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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.
Number of Searches per Health Care Organization Continues to Rise
Recently released industry research cites trends
Our new report has the definitive answer. New findings confirm that the United States physician shortage is on the rise, impacting recruitment and retention at every level. From specialists to family medicine practitioners, recruiting and hiring physicians continues to be a challenge facing health care systems and physician practices. This industry trend continues to worsen, according to the recently released benchmark study from the Association for Advancing Physician and Provider Recruitment (AAPPR), whose members are the leading authorities in the physician and provider recruitment to retention continuum.
Nearly 150 AAPPR member organizations participated in the extensive annual research study representing more than 10,000 searches, almost two-thirds specific to physicians. A new feature of the interactive report: users can create their unique benchmark report with a Days to Fill Calculator. This online predictive indicator provides a range of time it will likely take to fill a specific physician specialty vacancy based on geographic area or desirability of location. mini sex doll
More key findings from the just-released 2019 In-House Physician and Provider Recruitment Benchmarking Report:
The Association for Advancing Physician and Provider Recruitment (AAPPR) is a professional organization comprised of nearly 2,000 members focused solely on advancing in-house physician and provider recruitment professionals. AAPPR is the leading authority on physician/provider recruitment and retention.
The complete 2019 In-house Physician Recruitment Benchmarking Report is available to member organizations for $399. To order, please visit aappr.org/research/benchmarking or email info@aappr.org
Whatever your neurology recruitment need, you can maximize your chances of success by understanding the neurology recruiting landscape and adapting your practice opportunity to current market trends.
Studies point to an aging population and a limited candidate pool as the reasons for the neurology shortage. A 2013 study published by the AAN found, by looking at the number of neurologists, retirement probability, the number of new graduates, and the number of hours worked, that demand outstripped supply by 11%, and estimated that the demand would outstrip supply by 19% by 2025. Dall, Timothy M et al. “Supply and demand analysis of the current and future US neurology workforce.” Neurology vol. 81,5 (2013). However, this estimate may be a gross underestimate of the shortage because it doesn’t take into account more recent factors increasing the demand for neurology services and constraining supply, including:
1. increased sub-specialization,
2. the evolution of the inpatient/outpatient split practice,
3. the increase in the value candidates place on work-life balance, and
4. the high percentage of candidates requiring visa support.
For patients suffering from neurological problems, the treatment options have dramatically increased in recent years. This increase in therapeutic options has increased the patient demand for subspecialized neurology care, and is accompanied by a sharp increase in sub-specialization among neurologists. Based on the latest data from the American Academy of Neurology, 90% of residents report plans to pursue a fellowship following residency. Neurology residency training in 2017 Mahajan, Abhimanyu et al Neurology Jan 2019, 92 (2) 76-83. The AMA puts this number at 89%, and our own data also show that 88-90% of new graduates go on to do fellowships.
Accompanying this steep trend towards sub-specialization, neurology practices have tended to split inpatient from outpatient responsibilities. In many practices, neurohospitalists have taken the hospital call burden away from the outpatient neurologists. Neurohospitalists usually prefer working 7on/7 off, ideally in 10-12-hour shifts requiring no more than 12-15 patient encounters per day. Conversely, neurologists who are fellowship trained in an outpatient-focused sub-specialty generally prefer jobs that are purely outpatient which will allow them to focus 50% -80% or more on their subspecialty.
To replace a do-it-all neurologist, you may need to hire 2-3 neurologists to replace that one individual. If you do find a general neurologist who is willing and able to do it all, we advise you to enthusiastically incorporate that neurologist into your practice!
While modern healthcare encourages physicians to work as many hours as they will give, candidates often express a desire for work-life balance. Burnout is common, but neurologists who are unhappy with their work hours can easily find new employment with fewer hours. Neurologists seeking to juggle work and family life may seek part-time positions, further constraining supply in a fixed pool of neurologists.
According to our data, over 30% -40% of U.S. neurology trainees in recent years are foreign medical graduates. They have done their residencies in the US which makes them US Board Eligible (or board certified if they have already taken and passed the board exam) but will need some type of visa sponsorship (primarily J-1 or H-1B). These candidates often prefer jobs in locations which offer a community of individuals from similar ethnic and/or religious backgrounds.
1. Adapt your job to the candidate pool: Sub-specialization in neurology is now the rule, and general neurology is the exception. Encourage your administrators to figure out which neurology sub-specialties could be well-supported by your facility and your patient population. While the need for general neurology is often paramount, especially in smaller communities, half of a good neurologist’s time doing general neurology is better than nothing. Advertise for the sub-specialists you can legitimately support, and make 50% general neurology a part of the job. Making your job attractive to sub-specialists who will each do 50% general neurology may be a path to meeting your general neurology need; it will just take more than one hire to replace a retiring neurologist.
2. Use APPs to help meet your general neurology need: Some hospitals are training APPs to run a neurology access clinic (which may have 3-4 APPs supervised by a neurologist) in order to reduce patient wait times. Additionally, NPs and PAs can often relieve much of the burden of the general neurologist by doing pre-screening and follow-ups.
3. Get creative to adapt to candidate’s desires for fully inpatient or fully outpatient work: We have seen a smaller hospital team up with a slightly larger hospital nearby to hire a neurohospitalist who covered both hospitals. Hospitals that do not have the volume or budget to support two 7 on/7 off neurohospitalists may hire one neurohospitalist who works M-F, 9am-5pm.
4. Provide Visa Support: Since 30-40% of new graduates in any given year are foreign medical graduates, if you can provide an H-1B or J-1 visa waiver, you should.
5. Offer Work-Life Balance: While you may want a more-than-full-time neurologist to meet the demands of your practice, a .5% or .8% FTE is better than none! Practices that can proudly advertise part-time positions or limited working hours are at an advantage in this hiring market.
6. Keep Compensation Competitive: There is no room for wishful thinking when it comes to compensation for neurologists. Your most senior neurologists may never have made as much money as it will take to recruit a new neurologist. MGMA 2019 Median reported compensation for neurology (based on 2018 data) was up almost 7% to $323,190. Source: 2019 MGMA DataDive Provider Compensation, based on 2018 data. Used with permission from MGMA, 104 Inverness Terrace East, Englewood, Colorado 80112. 877.275.6462. www.mgma.com. Copyright 2019.
7. In our experience, guaranteed compensation for certain sub-specialties and in less popular locations may need to be significantly more.
8. Rural Communities: If you are in a rural community and desperately need a general neurologist, find every neurologist in private practice within a 90-minute drive from your facility. Offer them a comfy guaranteed salary, no administrative burden and a quality lifestyle.
Sharing these strategies with your key stakeholders can help you win in an incredibly tight neurology hiring market!
Kindly contact RosmanSearch, Inc. at 216-906-8188 or visit their website www.rosmansearch.com.
After attending the AAPPR conference in Orlando last month, and a few of our NP Now representatives were very impressed with Allison Dimsdale’s discussion on the topic, “Transforming Recruitment and Onboarding for Ambulatory APPs ” We were fortunate to be able to have an interview with her in order to further learn from her expertise.
Allison Dimsdale, DNP, NP-C, AACC, FAANP is the Associate Vice President for Advanced Practice for the Private Diagnostic Clinic at Duke University Health System. Her clinical practice is as a Board-Certified Nurse Practitioner in the Department of Medicine-Division of Cardiology, where she specializes in the treatment of heart failure, acute coronary syndromes and primary prevention of coronary heart disease. Her third appointment is as Clinical Associate in the Duke University School of Nursing where she lectures to graduate students in the areas of professional practice and cardiology and serves as content expert on student doctoral committees. She is an Investigator on clinical trials through the Duke Clinical Research Institute and is an active participant in nursing research initiatives through the Duke Translational Nursing Institute focusing on implementation science. She has an interest in creative nursing education and mentorship, as well as the leadership interface between systems of care, provider utilization, access to care and excellent patient outcomes. In her role as Associate Vice President of Advanced Practice at Duke, she is responsible for leading the effort to facilitate Nurse Practitioners and Physician Assistants to work to their full scope of practice by implementing ambulatory practice redesign with the aim to increase patient access to high quality, safe and cost-effective care.
Allison sustains active memberships in the American Association of Nurse Practitioners, American Heart Association, American College of Cardiology, American Nurses Association, and the North Carolina Nurses Association. She is a peer reviewer for Elsevier Publishing, and has been published in several nursing and medical publications including Circulation. She serves on a variety of community task forces and boards and was a Fellow in the 2016 AANP Leadership Program. She holds the Associate of the American College of Cardiology recognition and is a Fellow of the American Association of Nurse Practitioners.
She earned her Doctor of Nursing Practice (DNP) and Master of Science (MSN) degrees from Duke University, and her undergraduate degree from the University of Texas.
I have 21 years of experience as both a critical care Registered Nurse, and then a Nurse Practitioner in Cardiovascular Medicine at a large academic medical center. My doctoral work led me to a leadership role where I found myself designing and establishing best practices to design interprofessional teams to provide specialty care. This in turn, defined the need to create a structure to recruit, hire and retain Nurse Practitioners (NP) and Physician Assistants (PA) in ambulatory specialty practice. I am fortunate to be given abundant support and resources at Duke and was able to share my dream with Donna Ecclestone, FASPR, who quickly joined me to change our institutional culture, and to reframe how we bring Advanced Practice Providers (APPs) into our organization, and subsequently utilize their skills to provide increased patient access to high quality, high value patient care. This was a new concept for us and then led to the need to reframe and redefine our care delivery systems.
As APPs are now being asked to work as independent providers of care, their onboarding has become far more complex and important. As we all know, if a detail is missed around billing, or patient scheduling, or certification/credentialing – it becomes a work stoppage issue and thus a patient care issue. Reframing the way we do things and deploy APPs was the only way to create an Advanced Practice organization that provided professionalism and attention to detail in terms of hiring the right provider for the right position at the right time to take care of the right patient. That’s a mouthful, but it truly does define our goals. When an excellent interprofessional team is formed intentionally, everyone wins and the entire group can look forward to a long and fruitful collaboration in order to deliver the highest quality patient-based care.
The process of creating our Advanced Practice Office (which includes professional APP recruiters, HR and onboarding or integration) is one that we have defined and created along the journey. We saw the need as outlined above to create structure and advocacy for APPs, and to create intentional teams where APPs would be working to the top of their scope. We started with a strategic hire program, where in a small way we brought APPs into a funded subvention program for their first year of practice. These providers were carefully supported through the onboarding process, and gradually other practices around our enterprise started asking for our help in designing new practices as well as the recruiting and onboarding process. In order to meet those needs, our office expanded, and Donna developed tools for onboarding (referenced online checklists). We were able to combine with our Provider Recruitment team, which was important because in our state the nuances of NP and PA practice are unique yet important.
Today, our Advanced Practice Office offers practice consulting, recruiting, hiring, onboarding, practice metrics/data, transition to practice Fellowships, and regulatory oversight for almost 500 ambulatory specialty APPs. We continue to learn and grow and believe that APPs and their MD colleagues and practice administrators are better prepared for practice due to the professionalism, energy and enthusiasm of our office.
It is very important for recruiters to understand the professional landscape for Advanced Practice Providers. Although an NP was first a Registered Nurse, as an NP they are practicing medicine from the nursing perspective. This makes their practice wellness based and generally very holistic. A PA has never been a nurse, and they are trained to do the same work from a biomedical perspective. Once in practice for a few years and depending on the nuances of state laws (which are ever changing), their practices may look very similar. APPs are in high demand all around the country, and they will be attracted to an organization that from day one treats them as a professional. The communication, interviews, and hiring process is best done in a way that mirrors that of their physician colleagues. This will attract highly qualified candidates who can be assured that they will be treated professionally in your organization.
The difference between administrative onboarding and clinical onboarding is important. The introduction to the clinical practice is imperative to develop trust between the physician and the APP, and that trust must be bi-directional. A clinical liaison or access coordinator within the practice can be very helpful in designing a practice model and a patient flow that makes sense for the patient population. For instance, will the APP work alongside the physician and manage their non-direct patient care duties, or will they see patients independently in a proscribed visit flow (either manage their own patient panel, or see patients in combination)? Will they augment the MD work by providing a procedure clinic, acute clinic or rounding services? When these things are left to chance or are not well defined, misunderstandings happen easily, and practices are not well optimized. This may lead to increased turnover and attrition, which is expensive and demoralizing for the practice.
Advanced Practice Providers should always work to the top of their scope, training and licensure. Sometimes the answer to the need to grow a clinic is an excellent nurse rather than an APP who is trained and licensed to assess, diagnose, treat and prescribe. Avoiding competition between MD and APP for RVUs or patients, such as in the case of a productivity incentive, is imperative. The group should function as a team without such distraction or competition – in this way they can provide the highest quality, highest value patient care.
Recruiters should be sure they are posting a specific and relevant position description. APPs are increasingly trained as specialty providers, and don’t want to waste time applying for a position that is ill defined or lacks enough detail to determine a good fit. APPs should be treated and deployed as providers rather than as nurses for both job satisfaction and access to care. A good relationship with their recruiter and onboarder, and then with their clinical team can set the stage for a long and fruitful tenure in an academic medical center.
Interviewed by Dorothy Blalock, Director of Brand Management at NP Now
Telemedicine is already transforming healthcare in the United States. Barely heard of a decade ago, it’s now all the rage—with healthcare administrations across the country talking about how they can get in the game. While in a field as personal (and emotional) as healthcare, the goal is not to replace face-to-face physician communication, telemedicine does augment and help deliver care to patients who would otherwise have great difficulty getting medical help. Here are 3 ways it’s already transforming healthcare:
Our primary care system in the United States is already broken, and even patients in major metropolitan areas with an abundance of healthcare facilities, still struggle to find appointments. In reality, physical visits to the clinician are not always required, and a quicker and more efficient telemedicine consult is more appropriate. Certain technologies are also starting to show promise, which allow for “virtual examinations” to take place. Watch this space.
Certain outpatient specialties such as dermatology, which do not typically come into the hospital for consults, are perfect for the world of telemedicine. Especially if they involve a “spot diagnosis” without an array of tests. Other hospital specialties, which struggle to staff adequately and involve frequent emergent consultations—neurology being one such example—are already increasingly utilizing telemedicine.
For a long time rural America has struggled to attract and retain physicians. Telemedicine probably offers the best hope to those communities for receiving quality medical care. Ideally, the physicians should be located in the nearest major town or city.
There’s already a massive physician shortage in the US, and latest estimates project it could be even worse than the 100,000 projected within 10 years. Telemedicine probably represents the most promising method to help ease this looming crisis. The new tech-savvy generation particularly will be more open to seeing their doctor this way. Watch out for it being delivered somewhere near you soon.
About the Author: Suneel Dhand MD is an internal medicine physician, author and speaker. He is the cofounder of DocsDox (www.DocsDox.com), a service that helps physicians find local moonlighting and per diem opportunities, bypassing the expensive middleman.
We at Health eCareers had the distinct pleasure of hosting Carey Goryl, CEO of the Association for Advancing Physician and Provider Recruitment (AAPPR) at our offices. She was kind enough to organize a series of questions and answers among AAPPR board members on current trends, pain points and the role of AAPPR in physician recruitment. In this interview, we hear from AAPPR board members Tammy Hager, MBA, FABC, Lynne Peterson, MBA, FASPR, Robin Schiffer, FASPR, and Bruce Guyant, FASPR. Learn what these experts have to say.
Tammy Hager: Some of the biggest pain points in my role is not being able to get in-house physician and recruitment data instead of using search firm surveys and data.
Robin Schiffer: I have multiple roles. The biggest pain points are: Scheduling and credentialing locums. Hard to find specialties such as GI and Urology. Creating meaningful onboarding and retention strategies.
Bruce Guyant: Aside from just the sheer uber competitive market dynamics of a physician shortage, perhaps the biggest pain point is clinical leaders who do not have a strong enough sense of urgency in the hiring process.
Lynne Peterson: Besides the shortage of physicians, there’s not a lot of alignment between recruitment teams and operation teams. The operations team for example may not have realistic timelines and not fully know when to involve the recruitment team, and thus, finding the right candidate may not be successful if they don’t know the time it takes. For example, some specialties can take over a year to fill those open searches.
Tammy Hager: Organizations, including mine, are using tools to hire for cultural fit more than ever. This includes making sure the entire family is a part of the recruitment process to retain the whole family. In addition, in our organization, telehealth is a big component for many of the physicians hired. We are using that to work with other organizations across the country to provide care. Rural communities are even tougher to recruit for, so we are having to have a personalized and strategic plan for every one of our rural practices.
Robin Schiffer: All specialties need unique approaches when you are in a more rural location. We have to wow the physician and family. Start friendships from the interview day.
Bruce Guyant: Despite a limited pool of candidates to draw from, most senior administrative and clinical leaders still expect their health system or medical group to maintain time to fill averages that are as quick or quicker than the competition or the rest of the industry.
Lynne Peterson: There seem to be more physicians of all specialties going toward hospital or ambulatory practice. Also, physicians are moving more readily from one organization to another, where in the past they stayed their whole careers in one place. They’re more likely to move if their employment isn’t going well.
DO ANY SPECIALTIES NEED UNIQUE APPROACHES?
All: We find that primary care, psychiatry, neurosurgery, rheumatology, and neurology all need unique approaches because of the shortage of physicians in these specialties.
Tammy Hager: Our recruiters have a main focus on retention. We are taking a unique approach in how we reach out to physicians that have ties back to our areas (in the 4 states we serve). In addition, at Mercy Health, we reach out to residency programs that have a faith-based culture to recruit physicians to our faith-based system. Also, we have increased referrals from recent physicians we hired, and the recruiters do that by developing such a great relationship with them while going thru the recruitment and onboarding processes.
Robin Schiffer: AAPPR members that are in recruitment are working on finding a physician for the long haul. Sometimes recruitment firms are more worried about filling the position and getting paid. It depends on the firm. Some are excellent.
Bruce Guyant: The best way to influence job retention is to find the right candidate from the beginning. However, the truth is that recruiters have very little influence over the decision on the part of a provider to stay. Many organizations are seeing the value of having people on the team who are not recruiters who instead have focus on the on-boarding and retention piece full-time.
Tammy Hager: If recruiters truly look for physicians who fit culturally, have ties or spousal ties back to the locations/areas, and make sure the whole family is involved in the recruitment process, they can target those specific physicians.
Robin Schiffer: You don’t just look for skill. You look for a good fit culturally.
Bruce Guyant: The key is to understand your organization’s culture, team, and the needs of the position itself. The better you understand what is needed, the better you can appropriately assess “fit” upfront for your organization with the candidate’s needs and desires.
Lynne Peterson: Start the recruitment process early enough, and ensure that the proper screening is in place to get top talent. Know well in advance about credentialing and where the physician is in that process. At my organization, we do our checks and balances throughout the recruitment process to ensure the proper screening mechanisms are in place prior to offer and well before credentialing.
Tammy Hager: Many physicians do not know the different between in-house and 3rd party recruiters. We have to educate them, and we are doing that at Mercy with content on our physician career site, sharing content in specific magazines and journals that are sent to physicians, in residency program lunch and learns, and in email campaigns.
Robin Schiffer: I don’t think physicians realize the differences until they experience them personally.
Bruce Guyant: While Physicians are getting savvier and better at understanding the differences, most still do not know the differences. Even more really do not seem to care and just respond to each the same way and view them as a means to an end.
Lynne Peterson: I think it depends. On one hand, the 3rd party can advocate for them, but they’re not sure of the information they might get since the recruiters don’t get it straight from the organization they want to work for. The in-house recruiter has more in-depth reliable information, but they can be viewed as advocating for their organizations. It really comes down to what kind of kind recruiter they feel like they work with the best and how they go about their job search.
ARE MOST FULLY AWARE OF THE DIFFERENCES?
All: No
Robin Schiffler: It is really the recruiter at those firms. Sometimes you get lucky and find a gem!
Bruce Guyant: The most successful partnerships are those where communication has occurred up front with both parties fully understanding the needs and expectations of one another. Those who can do that and are respectful of the value of one another in the process will do well. I have personally had some excellent relationships with third party agencies who have sent me a high volume of quality and quantity of candidates.
The Association for Advancing Physician and Provider Recruitment announced the recipients of the 2019 Lifetime Achievement Award and the 2018 Volunteer of the Year Awards during the 2019 Annual Conference in Orlando, Florida on April 9, 2019.
The Lifetime Achievement Award is the most prestigious award a health care recruitment professional can receive in the industry. The purpose of this award is to recognize and honor an AAPPR member for a distinguished career and significant contributions made to the field of physician and provider recruitment.
Judy Brown, FASPR, received the 2019 Lifetime Achievement Award. Judy serves as Manager of Physician and APC Recruitment & Credentialing at Emergency Physicians Professional Association (EPPA). Often Judy is sought out by new members who seek guidance. Without pause, she brings folks under her wing and provides mentorship as they start in the profession. For 30 years as a Physician Recruitment Specialist, she has participated in a wide range of recruitment activities and settings and has used those experiences to help others. It’s a vital part of her nature to help others and to find those teachable moments. Judy became a member of AAPPR in 1997 and has served the Association in a myriad of ways. Because education is a passion of hers, she is a long-standing member of the Education Committee, providing insights into the learning needs of our members.
The Volunteer of the Year Award recognizes a member or members for their contributions to the organization made as a volunteer during the past 12 months.
Allen Kram, FASPR, received the honor of Volunteer of the Year. Allen Working behind the scenes, and making things happen is his method of operation. Allen has been a committed volunteer to AAPPR for many years. However, this year, he contributed time that goes above and beyond the typical volunteer. He provided tireless support, guidance, and leadership to the Vendor Relations Committee. He also interacted with key vendors, setting the stage for our interactions with our strategic partners. Beyond his committee involvement, he took personal time to participate in setting the strategic direction for the organization, in no small measure by contributing his wisdom, perspective, and indomitable humor to the Strategic Development Group and Board Development Committee. Allen is a courageous leader, challenging the organization to be thoughtful in decision making and to provide other perspectives. Whenever called upon, he is willing to step up in any capacity.
Donna Eclestone, FASPR, received the second honor of Volunteer of the Year. Donna has shared her time and talents generously as a very active and engaged member and leader of AAPPR. Donna was at the table when the Shared Interest Groups AIR launched, serving as its inaugural president, and was instrumental in developing OAR, serving as inaugural vice president – sharing her experience and insight not only with AAPPR but beyond. Recently, her employer acknowledged the tenth anniversary of her achievement in innovating a nationally acclaimed model and was quoted, “if you want something done right, you get Donna involved.” Donna has served AAPPR on several committees since she joined the organization in 2005 including benchmarking, fellowship, fellowship faculty, ethics, and now, education. Donna also served on the board of directors for 7 years in the capacity of secretary. She is as passionate about her profession as she is about her commitment to AAPPR remaining engaged and always ensuring the new face at the table is welcomed and networked.
The Association for Advancing Physician and Provider Recruitment can’t thank these individuals enough for all that they’ve done for the association.
The Association of Staff Physician Recruiters (ASPR), the leading authority on physician recruitment, onboarding, and retention, is pleased to announce its five strategic corporate partners for three-year terms beginning in 2017. The partnership initiative is a new program by which ASPR seeks to build stronger relationships with corporate support to grow and advance the profession.
“This is an exciting time for ASPR and our first class of strategic corporate partners as we work together to grow the profession and acknowledge the important role they play in that mission,” said ASPR executive director Carey Goryl, MSW, CAE. “We are delighted to welcome this quintet and work with them over the next three years in what we are confident will be a mutually-beneficial partnership.”
The corporate partners are:
CompHealth — Founded in 1979, CompHealth is a national leader in healthcare staffing, serving providers in more than 100 specialties. CompHealth is the largest locum tenens staffing agency in the U.S. and also specializes in permanent physician placement and both temporary and permanent allied healthcare staffing. CompHealth is part of the CHG Healthcare Services family of companies, which is ranked No. 18 on FORTUNE magazine’s list of “100 Best Companies to Work For.”
NALTO® — The National Association of Locum Tenens Organizations® was established in 2001 to create and enforce strong industry standards and practices for the profession, stressing honesty, objectivity, integrity, and competency. Their goal is to set clear and effective parameters of behavior for all individuals affected by the industry, including both physicians and clients. All NALTO® company members and the physicians they represent are held to guidelines for professional conduct.
NEJM CareerCenter — NEJM CareerCenter is a service of NEJM Group, located in Waltham, Mass. Job postings on NEJM CareerCenter are distributed widely to active and passive job seekers throughout NEJM Group print and web properties, including NEJM.org, the clinical website of the New England Journal of Medicine, JWatch.org, and Resident360.nejm.org. NEJM CareerCenter physician recruitment solutions include the weekly print edition of the New England Journal of Medicine, eight direct-mail Career Guides focused on critical groups, and numerous targeted digital offerings including banners and email sponsorships.
PracticeLink — PracticeLink, the nation’s most widely used online physician recruitment resource, has been a trusted advocate of in-house physician recruitment and a corporate sponsor of ASPR since 1994. PracticeLink is more than a job board—it’s the ultimate suite of physician recruitment tools for in-house recruiters and provides everything they need to make their recruitment process effective and efficient.
PracticeMatch — PracticeMatch is the industry leader in providing practicing physician and resident/fellow data and services to in-house physician staffing professionals and offers a continuum of services designed to provide a clear competitive hiring advantage to health organizations. The company has a history of innovation, being the first to offer physician databases online, the first to fully integrate all recruitment-related services, and the first to launch an online career center with streaming video of both candidates and healthcare facilities.
The Strategic Corporate Partnership Sponsor program is a new addition to the Corporate Contributor program, through which ASPR engages top supporters of in-house physician recruitment through a unique, in-depth relationship. This program acknowledges the significant role sponsors can play in furthering the mission of ASPR. Sponsors partner with ASPR to foster greater communication and collaboration among organizations. They also provide a discount of services or products to ASPR members or some other “in kind” service to ASPR, disclosed in the sponsorship application. For a yearly fee, ASPR Corporate Partners receive concierge-level customer service, assistance in promoting their business, a connection to ASPR Leaders, a seat on the ASPR Strategic Partner Panel, a presence at ASPR’s Annual Conference and several other valuable benefits.
Learn more about the Association for Advancing Physician and Provider Recruitment at www.aappr.org.
For more information, contact Carey Goryl, CEO | 800.830.2777 | cgoryl@aappr.org
After a year-long disciplined and strategic process that included input from hundreds of members, partners and other stakeholders, the Association for Advancing Physician and Provider Recruitment, or AAPPR, has been introduced as the new name for the organization formerly known as the Association of Staff Physician Recruiters, or ASPR. The announcement was made by AAPPR Board President, Frank Gallagher to attendees at the annual AAPPR Conference held recently in Orlando, FL.
“The board started this journey many months ago,” said Gallagher. “For years, we heard from membership that ASPR represented what our members had become but not what they are becoming. There was hardly a word in the old name that continued to reflect the environment that those of us in the profession work in every day.”
Lynne Peterson, the incoming President of the Board of Directors, is quick to add that changing the name is just the beginning of the brand evolution for the organization, “The new brand identity is just one aspect of creating a more dynamic and relevant brand to support our members and the work that they do. Beyond the name and logo, members will find new services, resources and stronger partnerships that will help them in their profession and, help them have more visibility with every level in their organizations – including the C-Suite.”
Peterson points out that the positioning tag line for AAPPR is intentional to address the changing environment in which members work. The new tag line is Redefining Recruitment to Retention.
Part of the new brand positioning has been a focus on differentiating AAPPR members from third-party recruiters. One of the key differences is that AAPPR members start the physician and provider recruitment process at a different place and have a different perspective – from inside the health care setting. AAPPR members work at the organizations for whom they’re recruiting. They are part of the culture, know the culture and have an intimate knowledge to share with candidates.
“AAPPR members not only start the process at a different place, they start the process earlier – knowing not just what is needed in terms of a physician or provider, but also knowing why they are needed,” said Peterson.
Supporting the new brand and positioning of the Association also includes a focus to open membership to any one working for health care providers who influence the recruitment to retention activities of physicians and providers. Current membership totals nearly 2,000 professionals who lead, or are directly engaged in the recruiting, onboarding, and retention of physicians and providers.
“The idea of being the Association for anyone who influences the recruitment, onboarding, or retention process in a health care setting is nothing new – it’s been in the Association’s mission statement since its inception,” said Carey Goryl, AAPPR CEO.
“It’s evident in our current membership that we’re attracting a wide array of titles and roles from a wide array of health care settings – title, roles and settings that are very different today than those of 30 years ago.” Goryl cited the insights from members who participated in focus groups during last year’s Annual Conference confirmed the diversity of member titles and roles.
Another key aspect of the new branding effort is the reshaping and structure of the regional and affiliate organizations. In the past, alignment between these groups and the Association has been disjointed. With these new efforts, these groups are now appropriately aligned in brand, and structure, with AAPPR.
The regional groups are now known as AAPPR Affiliates, remaining independent but supported by AAPPR in a variety of ways including a stronger use of AAPPR’s brand identity. The Academic In-house Recruiters (AIR) and the Onboarding and Retention (OAR) entities are now Shared Interest Groups (SIGs). Leadership for both these groups have already begun to transition their brand identities to align with AAPPR and, the SIGs will benefit from the fact that all AAPPR members can choose to become part of AIR and/or OAR with no additional membership dues.
Yet another key element features AAPPR’s expanded strategic communications efforts – efforts that will support current members, help attract new members and, create a stronger, more visible and consistent voice for AAPPR with other key stakeholders inside, and outside, health care settings. AAPPR’s new website (www.aappr.org) features the new branding and new resources.
“We have aligned every touchpoint the Association has with members and other stakeholders with a consistent brand identity and voice,” said Goryl. She also mentioned the Annual Benchmarking report is being totally refreshed to become a more meaningful tool for membership.
AAPPR will elevate the visibility of the Association’s members through the ongoing implementation of an integrated marketing and communications campaign that may include targeted advertising, exhibiting at key partner conferences, social media, public relations and more. This effort will help elevate the impact AAPPR members make for their organizations among key internal audiences including the C-Suite and the many different physicians and providers they recruit.
“Our members help their organizations succeed in so many ways,” said President-Elect Peterson. “While their role is to recruit, onboard and retain physicians and providers, their efforts accomplish so much more – including increasing revenue and helping build their organization’s brand in the community they serve.
The Association’s new brand represents members and other influencers in the health care sector, both individually and collectively, who are working toward moving their profession forward – advancing their work, visibility, credibility – all in an effort to be the leading voice on behalf of physician and providers and their communities.
Learn more about the Association for Advancing Physician and Provider Recruitment at www.aappr.org.
For more information, contact Carey Goryl, CEO | 800.830.2777 | cgoryl@aappr.org
(Detroit, MI) – February 11, 2019 – The Association of Staff Physician Recruiters (ASPR), the leading authority on physician recruitment, onboarding, and retention, announced today two new strategic corporate partners for 2019 – The Medicus Firm, the leading source for locating physician jobs, and Doximity, the professional medical network. With the addition of these firms, ASPR completes it’s partner portfolio of physician and provider recruitment, onboarding and retention leaders.
Launched in 2017, ASPR’s strategic partner program fosters strong corporate relationships that support its mission to address the challenging and complex nature of physician and provider recruiting, onboarding and retention. This work is critical in a U.S.health care sector that is facing significant physician shortages in the years ahead.
Since 2001, The Medicus Firm has been committed to be the physician and advanced practice provider recruitment firm of choice for hospitals, physician groups and healthcare employers nationwide. TMF offers its clients industry-leading models of candidate sourcing, strategic process improvement and physician staffing management. The Medicus Firm has offices in Dallas, TX and Atlanta, GA, is part of the M3 USA group of companies.
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Doximity is the largest professional medical network, with over 70 percent of all U.S. physicians as members. The network enables medical professionals to communicate with colleagues and patients, and to share their perspectives on the latest health care trends and research. The
company is based in San Francisco and was created by the founders of Epocrates and Rock Health.
The Medicus Firm and Doximity join other ASPR Strategic Corporate Partners that include: CompHealth; The Inline Group; National Association of Locum Tenens Organizations®; NEJM CareerCenter; PracticeLink; PracticeMatch; and, https://analbeads.pro/ VISTA Staffing Solutions.
“Now in its third year, the Strategic Corporate Partners program has grown to include key players that are working collectively and collaboratively to support ASPR members, physician and provider recruitment professionals,” said ASPR executive director Carey Goryl, MSW, CAE. “Every one of our partners wants our members to succeed in their work and for health providers to find the right community for them. These two new partners, joining the current partners, creates a powerful foundation from which our members will grow and in turn, will enable them to improve health in the communities their respective organizations serve.”
The Strategic Corporate Partnership program provides ASPR the opportunity to engage with companies through a unique, in-depth relationship. This program acknowledges the significant role allied companies can play in furthering the mission of ASPR. This relationship fosters greater communication and collaboration among the organizations, providing a think tank of individuals whose companies ultimately provide products and services to ASPR members.
Created by a handful of members who envisioned the value of bringing like-minds, doing like work to develop best practices in physician recruitment, the now nearly 2,000 members of the Association of Staff Physician Recruiters (ASPR) represent the most respected, trusted source for information about physician and provider recruitment, onboarding and retention.
Learn more about the Association for Advancing Physician and Provider Recruitment at www.aappr.org.
For more information, contact Carey Goryl, CEO | 800.830.2777 | cgoryl@aappr.org
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