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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.
A new report from the Association for Advancing Physician and Provider Recruitment (AAPPR), Jackson Physician Search and LocumTenens.com reveals that in-house physician recruiters — those on the front lines of staffing healthcare organizations — are driven by purpose but often face systemic challenges that can hinder their ability to fully realize their mission.
The report, The Heart Behind the Hire: Exploring the Role of Purpose Among In-house Physician Recruiters, is a companion to an earlier study by Jackson Physician Search and LocumTenens.com, Is Medicine Still a Calling? Exploring Physician Attitudes About Purpose in Medicine. The recruiter research was conducted in July 2025, in partnership with AAPPR, and captures the voices of nearly 200 recruiters working inside healthcare organizations.
“Healthcare starts with hiring, and this research proves what we’ve long believed — our in-house physician and provider recruiters are not just administrative support; they are champions of patient access, community well-being and organizational culture,” said Carey Goryl, CEO, AAPPR. “With 87% feeling called to this work, recruiting and retention are most effective when these advocates for clinicians have a seat at the table.”
What recruiters need now
Surveyed recruiters identified three key enablers that would improve their ability to recruit and retain clinicians:
Additionally, in-house recruiters may benefit from recruiting partners who can extend the team’s capacity and provide tactical support in pursuit of shared goals.
“These findings aren’t just data points — they’re a call to action,” shared Tara Osseck, regional vice president, Jackson Physician Search. “Recruiters play a vital role as problem solvers, ambassadors and connectors. To maximize their impact, it’s important to include them early in strategic discussions, ensuring they have both visibility and voice in shaping hiring approaches, rather than being brought in only after decisions are made.”
The recruiter’s perspective is strategic — not transactional
As recruiting challenges intensify, leaders would be wise to treat recruiters as essential partners, not just service providers. That means surfacing insights beyond the usual metrics.
“Reporting activity is important, but sharing insights — such as why candidates decline offers, where we see drop-off in the process, and what pipeline data reveals — adds valuable context,” added Osseck. “That kind of transparency helps connect recruiting efforts to broader business outcomes, building trust and credibility with the C-suite.”
Creative solutions require collaborative leadership
Caroline Grounds, account director at LocumTenens.com, emphasized that a shift in mindset — both from recruiters and administrators — can unlock real innovation.
“We’re seeing recruiters who act not just as matchmakers, but as true strategic partners,” Grounds said. “The most effective ones are anticipating needs, building proactive pipelines and offering creative solutions. That kind of impact is amplified when leaders actively engage recruiters in broader planning and give them the room to contribute beyond transactional tasks.”
A hopeful blueprint
Despite systemic challenges, the research shows that internal recruiters remain hopeful:
“Every successful placement means better access for patients and continuity for communities,” noted Grounds. “Closing care gaps and improving outcomes is truly a shared mission, from the recruiter’s desk to the boardroom. Alignment across all levels of leadership helps deliver on that mission.”
The Heart Behind the Hire: Exploring the Role of Purpose Among In-house Physician Recruiters can be downloaded from the AAPPR website here.
About AAPPR
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a nationally recognized leader in healthcare provider recruitment, onboarding, and retention. For more than 30 years, AAPPR has empowered physician and advanced practice provider recruitment leaders to transform care delivery in their communities by providing best-in-class practices, up-to-date industry knowledge, and evolving innovative approaches for hiring, onboarding, and retaining exceptional clinical talent. To learn more or to become an organizational member of AAPPR, please visit https://aappr.org/join-now.
About Jackson Physician Search
Jackson Physician Search is an established industry leader in physician recruitment and pioneered the recruitment methodologies standard in the industry today. The firm specializes in the permanent recruitment of physicians, physician executives and advanced practice providers for hospitals, health systems, academic medical centers and medical groups across the United States. Headquartered in Alpharetta, Ga., the company is recognized for its track record of results built on client trust and transparency of processes and fees. Jackson Physician Search is part of the Jackson Healthcare® family of companies. For more information, visit www.jacksonphysiciansearch.com.
About LocumTenens.com
LocumTenens.com specializes in optimizing healthcare staffing operations with flexible, hybrid and temporary placement of physicians, advanced practitioners, social workers and psychologists. With a presence in more than 90% of the nation’s top healthcare facilities and supporting 150 medical specialties, LocumTenens.com is dedicated to improving healthcare through innovative staffing solutions, connecting clients and clinicians to deliver exceptional and uninterrupted patient care. Founded in 1995, LocumTenens.com is the largest provider of locum tenens services in the U.S and a leader in the healthcare staffing industry, placing more than 7,000 clinicians annually who deliver care to more than 10 million patients. Headquartered in Alpharetta, Georgia, LocumTenens.com is part of the Jackson Healthcare® family of companies. Learn more at www.LocumTenens.com.
For More Information, Contact:
Kristen Myers for Jackson Physician Search
kmyers@jacksonphysiciansearch.com
Kelly Street for LocumTenens.com
Alysia Gradney for AAPPR
Last week, Senators Dick Durbin (IL) and Kevin Cramer (ND) re-introduced the Healthcare Workforce Resilience Act. HWRA would recapture up to 40,000 previously authorized but unused visas, allocating 25,000 for nurses and 15,000 for physicians. These visas would not be subject to per-country caps and would be issued based on priority date. This bill aims to help address nursing shortages across the country and assist doctors who are already practicing in the U.S. but have been affected by the green card backlog for over a decade.
AAPPR endorsed the legislation and a quote from Chief Executive Officer Carey Goryl was included in the press release and subsequent press. You can view the press release by clicking here.
Last month, Senators Joni Ernst (IA) and Amy Klobuchar (MN) re-introduced the DOCTORS Act. The DOCTORS Act requires states to report their unused physician waiver slots each year. The Secretary of State will total these unused waivers and redistribute them equally among states that reached their maximum cap (30) the previous year, with the total divided by three. This process helps retain foreign physicians in the U.S. without increasing the overall number of visas.
We supported this bill because we think it would more effectively increase the total number of IMGs practicing in the U.S. via the Conrad 30 program, and are working with the sponsors of the Conrad 30 bill to include this language in the bill.
Last month, the Department of Homeland Security (DHS) proposed a rule that would drastically change the way J-1 visa status is managed for physicians. Under the proposal, J-1 physicians would be admitted for a fixed period—up to the program end date or a maximum of four years—and would be required to file separate extension applications with USCIS for any additional training, transfers, or leaves, replacing the current system of automatic renewals.
For employers, this means facing new administrative and financial burdens, as well as the risk of training interruptions and disruptions to patient care due to potential processing delays. These changes are particularly concerning given that J-1 physicians already undergo extensive vetting and monitoring through their participation in accredited training programs, making the proposed additional USCIS oversight duplicative and potentially destabilizing for the healthcare workforce.
We are closely monitoring this proposal and encourage you to reach out if you or your organizations have any questions.
AAPPR submitted comments last week to CMS on the proposed 2026 Medicare Physician Fee Schedule. This annual rule sets Medicare reimbursement rates for the upcoming year and makes other changes that impact health delivery, such as to telehealth and hospital services costs. Our comments emphasized the need for sustainable, inflation-adjusted physician reimbursement to address ongoing workforce shortages and ensure access to care for Medicare beneficiaries.
We also urged CMS and Congress to adopt permanent reforms that will help recruit and retain physicians, particularly in rural and underserved areas, and safeguard the long-term stability of the Medicare program.
We will share our comments with members and also work closely with Capitol Hill offices and stakeholders to keep this issue top of mind for congressional leadership.
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 (AAPPR) has released its annual Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends, offering new insights into physician and provider recruitment activity across the United States. Findings reveal that although recruitment demand remains steady, the time required to secure physicians, particularly in specialty and surgical fields, continues to rise.
While the percentage of physician searches filled improved slightly over the previous year, nearly half of all searches remained open at the end of 2024, underscoring the persistent challenges recruitment professionals face in addressing healthcare workforce needs. These challenges are compounded by the need to fairly compensate recruitment professionals themselves, as outlined in the 2025 AAPPR Recruitment Team Professional Compensation Benchmarking Report. The report underscores that retaining experienced recruitment team professionals is just as critical as filling clinical roles.
“Healthcare organizations are navigating an increasingly complex recruitment landscape where physician searches now average nearly four months to signing, with specialty searches extending to a year or more,” said Carey Goryl, CEO of AAPPR. “Our research shows that organizations investing in dedicated physician recruitment expertise and adequate resources consistently outperform those that don’t. When healthcare systems treat physician recruitment as just another HR function or reduce staffing during precisely the moment when strategic workforce staffing is most critical, they compromise their ability to serve patients and communities effectively.”
Nearly 130 health organizations participated in the 2025 Physician and Provider Recruitment Benchmarking Report, providing data on more than 15,000 searches, 61% of which were for physicians.
Notable findings from the 2025 AAPPR Physician and Provider Recruitment Benchmarking Report include:
The industry-level data equips healthcare organizations with the information they need to refine workforce planning and recruitment strategies. Participants in the survey gain complimentary access to the AAPPR Benchmarking Portal, which includes advanced search tools, time-to-fill and compensation calculators, and customizable benchmarking capabilities.
The complete 2025 AAPPR Physician and Provider Recruitment Benchmarking Report: Search Dynamics and Trends is available for purchase online. The companion 2025 AAPPR Recruitment Team Professional Compensation Benchmarking Report is also available, providing insight into recruiter pay, staffing levels, and team structures that help organizations attract and retain top recruitment talent. To access, visit www.aappr.org/research/benchmarking.
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a nationally recognized leader in health care provider recruitment, onboarding, and retention. For more than 30 years, AAPPR has empowered physician and advanced practice provider recruitment leaders to transform care delivery in their communities by providing best-in-class practices, up-to-date industry knowledge, and evolving innovative approaches for hiring, onboarding, and retaining exceptional clinical talent. To learn more or to become an organizational member of AAPPR, please visit https://aappr.org/join-now.
Last month, Sen. John Boozman (R-AR) and Sen. Raphael Warnock (D-GA) reintroduced the Resident Physician Shortage Reduction Act of 2025. The legislation addresses the growing physician shortage by expanding the number of Medicare-supported graduate medical education (GME) slots by 14,000 over the next seven years. This is the Senate version of the House bill introduced in June.
AAPPR is proud to endorse this important legislation, as it directly supports our mission to strengthen the physician workforce and improve healthcare access, particularly in underserved and high-need communities. We will be transmitting an endorsement letter to the sponsors as we did with the House bill and recently joined a stakeholder letter led by the Association of American Medical Colleges. We will follow up with AAPPR members on how to help raise awareness for this important legislation to increase the number of GME slots across the country.
A controversial rule from the US Citizenship and Immigration Services (USCIS) seeking to base selection of H-1B petitions on wages paid rather than random lottery could be released this month. The weighted selection would apply to H-1B visa subject to annual caps, which does not always impact physicians, but could deter leveraging the H-1B pathway or make the process more competitive. Currently, 85,000 slots are assigned via lottery.
The first Trump Administration sought to advance a similar proposal but it was ultimately rescinded by the Biden Administration in 2021. It will likely face scrutiny from the public and employers who fear this could impact less experienced professionals who are still heavily recruited for roles in tech and health care. AAPPR will continue to monitor this issue and its implications for the recruitment of international physicians.
We will be following up with more state and federal updates in the health workforce space coming out of the August recess. Please reach out if you have any questions. Enjoy the rest of summer!
The reconciliation package makes several targeted changes to the Medicaid expansion provisions in the Affordable Care Act (ACA). Under the ACA, states can choose to expand coverage to non-elderly adults with incomes up to 138% of the federal poverty level. Currently, 41 states and DC have implemented Medicaid expansion, with the federal government covering 90% of the costs for this population. In 2021, Congress passed a financial incentive for states that have not yet adopted Medicaid expansion, but the reconciliation package would eliminate this temporary incentive for states that newly adopt expansion, effective January 1, 2026.
The legislation also requires states to impose work requirements of at least 80 hours per month for individuals ages 19-64, with certain exceptions, who are applying for or enrolled through the ACA expansion. In addition, states will be required to conduct eligibility redeterminations at least every six months, which is faster than more states typically do now. These requirements must be implemented and tracked by states by January 1, 2027.
One of the most significant provisions in the bill concerns provider taxes. States are currently allowed to finance their share of Medicaid spending through various sources, including health care-related taxes, as long as those taxes comply with federal rules. The new changes will prohibit states from creating new provider taxes or increasing rates on existing ones and will also affect the safe harbor threshold for states that expanded Medicaid under the ACA.
Currently, provider taxes are considered compliant with the “hold harmless” rule if the tax revenue is 6% or less of a provider’s net patient revenue. The “hold harmless” rule means that states cannot structure provider taxes in a way that guarantees providers will get back what they pay in taxes through increased Medicaid payments. Under the new policy, starting in fiscal year 2028, this safe harbor limit will be reduced by 0.5% each year for these states. By fiscal year 2032, the safe harbor limit will be set at 3.5%. This means that states that expanded Medicaid will have significantly less flexibility to use provider taxes to fund their share of Medicaid costs.
These changes could result in increased financial pressure on states, potentially leading to reduced Medicaid payments, tighter operating margins, service reductions, or increased costs for providers and health systems. We are closely monitoring these developments and will provide more information in the coming months on the timeline and implications for health care delivery.
Our outreach over the past month has led to a notable jump in the number of cosponsors on the Conrad 30 reauthorization bill. Since the beginning of June, we have seen 17 House offices join the bill as a result of our outreach and are looking to add more in the coming weeks. We will also be leveraging our national footprint to target new members, educating them on the importance of strengthening the pipeline of physicians to confront health workforce shortages.
Later this month, we anticipate the Healthcare Workforce Resilience Act (HWRA) will be re-introduced in the Senate. HWRA would recapture up to 40,000 previously authorized but unused visas, allocating 25,000 for nurses and 15,000 for physicians. These visas would not be subject to per-country caps and would be issued based on priority date. This bill aims to help address nursing shortages across the country and assist doctors who are already practicing in the U.S. but have been affected by the green card backlog for over a decade. Stay tuned for more information as we work with other stakeholders to ensure a strong rollout of this legislation.
At the end of the month, Congress will go on its month long summer recess. This is a great time to catch up with congressional staff and outline priority issues heading into the fall. We are working with offices on novel approaches to increase recruitment of physicians in rural communities, and also engaging at the state level to encourage states to buy into their role in recruiting physicians to communities across their states. Stay tuned for more exciting developments and reach out with any questions.
Last week, Rep. Terri Sewell (D-AL) and Rep. Brian Fitzpatrick (R-PA) reintroduced the Resident Physician Shortage Reduction Act of 2025. The legislation addresses the growing physician shortage by expanding the number of Medicare-supported graduate medical education (GME) slots by 14,000 over the next seven years.
The legislation also directs the new residency positions to be distributed strategically, with specific allocations for hospitals in rural areas, those training residents above their current GME cap, hospitals in states with new medical schools or branch campuses, and facilities serving health professional shortage areas—including a priority for those affiliated with historically Black medical schools.
AAPPR is proud to endorse this important legislation, as it directly supports our mission to strengthen the physician workforce and improve healthcare access, particularly in underserved and high-need communities. We will be transmitting an endorsement letter to the sponsors and key stakeholders and will follow up with AAPPR members on how to help raise awareness for this important legislation to increase the number of GME slots across the country.
We are working with stakeholders regarding the temporary pause in scheduling new visa appointments for J-1 visa holders (and other student visa categories). We understand the pause has impacted a limited number of incoming J-1 physicians and will provide additional updates next month at the start of the academic year for many residency programs. If you have any questions or are impacted by this pause, please reach out for more information.
The Department of Health and Human Services recently released its FY 2026 Administration for a Healthy America (AHA) Congressional Justification, which outlines significant proposed cuts to health workforce programs, including the elimination of 15 key initiatives previously under Health Resources and Services Administration (HRSA), such as diversity training, primary care, and nursing workforce development.
While some programs like the Pediatric Specialty Loan Repayment Program would maintain current funding levels, the budget also proposes eliminating the Children’s Hospitals Graduate Medical Education program and reallocating funds to other workforce initiatives. We are closely monitoring these proposed cuts given Congress must ultimately enact such changes.
The Senate is making progress on the House-passed reconciliation package, but key hurdles remain and the timing of passage is unclear. House leadership hope to see the measure pass the Senate by the July 4th recess, but several senators think prior to the August recess is more realistic if they can overcome numerous challenges by then.
The reconciliation bill proposes significant cuts to Medicaid, roughly $800B over the next decade, and places restrictions on ACA Marketplace funding and state oversight. These changes could increase the number of uninsured by up to 11 million people, leading to more uncompensated care and financial strain on hospitals, especially those serving large numbers of Medicaid and low-income patients. The bill also greatly limits states’ ability to use provider taxes and state-directed payments to support hospital funding, which could harm rural and safety-net hospitals.
We continue to follow the status of the reconciliation package and its approach to Medicaid and insurance markets. A growing number of stakeholders are concerned that such changes will lead to reduced services, personnel shortages, and potential hospital closures.
Republicans have been able to navigate this new Congress thus far without really having to work with Democrats. However, if the reconciliation package is not passed soon, it may coincide with the anticipated debt limit default date at the end of July. Addressing the debt limit is a real and urgent issue that may require bipartisan cooperation absent swift passage of the reconciliation bill. This timing, along with the upcoming fiscal year 2026 budget deadlines, presents both challenges and opportunities for Democrats in the minority. It is a dynamic that will be watched closely over the next month.
What makes physicians go into medicine? Sure, the compensation is nice and the profession is generally admired, but anyone who works in a hospital understands the many challenges associated with careers in healthcare. For physicians to put up with the long hours, productivity quotas, demanding patients, and extensive charting, they must be in it for something more than money and (occasional) respect. So, what made them go into medicine, and more importantly, what keeps them coming back day after day?
These questions incited new research from Jackson Physician Search and LocumTenens.com. The physician recruitment and staffing companies wanted to know if physicians feel medicine is a “calling.” That is, did they feel “called” to practice? Did they believe it was their purpose to help others through medicine? The survey results, documented in the report “Is Medicine Still a Calling: Exploring Physician Attitudes About Purpose in Medicine,” found the answers to be an overwhelming yes and yes.
The study found that nine in ten physicians and advanced practice providers feel they were “called” to practice medicine. Nearly three-fourths cited “a desire to help others and serve humanity” as their primary motivator for pursuing a career in healthcare. Certainly, competitive compensation and job stability also contribute to the appeal of medicine, but the ability to make a difference and positively impact patients is key for professional satisfaction.
That said, for physicians evaluating job opportunities with a potential employer, it is not always easy to determine if they will be able to make an impact in this way. So, instead, they ask questions about compensation, schedule flexibility, and scope of practice to help them discern if the opportunity is a good fit. Of course, providing clear answers to their questions is essential, but organizations that demonstrate how potential candidates can make a difference in the lives of patients and the broader community will have a competitive advantage over other employers.
Demonstrating your organization’s commitment to making a difference begins with your employer brand, but the interview is the prime opportunity to show individual physician candidates how they can fulfill their purpose with your organization. To do this effectively, focus on the following:
Your organization’s mission must be more than a blurb on the website. Be prepared to illustrate the mission with real-life stories about the impact of the organization on the community and the role physicians play in that work.
Takeaway: All points of contact must understand the mission and articulate ways they personally contribute.
Physicians spend years developing their skills so they may improve the lives of their patients. They want the autonomy to make decisions based on their education, training, and experience, not on protocols set by administrators and/or insurers. When physicians are denied that opportunity, their sense of purpose is stripped away.
In the aforementioned joint study, when asked about the most meaningful aspect of practicing medicine, 52% said, “problem-solving and clinical decision-making.” Assuming your organization gives physicians the freedom to make those clinical decisions, introduce candidates to physicians in their potential departments so they can hear firsthand how physicians perceive autonomy.
Takeaway: Encourage employed physicians to be transparent with candidates. When possible, they should offer specific examples of their unobstructed decision-making.
Just behind “clinical decision-making,” “patient interactions” was cited by 49% of respondents as one of the most meaningful aspects of practice. When asked, “What keeps you going in challenging moments?” the number one answer was “patient interactions” (46%). Connecting with patients is critical for physicians to feel connected to their purpose. Ideally, physicians have enough time with patients to forge those connections.
Takeaway: Share a sample schedule and walk physician candidates through a typical day. Highlight the time carved out for individual patient interactions.
The research shows physicians who feel connected to their purpose are less likely to experience burnout. Does purpose protect them from burnout, or does the fact that they are not burned out allow them to feel more purpose? Either way, show physician candidates that your organization protects physician work-life balance with flexible schedules, job sharing, wellness initiatives, and more.
Takeaway: Physicians increasingly expect flexibility, remote days, and four-day work weeks, so go above and beyond expectations and give candidates concrete examples of unique ways the organization prioritizes physician well-being.
Another way physicians make an impact is by mentoring other physicians. This, too, helps physicians feel they are living out their purpose. This perhaps explains why some studies have found a correlation between mentorship and job satisfaction. If your organization has a strong
mentorship program, ensure candidates know about it and discuss ways to get involved as a mentor or mentee.
Takeaway: Highlight mentorship programs offered by your organization and introduce candidates to physicians who have benefited from the program.
Purpose is a critical component of physician job satisfaction and retention, and yet, it can be difficult for candidates to determine if a potential employer will fuel their sense of purpose or squelch it. Show them that your organization will support them in living out their purpose. During the course of the physician interview, emphasize the mission, encourage transparent conversations about autonomy, discuss time with patients, work-life balance initiatives, and mentorship programs. Highlight the many things your organization does to support physicians in living out their purpose, and you will have a clear advantage over the competition. As an employer that empowers physicians to live out their purpose, you will attract and retain physicians who are motivated to improve patients’ livesv and positively impact the broader community.
Each year, Physician and Provider Recruitment Professionals (PPRP) Week serves as an opportunity to recognize and elevate the critical work done by recruitment professionals across the healthcare industry. This year’s observance was celebrated April 21-27 and AAPPR invited members to share their stories—real-world examples that highlight the impact, challenges and successes that define the profession. When recruitment professionals like you share stories, it not only benefits our members, but it also benefits the entire healthcare industry in four ways:
Recruitment professionals like you play a vital role in healthcare delivery by ensuring organizations are staffed with qualified, mission-driven providers. Sharing your experience helps bring visibility to the strategic and essential nature of your work and reinforces the value of physician and provider recruitment as a professional discipline.
Every recruitment professional’s path offers valuable insights. Whether your experience involves overcoming a complex challenge, implementing a new strategy or making a meaningful connection with a provider, your story can serve as a source of insight and inspiration to others in the field. Sharing your experience can inform, educate and offer new perspectives to others in the field.
Your success is often a team effort. Sharing the story of your colleagues, leaders and partners who work alongside you is a meaningful way to acknowledge the value they bring to your organization. It allows you to celebrate collaborative achievements and foster a culture of recognition within your community.
Authentic stories and experiences help build a deeper sense of connection and solidarity among peers. By reflecting on your successes and challenges, you contribute to a stronger, more united recruitment community, one that supports, encourages and grows together.
This year, we received more than 30 impactful stories regarding industry innovation, peer support and empowerment, belonging and inclusion, as well as outstanding contribution to AAPPR. Follow us on Instagram and Facebook to join the conversation and learn how recruitment professionals across the country are adding value to our industry.
With the Conrad State 30 and Physician Access Reauthorization Act now introduced in both chambers of Congress, we are actively working to build support for these measures, primarily by increasing the number of cosponsors. As part of this effort, we are reaching out to offices that have previously cosponsored the legislation to encourage them to do so again. These conversations also provide an opportunity to introduce AAPPR and highlight the important work our members do across the country.
Recently, in discussions with one such office, concerns were raised about how the Conrad program currently operates in their state. Because the state is highly rural and has a low population, the vast majority of its participation in the Conrad program is through “flex” spots. This reliance on flex waivers limits the use of non-flex slots, despite ongoing interest in recruiting more physicians than the flex waiver cap allows. Under the current program, each state may sponsor up to 30 J-1 waiver applicants per federal fiscal year, with up to 10 of those being “flex” waivers for physicians who do not work in a designated shortage area but serve patients from such areas.
We are exploring ways to allow states that rely exclusively on flex waivers to request a limited increase in their flex waiver allotment, which could help drive physician recruitment to these states. The lawmaker indicated that their support for the Conrad program depends on making it more effective for their state, especially given the significant variation in how the program is used across the country. This presents a valuable opportunity to collaborate with the state and to highlight the unique challenges of recruiting physicians in rural areas.
We recently met with the sponsors of the Healthcare Workforce Resilience Act who indicated the re-introduction should be coming soon. We are prepared to endorse the bill and help build support in a similar way as the Conrad 30 reauthorization legislation. Additionally, in meeting with other stakeholder groups, we anticipate the Resident Physician Shortage Reduction Act will be introduced this month, which directs the increase in the total number of graduate medical education slots.
Reconciliation is taking up all the oxygen right now. House Republicans are expected to make key decisions this week during committee consideration of the health and tax portions of the reconciliation package. A key question for House Republicans is how to find consensus around shifting costs in Medicaid to generate savings. One such proposal would cap spending in states that expanded Medicaid under the Affordable Care Act.
However, the Congressional Budget Office (CBO) recently assessed various Medicaid proposals that have been reported on in recent weeks, considering how it would impact changes in enrollment and how states may respond to such changes. This analysis will make certain proposals less palatable for House GOP moderates and the Republican Senate, especially as stakeholders assess the local impacts.
In terms of identifying a hard deadline for the reconciliation package, the Treasury Secretary said the US is likely to hit the debt limit in August, which is the date the government expects to default on its obligations. This means that Congress’ realistic deadline for a reconciliation package that raises the debt limit is the end of July, since Congress typically leaves town for the month of August.
We will follow up with more details on reconciliation as the bill develops and stay tuned for more updates on new approaches to strengthen the Conrad 30 program, and other legislation to strengthen the physician workforce.
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