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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.
Intentional Representation. It’s a phrase that some might say has become my new motto when it comes to AAPPR. I speak to it a lot during our Board meetings, and I had the opportunity to share what that means to me as Board President at our recent Annual Meeting of Membership in Chicago. I thought that I would share a bit of that address here:
“Our job in serving all of you is to ensure that we are consistently driving this association to bring you what you need and to elevate you as the industry experts in our space. To always have a lens on how our profession is changing and evolving – and to know the factors impacting that so that we can be strategic and futuristic as we continue to advance our field.
And for the Board to do that successfully, it must have intentional representation.
We are shaped by the experiences we have and the environments that surround us. The importance of seeing those experiences represented is the driving factor for us moving forward as well as our ability as an Association to support you where you need to be supported. That is why one of the most important roles I believe that I have as President is to ensure that we reflect each of you – the professionals in our industry who drive the work, the innovation and the mission.”
I also was proud to share several key accomplishments from the last year, the first being the publication of two White Papers representing our members as the voice of expertise in our space. The second is the completion and launch of the CPRP Diversity, Equity, and Inclusion micro-credential – an educational curriculum that is the first of its kind in the field of talent attraction:
“Having participated in the training myself, I can tell you first hand that it is groundbreaking, thought-provoking, and inspiring.
The influence we have through our profession to change the direction of inequity in healthcare is remarkable. This credential was a vision that was powerful to see come to life. But it is only the first stop on this journey for AAPPR to be intentional and consistent in ensuring that all that we do is also looked at from a lens of Equity and Inclusion.”
With all of this in mind, I would be remiss if I did not ask something of you, our members: intentional engagement. We need the representation of your work and your experiences. The 2022 Benchmark Survey will close shortly and we know that the only way that the research will serve you is if it represents you and the work that you do. The changing landscape of our field is reflected in this data, and it is imperative that we have a pulse on it in order to offer you the solutions that you need.
We also need more diverse representation in our volunteers and committees – and we have opportunities in all areas. If you have always wanted to volunteer but haven’t yet reached out about options, now is the time. From Member Engagement to Education, your voice, your experiences, and your expertise matter. Learn more on the website. Because in diversity, we find innovation and success.
And as I said to close out my address in Chicago, and I say it again here with heartfelt gratitude, “thank you all for being members and for being the engaged and inspiring professionals and individuals that you are. It is YOU that makes us better. And it is an HONOR to serve you.”
We’re looking forward to seeing over 700 members and exhibitors in Chicago at this year’s AAPPR Annual Conference. So much has happened since we all gathered in 2019. If you recall, we just announced our new name and logo for AAPPR. New this year will be the debut of Physician and Provider Recruitment Professionals Week – the first of its kind to showcase all of our members. This is a recognition we will celebrate every year and soon get into the national calendar. Whether you’re joining us in Chicago or not, please tune in to AAPPR’s social channels to be a part of the fun and celebration. We’ll be giving special recognition to nearly 20 professionals, and we can’t wait! We wish we could celebrate with everyone, but we know travel and budgets are restricted, and many of you have finally rescheduled those planned trips from years ago. You can still sign up to receive recorded featured content from the conference and, at a minimum, save the date for next year’s conference in Austin, TX, on March 21-24, 2023. New next year, the conference will start on a Tuesday and end on a Friday! Plus, it ends the day before the SHM Conference, which will also be in Austin if you plan to exhibit there.
In part one of our C-Suite series, you learned how advancing your expertise and influence throughout your organization begins by creating strong advocates among your C-suite and senior leadership (insert reference link here to AAPPR downloads). Data fueling your organization’s recruitment strategy is an effective way to yield greater value to executive leaders by applying the language of numbers for a more efficient and transparent approach to recruitment.
However (as we all know too well), getting on an executive’s calendar is much easier said than done. For most of us, the idea of finding even 10 minutes of your key executives’ time (BTW, at least one month in advance, right?) is a daunting and whimsical task fraught with rescheduling and last-minute cancelations. Fortunately, there’s a tool to help… one, that if you develop well, will be highly valued by leaders, will keep a pulse on what you have to say, and will provide the necessary visibility to all your recruitment efforts. The tool? It’s the executive dashboard!
A well organized and thoughtful executive dashboard has many benefits, including, but not limited to, showcasing your success, keeping a pulse on others’ accountability throughout the recruitment process, written justification for additional investments/resources, and an amazing tool for securing your seat at the strategic table.
In fact, the key performance indicators (KPIs) built within an effective executive dashboard are designed to help you close performance gaps, identify needed efficiencies, reduce expenses, accelerate peak performance, celebrate goals, innovate new approaches, and evolve your organization’s practices to better align and exceed national industry benchmarks (Hint: go and download the latest AAPPR annual benchmark study!).
Architecting the details of your perfect dashboard begins by understanding your organization’s key strategies within your calendar/fiscal year:
You will want to gather this information in advance – remember to use data (i.e., real numbers). For example, you can’t say your strategic recruitment goal is to do better than last year. Hint: the most meaningful way to express a strategic goal in an executive dashboard is via a real number together with a timeline. For example, your organization will achieve hiring X number of physicians and advanced practice clinicians by the end of 2022. Or, your organization will outperform last season’s performance by 5% (from X to Y) by the end of 3Q2022.
With a clear understanding of your organization’s strategic recruitment goals, you’re ready to lay out your one page. The layout should consist of four key areas (each space adjusted appropriately to coincide with your data, but NOT to exceed your one page):
The data table is designed to showcase a quick visual (using numbers and colors — such as red, yellow, and green) where your performance is during the timeframe that you are reporting; and, it allows for any analytical/operating leader to quickly perform their own calculations to pivot data that is meaningful for them. There’s a reason as to why C-suite and senior leaders speak the language of data and this is why you lead with it at the top!
For leaders who like to review the visual cues and then obtain the interpretation points, this is where you’ll display your language expertise. Be sure to use alpha points (e.g., A), B), C), D), etc.), so during report-out meetings or discussions you/your leader can easily reference. For example, “In this month’s executive dashboard, you’ll note a 35% increase as seen in point D under By the Numbers. The interpretation points should include highlights of the data table and the important value it presents to your strategic goal (Hint: if the executive leader completely ignores the data table, what are the key takeaways and why is it important?).
Every leader enjoys achieving a goal and learning/sharing good news. By adding this section to the dashboard, you are psychologically incentivizing your leaders to await your dashboard at each cadence. And you have psychologically incentivized yourself, your team, and others around you to get the credit to appear in that section of the dashboard! Keeping this section filled helps to compile at year’s/fiscal’s end, all of the significant successes you and the team have made toward achieving the organization’s strategic recruitment goals (Hint: this list of achievements bodes well for annual performance reviews as well!).
Remember, each executive leader also needs visibility as to what is next and what they need to do to support your efforts. Outlining your action plans prior to the next executive dashboard report helps showcases where performance can be improved, what milestones have yet to be achieved, and how you and your efforts are aligned and poised to make progress to the overarching recruitment goals. The action plans should list who you collaborate with to create accountability and visibility for all. By listing others, you’ll obtain the needed action you required from others, especially in the eyes of the C-Suite and other senior leaders. Action plans give way to purposeful urgency by treating recruitment as a priority to drive collaboration, accountability, and results. Whatever isn’t achieved in the action plan, be willing to provide the reason(s) why during a report-out and more importantly, what actions can then be taken to bring about a solution.
Establish a routine and consistent cadence of reporting for the executive dashboard with your leaders. After all, success is measurable over time. Depending on your organization’s goals, sometimes bi-weekly is appropriate. More often, monthly is seen as an acceptable standard by most executives and times well with overall financial reporting. Creating monthly reports can easily lend into aggregating to quarterly and annual reports. Additionally, each report gives way to complete transparency of the outstanding efforts undertaken to fill difficult physician and advanced practice clinician vacancies.
Creating strong advocates among your C-suite and senior leaders using their language of data while architecting an exceptional executive dashboard are necessary foundation items to be a successful recruitment thought leader for your organization. For a sample Word template of a dashboard, visit the AAPPR library. You can also download the Quick Guide to Building an Effective Executive Dashboard in the Resource Library.
In the next and final part in our C-Suite series, you’ll learn how to align your advocates and your dashboard reporting to individually author your organization’s story of recruitment success!
A new year brings a fresh start, setting new goals and thinking about the future. Now that 2022 has arrived, it also has me reflecting on the events of the past year. The resiliency we collectively have to endure and overcome is inspiring. Even in struggle, I recognize the opportunities for change & innovation that the year brought to our profession. Much of which inspired notable and historic accomplishments for AAPPR and our Members.
In 2021, knowing that our traditional in-person Conference was not going to be an option, AAPPR pivoted and stood up our first ever Virtual Conference, hosting over 600 attendees and offering a virtual translation of our much-beloved annual conference. We held the first ever Leaders Connect in-person event, with a focus for leaders and stakeholders in the provider recruitment space. Additionally, the launch of the AAPPR Academy brings all our tools and resources together for a one-stop, easy to navigate, virtual learning experience.
AAPPR published its very first White Paper – a collaborative effort between the Board and a panel of leaders within our own membership – calling out the alarming trends and shifts we’re seeing in our industry impacted by the pandemic. In complement, AAPPR published 3 research reports on COVID’s impact on physician career changes, recruitment, onboarding, and compensation structure and benefits. In addition, the Annual Benchmark Survey hit a record high number of participants and search data points – inclusive of nearly 170 member organizations and almost 17,000 searches – shattering our prior year record of 11,000 searches.
Being at the forefront of industry trends and shifting landscapes is critical to supporting AAPPR’s strategic imperative of elevating our profession and our members as the source of knowledge and truth when it comes to recruiting and retaining physicians and providers. It is critical to us as a Board in ensuring that we are not only supporting our Members with the tools and resources they need, but always thinking ahead with foresight to advance our profession along the recruitment to retention continuum.
So, in addition to reflecting, we also start to ask, ‘what comes next’?
In 2022, I will reach a milestone in my own career – 20 years working in the physician and provider recruitment. From coordinator to recruiter to consultant to leader, I’ve worked within a multitude of care models, from fee-for-service, multi-hospital integrated academic systems, to capital-backed, technology driven health startups out of Silicon Valley – and everything in between. Experiences like these shape us as professionals and how we see things. The diversity of my own experience has shown me how much variety exists within our profession when it comes to
• how we do our work,
• what drives it and
• who the key contributors are.
The evolution of our industry is remarkable to watch.
Our traditional “in-house” recruiter lines are a bit greyer – with movement of physician and provider recruiters back and forth across the employer vs agency models. We have recruitment teams now that operate purely on production models, particularly those in the VC, pre-IPO space as new care businesses emerge every day and stretch to meet aggressive growth & hiring goals. As leaders in our industry, we need to consistently ask
• What is changing and how can we proactively anticipate the needs that come along with that change?
As we think towards the future, I challenge us to consider what that looks like.
• How is our work evolving?
• Who are the people influencing that change?
• Where are the content experts, the thought-leaders and the experiences that shape how we do our work and touch the physicians, providers, and communities whose lives we impact?
• Are the influencers part of our conversation and, if not, how do we invite them to the table?
• How do we continue to embrace and welcome change in a way that only makes us better – creating opportunity for learning and collaboration across the spectrum of our profession?
AAPPR embraces the change that is occurring and is eager to see what the future holds.
Greetings and Happy Holidays from the AAPPR Board of Directors!
While we wind down the calendar year 2021, I encourage many of you to take some time to reflect. Reflect with your teams on all of the achievements, growth, and successes that have been fostered this year. The AAPPR board of directors met for a final time in 2021 participating in a 2-day session. The first day we met with leaders from our Strategic Corporate Partners and the task proposed was not simple. Our goal was to foster relationships between and among AAPPR and its Strategic Corporate Partners by sharing our insights and engaging in a robust conversation about our collective abilities to influence this profession and generate growth. This blog could quickly turn into a whitepaper if I notated each beg, brag, or what if that the group worked through. Together, with our Strategic Corporate Partners we also explored ways to elevate our industry. Let us just say many ideas were spurred and thoughtful discussion was had. On Saturday, we wrapped up our sessions with a full agenda. We focused heavily on our strategic plan progress and governance details. Please stay updated in 2022 as we roll out new programming material that are truly ground breaking. We welcome new technology such as our chat app that you can download now by searching Connected Community in the App Store. Please be sure that our annual conference is on your 2022 calendar as you prepare for the New Year. We look forward to seeing many familiar and new faces in-person in April at our Chicago annual conference.
On behalf of the AAPPR Board of Directors we wish you a safe and happy holiday season!
A recent focus group conducted by the Association for Advancing Physician and Provider Recruitment (AAPPR) uncovered troubling themes of operational and physician candidate pipeline challenges brought on by the COVID-19 pandemic and exacerbated by weary recruitment leaders and departments met with decreasing funds and limited resources. Findings from the focus group, made up of the nation’s leading physician and provider recruitment experts, are now available in AAPPR’s newly released white paper entitled: From Healthcare’s Front Lines: Industry Experts Sound Alarm on Concerning Physician Recruitment Trends in Coming Months.
The industry white paper indicates significant changes will be required to help address an already depleted and decreasing physician workforce. Industry experts suggest the research findings should serve as an imperative directive to healthcare operational leaders to maintain up-to-date recruitment market intelligence to quickly and successfully pivot both short- and long-term workforce strategies.
“The insights we received in the focus group on trends in physician recruitment in the wake of COVID-19, help shine a light on both new challenges and even some unexpected benefits,” said co-author and AAPPR CEO Carey Goryl, MSW, CAE. “It is our hope that this document may serve as a foothold to better understanding future physician recruitment cycles as competing organizations expand efforts to help stabilize an uncertain physician supply and demand market.”
Specific topics covered in the AAPPR white paper include:
“The physician recruitment industry is facing what’s being called, ‘The Great Resignation’ as an increasing number of physicians opt for early retirement citing increasing burnout and an unhealthy work/life balance and the consequences across healthcare will be significant,” said co-author and AAPPR President Emerson R. Moses, MBA, CPRP. “Today’s healthcare organization leaders need to be vigilant in reviewing and revising their onboarding and retention plans to offset continued unanticipated turnover.”
In the latest Physician and Provider Job Satisfaction and Search Report published by AAPPR, a reported 30% of physicians will retire between the ages of 60 to 65. With over one in three respondents from the report considering early retirement because of physician burnout, recruitment leaders are auditing their practices’ physician age demographics and sounding alarming fears of tenured physicians at their organizations expressing exhaustion and frustration. The national focus group also concurred with an earlier survey report that of over half of physician respondents in the market survey (56.72%) are considering or have considered changing employers.
For a copy or a more comprehensive review of the white paper, From Healthcare’s Front Lines: Industry Experts Sound Alarm on Concerning Physician Recruitment Trends in Coming Months visit: https://aappr.org/aappr-white-papers/
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
Has anyone noticed how much higher recruiter turnover is these days? Or employee turnover in general? There are a lot of people “on the move”. Many of us are reached out to for positions weekly, and sometimes daily. We are all sought after, and we are all burned out. And who knows, the grass might be greener on the other side??
A July 27, 2021, article on LinkedIn Talent Blog stated, “New Data Shows a Soaring Demand for Recruiters and Where You Can Find More of Them”. This Blog quoted that there are 364,970 Recruiter jobs advertised on LinkedIn Worldwide. And for comparison they stated that there are 342,586 Software Engineers roles open on LinkedIn Worldwide.
Recruiters are in VERY high demand across all industries and all over the globe (not just in healthcare in the U.S.), especially since the world has seen some signs of recovery from the pandemic.
What can we, as individuals, do to keep our teams together? As we all know, strong relationships = strong results. As our friend, Philosopher Aristotle said: “the whole is greater than the sum of its parts”. As a well-oiled team we can get much more done than each of us individually.
So how can we keep each other engaged and motivated? We probably can’t stop people from leaving for large pay increases or promotions, so how can we let our teams know that we love working together and that we appreciate them?
I started sending handwritten notes to individuals on the team who I felt could use an encouraging word. And when I say team, I don’t just mean those who are in the same department as me. For me a team consists of all who work together for a common goal! I am fully aware everyone is going above and beyond, and everyone works morning, noon, and night in our industry. I want them to know they are appreciated!
I have also started picking up the phone and letting someone know they have done a great job with this hire in this very difficult market. Under “normal” circumstances I might have sent an email: “great job”. That is just too easy! In this electronic and remote day of age, we need more personal touches. Send something small for a birthday, get some people together on a video call and sing “happy birthday” together. We warn everybody before we do this that they most likely will end up with a headache, but they all absolutely love the fact that we take a few moments and celebrate their special day. Do not lose those personal connections and let’s keep supporting each other now more than ever. And when a new recruiter/sourcer/coordinator/credentialer joins your organization, be extra supportive and remember your first few weeks in a new organization. We are all in the same business; making sure our patients have world class care. Let’s do this for them; they deserve a strong team!
We’re excited to announce that, in early November, the AAPPR Academy will be launching! The Academy will be the new hub for AAPPR learning, with a more user-friendly experience to track your progress and locate desired webinars. The online CPRP certification course, live and on-demand webinars, resource library, and much more will be included within the Academy platform!
NOTICE: The AAPPR Learning Center will be shut down for a two-week time span from October 19-November 2 due to the data transfer. During this time, members will be unable to watch webinars, upload external CE credit, view CPRP materials or take the exam.
To that end, members will need to pause all online AAPPR education during that data transfer period. If you are currently progressing through the CPRP program, your progress will be transferred to the new AAPPR Academy. You may elect to finish the CPRP course before October 18, but this is not required.
With any questions, please contact info@aappr.org.
A recent national study of physician vacancies reports health care organizations nationwide are facing increased challenges and competition for physician talent. The Association for Advancing Physician and Provider Recruitment — a leading authority in the physician and provider recruitment to retention continuum – reports a 40% increase as compared to the same study the year prior. Days needed to fill positions also rose, but only by an average of 8% across NPs, PAs and Primary, Specialty and Surgical Physicians. The modest increase was unexpected given 44% of all searches were put on hold at the nation’s largest health systems due to the COVID-19 pandemic.
More than 150 national health care organizations and systems participated in the comprehensive annual research study representing more than 17,000 searches, almost two-thirds specific to physician searches. Additional findings from the just-released Physician and Provider Recruitment Benchmarking Report include:
“We fully anticipate physician shortage numbers to rise, as the findings in this report reflect just the tip of the COVID iceberg,” said Emerson R. Moses, AAPPR President. “The industry was trending towards a severe shortage before the pandemic which has only accelerated the desire to retire for some, and a potential loss of employment for a percentage of others who may not comply with the vaccine mandate at federally funded health systems across the US. The field of physician recruitment has never been easy, and it’s about to get a lot harder.”
The pandemic, however, accelerated the evolution of best practices for physician recruitment as organizations embraced technology integration to address stop gaps in the recruitment process. The use of virtual interviewing, electronic signatures, and other technology tools were quickly adopted resulting in increased speed-to-hire and reduction of expenses.
“Conducting research and bringing to light the latest trends in physician and provider recruitment is central to our mission,” said Carey Goryl, CEO of AAPPR. “This latest report speaks to the magnitude of the challenges facing the industry and gives health care organizations insight into how they can better perform in this competitive hiring environment.”
In an effort to help health care organizations predict the time it will take to fill a particular physician specialty search, anyone can access the online Days to Fill Calculator. This online predictive tool provides an estimated range of time that it will likely take to fill a specific physician specialty vacancy, based on circumstances such as the organization’s size, geographic area or desirability of location.
The complete 2021 In-house Physician and Provider Recruitment Benchmarking Report is available to organizations for sale online. To order, please visit https://aappr.org/research/benchmarking/ 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
It’s Friday, and you have a physician who starts Monday, and the medical staff office hasn’t cleared them for a start. Meanwhile, you have a recent hire who has questions about their offer letter. Oh wait, you have to work with the department for another physician for last-minute coverage? But hang on, you also have to post the internal medicine position your leader wanted two months ago for a start date in the next three months. Then, whoops, your email just notified you that another physician resigned, and a department lead just sent you a text message saying they need an advanced practitioner partner and asking when you can meet to discuss the recruitment strategy. And the list goes on and on. Sound familiar?
As if the day-to-day challenges of recruiting talented physicians and providers weren’t enough, many of us find ourselves asking how we are going to get the job done…in a timely way, under budget, without adding resources, and delivering what seemingly becomes an all-too-often quest to help educate and realign stakeholder expectations.
From becoming and staying a destination employer to having the selectivity of candidate-of-choice, today’s recruitment environment leaves little in the way of maintaining a competitive advantage to recruit exceptional talent.
Undoubtedly, the success you encounter is not easy, and the days of advocacy for your needs are few and far between. But there are ways to stage your best advocates for success — your C-Suite and leaders. Really! Despite the unrelenting question of ‘where’s my hire?’, instilling their needed trust and support for you and your ideas requires not only your knowledge to speak their language, but to do so in a meaningful and effective way to help remove recruitment barriers and level-set expectations for an increasingly competitive market.
The art and science behind the language of the C-Suite and leaders is fueled by none other than data — and, more importantly, the interpretation/translation of that data into action. After all, data points are meaningless numbers without the understanding and recommendations of physician and provider recruitment leaders like you. Data fueling a recruitment strategy yields greater value by the C-Suite and senior leaders for a more effective and efficient approach to recruitment with greater confidence that clinical workforce growth goals can be achieved. Without data and value analysis, the risk of losing millions of dollars in lost revenue, expensive position vacancies, and perhaps costly temporary staffing resources.
For key data and strategies to help your C-Suite and leaders become recruitment advocates, please download our Creating Advocates Among C-Suite and Leadership quick guide.
Ready for more C-Suite/leader language? Be on the lookout for the next blog post, Let the Numbers do the Talking: Developing Effective Executive Dashboards to Showcase Your Success!
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