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The Association for Advancing Physician and Provider Recruitment (AAPPR) is redefining recruitment to retention and is the only professional organization where physician and provider recruitment leaders and others who influence recruitment, onboarding and retention can connect, learn and advance their careers.
AAPPR will launch a new course geared towards new recruitment professionals in a few weeks. If you are new to the provider recruitment world, welcome! You have taken the absolute best first step by joining AAPPR to further your professional growth and development. Below are several tips for new and seasoned recruitment professionals. After all, a seasoned recruiter knows our landscape is ever-changing, so our recruitment tactics must also continuously evolve.
Five Atypical Recruitment Tactics
We’re all familiar with the adage, “Speak less, listen more.” While it may appear as a fundamental principle, it is sometimes underestimated. After all, as recruiters, we thrive on conversations! After all, we’re recruiters- we love to chat! We are in this position for a reason: to sell our organization. Listening more actually helps us better connect with and understand our candidates better. Listening more allows us time to craft our responses while we navigate the conversation eloquently.
Know what you’re up against. Setting expectations within your organization is key. Research the competing offers, know how many physicians are available for the specialty needed, and provide average days to fill data. Every organization’s recruitment processes look different, and if you’re recruiting a resident/fellow, this may be their first time interviewing. Setting expectations for the candidate is also critical so they can be prepared for the next steps, and your department can show how organized and efficient it is.
Understanding your candidate’s motivators relates to my initial tip of active listening. It’s a crucial aspect, which is why I prioritize it by making it one of my first questions during our conversation. Understanding what is important to the candidate professionally and personally should be the hub of the conversation. Knowing their interests allows you to connect and sell your community, the position, and the health system.
Quality is better than quantity. Be selective as to who you invite in for a site visit. Our 2022 AAPPR Benchmarking Report shows that 85% of provider recruiters are female, so you will appreciate my following sentiment. While shopping, you should only buy the item if it will bring you joy. Only host candidates you believe will be an excellent fit for the practice and community. Once that candidate is identified, go all out on customizing the visit based on their interests and motivators.
Once the site visit is complete, you are exhausted, and let’s face it, you’ve been away from your computer all day, and the emails have added up. Be sure to close the loop and extend an offer in a timely fashion. Furthermore, after the recruited provider has signed the contract and is preparing to relocate, maintain ongoing communication to keep them informed about the health system and the community. This commitment to communication contributes to successful physician retention. Physician retention is important, and it starts once they execute their contract.
Happy Recruiting!
The marks of a good partnership are trust, transparency, and a desire to work together toward a common objective. Through AAPPR’s Corporate Partnership program, we seek organizations that provide these key aspects to our members and the physician and provider recruitment community.
Recently, Jackson Physician Search joined AAPPR as a Signature Partner, our highest Partner level, to support AAPPR’s mission of advancing and empowering physician and provider recruitment professionals with high-quality education, resources, and connections, so they can best serve their communities.
I spoke with Tony Stajduhar, President of Jackson Physician Search, to gain insight into what a partnership with AAPPR means to him and his organization. Tony shared how Jackson Physician Search is dedicated to supporting our members by partnering on original research, and with thought leadership and a knowledge base built on hundreds of years of collective experience to AAPPR members.
“At Jackson Physician Search, we support recruitment professionals based on our company’s values that include putting others first and doing the right thing,” said Stajduhar. “Recruitment is a long process, and it’s inevitable challenges will arise. We recognize that no two in-house recruitment teams are the same, and that every recruiting challenge is unique, so we work to understand the industry’s wide-ranging needs and to deliver support and solutions for each.”
Four decades into working with thousands of in-house recruitment professionals, Jackson Physician Search will provide AAPPR members with the resources, education, and expertise they need to improve recruitment efforts. From navigating the challenges of the ongoing physician shortage, to best practices for sourcing and recruiting, to gaining a seat at the table, Jackson Physician Search will share actionable insights on the most significant challenges facing our profession today.
“With the right tools, AAPPR members can drive real change in the healthcare systems they serve,” said Stajduhar. “We’re excited to collaborate with AAPPR and to be a resource for in-house recruitment professionals by listening, understanding their goals, and leveraging our knowledge from thousands of searches to share what we know – from trends and best practices that will improve their workforce strategies.”
As the largest, privately owned permanent physician recruitment firm specializing in physician, physician executive and advanced practice provider searches, Jackson Physician Search has dedicated significant resources to gathering data and insights that bring fresh thinking to the ongoing challenges in healthcare recruiting, and to the best practices that work today.
AAPPR is excited about the value this partnership will bring to our members and for the wide-ranging benefits it will have on our organizations and our communities.
In closing, Stajduhar said, “We’re here to support members in any way we can. We’re not just here to gain customers, but to be an extension of the team, a sounding board and a resource to serve our common goal of improving healthcare and ensuring communities around the country have access to the quality care they need.”
To learn more about Jackson Physician Search and their services for in-house recruitment teams, visit https://www.jacksonphysiciansearch.com. For more information on AAPPR’s Partner programs, visit https://aappr.org/partnerships/.
Who loves a good strategic planning session? I do! The thought of heading into the war room filled with flip charts, sharpies, endless amounts of sticky notes, and everyone’s oversized coffee cup to keep them hopped up on caffeine is exciting. Your creative juices flowing, sharpening the pencil, feverishly writing down your thoughts and then feverishly scribbling it out as you come up with a better way to phrase it. All in the pursuit of creating an inspiring mission, vision, values, and action plan to carry them out.
So, what exactly is strategic planning, and how can it help you and your organization achieve your goals? According to Harvard Business School Strategic planning is defined as the ongoing organizational process of using available knowledge to document a business’s intended direction. This process is used to prioritize efforts, effectively allocate resources, align shareholders and employees on the organization’s goals, and ensure those goals are backed by data and sound reasoning.
My fellow board members and I recently completed a strategic planning session to create a new mission, vision, and values (MVV) statement for AAPPR. These statements were shared in June’s Pulse Newsletter. If you missed it don’t worry, we are planning for a bigger launch of the landscape plan and the MVV later this year.
What I loved about the planning session, and many follow-up discussions, was how everyone really participated in the process. We all strived to come up with a well-written strategic plan that will play a pivotal role in the growth and success of AAPPR. With the rapidly changing landscape and challenges in provider recruitment the board worked hard to provide clear goals and objectives for the organization. The new strategic imperatives will help position AAPPR as an industry expert, strengthen the value of membership, champion a diverse, equitable and inclusive physician and provider workforce, and diversify and grow the membership and customer base.
I want to express my deep admiration and appreciation for my fellow board members for their time and dedication in planning and paving the future of AAPPR.
Thank you,
Doug Lewis
We are thrilled to announce that Allan Cacanindin, CPRP, has been named President-Elect for the Association for Advancing Physician and Provider Recruitment (AAPPR) Board of Directors. This two-year appointed term, once complete, will transition to Board President for 2025 – 2027. Both he and the current Board President, Aisha DeBerry, will work closely with the board, CEO and staff to ensure a strategic direction for the Association.
In his employed role, Allan is the Vice President of Executive and Provider Recruitment for SSM Health – a faith-based, mission-focused Catholic health system with 12,800+ providers and 40,000 employees.
Nationally recognized, Allan provides innovative recruitment strategies to enhance SSM Health’s competitive advantage for hiring exceptional talent. He and his team of leaders are responsible for best-in-class permanent recruitment practices, locum tenens utilization, and interim executive staffing for their 23 hospitals, 300+ physician offices, 13 post-acute facilities, homecare, and hospice services, a pharmacy benefit company, a health insurance company, and an accountable-care organization. Together, they annually recruit 500+ physicians and advanced practice providers.
Allan lives in St. Louis, Missouri, with his wife and children. On weekends, you can find him at an ice rink (usually somewhere in the Midwest) where he enjoys watching his children play elite hockey. Please join us in congratulating Allan Cacanindin on this remarkable achievement by connecting with him on LinkedIn at https://www.linkedin.com/in/acacanindin.
OKEMOS, Mich. (May 23, 2023) – The Association for Advancing Physician and Provider Recruitment (AAPPR), the leading authority on physician recruitment, onboarding and retention, has announced six new corporate partnerships for 2023.
AAPPR, the leading authority on physician recruitment, onboarding and retention, launched its Partner program in 2017 to create richer connections between physician and provider recruitment professionals, the organizations they represent and the vendor companies they rely on to effectively recruit, onboard and retain talent.
These partnerships create a direct line of feedback for members to communicate their challenges and identify solutions that better fit recruitment professionals’ needs amid the ongoing physician shortage in North America.
“Our goal to advance the health care industry and patient care by providing our members with high quality education, resources and connections is substantial, and not something we can reach alone,” said Carey Goryl, CEO of AAPPR. “AAPPR’s partners have the opportunity to contribute to industry development and advancement by helping us in our mission of best serving our members, so they can best serve their organizations, and ultimately, patients in their communities.”
Each partnership is tailored to fulfill the company’s unique business objectives and marketing goals. AAPPR Signature and Strategic Partners receive invaluable visibility with over 2,000 AAPPR members, including sourcing, recruiting, contracting, credentialing, certifying and onboarding professionals, who play critical roles in influencing the advancement of their health care systems.
Signature partners, AAPPR’s highest and most industrious Partner level, include:
Strategic partners, which further support AAPPR’s mission to address the challenging and complex nature of physician and provider recruiting, onboarding, and retention, include:
AAPPR will work with these six companies to support the organization’s mission of advancing health care recruitment and improving patient care by empowering physician and provider recruitment professionals with high quality education, resources and connections, so they can best serve their communities.
For more information about AAPPR or the Signature Partner program visit www.aappr.org or email info@aappr.org.
About The Association for Advancing Physician and Provider Recruitment (AAPPR)
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a nationally recognized leader in health care provider recruitment, onboarding, and retention. For more than 30 years, AAPPR has empowered physician and advanced practice provider recruitment leaders to transform care delivery in their communities by providing best-in-class practices, up-to-date industry knowledge, and evolving innovative approaches for hiring, onboarding, and retaining exceptional clinical talent. To learn more or to become an organizational member of AAPPR, please visit https://aappr.org/join-now.
May 5, 2023 (Okemos, Mich.) – The Association for Advancing Physician and Provider Recruitment (AAPPR), the nation’s leading authority on physician recruitment, onboarding and retention, has released its Recruitment Process Report.
The report, which is based on a survey of 241 internal physician and provider recruitment professionals, highlights trends in how health care organizations manage the sourcing, interviewing and onboarding process for physicians and providers. The Recruitment Process Survey is the eighth form in a series of Specialized Surveys published by AAPPR, highlighting the advantages of a specialized in-house team of recruitment professionals.
While health care organizations have found success and cost efficiencies through utilizing and empowering their in-house physician and provider recruitment teams, approximately one third of respondents across organizations of all sizes indicated that the recruitment department is not involved in medical staff workforce or service line planning. By including recruitment teams in these types of planning, organizations have an opportunity to improve long-term stability and vertical communication.
Incorporating recruitment teams into strategic planning becomes especially important in organizations that cannot afford a gap in service during a physician candidate search. The report found that while 60.2% of organizations received a signed contract from a physician candidate within two weeks of an offer, physicians’ start dates are an average of 120 days after accepting the position. This is largely due to the credentialing and privileging process, which takes between one and three months for the majority of participating organizations.
“The need for efficiency in the recruitment and onboarding process is becoming increasingly important for health care organizations as more physicians reach retirement age,” said Carey Goryl, CEO of AAPPR. “In-house recruitment teams have unique expertise on the most effective recruiting, onboarding and retention processes and can play an important role when involved in organizational workforce planning. However, in many cases, these teams are underutilized.”
The Recruitment Process Report provides benchmarks on internal recruitment processes, enabling health care organizations to self-assess and self-correct elements within their control. The organizations with the most successful physician and provider recruitment programs are those who work collaboratively with clear communication, role clarity, and measurements of success.
While internal recruitment teams often have the responsibility to fill positions with quality candidates faster than ever, these professionals do not work in isolation from the rest of their organization. Data in the report provides insights on broader improvements that can be made to address common challenges facing recruitment professionals, such as the ongoing workforce shortage, provider maldistribution and ongoing malaise and burnout among physicians and recruitment professionals.
The full Recruitment Process Report is available for purchase here.
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/.
Facing unusually long wait times for credentialing and medical licenses in many states, physicians and advanced practice providers say it’s preventing them from making a living – and impeding patients from getting the care they need.
Physician and provider recruiters are well aware of the state medical licensing delays. For years, recruitment professionals have managed the challenges that prolonged state licensure delays have on new providers who are eagerly waiting to join an organization practice. In some cases, the unpredictable licensure timelines and unforeseen delays have resulted in organizations adjusting provider start dates multiple times. In turn, this can mean delaying appointments for patients who may have already been waiting to see a provider for quite some time.
The COVID-19 pandemic contributed to the backlog, adding to the physician shortage and other factors hampering healthcare recruiting – but does it affect patient care? Deborah Baker, Director of Legal and Regulatory Policy for the American Psychological Association,¹ believes it does. “If we don’t have efficient, consistent processing of these licensing applications, it’s just snowballing the overwhelming need,” said Baker. “This is more than just an administrative issue, this really is a public health issue.”
The length of time it takes to get a license in each state varies. Each state has its own licensing process, and although licensing requirements are very similar across the country, most states require physicians to be separately licensed in every state in which they practice. In addition to state-based licensure requirements, physicians performing services for multiple hospitals (like radiologists reading digital films via teleradiology) must be separately credentialed and privileged at each hospital.
The cause of the delays can vary, but state budgets and lack of staffing are common reasons. The processing speed can also vary by state and profession. Most states license numerous other professions and occupations, not just those in healthcare. Some states have independent medical boards that approve licenses, while others house their boards within a larger agency. Many states also use manual processing systems, requiring applicants to send forms, transcripts, and other records via fax or mail.
Physicians and providers need to be aware of the time it takes to get a license or risk being blindsided by licensure delays. Physicians are typically told it will take about sixty days, but in some states, the process can take six months or more. Prolonged delays have caused some physicians to pivot career plans or work in limbo in a location where they are licensed and credentialed until they can get a license to work in another state, practice, or hospital. All the while, patients await delivery of care.
Delayed licensing is not a new problem, either. In 2009, the California Medical Association2 filed a suit claiming that furloughs instituted by the state unacceptably slowed the state medical board’s processing of applicants for physician licenses. The state medical board had a backlog of applications well before California began its furlough program. In 2020, the healthcare system was already experiencing a physician shortage, impacting access to care, when the COVID-19 pandemic exacerbated the problem. It also revealed how ill-prepared state licensure and hospital credentialing procedures are when a crisis requires hiring more physicians to meet patient-care needs.
At the onset of the public health crisis, every licensing agency was forced to adapt. The Centers for Medicare and Medicaid Services (CMS) and almost every state in the country temporarily waived the requirement that physicians be licensed in the state where their patients are located.3 Many states waived or modified licensure requirements and renewal policies to ensure physicians with out-of-state licenses could practice in states with increased in-hospital demands. Did it help? NYC Health + Hospitals (at the epicenter of the crisis in the U.S.) was able to staff up to meet urgent needs during the pandemic,4 and there are numerous other examples.
The Interstate Medical Licensing Compact (IMLC)5 also provided much-needed flexibility to states that needed to license physicians to treat more patients quickly. The IMLC, an agreement between state boards of allopathic and osteopathic medicine, allows board-certified physicians in one of the member states to obtain expedited licensure in other member states. The Compact requires just one application for a physician to be licensed in multiple states where they intend to practice, which helps licensure to be completed faster and in fewer steps.
While the pandemic highlighted the need and the efficiency of the IMLC, it also changed how physicians used the compact. According to research from the American Academy of Dermatology Association,6 before 2020, a higher percentage of physicians used it for localized practice, with about 40% of physicians applying for licenses in a nearby state and an average of 1.6 licenses issued per application. However, after the pandemic began, locum tenens and telemedicine needs increased to account for 66% of applications.
What if physicians who get licenses in multiple states could also use the IMLC to maintain them? According to the American Academy of Dermatology Association,7 one of the biggest issues the IMLC hears from physicians is the difficulty in having multiple licenses with different renewal periods and continuing education requirements. In response, the IMLC is working to create a single source for physicians to log in to view all their licenses and track and control that information.
Virtual medical visits also dramatically increased during the pandemic. To prevent exposure to physicians and patients yet still serve patients, in-person visits were conducted by video. To address the critical need, some states also extended out-of-state licensing requirements for telehealth during the COVID crisis. For some specialties, telehealth has become a vital tool for physicians and patients alike, increasing and expanding access to care in communities. Under the revised licensure requirements, providers can deliver telehealth services across state lines, depending on rules set by state and federal policies. Interstate Compacts further simplify cross-state telehealth for specialists in participating states, according to the Federation of State Medical Licensing.8
Credentialing bottlenecks with organizations and payors can also affect patient care. Any physician opening a new practice, working across state lines, changing practice states, or joining a new hospital or healthcare organization must undergo the credentialing process within that practice or organization – regardless of how long they’ve been working as a qualified healthcare professional. The process requires extensive paperwork and multiple steps, and every state has slightly different requirements for obtaining credentials. Some states estimate traditional credentialing to be 30 to 60 days, while others warn credentialing can take anywhere from 90 to 150 days. Every day can impact a physician or provider’s ability to practice medicine legally, and patient care and access are hindered. The paperwork-filled processes can also increase stress on providers, drain physician enthusiasm, and affect their work-life balance.
Inefficient provider credentialing processes and mistakes can also increase costs. For many hospitals and health systems, 2022 was the most financially difficult year since the start of the pandemic. Research points to administrative waste as a critical driver of excess health spending. According to research from HealthAffairs,9 administrative spending accounts for 15 to 30 percent of healthcare spending, and at least half of that spending is wasteful due to a lack of standardization and coordination of administrative policies and procedures.
There’s no arguing that credentialing is a labor-intensive process. However, the industry is becoming more patient-centric, making it all the more important for physicians and providers to stay up to date with their credentials. That’s why many healthcare industry pundits believe automating the credentialing process can create efficiencies and substantially streamline the process. According to Physician and Practice,10 by importing information directly from primary sources like state licensing boards, a physician profile can be created and extended among health system locations. A physician could verify pre-filled data, supply any missing information, and spend 15-20 minutes versus three or four hours completing a lengthy document. Physicians also save the aggravation of refiling the same paperwork every time they move to a new state, a new hospital, or another practice. Automating and centralizing credentialing could also help healthcare organizations enhance provider satisfaction (think retention) and ultimately help deliver better patient care.
Healthcare staffing complications, exacerbated by the pandemic, put a spotlight on barriers that physician licensure and credentialing procedures have created for the delivery of healthcare. Understanding what the healthcare workforce needs to achieve desired patient outcomes and advocating for faster and easier licensing and credentialing processes is essential to patient care.
1. Building on the IMLC and expanding the Compact to all 50 states and four territories is an important step. It currently includes 37 states, the District of Columbia, and the Territory of Guam.
2. Having multiple licenses with different renewal periods and continuing education requirements is one of physicians’ biggest issues.
3. The proposed national physician license would strengthen our ability to respond to future crises, better allocate medical personnel to areas of need, and reduce administrative costs.
4. Automating the credentialing process can create efficiencies and substantially streamline the process.
5. Providing easier and faster credentialing can allow organizations to offer a unique benefit to the candidates with whom they work, build trust among patients, and deliver patient-focused care.
¹‘A real crisis’: License backlogs in some states are preventing health care workers from seeing patients https://www.nbcnews.com/health/health-care/-real-crisis-license-backlogs-states-prevent-health-care-workers-seein-rcna14740
²Fierce Healthcare: California Medical Association sues state over doctor licensing delays
https://www.fiercehealthcare.com/healthcare/california-medical-association-sues-state-over-doctor-licensing-delays
³Bipartisan Policy Center: What Eliminating Barriers to Interstate Telehealth Taught Us During the Pandemic
https://bipartisanpolicy.org/report/what-eliminating-barriers-to-interstate-telehealth-taught-us-during-the-pandemic
4JAMA Network | JAMA Internal Medicine: Modernize Medical Licensing, and Credentialing, Too—Lessons From the COVID-19 Pandemic, Donnie L. Bell, MD; Mitchell H. Katz, MD https://jamanetwork.com/journals/jamainternalmedicine/fullarticle/2775344
5 Interstate Medical Licensure Compact Commission, https://www.imlcc.org/³U.S. Department of Health and Human Resources: Telehealth licensing requirements and interstate compacts
https://telehealth.hhs.gov/providers/policy-changes-during-the-covid-19-public-health-emergency/telehealth-licensing-requirements-and-interstate-compacts/
6,7American Academy of Dermatology Association (AAD), EXTENDING MEDICINE’S REACH: DermWorld takes a look at the Interstate Medical Licensure Compact, by Andrea Niermeier
https://www.aad.org/dw/monthly/2023/january/feature-extending-medicines-reach
8Federation of State Medical Licensing: U.S. States and Territories Modifying Requirements for Telehealth in Response to COVID-19
https://www.fsmb.org/siteassets/advocacy/pdf/states-waiving-licensure-requirements-for-telehealth-in-response-to-covid-19.pdf
9HealthAffairs Research Brief: The Role Of Administrative Waste In Excess US Health Spending
https://www.healthaffairs.org/do/10.1377/hpb20220909.830296/
10Physician and Practice: Streamlining credentialing to boost provider satisfaction, patient access by Grant Fields
https://www.physicianspractice.com/view/streamline-credentialing-to-boost-provider-satisfaction-and-patient-access
Have you ever wondered how our candidates experience their interactions with us? How do we compare? We think we provide them with a WOW experience, but do we really? In general (not clinical specific), 49% of job applicants decline a job offer due to poor candidate experience. As we all know, a job search can be one of the most stressful things in life.
How does our job seeker feel about our organization as a potential employer, based on their interactions with us throughout the entire recruitment process? There are many touchpoints during the Talent Lifecycle, from job boards and conferences to conversations with sourcers, recruiters, coordinators, hiring managers, credentialers, onboarders, and trainers.
It is a good idea to review your recruitment process from beginning to end to determine if it meets your and your organization’s expectations—a good review can expose gaps that need addressing. Measuring candidate experience can be tricky. However, you can learn much through surveys, application abandonment rates, decline reasons, and referral rates.
Some best practice tips for a positive candidate experience process include:
A poor candidate experience can risk losing top talent and might harm your organization’s reputation. Poor reviews might dissuade other candidates from considering your organization.
A better candidate experience will lead to better outcomes. We all want to hire and retain top talent, but losing someone because of a poor candidate experience would be a real miss in today’s recruitment climate.
The Association for Advancing Physician and Provider Recruitment’s (AAPPR) Board of Directors is pleased to announce the selection of Aisha DeBerry, MBA, CPRP-DEI, as its new President of the Board of Directors, effective March 24, 2023. DeBerry has served on the Board of Directors since May 2017. AAPPR is proud to share that Aisha will be the association’s first female black president.
In her new role, Aisha will explore opportunities to foster deeper connections between AAPPR, its members and its partners. She’ll also focus her efforts on supporting AAPPR’s strategic imperatives, including empowering members and working to elevate the profession of physician and provider recruitment.
The most critical focus of Aisha’s role will be leading efforts to diversify AAPPR’s board. She believes she not only has the power to advance diversity within AAPPR, but to support physician and provider recruitment professionals in their work to create a more diverse healthcare workforce in their organizations. Her goal is to continue building and working with a board that the reflects the diverse healthcare pipeline and the patients that they serve.
With over two decades of healthcare recruitment industry experience, Aisha is the Executive Director of Provider Recruitment at UVA Health. UVA Health is an academic health system that strives to provide excellence, innovation, and exceptional quality in the care of patients, the training of health professionals, and the creation and sharing of knowledge within a culture that promotes equity, diversity, and inclusivity. UVA Health is an expansive network comprised of the UVA Medical Center, UVA Community Health, UVA School of Nursing, UVA School of Medicine, UVA Transitional Care Hospital, University of Virginia Physicians Group, Claude Moore Health Sciences Library, and several other strategic partnerships and alliances.
Aisha received her Bachelor of Science degree in communication from the University of Utah and a Master’s degree from Liberty University. With over 20 years in the healthcare recruitment industry, Aisha is well-equipped to guide AAPPR toward unprecedented success during her term as Board President, which begins on March 24, 2023 and runs through March 2025.
Additionally, the Board of Directors has renewed terms for Marjorie Alexander-Vermeulen, MBA, CPRP; Allan Cacanindin, CPRP, CDR; Logan Mary Ebbets, MS, CPRP; and Stephanie D. Wright, MSA, CMPE, CPRP.
The 2024-2025 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 to healthcare recruitment.
Chief of Neurology: “Well, with all due respect, I’m not confident that you will fill this search for me”
Physician Recruiter: “If in six months I’m unable to find well-qualified candidates for you to consider, I promise not to bother you again”
And that’s how my first meeting as the new Physician Recruiter ended with Dr. Karoubi, my first client. His neurology position had gone unfilled for two years and he’d never worked with a specialized recruitment professional before. Within 90 days, I presented three excellent candidates to him: he hired one, created a new position for another, and eliminated a multi-million dollar contract with a specialty group. With that, Dr. Karoubi became my first Ally!
Transforming my health care system by introducing and establishing a physician recruitment operation has been quite the journey. Having this Ally became a game changer since physician recruiters were non-existent – and not welcomed – in the beginning. While I made the ‘rounds’ championing the value of the physician recruiter, Dr. Karoubi shared his experience – and results – with fellow department heads and executive leaders. Pretty soon, I had a growing network of allies that championed me and the physician/provider recruiter role. This allowed me to focus exclusively on sourcing for top talent and providing a concierge-like experience to my clients while my Allies cleared pathways and silenced the naysayers.
Now, 14 years since that first meeting, our operation has grown from the original team of six to more than 100 projected physician/provider recruiter hires by the end of 2023. What I learned from Dr. Karoubi, and others that followed, is I did not bear this change management burden alone! I credit this network of Allies with making the physician/provider recruiter role a permanent component of our health care system. There are two simple ways I keep those Allies working for me:
Engagement – Whether I’m working on a search or just ‘checking in’, I keep in touch with my allies. An email to remind them I’m one text or IM away to deliver solutions for them, a visit to their department just to say ‘hi’ or simply connect. This strengthens our partnership and further solidifies me as the provider recruitment subject matter expert.
Enlightenment – No, not in a TedTalk kind of way. I send the latest on what’s trending in the provider market and our industry for Ally-awareness – AAPPR Benchmark Studies and White Papers, Becker’s Hospital Review, Modern Healthcare, etc. This keeps us connected even when I’m not working a search for them.
Over the years, I’ve learned to lean on my allies as key strategic partners that champion our profession, at the most critical stages of this transformational journey. I challenge you to do the same by keeping your alliances alive!
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