
The statutory debt limit, first enacted in 1917, has been raised over 100 times to allow the government to meet its existing financial obligations. In recent years, it has become a political flashpoint, requiring bipartisan agreement, especially in a divided Congress, giving both parties leverage to negotiate policy concessions. House and Senate Republicans plan to raise the debt limit by $5 trillion in the final reconciliation bill. Achieving this with only Republican support is challenging, but it is their strategy to avoid working with Democrats, who would gain considerable leverage in negotiations. If there is no significant progress towards lifting the debt limit by June, the pressure to resolve the crisis will intensify. As the “default date” approaches, financial market volatility will increase, pressuring lawmakers and the administration to reach a resolution. The “X” date is expected to occur sometime this summer, possibly as late as August but potentially as early as June, complicating matters for Republicans if the process extends into the summer.
As it relates to the tax portion of the reconciliation package, we are closely monitoring potential changes to the charitable deduction. Since 1917, the federal government has provided taxpayers with a deduction for charitable donations to encourage giving and ensure nonprofits can continue providing vital services. In 2022, 501(c)(3) nonprofits alone accounted for nearly 13 million jobs, and associations supported more than 1 million jobs nationwide. Changes to the tax-exempt status of nonprofits and associations would be highly disruptive. We are collaborating with a coalition of stakeholders to advocate against such changes.
With the Conrad State 30 and Physician Access Reauthorization Act introduced in both chambers, we are actively working to build support for these measures, primarily measured by the number of cosponsors. Both bills received significant bipartisan support in the last Congress, and it is crucial to demonstrate similar support this Congress. We are also coordinating with the offices leading the Healthcare Workforce Resilience Act to ensure its introduction in the coming weeks. Additionally, we are monitoring legislation aimed at increasing funding for graduate medical education, expected to be introduced this spring in both chambers.
The timing of these bill introductions will depend on the offices’ capacity to introduce them amidst the reconciliation package and other fiscal year 2026 budget matters. We will provide updates on the timing of these measures as they become available.
When Congress returns from recess, the four-week sprint to Memorial Day will be crucial for the reconciliation package’s prospects. As discussions on Medicaid and other care delivery issues unfold, AAPPR is ready to share our unique perspective. We will provide further updates and next steps in the coming weeks.
A Message from AAPPR’s New Board President
The landscape of physician and provider recruitment has never been more complex—or more critical to the health of our communities. Across the country, healthcare organizations are grappling with financial pressures, workforce shortages, and an urgent need to rethink how we attract and retain top clinical talent.
And yet, despite these challenges, there is one thing I know to be true about this Association and its members: we are not bystanders to change—we are the drivers of it.
Whether you’re recruiting in a hospital, health system, academic medical center, independent practice, or professional services institution, your work is foundational. You are helping to secure the future of healthcare—ensuring patients get the care they need, providers build fulfilling careers, and institutions thrive even amid uncertainty.
Together, as a united AAPPR community, our impact is unstoppable.
As I look ahead to the next two years of my presidency, I see a powerful opportunity for us to lean into this moment with boldness and intention. That means embracing tough conversations, responding to workforce challenges with innovation, and keeping continuous improvement at the core of our work. Guided by AAPPR’s strategic imperatives, we will champion not just recruitment excellence, but also the operational and financial sustainability of the organizations we serve.
But above all, we will keep people—patients, providers, and professionals like you—at the center of everything we do.
This is also a time to amplify the voices in our community. As recruitment professionals, we are the experts in building and sustaining inclusive, effective healthcare workforces. Our perspectives matter, and they deserve to be heard by C-suite leaders, healthcare executives, and policymakers. Advocacy must remain at the forefront of our work—because the future of recruitment and retention hinges on the policies and priorities being shaped today.
– Step forward with boldness—join a committee.
– Speak up with confidence—submit a webinar idea or propose a conference topic.
– Lead with conviction—mentor a peer who’s just starting out.
The future of healthcare is not something that happens to us. It’s something we shape, influence, and drive.
On behalf of the AAPPR Board of Directors, Carey, and our incredible staff—I want you to know how honored and energized we are to continue this journey alongside you. Together, we’ll keep moving forward with purpose. Together, we’ll push the boundaries of what’s possible in recruitment. And together, we’ll make an impact that reaches far beyond our roles—touching the lives of patients, physicians, advanced practice providers, and communities across the country.
So what do you say? Let’s lean into the adventure, hit the throttle, and drive this mission forward.
Earlier this month, both the House and Senate reintroduced the Conrad State 30 and Physician Access Reauthorization Act. AAPPR endorsed the bill prior to its introduction and is working with a coalition of stakeholders to send a letter to the sponsors in support of the legislation. The reauthorization would strengthen the program by clarifying the incentives for physicians and employers to leverage the program, thereby facilitating more international medical graduate (IMG) participation in Conrad 30 programs.
There are several other initiatives we are monitoring around strengthening the healthcare workforce. The Healthcare Workforce Resilience Act, which would recapture 40,000 unused visas and reallocate 25,000 visas to nurses and 15,000 visas to physicians, is poised to be reintroduced this spring. On the graduate medical education side, we anticipate the Resident Physician Shortage Reduction Act will also be introduced this spring, which would provide for an additional 14,000 positions over seven years. We are in touch with these offices and key stakeholder groups to ensure a robust roll out of these bills.
We are also closely monitoring the status of appropriations and funding at key federal agencies. Reductions in funding could lead to cuts to programs, personnel, and grants that provide access to a variety of healthcare services.
Below we provide a larger update on the government funding bill and what the next few months will look like for Congress.
Congress passed a continuing resolution (CR) that funds the government through September 30, 2025. Unfortunately, the CR did not include language addressing CMS’ 2.83% Medicare physician pay cut and simply extended Medicare telehealth flexibilities through the end of the fiscal year. The GOP Doctors Caucus reportedly secured a commitment from House leadership to address the physician pay cut in the upcoming reconciliation package. However, there is no guarantee this will happen, as offsetting the cost of reversing the cut is challenging—especially given Republican efforts to advance significant tax cuts through reconciliation.
Some lawmakers expressed concerns about the political impacts of a government shutdown on federal agencies and services, which are already under increasing strain. Government shutdowns have broad consequences, particularly for federal workers, contractors, and communities with a significant federal presence. Looking ahead, Congress will soon face a similar high-stakes process when addressing the debt limit, and Republicans may find it even more difficult to pass a bill without bipartisan support.
The statutory debt limit, first enacted in 1917, has been raised over 100 times, serving as a mechanism to allow the government to meet existing financial obligations. In recent years, it has become a political flashpoint, requiring bipartisan agreement—particularly in a divided Congress—giving both parties leverage to negotiate policy concessions. As the so-called “default date” nears, financial market volatility increases, pressuring lawmakers and the administration to reach a resolution, a process the President has expressed reluctance to repeat after facing similar challenges in his first term.
The Treasury Department is expected to announce the “X date” in the coming weeks, likely in June or July, giving Congress roughly three months to act, with Democrats as the minority party poised to use their votes to push for policy priorities and assert congressional authority over fiscal matters.
Republicans will turn their attention to the reconciliation process, which is already fraught with challenges. Reconciliation is a special legislative process that allows certain budget-related bills to pass the Senate with a simple majority so long as they meet certain conditions. A key concern for stakeholders is the potential for deep Medicaid funding cuts. These cuts could force states to reduce provider payments, limit services, or change eligibility rules, creating uncertainty for Medicaid enrollees and healthcare providers alike.
If there is room for bipartisan action in the near future, it would likely occur soon on readying a budget for FY26 and articulating a plan to reauthorize federal health programs that have been operating on temporary extensions since October 1, 2023. Congress may also consider bipartisan reforms to pharmacy benefit manager (PBM) practices, including efforts to increase pricing transparency. We will continue to monitor these developments and encourage you to reach out with any questions.
As political pressures and stakes continue to rise, we are actively engaging with key offices and stakeholders to ensure AAPPR remains at the forefront of discussions on healthcare workforce challenges and the delivery of care. We will share further updates and next steps in the coming weeks.
Recruitment is more than filling positions; it’s about connecting with people and building relationships. It’s about understanding their career aspirations, family needs, and lifestyle preferences, and ultimately, finding the right fit for both the provider and your organization.
Understanding our candidates requires genuine connection. Candidates often buy into the recruiter before they buy into the organization’s vision. Your ability to connect is extremely important.
Here are some tips to build strong connections:
Before discussing job specifics, take the time to listen and understand their background, interests, family needs and career goals. Finding common ground, such as shared interests or geographic connections, hobbies or pets, builds rapport and lays the foundation for a strong connection.
Healthcare is already complex enough. Communicate clearly and concisely, avoiding jargon (WRVUs come to mind) and addressing concerns directly and in a way that it is easy to understand. Providers appreciate transparency and authenticity.
Most of our conversations are over the phone, which means that your enthusiasm needs to be evident in your tone. Communicate with passion; enthusiasm is contagious!
Share insights into anything they brought up in the conversation so that you can position yourself as a trusted advisor, not just a “salesperson”.
Remembering that they have 2 boys and a girl or their hobbies or pets’ names (if mentioned), shows candidates you value them as individuals which will strengthen your connection.
Connecting is a skill that can be developed and refined. Reflect on your current communication practices and identify areas where you can strengthen your connection with others, not just with candidates.
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