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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.
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.
The Association for Advancing Physician and Provider Recruitment (AAPPR), the leading authority on physician recruitment, onboarding and retention, engaged Eli Greenspan, a government relations professional with the law firm Foley Hoag LLP, to support the association’s advocacy and public affairs efforts.
Eli Greenspan, who brings over 10 years of experience in healthcare policy and government relations, will work closely with the association’s leadership and members to elevate key issues affecting physician recruitment and healthcare access at the federal and state levels. The partnership will focus on three primary issues:
With a proven track record of navigating the complexities of Congress through strategic legislative advocacy, Greenspan will help guide the association’s efforts to confront health workforce shortages and advocate for policies that enhance the physician and provider recruitment landscape.
“We are excited to welcome Eli to AAPPR,” said Carey Goryl, CEO of AAPPR. “This is a critical time to be engaging with policymakers to ensure critical issues such as our nation’s ongoing health workforce shortage remain top-of-mind. Eli will be instrumental in helping us advocate for solutions that benefit our members, their organizations and their communities.”
“I am thrilled to work with AAPPR and support the association’s mission to improve physician and provider recruitment and retention,” said Greenspan. “Advocating for effective policy solutions will help create a robust health workforce to improve access to health care and patient experiences, particularly for underserved populations such as those in rural areas.”
“At a time when healthcare systems are grappling with physician shortages and growing demand for services, having Eli Greenspan on board is crucial to advancing our policy priorities,” said Aisha DeBerry, Board President of AAPPR. “We believe his partnership will help us make meaningful progress in addressing the workforce challenges that impact our members and the broader healthcare system.”
For more information about AAPPR and its advocacy efforts, visit https://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.
Anyone that knows me, knows that I’m an avid cruiser. In fact, I usually take 2-3 cruises a year. After over 25 voyages – and I thought I saw everything – I witnessed my first emergency rescue at sea – and it was literally 200 yards outside of my balcony. On a recent cruise, we were sailing from Florida to Cozumel, Mexico when at about 11:30am the captain made an announcement that he verified a “vessel in distress” and that we were turning around to rescue the sailor. He proceeded to make the smoothest U-turn I’ve ever seen and within 30 minutes we could see the distressed vessel and a single occupant. The winds were rough, and the waves were even rougher, actually tossing his Catamaran like a doll and it looked like it could capsize at any moment. The first attempt to lower the Lifeboat failed as the waves only pushed it against the ship, so it was raised and secured. After a while the sailor dropped a smaller boat from the Catamaran and got into it with two paddles. The waves did not let up and were now pushing the Catamaran closer to the Ship. At this point the captain – like a scene out of a James Bond movie – spun the ship around parallel to the waves to avoid contact with the Catamaran. We were 40 miles off the coast of Havana, Cuba and I really expected to hear a US Coast Guard helicopter to finish the job. Suddenly, a different Lifeboat came from around the front of the ship and darted straight to the sailor, they pulled him in and darted him back to the ship – navigating the waves like they’d done this a few times before. We on the ship screamed and cheered like the winning touchdown was scored – it was unbelievable!
Since we were so close to Cuba, most thought the sailor was a Cuban national making his way to the US. However, we later learned that the experienced sailor was a US Citizen, in his 70s, a Florida resident, and had been at sea since Thanksgiving. He had been without his two Sails and engine power for five days and it was only after shooting his Flare gun that he caught the attention of the ship. Once aboard, he received medical attention, a hot meal, and quarters to rest. Upon arrival at Cozumel, he was released to the Mexican authorities and made his way back to Florida.
When I think of my decades of experience as a physician recruiter, I can recall times – even recently – when I felt like that sailor. Whether its organizational change, managing a complex search, or accommodating a demanding stakeholder or candidate, I’ve felt like my primary sails and engine were no longer working and I needed a ‘rescue’. When it comes to the sailor – and you and me – one thing’s for sure, he knew how to get the help he needed. As an AAPPR member, you have some essential resources that get you back to center – and right at your fingertips!
For me, this resource is me shooting my flare gun in the air – my distress call. I send my question or issue to my colleagues, and, in short order, someone takes notice, stops what they’re doing, and give me the real time feedback, information, or recommendation that brings me to safety. AAPPR Chat is a wealth of insight, support, and generous professional assistance – it’s the digital version of phoning a friend.
I’ve always believed that our profession/role is strategically aligned with the C-Suite and we’re most valuable when armed with insight and information to that audience. ACADEMY is where I can go for that info! From topical and on-demand Webinars and Resource Library to the AAPPR Benchmarking Survey, there’s a treasure trove of tools that informs and empowers my role – particularly when the organizational waters feel a bit rough for me.
These monthly sessions, offer timely discussion around topics surrounding our profession along with exploring new and innovative ways for recruitment. Virtual Roundtables, free to members, gives space for us to work together and establish new practices and tactics to meet the needs of our healthcare organizations.
Navigating rough and challenging waters, though uncomfortable, are a normal part of business. However, like that experienced sailor, the attention, and solutions available to you are just one ‘flare’ away. Tap into AAPPR member resources and keep sailing!
Data in recent AAPPR reports has shown that physicians and clinicians feel more satisfied and confident with their job if they’ve undergone a formal onboarding process. An essential part of creating a formal onboarding experience is by helping physicians navigate the often complex and lengthy credentialing process.
Recruitment professionals can help provide clarity on what physicians can expect during the credentialing process and set them up with the proper support and materials they need to feel confident and energized as they take on their new role. Here are four ways credentialing support can enhance your organization’s onboarding process and reduce the risk of turnover:
In a recent AAPPR report, 94% of respondents said credentialing is a key part of their onboarding process and that assistance with licensing and credentialing processes made the onboarding experience a positive one.
Providing insight and setting expectations for the process can help physicians get certified faster. With the credentialing process taking as long as six months, making this as seamless as possible means that physicians can start their work treating and caring for patients more quickly.
A formal onboarding process that integrates credentialing support leads to happier physicians. In return, this helps healthcare organizations retain skilled professionals and can reduce turnover, contributing to long-term stability and a positive work environment.
Organizations that have effective onboarding processes and support physicians through the credentialing process often see improvements in patient satisfaction. A bottlenecked credentialing process not only hinders physicians from making a living, but also delays patients from receiving the care that they need, which can be damaging to an organization – especially during an ongoing national physician shortage.
Organizations that have taken the time to develop a positive onboarding experience that runs in conjunction with the credentialing process have reported happier patients and physicians, leading to higher retention rates and more satisfied employees.
To improve both onboarding and credentialing processes, organizations can adopt these best practices:
Interested in learning more? The complete AAPPR Physician Credentialing Survey Report is available for download here: aappr.org/research/physician-credentialing-report
Aya Healthcare, the largest healthcare talent software and staffing company in the U.S., has joined the Association for Advancing Physician and Provider Recruitment (AAPPR) as a Strategic Partner. Together, the organizations will work to advance the physician and provider recruitment profession by collaboratively exploring how technology can help solve workforce challenges.
AAPPR, the leading authority on physician recruitment, onboarding and retention, launched its Partner program in 2017 to create deeper connections between physician and provider recruitment professionals, the organizations they represent and the companies they rely on for technologies and services to recruit, onboard and retain talent effectively.
The program creates a direct line of communication for AAPPR members to share their challenges and identify solutions that fit recruitment professionals’ needs.
“AAPPR’s partners play a critical role in our work to help recruitment and retention leaders connect, learn and advance their careers,” said Carey Goryl, CEO of AAPPR. “We are thrilled to partner with Aya Healthcare to provide members with the resources they need to strengthen recruitment strategies through the latest technologies and innovations.”
AAPPR will work with Aya Healthcare, along with its existing partners, to support the organization’s mission to impact health care access through education, research, and the elevation of the physician and provider recruitment industry.
Aya Healthcare’s Physician and Advanced Practice Solutions deliver innovative technologies, comprehensive services and dedicated teams to build strong recruitment pipelines and effective retention strategies. Key offerings include:
Each AAPPR partnership is tailored to fulfill the company’s unique business objectives and marketing goals. Partners receive invaluable visibility with nearly 2,400 AAPPR members, including sourcing, recruiting, contracting, credentialing, certifying and onboarding professionals, who play critical roles in influencing the advancement of their health care systems. With the support of Aya Healthcare, the Partner program now includes 11 companies working together in support of AAPPR’s mission.
For more information about Aya Healthcare or the Partner program, visit www.aappr.org or email info@aappr.org. For more information about Aya Healthcare’s physician and advanced practitioner solutions, visit https://www.ayahealthcare.com/physicianrecruitment.
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.
About Aya Healthcare
Aya Healthcare is the largest healthcare talent software and staffing company in the United States. Aya operates the world’s largest digital staffing platform delivering every component of healthcare-focused labor services, including locum tenens, travel nursing and allied health, per diem, permanent staff hiring, interim leadership and non-clinical professionals. Aya’s software suite, which includes physician and advanced practice solutions, vendor management, float pool technology and MSP services, provides healthcare organizations greater efficiencies, superior operating results and reduced labor costs. While technology drives efficiency and scale, Aya’s 6,000+ global employees power the company to deliver unparalleled accountability and exceptional experiences for clients and clinicians. Aya’s company culture is rooted in giving back and supports organizations around food security, education, healthcare, safe shelter and equity. To learn more about Aya Healthcare, visit www.ayahealthcare.com.
While Mental Health Awareness Month is behind us, the importance of mental health and wellness is a year-round priority. When it comes to mental health in physician and provider recruitment, one of the main challenges is burnout, which can have extensive effects on everyone in the healthcare community, from clinical staff to recruitment professionals.
At AAPPR’s 2024 Annual Conference, Advancing Connections, members Jennifer Scherer, CPRP and Becky Trujillo, CPRP dove into “Navigating Burnout in Physician Recruitment” and the impact burnout has on the healthcare community. According to a recent American Medical Association survey, more than 50% of physicians across nearly all experience levels feel at least one symptom of burnout while those who are 6-10 years post-residency are the group most likely to feel burnt out. However, this is not only an issue among clinical staff. In physician and provider recruitment, more than 50% of professionals experience symptoms.
What Does Burnout Look Like?
Contrary to popular belief, burnout is not just stress. Stress is a response to a perceived threat, while burnout is a state of physical, mental and emotional exhaustion caused by prolonged and excessive stress and can occur both in the workplace and in personal lives. The causes and symptoms of burnout are wide ranging and can be difficult to pinpoint unless you are intentionally looking for them. If you’re experiencing lack of energy and trouble sleeping along with physical symptoms, such as stomach issues, muscle tension and headaches, you may need to ask yourself if you’re feeling burnt out.
Why is Burnout so Common in Recruitment?
The significant and continuing physician shortage in the United States is expected to increase in the coming years, placing high demand on recruitment professionals. Recruitment teams are pressured to do more with less and face a range of factors outside of their control, from organizational decision-making processes to candidates opting for competing positions. All that to say, it’s very likely these conditions can cause prolonged and excessive stress to the employees in the work environment, which can eventually lead to burnout.
How to Effectively Manage Burnout
Many healthcare organizations and recruitment departments stress how important their teams’ mental health is. While wellness programs can be a key component of a recruitment strategy for retention, recruitment professionals should also “practice what they preach” and prioritize their own wellness.
Recruitment professionals can do this by setting boundaries with their time. A 2023 study from Pew Research Center found that more than half of workers (55%) respond to work emails or other work-related messages outside of their normal hours. While there will always be work to do, it’s important to utilize weekend and evening time for rest and things that you enjoy. This will leave you more refreshed and effective when you return to the office.
In the presentation from Advancing Connections, Jennifer and Becky also suggest setting priorities and sticking to a schedule to better own your time. For instance, spend the morning hours prioritizing sourcing and answering emails, during the lunch hour set aside time to journal or walk and talk to colleagues, and be sure to find time in between work tasks to take a break, even if it’s just for five minutes.
When recruitment professionals prioritize their own mental wellbeing, they are more able to give their full attention and effort to developing and executing successful strategies for potential and current team members.
Recruitment professionals play a vital role in the healthcare community. They help improve access to care, attract and retain staff to improve their healthcare systems and provide opportunities for physicians that fit their needs. However, when we are burnt out, it’s almost impossible to perform to the best of our ability. Prioritizing your own mental health and organizing your time can help you bring your best self to work while helping others find the care and careers they need.
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