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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 recruitment professionals, we all juggle shifting timelines, rising demand, and leaders who want answers. In the past, I relied heavily on instincts and experience but the moment I started using AAPPR’s Benchmarking Report(s), everything clicked. Data didn’t just validate what I “felt”; it made my decisions stronger, my conversations clearer, and my team’s strategy sharper. If you haven’t unlocked this year’s benchmarking data, you’re leaving game-changing insights on the table, here’s why every industry professional should be using it.
Before benchmarking, our annual planning felt a bit like educated guesswork. Now, the Search Dynamics report is the backbone of the entire process.
Key metrics like days-to-fill and specialty shortages allow us to set realistic goals, forecast challenges, and align resources with actual market conditions. For example, when the report showed APC days-to-fill increasing nationwide, it helped us explain to leadership that longer timelines weren’t performance issues, they were industry trends. That shifted the conversation from pressure to planning.
Every recruiter deserves targets that reflect the reality of their role. The benchmarking bundle makes that possible.
Using the Advanced Search Tool, we can filter by organization size, specialty, and geography so we’re comparing ourselves with true peers—not broad national averages that don’t reflect our environment. This lets us celebrate wins where we’re excelling, and pinpoint very specific areas—like offer acceptance rates or candidate pipeline strength, where we may need improvement.
It has brought more transparency, fairness, and buy-in across the team.
Here are the three metrics that consistently get leadership’s attention:
Days-to-Fill by Specialty
These metrics translate directly into organizational dollars. Showing leaders how a 60-day gap in days-to-fill impacts revenue or how high CPS might be tied to agency dependence turns recruitment into a business case, not just an operational task.
And the Compensation Report? It has been essential for advocating for equitable recruiter pay and retaining high performers.
One of the most impactful changes we made came from retention data. Even though our primary care days-to-fill matched national averages, our 24-month retention lagged behind peer organizations.
That insight redirected our entire strategy.
We realized the issue wasn’t recruitment at all, it was integration. Benchmarking gave us the evidence to build a year-long Provider Integration Program with mentorship, ramp-up support, and belonging initiatives. The result? Better retention and less pressure on our recruiters to re-fill the same roles.
Start with your strengths.
Use the calculators.
Pay attention to trends.
From shortening recruitment cycles to identifying burnout through locums spend to assessing your team’s diversity and belonging goals, the data shapes solutions you can implement now, not someday.
Bottom line? Benchmarking turned us from reactive recruiters into proactive workforce planners.
If you’re a recruitment professional who wants stronger leadership alignment, data-driven KPIs, and a clearer picture of what’s possible for your team, the benchmarking bundle is one of the most valuable tools you’ll use all year. To learn more about the AAPPR Benchmarking Reports visit aappr.org/benchmarking
If you’ve been in recruitment for any amount of time, you know the feeling. The constant demands. The pressure from leadership to fill roles yesterday. The late nights spent smoothing out onboarding details or making sure retention strategies actually stick.
We’ve all been there before. Feeling burned out, running on empty, wondering how long I could keep it up. And I know I’m not alone. Burnout among recruitment professionals is real, and it’s taking a toll on our teams and our organizations.
The turning point for us came when we realized something simple but critical: our recruitment, onboarding, and retention teams weren’t being compensated in a way that reflected the weight of their work.
We were competing with other health systems not only for physicians and providers, but also for skilled recruiters. Without competitive pay, transparency, and flexibility, we risked losing the very people who keep the entire system running.
So, we made the choice to reexamine our compensation structure. We turned to benchmarking data to understand where we stood. Seeing the 50th percentile numbers gave us the clarity we needed. It wasn’t about guesswork anymore; it was about facts.
We introduced more transparent salary ranges. We created incentive opportunities tied to meaningful goals. We put structures in place that allowed recruiters to feel recognized and rewarded.
But just like with providers, we knew compensation alone wouldn’t solve everything.
Here are a few things we tried that made a difference for our recruitment team:
These changes didn’t magically eliminate burnout, but they gave our teams breathing room.
We saw an immediate shift. Feedback from recruitment professionals turned positive. Leadership started noticing improved retention within our team. And most importantly, we stopped losing great people to burnout quite as quickly.
The lesson? You can’t build sustainable recruitment teams without a clear picture of what fair compensation and support really look like.
That’s why I believe so strongly in the 2025 AAPPR Recruitment Team Professional Compensation Benchmarking Report. It shines a light on industry trends that matter, where compensation stands today, what benefits are being offered, and how organizations are supporting the people behind recruitment, onboarding, and retention.
This report gives you the data you need to make the case for fair compensation, create systems that keep recruiters engaged and supported, and show leadership that investing in the recruitment, onboarding, and retention teams isn’t optional – it’s essential.
In today’s competitive physician recruitment landscape, early engagement isn’t just a strategy. As leaders in recruitment, we must prioritize building relationships with medical students (UME), residents, and fellows (GME) long before they’re ready to sign a contract. The new generation of Medical Students, Residents and Fellows eager to connect with organizations that align with their values and career aspirations.
As a physician recruitment leader, I’ve made it a strategic priority to build strong, early relationships with medical trainees starting in medical school (UME) and continuing through residency and fellowship (GME). Our approach is rooted in data, personalization, and long-term relationship-building.
We use physician workforce data such as specialty demand projections, geographic retention trends, and internal turnover analytics to identify high-need areas and proactively engage trainees in those specialties. For those of us working in academic settings, it’s essential to leverage internal resources program directors, coordinators, and GME leadership to initiate and maintain connections with trainees throughout their education.
We also collect qualitative data from conversations with trainees about their career intentions, visa needs, and geographic preferences. This information is regularly reported back to Senior Leadership to inform strategic planning and allow time to adjust recruitment strategies accordingly.
Case in point: We identified a Neurology fellow we hoped to retain post-training. Due to his visa status, we initially weren’t sure if a J-1 waiver was feasible. After assessing his prior international experience, we pivoted to pursue an O-1 visa, which required a strong portfolio. Over two years, we mentored him intensively encouraging research, publications, and collaborations with senior faculty to build a compelling case. This proactive, long-term strategy not only supported visa success but also deepened his integration into our system.
We’ve found that early engagement is most effective when it’s personal and consistent. Our outreach includes:
One example: we began engaging a third-year medical student through mentorship and informal meetups. By the time she entered residency, she was already aligned with our organization’s values and goals. This early relationship ultimately led to a successful hire post-residency, with a significantly shortened recruitment timeline.
We’ve seen a clear uptick in residents transitioning directly into full-time roles. Early engagement builds familiarity and trust, making our organization a natural choice when trainees begin evaluating job offers.
To further support retention, we’ve started offering signing bonuses and stipends during training, and we include committed trainees in clinical faculty processes early. This helps them feel part of the team well before their official start date boosting both morale and long-term retention.
Let’s face it: many trainees prefer to have their lives planned early. Signing them during training allows them to focus on education without the stress of a future job hunt.
To streamline outreach and transitions, we use:
Start early and start with relationships. Engage medical students and residents through meaningful, personalized interactions. Use internal academic partnerships to stay connected throughout training. Offer value beyond job opportunities and ensure your onboarding and transition processes are seamless. For international trainees, plan ahead for visa pathways and build strong mentorship portfolios. The earlier you build trust, the stronger your pipeline will be and the more likely you are to retain top talent.
Let’s face it: most trainees want their future mapped out early. When we engage them thoughtfully and consistently, we give them the confidence to focus on training, knowing their next step is secure. The extra effort and cost involved in early engagement are invaluable in today’s market, where waiting often means losing top talent to other organizations.
Beyond recruitment, this approach allows our organization to plan more effectively for retirement, growth, new service lines, and expanded patient care because at the end of the day, that’s the mission of every healthcare system: delivering exceptional care to the communities we serve.
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.
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.
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.
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!
Recruitment is a fast-paced industry. Especially healthcare recruitment where there is a shortage in supply of candidates while the demand is extremely high. Healthcare recruiters often have no choice but to answer that physician candidate after 6pm or on a Saturday when the candidate is finally free from patient care. Never mind recruiters have a family of their own and well deserved precious personal time to enjoy.
This is why it is so important for all of us to work on Self-Care.
Remember, self-care is not selfish; it’s essential for your long-term well-being and success as a recruiter. By prioritizing your physical and mental health, you’ll be better equipped to handle the demands of your job and achieve greater job satisfaction.
Every person has a different approach to listening, learning, and working. Having different thought processes, different backgrounds, and different ways of communicating is essential in the workplace. When we talk about diversity, equity and inclusion in the workplace, many people immediately think about diversity in race, age, or gender. Today, I would like to talk about diversity in thought and information processing and how to make sure we are inclusive to everyone.
For the first 17 years of my life, I did not know that I had ADHD. I knew that I was not like all my classmates and teammates and that I processed information differently. However, I thought it was my fault and that I just needed to try harder. At the time, people were not aware of how ADHD can present in various ways, so it was assumed that I did not have it. After receiving my diagnosis, I panicked and thought my dreams might be unreachable because of it. Over the next few months, I learned more about how people receive and process information, as well as how these differences can lead to some amazing successes in life. There are amazing people who have had success and are navigating the world with ADHD, such as Simone Biles, Albert Einstein, Bill Gates, Michael Jordan, and more.
There are barriers to achieving this success and actions we take each day can make it easier for people to overcome those barriers. It is important to remember that when you are communicating with others, you may be giving them the same message, but it may need to be delivered differently. Clear and personalized communication benefits everyone, especially those who may be neurodiverse.
Some strategies to clarify your communication and help accommodate the neurodiverse population include:
1. Reflect on the appropriate method of communication. There are multiple methods of communication, and while a text message might be great for one person, a meeting might be better for another. People feel supported and heard if you ask what their preferred method of communication is.
2. Identify your purpose or call to action. With this communication, what are you trying to accomplish? Is it informative or is there a task that needs to be completed? Clearly identifying the call to action or purpose and highlighting that early in the communication can help people know what to keep in mind when reviewing the information.
3. Provide written deadlines and expectations. Even if you initially have a phone conversation with someone, following up with written deadlines, expectations, and instructions can help ensure that everyone is working towards the same goal and timeline.
4. Reduce stigma. Many people with ADHD struggle with whether they should disclose their diagnosis in the workplace out of fear it could lead to stigma and discrimination. You can work to promote a sense of inclusivity and openness within your workplace.
It is essential as working professionals, but also as those in healthcare and recruitment, that we increase our inclusivity and promote diversity in thought.
In the busy summer season for Physician Recruitment, it’s crucial to find a balance between productivity and well-being. Work-life balance is not just a trendy term; it’s essential for maintaining high performance and preventing burnout in this fast-paced industry. Here are some effective strategies for maintaining balance, boosting productivity, and promoting resilience during this important time:
First, make sure to discuss the expectations with leadership about the summer recruitment season. Keep senior management updated on market conditions and the need to promptly respond to candidate inquiries. Emphasize the importance of setting clear hiring goals to make decision-making processes more efficient and ensure timely engagement with candidates.
Review your recruitment workflows regularly to identify any bottlenecks and inefficiencies. It’s important to note that summer vacations can disrupt timelines, so it’s a good idea to implement strategies to maintain momentum during this time. Consider utilizing analytics from recruitment platforms such as PracticeLink and Doximity to optimize your job postings and outreach efforts. These tools can provide valuable insights into candidate preferences and market trends, giving you a competitive edge in recruitment.
Remember to fully embrace technology tools to increase productivity and streamline recruitment processes. Automated scheduling tools for emails and texts enable seamless communication, even when team members are unavailable. Platforms like PracticeMatch provide comprehensive data analytics to refine recruitment strategies and effectively target specific candidate demographics.
Maintain ongoing communication with past recruits to gather feedback on their experience and insights into workplace dynamics. Use these conversations to assess retention factors and identify areas for improvement. Building strong relationships fosters trust and loyalty, enhancing the organization’s reputation and attractiveness to prospective candidates.
Encourage team members to prioritize mental health by scheduling regular breaks and engaging in activities that promote relaxation and rejuvenation. Incorporate mindfulness practices into daily routines to alleviate stress and maintain focus. A refreshed mind contributes to sharper decision-making and sustained productivity throughout the recruitment process.
It’s crucial to acknowledge the significance of balance and resilience in retaining talent within the competitive physician recruitment industry. Organizations can reduce turnover rates and ensure long-term success by giving priority to employee well-being and operational efficiency. Investing in professional development and creating supportive work environments enhances employee engagement and organizational resilience.
As we dive into the summer recruitment season, it’s important to approach it with a good balance of productivity and well-being. To make the most of this season, recruitment professionals can focus on open communication with leadership, streamlining processes, making the most of technology, nurturing relationships, prioritizing mental well-being, and building long-term resilience. These strategies will help us achieve our goals while also taking care of ourselves.
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