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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 2025 draws to a close, it’s impossible to ignore how turbulent this year has been for the physician and provider recruitment profession. Our field has weathered one of the most complex landscapes in recent memory: widening workforce shortages, rapidly changing regulatory requirements, shifting immigration pathways, tightening financial margins, escalating burnout across the care continuum, and the continued rise of disruptive care models and technology, just to name a few!
Even amid these pressures, the work of physician and provider recruitment continues to serve as a vital force for health care access. While the environment around us has swirled with uncertainty, many within our AAPPR community have remained grounded in the commitment to be the indispensable resource for health care organizations looking for hope.
This year reminded us, once again, that recruitment is not simply a transactional function. It is a calling rooted in service, advocacy, and courage. It requires us to read the signals of a changing industry, adapt with agility, and still lead with humanity. It also challenges us to speak up for the vulnerable: rural communities losing access, specialties in crisis, internationally trained clinicians navigating barriers, and teams stretched beyond their limits. We are asked to imagine and build a future where sustainable workforce strategies are possible, even when the current path feels steep.
Many of our members found new ways to be mentored or to collaborate, not only with one another, but also with industry partners who share the commitment to strengthening the provider workforce. Together, we explored innovative tools, data insights, and strategic partnerships that helped accelerate progress toward realizing a vision where everyone has access to care. These collaborations remind us that advancing the profession requires collective effort, shared learning, and a willingness to build bridges that move the entire field forward.
As we turn toward a new year, let’s continue to be mindful that resilience is not the absence of challenge. Resilience is the decision to rise anyway. Our profession stands where purpose meets practice, and the work you do shapes the health of entire populations. It matters deeply. You matter deeply.
May we enter 2026 with renewed courage, the kind that speaks truth when systems wobble, that protects access when margins tighten, and that welcomes innovation while holding fast to compassion. And may we continue lifting one another up, knowing that this community thrives because of the calling, commitment, and purpose each of you brings.
Wishing you a joyful, restful holiday season. Thank you for being part of a body defined not by its challenges but by its resolve and unwavering dedication to those we are so fortunate to serve.
The Association for Advancing Physician and Provider Recruitment (AAPPR) announced today that CHG Healthcare, has generously sponsored the distribution of the 2025 AAPPR Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends. Through this support, every AAPPR member will receive a complimentary copy of the industry’s most relied-upon resource for understanding recruitment trends, workforce dynamics, and the realities shaping today’s healthcare labor market.
Widely regarded as the most authoritative resource in the recruitment industry, this Benchmarking Report delivers in‑depth analysis of recruitment activity, vacancy trends, days‑to‑fill metrics, and shifts in demand across clinical specialties. Drawing on data submitted by hundreds of health organizations of varying sizes, regions, and specialties nationwide, it is one of the most comprehensive and neutral resources available to the industry. The report provides anyone who hires physicians with actionable insights to strengthen workforce planning, refine recruitment strategies and prepare for evolving market conditions.
CHG Healthcare’s sponsorship reflects the organization’s long-standing commitment to elevating the physician and provider recruitment profession and supporting the professionals who sustain clinical care across the country.
“Data is foundational to strong recruitment strategies, and we’re proud to work with AAPPR to provide this valuable resource to all their members,” said Melinda Giese, Senior Vice President of Client Solutions. “Supporting greater distribution to this report aligns with our mission to make a positive impact on the healthcare community and ensure organizations have the tools they need to succeed in providing consistent accessible care in communities around the country.”
AAPPR members receive exclusive access to research, education, certification and a national peer network that supports success in today’s challenging recruitment environment amid the present physician shortage. This Benchmarking Report is used by forward-planning organizations to guide staffing models, plan for gaps in care, advocate for additional resources and demonstrate the realities of the recruitment landscape with credible, industry-wide data. Complimentary access to this flagship report underscores the high impact of AAPPR membership.
“AAPPR’s benchmarking reports are essential tools for any health organization who hires physicians and advanced practice providers navigating today’s increasingly complex workforce environment,” said Carey Goryl, AAPPR CEO. “CHG’s support ensures that every member, regardless of organization size or resources, can leverage the insights needed to make informed, strategic decisions. This sponsorship reinforces the value of AAPPR membership and the strength of our community.”
AAPPR members can now access the 2025 Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends in the Member Portal. Non-members may purchase the digital report by visiting www.aappr.org/research/benchmarking.
Every health organization that recruits physicians and advanced practice providers – whether you’re hiring one or a thousand – can take part in AAPPR’s next benchmarking survey, opening February 2026. By submitting your recruitment data, you and your organization can receive next year’s comprehensive report (to be published September 2026) for free, plus exclusive access to interactive analytics that let your team run custom reports and compare your organization to national benchmarks. Membership is not required to participate. Join an industry-wide effort to advance recruitment insights with data that is independent, comprehensive, and trusted across the field.
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 35 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.
CHG Healthcare
As the nation’s leading physician workforce experts, CHG Healthcare connects physicians, advanced practice providers, and allied health professionals with healthcare organizations nationwide – helping deliver high-quality care to more than 20 million patients every year.
With more than 40 years of experience as the founder of the locum tenens industry, CHG Healthcare and its family of brands deliver scalable, people-centered workforce solutions across the clinical spectrum – from locum tenens and permanent staffing to technology and advisory services – and are recognized for industry-leading Net Promoter Scores and partnerships with the nation’s largest health systems.
Headquartered in Salt Lake City with offices across the country, CHG is recognized as a top workplace for its culture of care, growth, and purpose. Learn more at www.chghealthcare.com.
Media Contact:
Alexis Schuchert
Franco
aschuchert@franco.com
Alysia Gradney
AAPPR
agradney@aappr.org
Physician and provider recruitment shortages continue to challenge health systems nationwide, particularly in rural and underserved communities. International medical graduates (IMGs) who train in the U.S. under J-1 Visas and later pursue waivers to remain and practice in the country, play a critical role in bridging these care gaps. As the 2025-2026 Conrad J-1 waiver cycle begins, recruiters are navigating new variables that could shape their strategies for the year ahead.
While the core structure of the Conrad 30 Waiver Program remains steady, recent policy discussions and operational factors have added complexity. Recruiters must balance short-term adjustments like potential changes to filing fees and government processing risks with long-term awareness of legislation that could reshape the landscape entirely. Staying informed and proactive will be key to ensuring continued access to qualified candidates and supporting communities that depend on them.
What’s New This Year?
The 2025-2026 season brings both stability and uncertainty to the J-1 Visa waiver process. The most notable development involves a proposed $100,000 filing fee for certain H-1B visas, which could directly impact organizations leveraging foreign-trained physicians. . Though the proposal has been narrowed since its release, its potential cost implications underscore the importance of keeping a close eye on policy updates and maintaining advocacy engagement.
At the operational level, there have been no significant changes in state-level allocations or specialty demand. Recruitment professionals can continue to reference AAPPR’s 2025 Benchmarking Report to stay up to date on the most common physician searches to guide strategic focus toward high-need specialties.
Despite these challenges, recruiters should continue leveraging J-1 pathways, communicate reassurance to candidates and avoid pausing efforts amid uncertainty. This steady approach helps sustain interest among IMGs while strengthening organizational readiness for any upcoming changes.
What Do Recruiters Need to Know?
Amid the shifting policy environment, the most effective recruitment strategy remains a steady, coordinated approach. Success with J-1 waivers depends on the entire organization, not just the recruiter. Legal, human resources and clinical leadership teams all play roles in ensuring a smooth and timely onboarding process.
Recruiters should emphasize internal buy-in early in the cycle. When organizational leaders understand the long-term value of J-1 hires, especially for hard-to-fill positions, they are more likely to allocate the time and resources needed to support the process. This preparation can be the difference between securing a waiver slot and missing one due to documentation or timing issues.
Common challenges persist across the industry, including competition for limited waiver slots, strict timelines and variable state requirements. To overcome these:
Understanding the dynamics of J-1 waiver recruitment doesn’t just improve immediate hiring success, it also strengthens organizational resilience. Recruiters who remain proactive and informed help their institutions stay competitive in a constrained labor market while advancing access to care across underserved communities.
Looking Ahead
Long-term policy developments could bring positive change to the J-1 landscape. The Conrad State 30 and Physician Access Reauthorization Act aims to enhance program incentives and make participation more attractive for employers. If passed, this legislation would provide clearer pathways and potentially expand opportunities for IMGs seeking to continue practicing in the U.S.
Recruitment professionals should remain in close contact with both their internal teams and AAPPR, which continues to monitor these evolving issues. Staying informed through reliable channels and connected with peers across the country ensures organizations can adapt quickly to new regulations or eligibility criteria in the coming years.
The J-1 Visa Waiver Program remains one of the most effective tools for addressing persistent physician shortages, but it demands foresight and collaboration to navigate successfully. This year’s environment may bring uncertainty, but it also offers opportunity. Recruiters who stay informed, plan early and engage organizationally will be best positioned to meet workforce needs while contributing to broader access to care.
AAPPR encourages members to remain active participants in this evolving conversation:
By working together and staying engaged, AAPPR members can help shape a more stable, sustainable and equitable future for healthcare recruitment.
To learn more about AAPPR’s government affairs efforts, please visit www.aappr.org/government-affairs. If you are interested in becoming an AAPPR member, please visit www.aappr.org/join-now to learn more.
The federal government is open again after a 43‑day shutdown. It is the longest shutdown in U.S. history, and the deal to reopen the government failed to resolve the key issue raised by Democrats: the expiring Affordable Care Act (ACA) tax credits. The deal extended funding through January 30, 2026, giving Congress just over two months to pass FY26 appropriations bills and address pending policy items, which include several major health policies beyond the ACA credits, such as telehealth flexibilities. The sharp increase in health costs will also be a topic of intense debate. We cover this and more in the November update below.
As you are aware, the President’s proclamation, “Restriction on Entry of Certain Nonimmigrant Workers,” imposes a $100,000 fee upon applying for an H‑1B visa. This proposal jolted the healthcare industry, given international medical graduates are critically important to upholding healthcare access, and it will make staffing more challenging.
As it currently stands, most healthcare hires changing status in the U.S. are not subject to the administration’s $100,000 fee under current guidance. This includes residents and fellows moving from J‑1 or F‑1 to H‑1B, as well as H‑1B extensions and transfers. However, the fee still applies to new H‑1B hires coming from abroad.
We have been working with congressional offices on a letter to the administration that would exempt all healthcare providers from the fee. Only four percent of approved H‑1B workers were in medicine or health occupations, meaning exempting such providers would not upend the broader policy aims. We appreciate congressional offices weighing in on this important issue and will continue to encourage offices to reach out to ensure this policy does not place undue constraints on healthcare recruitment.
As part of the deal to reopen the government, Senate Republicans agreed to a vote on a one‑year ACA subsidy extension in mid‑December. There is no guarantee this will pass the Senate, but a growing number of members realize the pitfalls of letting the tax credits expire without a clear path forward.
In fact, a small but key group of moderate House Republicans would like to help the Senate craft an ACA subsidy extension that can also pass the House. The challenge is that the majority of House Republicans are against extending the subsidies without significant changes. While there are risks for Speaker Johnson in jamming House Republicans on this vote, most lawmakers and observers recognize that rising health costs are a bigger risk to their majority than a short‑term extension of the tax credits.
We will continue to monitor the debate on extending ACA tax credits, as well as discussions of a broader health reform package.
Last month, CMS finalized separate payment rate updates for 2026 under the Medicare Physician Fee Schedule. Physicians in value‑based models (APM “Qualifying Participants”) will have a conversion factor increase of 3.77%, and other clinicians will have a conversion factor increase 3.26%. In plain terms, this means modest across‑the‑board increases intended to support access to care.
AAPPR advocated for more predictable, sustainable payment updates and highlighted downstream workforce impacts in its comment letter to the proposed rule.
Last month, AAPPR hosted a webinar on the upcoming Medicaid changes contained in the One Big Beautiful Bill Act. The webinar unpacked the policy implications—from Medicaid redeterminations to provider taxes—and what states and health systems should expect. You can listen to the webinar by clicking here: You can listen to the webinar by clicking here.
We’ll continue to share updates and track developments on this pivotal issue as we head into 2026.
When a physician signs a contract, in-house physician and provider recruiters may breathe a sigh of relief and shift their attention to one of the many other searches they are likely managing. However, a new study from Jackson Physician Search and the Medical Group Management Association (MGMA), “From Contract to Connection: How Authentic Relationships Foster Early-Career Loyalty and Retention,” reveals that this hands-off approach may be undermining long-term retention efforts. While 69% of administrators expect new physicians to stay six or more years, more than half (59%) of physician respondents reported leaving their first job within three years.
The report explores the factors driving new physicians to leave their first jobs so soon (spoiler alert: compensation doesn’t top the list), and while the reasons are complex, some of the solutions are surprisingly simple. For example, the study reveals that the pre-boarding phase—the median 180 days between signing and starting—is one of the most influential periods for building a foundation of loyalty and engagement. So, rather than stepping back after the contract is signed, recruiters must step up to ensure the relationship continues to grow during this critical window.
The in-house recruiter is uniquely positioned to serve as the consistent thread connecting all pre-boarding touchpoints. After all, recruiters have already established rapport during the search process. Candidates trust them. They know how to reach them. The relationship already exists; it simply needs to be intentionally sustained. Keep reading as we explore exactly what this looks like.
The Jackson Physician Search and MGMA report identifies a “loyalty formula” centered on respect and communication, fair workload policies, and compensation with clarity. As the recruiter, you can model that formula during pre-boarding and ensure the new hire experiences it from day one.
Within 24 hours of contract signing, send a personal message that goes beyond congratulations. Acknowledge the significance of their decision, reaffirm why they’re a great fit, and outline what they can expect in terms of communication frequency and next steps. If you will not be their primary contact, let them know who they will be hearing from going forward and reinforce that you will remain accessible to them throughout the transition.
The study found that regular check-ins—even brief ones—significantly improved physician preparedness and cultural alignment. In the report, 76% of physicians who received weekly communication rated their pre-boarding experience as “excellent” or “good” compared to 24% who received communication rarely. Those who received weekly or monthly communication reported feeling more prepared for the non-clinical aspects of the job.
Create a communication calendar that includes weekly emails during the first month, transitioning to bi-weekly touchpoints. Schedule monthly phone or video calls to address questions and maintain a personal connection, and be sure to communicate key events, such as credentialing completion or the 30-day countdown to the start date. Consistency matters more than length. A five-minute call every two weeks builds more trust than a single hour-long conversation three months before the start date.
More than two-thirds of physicians in the study said peer relationships were the most influential factor in their decision to stay. Recruiters can facilitate these early connections by arranging informal virtual coffee meetings with future colleagues, sharing team rosters with brief bios, coordinating pre-start shadow days or site visits, and creating opportunities for the new hire’s family to connect with other physician families in the community. Your role is to orchestrate these touchpoints, not necessarily to be present for each one. Follow up afterward to ensure they happened as planned and were a valuable use of time.
New physicians are simultaneously navigating credentialing, licensing, relocation, and life transitions. They also may be making decisions about schools, housing, and spousal employment. While they may not ask for help with these matters, offering resources demonstrates that the organization understands and cares about them as people, not just providers. Create a resource package that includes moving company recommendations, school district information, spouse career resources, local physician testimonials, and answers to common logistical questions. Share this early in the pre-boarding process, then check in periodically to see if they need additional support.
Credentialing, IT setup, and compliance requirements are necessary but notoriously frustrating. Rather than simply forwarding emails from other departments, add context and empathy. Explain why each step matters, provide realistic timelines and who to contact with issues, acknowledge when processes are cumbersome, and check in when you know they’re waiting on approvals. Simple messages like “I know credentialing feels like a black hole—I checked in with the team and your application is moving along as expected” can prevent anxiety and demonstrate that someone is watching out for them.
Pre-boarding isn’t just a “nice-to-have.” Research shows it’s a strong predictor of long-term engagement. Every interaction between signing and day one either builds trust or erodes it. Of course, recruiters are already juggling multiple responsibilities, and may not have the bandwidth to develop and manage a high-touch pre-boarding program. The data in the new report will help you make the case for investing time in this process. If you need to outsource less critical tasks or expand your capacity with a physician recruitment partner, the impact of pre-boarding on retention makes it a strategic imperative.
When you show up consistently during pre-boarding, you 1) validate the candidate’s decision to choose your organization over others, 2) model the communication and respect they can expect from leadership, 3) surface and address concerns before they become reasons to reconsider, and 4) build a foundation of trust that will carry through into their first years.
Consider developing a formal pre-boarding program that includes:
The recruitment process doesn’t end at contract signing—it extends through the entire pre-boarding period. In-house recruiters have both the skills and the relationships to ensure this critical window becomes a competitive advantage rather than a missed opportunity.
By maintaining consistent, personal, strategic communication during pre-boarding, you transform your role from talent finder to retention champion. You prove that the organization does what it says it will do. And you give every new physician a powerful reason to stay, long before they see their first patient. If we hope to lengthen the average tenure for early-career physicians, the 180-day investment in consistent pre-boarding communication isn’t optional—it’s essential.
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
Last Updated: October 28, 2025
Effective September 2025, a new policy imposes a $100,000 fee on certain new H-1B petitions. The H-1B visa allows companies to temporarily hire nonimmigrant foreign workers for certain roles, such as computer-related software development, architecture, engineering, and healthcare, among other fields. Computer-related technology jobs make up the majority (64%) of all H-1B visas issued, compared to just 4% in the healthcare sector in FY2024.
As of October 21, 2025, most healthcare hires changing status inside the U.S. (e.g., residents/fellows moving from J-1 or F-1 to H-1B, or H-1B extensions/transfers) are not subject to this fee under current guidance. The fee would apply primarily to new H-1B hires coming from abroad.
H-1B physicians keep doors open in communities where recruiting is hardest. A $100,000 fee on new petitions would sideline hires that hospitals and practices cannot afford, leading to longer vacancies, reduced services, and longer waits for patients. With demand rising faster than we can train new doctors, this policy deepens shortages and pushes costs higher for everyone.
– 64% of foreign-trained physicians practicing in Medically Underserved Areas or Health Professional Shortage Areas in 2021.
– Over the last 25 years, nearly 23,000 H-1B physicians worked in underserved communities.
– The average economic output generated by each physician nationwide is $3.2 million.
As of October 21, 2025, federal guidance says the $100,000 fee does not apply to people who are already living in the United States when you file. That includes amendments, changes of status, and extensions. It also does not apply if those same individuals later travel abroad for visa stamping or re enter on a valid H-1B based on the approved petition.
In practical terms, employers do not pay the fee for most in country cases—such as international medical graduates finishing residency or fellowship and changing to H-1B, or current H-1B employees extending or transferring.
The fee does still apply to new H-1B hires who are outside the United States and need to come to the U.S. to start work or training.
AAPPR is working with lawmakers and national health stakeholders to request the Department of Homeland Security issue clarifying guidance that all H-1B trainees and physicians should be exempted from this fee. While there have been media reports that all physicians might be exempt from this new, higher H-1B filing fee, this has not yet been confirmed and this latest guidance did not fully alleviate concerns from the healthcare sector.
There are two lawsuits challenging the proclamation which are currently ongoing in federal court. Global Nurse Force v. Trump alleges the Administration exceeded its authority under Section 212(f) and 215(a) by imposing the $100,000 fee. The second suit – Chamber of Commerce v. Department of Homeland Security – alleges the Administration exceeded its lawful authority by imposing this fee on the H-1B program that are typically set by Congress or through notice-and-comment rulemaking. Both cases are expected to play out over several months leading to uncertainty for employers.
There have been numerous reports of health systems and hospitals pausing their recruitment of H-1B physicians. This is an unfortunate, yet understandable response to this higher fee on H-1B visas, which most healthcare organizations cannot absorb. The consequences of longer hiring timelines or, worse, cutting back services will directly and negatively harm patients. AAPPR encourages your organizations to reach out with any questions or concerns with the proposal or interest in engaging at the federal level to info@aappr.org.
Please share this update with your internal teams and legal counsel who are navigating this issue for your organizations. We will continue to provide updates and are available to answer any questions or partner on ways to elevate this important issue and the significant disruption it will cause to health organizations.
The government shutdown is taking up all the oxygen in Washington D.C. as it stretches now into the third week of October. Democrats are making this shutdown about the expiring Affordable Care Act premium tax credits, which have helped millions of Americans maintain health coverage the last five years. The reality of this shutdown is that it is about the minority party seat at the negotiating table. This is a fundamental issue and a concern that goes back to the early days of the Republic. We will spare you the history lesson today, but you can read more about these latest political dynamics by clicking here.
Once the government reopens, there will be a flurry of activity on the legislative and regulatory side, including finalizing rules on Medicare payment for 2026 and addressing the lapsed authorization for various Medicare programs, including telehealth flexibilities.
Last month, President Trump signed a proclamation imposing a $100,000 fee for each new H-1B visa, arguing the new fee will encourage companies to hire more American workers. The H-1B program allows employers to hire nonimmigrant foreign professionals in specialty positions, and is used successfully by health systems, hospitals, and other health settings to address acute workforce shortages in areas that struggle to recruit American health workers.
The proposal set off immediate pushback, with concerns from hospitals that such a fee would be uniquely disadvantage the health industry, or worse, stop the recruiting of H-1B physicians with no suitable short-term alternative. We have joined stakeholders and Members of Congress highlighting the need for exemptions for the health care sector.
A lawsuit was filed by a group of unions and other organizations earlier this month challenging the decision to charge $100,000 fee, highlighting the disruption is far wider than just health or tech. We will continue to closely monitor this case and provide updates on this issue.
We have had discussions with congressional offices and other stakeholders this summer about ways to improve the Conrad 30 program. The Conrad 30 program grants each state 30 waivers each year to recruit international medical graduates (IMGs) completing their medical residency program on a J-1 visa. As a condition of their visa, these IMGs must practice in a rural or underserved area for at least three years. Each state may use up to 10 ‘flex’ waivers for sites outside designated shortage areas, provided those sites serve patients who reside in underserved areas.
We have discussed targeted flexibility for rural and other low utilization states that routinely use all 10 flex waivers but do not reach their overall cap of 30. Allowing such states a limited number of additional flex waivers the following year would better align the program with the realities of sparsely populated regions and persistent provider shortages.
We will continue to explore and discuss other flexibilities to strengthen this program and improve recruitment and retention of physicians. Please reach out if you have any ideas or questions!
AAPPR is continuing to advocate for improving Medicare reimbursement long-term, increasing the number of Graduate Medical Education (GME) slots, and improving the pipeline of physicians through leveraging international medical graduates (IMGs).
These latest announcements around changes to the H-1B program present serious obstacles, but they are being challenged in court while we and other stakeholders pursue carveouts for the healthcare industry. All this attention on how this impact the health care workforce is an opportunity to educate policymakers and others about the reality of confronting health workforce shortages. We will continue to elevate these issues and ensure our collective voices are heard.
Stay tuned for more updates across these issues.
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.
The healthcare recruitment landscape is evolving – and so are the expectations and compensation realities for physician and provider recruitment professionals. AAPPR’s 2025 Recruitment Team Professional Compensation Benchmarking Report offers timely insights into how organizations are attracting and retaining top recruitment talent.
Here are four key trends you need to know from the report, along with some data-driven highlights to help you evaluate your own strategies for compensation, incentives and other factors driving recruitment teams’ satisfaction.
Recruiter salaries are on the rise. In 2024, the median total cash compensation for internal recruiters reached $91,000, marking a slight increase from the previous year. However, experience is the most decisive factor in driving salary growth:
Interestingly, education level had minimal impact on compensation, showing that real-world experience often matters more than advanced degrees in this field.
Incentive bonuses are gaining traction in the recruitment space:
This uneven distribution suggests that many organizations have room to better recognize and reward the contributions of front-line recruitment staff, not just leadership.
The ability to work remotely has become a standard expectation among recruitment professionals, and it’s showing a measurable impact on both satisfaction and compensation.
When it comes to turnover, flexibility may help, but team structure matters too. In 2024, the average recruiter turnover rate was 20%, but that rate nearly doubled for departments with only one recruiter, highlighting the importance of support and collaboration in retention.
While experience remains the strongest predictor of recruiter pay, other factors are quietly shaping today’s compensation landscape:
Together, these findings highlight that compensation is not just a function of role or tenure. Where you work, how you work and the responsibilities you take on all play a measurable role in shaping your earning potential.
Recruitment teams are on the front lines of healthcare workforce development, and understanding these compensation trends is essential for attracting top talent, retaining experienced professionals, and ensuring team satisfaction and performance.
To purchase the full Compensation Report with detailed data, explore customized compensation benchmarks, and access tools like the Advanced Search, Compensation Calculator and infographics, visit the AAPPR Benchmarking Portal: www.aapprbenchmarking.com.
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