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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.
The Association for Advancing Physician and Provider Recruitment (AAPPR) has released its annual Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends, offering new insights into physician and provider recruitment activity across the United States. Findings reveal that although recruitment demand remains steady, the time required to secure physicians, particularly in specialty and surgical fields, continues to rise.
While the percentage of physician searches filled improved slightly over the previous year, nearly half of all searches remained open at the end of 2024, underscoring the persistent challenges recruitment professionals face in addressing healthcare workforce needs. These challenges are compounded by the need to fairly compensate recruitment professionals themselves, as outlined in the 2025 AAPPR Recruitment Team Professional Compensation Benchmarking Report. The report underscores that retaining experienced recruitment team professionals is just as critical as filling clinical roles.
“Healthcare organizations are navigating an increasingly complex recruitment landscape where physician searches now average nearly four months to signing, with specialty searches extending to a year or more,” said Carey Goryl, CEO of AAPPR. “Our research shows that organizations investing in dedicated physician recruitment expertise and adequate resources consistently outperform those that don’t. When healthcare systems treat physician recruitment as just another HR function or reduce staffing during precisely the moment when strategic workforce staffing is most critical, they compromise their ability to serve patients and communities effectively.”
Nearly 130 health organizations participated in the 2025 Physician and Provider Recruitment Benchmarking Report, providing data on more than 15,000 searches, 61% of which were for physicians.
Notable findings from the 2025 AAPPR Physician and Provider Recruitment Benchmarking Report include:
The industry-level data equips healthcare organizations with the information they need to refine workforce planning and recruitment strategies. Participants in the survey gain complimentary access to the AAPPR Benchmarking Portal, which includes advanced search tools, time-to-fill and compensation calculators, and customizable benchmarking capabilities.
The complete 2025 AAPPR Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends is available for purchase online. The companion 2025 AAPPR Recruitment Team Professional Compensation Benchmarking Report is also available, providing insight into recruiter pay, staffing levels, and team structures that help organizations attract and retain top recruitment talent. To access, visit www.aappr.org/research/benchmarking.
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.
Last month, Sen. John Boozman (R-AR) and Sen. Raphael Warnock (D-GA) reintroduced the Resident Physician Shortage Reduction Act of 2025. The legislation addresses the growing physician shortage by expanding the number of Medicare-supported graduate medical education (GME) slots by 14,000 over the next seven years. This is the Senate version of the House bill introduced in June.
AAPPR is proud to endorse this important legislation, as it directly supports our mission to strengthen the physician workforce and improve healthcare access, particularly in underserved and high-need communities. We will be transmitting an endorsement letter to the sponsors as we did with the House bill and recently joined a stakeholder letter led by the Association of American Medical Colleges. We will follow up with AAPPR members on how to help raise awareness for this important legislation to increase the number of GME slots across the country.
A controversial rule from the US Citizenship and Immigration Services (USCIS) seeking to base selection of H-1B petitions on wages paid rather than random lottery could be released this month. The weighted selection would apply to H-1B visa subject to annual caps, which does not always impact physicians, but could deter leveraging the H-1B pathway or make the process more competitive. Currently, 85,000 slots are assigned via lottery.
The first Trump Administration sought to advance a similar proposal but it was ultimately rescinded by the Biden Administration in 2021. It will likely face scrutiny from the public and employers who fear this could impact less experienced professionals who are still heavily recruited for roles in tech and health care. AAPPR will continue to monitor this issue and its implications for the recruitment of international physicians.
We will be following up with more state and federal updates in the health workforce space coming out of the August recess. Please reach out if you have any questions. Enjoy the rest of summer!
The reconciliation package makes several targeted changes to the Medicaid expansion provisions in the Affordable Care Act (ACA). Under the ACA, states can choose to expand coverage to non-elderly adults with incomes up to 138% of the federal poverty level. Currently, 41 states and DC have implemented Medicaid expansion, with the federal government covering 90% of the costs for this population. In 2021, Congress passed a financial incentive for states that have not yet adopted Medicaid expansion, but the reconciliation package would eliminate this temporary incentive for states that newly adopt expansion, effective January 1, 2026.
The legislation also requires states to impose work requirements of at least 80 hours per month for individuals ages 19-64, with certain exceptions, who are applying for or enrolled through the ACA expansion. In addition, states will be required to conduct eligibility redeterminations at least every six months, which is faster than more states typically do now. These requirements must be implemented and tracked by states by January 1, 2027.
One of the most significant provisions in the bill concerns provider taxes. States are currently allowed to finance their share of Medicaid spending through various sources, including health care-related taxes, as long as those taxes comply with federal rules. The new changes will prohibit states from creating new provider taxes or increasing rates on existing ones and will also affect the safe harbor threshold for states that expanded Medicaid under the ACA.
Currently, provider taxes are considered compliant with the “hold harmless” rule if the tax revenue is 6% or less of a provider’s net patient revenue. The “hold harmless” rule means that states cannot structure provider taxes in a way that guarantees providers will get back what they pay in taxes through increased Medicaid payments. Under the new policy, starting in fiscal year 2028, this safe harbor limit will be reduced by 0.5% each year for these states. By fiscal year 2032, the safe harbor limit will be set at 3.5%. This means that states that expanded Medicaid will have significantly less flexibility to use provider taxes to fund their share of Medicaid costs.
These changes could result in increased financial pressure on states, potentially leading to reduced Medicaid payments, tighter operating margins, service reductions, or increased costs for providers and health systems. We are closely monitoring these developments and will provide more information in the coming months on the timeline and implications for health care delivery.
Our outreach over the past month has led to a notable jump in the number of cosponsors on the Conrad 30 reauthorization bill. Since the beginning of June, we have seen 17 House offices join the bill as a result of our outreach and are looking to add more in the coming weeks. We will also be leveraging our national footprint to target new members, educating them on the importance of strengthening the pipeline of physicians to confront health workforce shortages.
Later this month, we anticipate the Healthcare Workforce Resilience Act (HWRA) will be re-introduced in the Senate. HWRA would recapture up to 40,000 previously authorized but unused visas, allocating 25,000 for nurses and 15,000 for physicians. These visas would not be subject to per-country caps and would be issued based on priority date. This bill aims to help address nursing shortages across the country and assist doctors who are already practicing in the U.S. but have been affected by the green card backlog for over a decade. Stay tuned for more information as we work with other stakeholders to ensure a strong rollout of this legislation.
At the end of the month, Congress will go on its month long summer recess. This is a great time to catch up with congressional staff and outline priority issues heading into the fall. We are working with offices on novel approaches to increase recruitment of physicians in rural communities, and also engaging at the state level to encourage states to buy into their role in recruiting physicians to communities across their states. Stay tuned for more exciting developments and reach out with any questions.
Last week, Rep. Terri Sewell (D-AL) and Rep. Brian Fitzpatrick (R-PA) reintroduced the Resident Physician Shortage Reduction Act of 2025. The legislation addresses the growing physician shortage by expanding the number of Medicare-supported graduate medical education (GME) slots by 14,000 over the next seven years.
The legislation also directs the new residency positions to be distributed strategically, with specific allocations for hospitals in rural areas, those training residents above their current GME cap, hospitals in states with new medical schools or branch campuses, and facilities serving health professional shortage areas—including a priority for those affiliated with historically Black medical schools.
AAPPR is proud to endorse this important legislation, as it directly supports our mission to strengthen the physician workforce and improve healthcare access, particularly in underserved and high-need communities. We will be transmitting an endorsement letter to the sponsors and key stakeholders and will follow up with AAPPR members on how to help raise awareness for this important legislation to increase the number of GME slots across the country.
We are working with stakeholders regarding the temporary pause in scheduling new visa appointments for J-1 visa holders (and other student visa categories). We understand the pause has impacted a limited number of incoming J-1 physicians and will provide additional updates next month at the start of the academic year for many residency programs. If you have any questions or are impacted by this pause, please reach out for more information.
The Department of Health and Human Services recently released its FY 2026 Administration for a Healthy America (AHA) Congressional Justification, which outlines significant proposed cuts to health workforce programs, including the elimination of 15 key initiatives previously under Health Resources and Services Administration (HRSA), such as diversity training, primary care, and nursing workforce development.
While some programs like the Pediatric Specialty Loan Repayment Program would maintain current funding levels, the budget also proposes eliminating the Children’s Hospitals Graduate Medical Education program and reallocating funds to other workforce initiatives. We are closely monitoring these proposed cuts given Congress must ultimately enact such changes.
The Senate is making progress on the House-passed reconciliation package, but key hurdles remain and the timing of passage is unclear. House leadership hope to see the measure pass the Senate by the July 4th recess, but several senators think prior to the August recess is more realistic if they can overcome numerous challenges by then.
The reconciliation bill proposes significant cuts to Medicaid, roughly $800B over the next decade, and places restrictions on ACA Marketplace funding and state oversight. These changes could increase the number of uninsured by up to 11 million people, leading to more uncompensated care and financial strain on hospitals, especially those serving large numbers of Medicaid and low-income patients. The bill also greatly limits states’ ability to use provider taxes and state-directed payments to support hospital funding, which could harm rural and safety-net hospitals.
We continue to follow the status of the reconciliation package and its approach to Medicaid and insurance markets. A growing number of stakeholders are concerned that such changes will lead to reduced services, personnel shortages, and potential hospital closures.
Republicans have been able to navigate this new Congress thus far without really having to work with Democrats. However, if the reconciliation package is not passed soon, it may coincide with the anticipated debt limit default date at the end of July. Addressing the debt limit is a real and urgent issue that may require bipartisan cooperation absent swift passage of the reconciliation bill. This timing, along with the upcoming fiscal year 2026 budget deadlines, presents both challenges and opportunities for Democrats in the minority. It is a dynamic that will be watched closely over the next month.
What makes physicians go into medicine? Sure, the compensation is nice and the profession is generally admired, but anyone who works in a hospital understands the many challenges associated with careers in healthcare. For physicians to put up with the long hours, productivity quotas, demanding patients, and extensive charting, they must be in it for something more than money and (occasional) respect. So, what made them go into medicine, and more importantly, what keeps them coming back day after day?
These questions incited new research from Jackson Physician Search and LocumTenens.com. The physician recruitment and staffing companies wanted to know if physicians feel medicine is a “calling.” That is, did they feel “called” to practice? Did they believe it was their purpose to help others through medicine? The survey results, documented in the report “Is Medicine Still a Calling: Exploring Physician Attitudes About Purpose in Medicine,” found the answers to be an overwhelming yes and yes.
The study found that nine in ten physicians and advanced practice providers feel they were “called” to practice medicine. Nearly three-fourths cited “a desire to help others and serve humanity” as their primary motivator for pursuing a career in healthcare. Certainly, competitive compensation and job stability also contribute to the appeal of medicine, but the ability to make a difference and positively impact patients is key for professional satisfaction.
That said, for physicians evaluating job opportunities with a potential employer, it is not always easy to determine if they will be able to make an impact in this way. So, instead, they ask questions about compensation, schedule flexibility, and scope of practice to help them discern if the opportunity is a good fit. Of course, providing clear answers to their questions is essential, but organizations that demonstrate how potential candidates can make a difference in the lives of patients and the broader community will have a competitive advantage over other employers.
Demonstrating your organization’s commitment to making a difference begins with your employer brand, but the interview is the prime opportunity to show individual physician candidates how they can fulfill their purpose with your organization. To do this effectively, focus on the following:
Your organization’s mission must be more than a blurb on the website. Be prepared to illustrate the mission with real-life stories about the impact of the organization on the community and the role physicians play in that work.
Takeaway: All points of contact must understand the mission and articulate ways they personally contribute.
Physicians spend years developing their skills so they may improve the lives of their patients. They want the autonomy to make decisions based on their education, training, and experience, not on protocols set by administrators and/or insurers. When physicians are denied that opportunity, their sense of purpose is stripped away.
In the aforementioned joint study, when asked about the most meaningful aspect of practicing medicine, 52% said, “problem-solving and clinical decision-making.” Assuming your organization gives physicians the freedom to make those clinical decisions, introduce candidates to physicians in their potential departments so they can hear firsthand how physicians perceive autonomy.
Takeaway: Encourage employed physicians to be transparent with candidates. When possible, they should offer specific examples of their unobstructed decision-making.
Just behind “clinical decision-making,” “patient interactions” was cited by 49% of respondents as one of the most meaningful aspects of practice. When asked, “What keeps you going in challenging moments?” the number one answer was “patient interactions” (46%). Connecting with patients is critical for physicians to feel connected to their purpose. Ideally, physicians have enough time with patients to forge those connections.
Takeaway: Share a sample schedule and walk physician candidates through a typical day. Highlight the time carved out for individual patient interactions.
The research shows physicians who feel connected to their purpose are less likely to experience burnout. Does purpose protect them from burnout, or does the fact that they are not burned out allow them to feel more purpose? Either way, show physician candidates that your organization protects physician work-life balance with flexible schedules, job sharing, wellness initiatives, and more.
Takeaway: Physicians increasingly expect flexibility, remote days, and four-day work weeks, so go above and beyond expectations and give candidates concrete examples of unique ways the organization prioritizes physician well-being.
Another way physicians make an impact is by mentoring other physicians. This, too, helps physicians feel they are living out their purpose. This perhaps explains why some studies have found a correlation between mentorship and job satisfaction. If your organization has a strong
mentorship program, ensure candidates know about it and discuss ways to get involved as a mentor or mentee.
Takeaway: Highlight mentorship programs offered by your organization and introduce candidates to physicians who have benefited from the program.
Purpose is a critical component of physician job satisfaction and retention, and yet, it can be difficult for candidates to determine if a potential employer will fuel their sense of purpose or squelch it. Show them that your organization will support them in living out their purpose. During the course of the physician interview, emphasize the mission, encourage transparent conversations about autonomy, discuss time with patients, work-life balance initiatives, and mentorship programs. Highlight the many things your organization does to support physicians in living out their purpose, and you will have a clear advantage over the competition. As an employer that empowers physicians to live out their purpose, you will attract and retain physicians who are motivated to improve patients’ livesv and positively impact the broader community.
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/.
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