Have a question?
Contact us
Make Your Voice Heard: By taking part in our survey, you help shape the future and drive meaningful change.
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.
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.
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.
On March 22-25, more than 1,150 attendees, including recruitment professionals, sponsors and exhibitors, gathered in Phoenix, Arizona to attend AAPPR’s annual conference, Advancing Connections, to discuss industry trends and important topics in physician and provider recruitment. The conference featured keynote presentations, breakout sessions and roundtable discussions on various topics including recruitment strategies and workforce planning, the role of technology and artificial intelligence (AI), and external influences on physician recruitment. Here are five key themes and takeaways from this year’s event:
AI and emerging technologies are already transforming how recruitment happens today. Speakers and panelists, which included more than half AAPPR members, explored how technology is streamlining workflows, improving candidate matching, and helping recruiters spend more time focusing on relationships and less on repetitive, tactical tasks. We know AI works best when paired with human intuition. Technology should empower recruiters, not replace them. When used thoughtfully and responsibly, these tools can help overcome pipeline shortages, create a more personalized experience for candidates, and support fairer hiring practices through continuous monitoring and human oversight.
As technology and AI reshape recruitment strategies, organizations are doubling down on their commitment to equity and inclusion. Sessions highlighted how unchecked automation can perpetuate bias, and how recruiters are using tools like inclusive language checkers and blind hiring platforms to attract more diverse talent—especially in rural or underrepresented areas. But the conversation went deeper this year as organizations face growing pressure to navigate shifting federal policies and funding uncertainties that could impact DEI-related efforts. A key theme emerged around reinforcing the value of diversity as a driver of stronger teams, more inclusive cultures and better patient outcomes. Candidates increasingly seek out inclusive cultures and view workforce diversity as a marker of organizational health, and in this evolving landscape, thoughtful and transparent recruitment practices are more essential than ever.
It’s no secret that recruitment teams are feeling the strain of physician shortages and changing workforce expectations. The most successful strategies go beyond simply adapting to the market and instead reframe how we approach recruitment altogether. From developing partnerships earlier in the talent pipeline to exploring hybrid care models and rethinking compensation packages, organizations are finding bold, creative ways to stand out. In today’s climate, innovation is no longer a luxury—it’s a necessity.
Legislative changes, immigration policy, and shifts in rural healthcare access are all impacting how and where we find talent. Several conversations at this year’s conference focused on the importance of staying informed and being proactive—especially when external forces can dramatically affect timelines, compliance and even candidate mobility. For many organizations, success now depends on their ability to navigate change, advocate for flexibility and build systems that can adapt quickly to new realities.
Whether it’s supporting international medical graduates (IMGs), mentoring young physicians just entering the field, or understanding what new generations of providers are looking for, one message will stay consistent and essential: meaningful, long-term relationships are key. Recruitment doesn’t end with a signed contract. Building strong onboarding programs, offering cultural and community support, and providing clear career pathways are what turn hires into loyal team members. The future of recruitment is as much about retention as it is about attraction.
Be sure to mark your calendars for the 2026 AAPPR Annual Conference in Orlando, Florida! The certification workshops will take place April 12-13, 2026, followed by the conference on April 13-15, 2026.
Since 2011, the Association for Advancing Physician and Provider Recruitment (AAPPR) has released our annual, comprehensive Benchmarking Report that highlights credible industry data that helps in-house recruitment professionals prepare, plan and forecast. A key step in collecting the data each year is through member-driven surveys including the Compensation Survey and Searches Survey.
AAPPR members are encouraged to participate in the surveys and share their insight and experience in the industry. All responses are strictly confidential and managed securely by AAPPR’s independent research partner. Here are five reasons why member organizations should participate in the surveying process:
The Compensation Survey offers an in-depth look at compensation and profile data for internal healthcare recruitment professionals. Based on the data of more than 100 organizations, the report captures valuable insights from more than 500 recruitment experts. Details regarding compensation for hundreds of recruitment, onboarding and retention professionals are highlighted.
The Search Dynamics and Trends survey provides a look into the ongoing physician shortage and highlights recruitment challenges across specialties. This report includes valuable insights into recruitment trends and aids healthcare systems and practices in setting realistic recruitment timelines and targets.
For this year’s Benchmarking data gathering process, the Compensation Survey will close April 4 and the Search Dynamics and Trends survey will close May 16. To learn more about the Benchmark Report and how you can participate, please visit aappr.org/research/benchmarking/.
As we reflect on this year’s Advancing Connections Conference, it is apparent the physician recruitment landscape will continue to evolve. Despite ongoing challenges in the healthcare industry, there is a lot to be excited about according to AAPPR’s latest benchmarking report: The success rate of physician searches has risen, and job offer acceptance rates are improving with an average of 83% of physician offers accepted in 2023.
This hopeful statistic can be attributed to several factors, including the work and dedication of recruitment professionals, strong organizational branding and improved efforts to match candidates with workplace cultures. To keep this trend ticking upward and feed off the inspiration you may be feeling from conference, here are four goals recruitment professionals should prioritize through the rest of 2025.
To stay competitive in a fast-changing field, it’s essential to continuously improve your knowledge, skills and network. One way to do this is by attending educational events, like the Advancing Connections Conference to connect and share best practices with peers and industry leaders. If you missed this year’s conference, our 2026 event will take place April 13-15 in Orlando, Florida.
You can also participate in AAPPR webinars to gain valuable insights on the latest industry trends and best practices in provider recruitment as well as pursue certifications like the Certified Physician Recruitment Professional (CPRP) credential. These efforts will strengthen your professional network, help you stay ahead of the curve with recruitment strategies.
As demand for primary care physicians and specialists continues to rise, advanced practitioners are increasingly stepping up as veteran doctors begin to retire. Because of this, well-rounded recruitment and retention strategies are more critical than ever.
Recruitment isn’t just about filling vacancies, it’s also about planning for the future. There are many physicians approaching retirement age, so be sure to look ahead and invest in resources to create pipelines of candidates ready to step into these roles. Fostering retention planning and leveraging in-house teams can streamline processes and facilitate timely hiring.
Instead of being surprised when an aging physician retires, we need to plan for it. This means actively developing relationships with potential candidates, nurturing those relationships and ensuring a plan is in place for smooth transitions. After a new candidate is successfully onboarded, invest time and resources into retaining them. You can do this through stay interviews, a mentorship program and professional development opportunities.
In a competitive job market, candidates have choices and may receive multiple offers, so your organization’s brand messaging and culture are more important than ever. Candidates are not only considering compensation when evaluating a position—they’re also looking for the right fit in the workplace environment and the colleagues they’ll be working with.
Make sure your recruitment communications have clear and compelling brand messaging that promotes what makes your organization different and the supportive work environment your organization fosters. And of course, the culture needs to match that. You can strengthen your culture by encouraging team building activities that boost morale and create a positive workplace environment.
You can also find ways to highlight the hard work of peers within your own team. One way to do this is to submit a story about their hard work leading up to Physician and Provider Recruitment Professionals (PPRP) Week here. This will give them the opportunity to be featured on AAPPR’s social media channels and have their efforts celebrated.
Diversity, equity and inclusion (DEI) continue to be top priorities in recruitment. As we move into 2025, creating or improving your DEI strategy is essential for fostering an inclusive environment that attracts diverse talent that represents the community your organization serves. Here are 10 ways to promote DEI in recruitment that can guide your efforts:
1. Have your team take the Implicit Association Test (IAT) and share your findings and experience.
2. Learn bias mitigation techniques and collaborate with diverse colleagues to explore strategies for reducing bias in recruitment processes.
3. Set SMARTIE (specific, measurable, achievable, relevant, time-bound, inclusive and equitable) goals for the year that include goals for representation in recruitment.
4. Develop a diversity network by building relationships within your community to expand your recruitment pool and connect with diverse talent.
5. Start a diversity committee or Business Resource Group (BRG) to support your organization’s DEI goals.
6. Lead a diversity initiative or program in collaboration with a DEI expert facilitator.
7. Collect feedback from recruits on their experience and areas for improvement.
8. Partner with HR or culture teams to align efforts and promote diversity initiatives throughout your organization.
9. Inspire connections and mentoring relationships among new recruits to help them feel welcomed and valued.
10. Document your efforts, track your process and report out results in a formal setting.
The key to success is to set clear, actionable goals that not only address the needs of filling vacancies but also consider long-term workforce planning, retention strategies and organizational culture.
As we continue through 2025, let’s focus on strengthening our strategies, broadening our impact and continuing to advance the profession of physician and provider recruitment.
Last week, the House voted 216 to 214 to adopt a Senate-passed budget resolution that allows both chambers to use the reconciliation process. This process enables Senate Republicans to bypass the 60-vote threshold in the Senate, known as the filibuster, provided that both House and Senate Republicans work in unison to draft the measure.
The budget resolution contains instructions for committees to draft legislation that meets certain spending targets, which are key for reconciliation. The House Energy & Commerce Committee, for example, is instructed to identify $880 billion in spending cuts. A growing number of stakeholders, as well as some moderate Republicans in districts with sizeable Medicaid populations, have expressed concerns about cutting Medicaid which could jeopardize their support for the package. Conversely, there’s a group of House Republicans who want the package to go further and do not want to be sidelined by the Senate whose GOP members may be wary of enacting significant cuts to Medicaid.
When Congress returns at the end of the month, House and Senate Republicans will begin scheduling markups of the various committees’ reconciliation packages before they are finalized by their respective Budget Committees. Throughout this process, public pushback and feedback from the Senate Parliamentarian will be closely monitored. The Senate Parliamentarian plays a crucial role in determining whether the provisions of the reconciliation package comply with the Byrd Rule, which restricts the inclusion of extraneous matters in reconciliation bills. This scrutiny could significantly slow down the advancement of a reconciliation package that aims to extend the 2017 tax cuts, raise the debt limit, and implement sweeping cuts to programs like Medicaid.
The statutory debt limit, first enacted in 1917, has been raised over 100 times to allow the government to meet its existing financial obligations. In recent years, it has become a political flashpoint, requiring bipartisan agreement, especially in a divided Congress, giving both parties leverage to negotiate policy concessions. House and Senate Republicans plan to raise the debt limit by $5 trillion in the final reconciliation bill. Achieving this with only Republican support is challenging, but it is their strategy to avoid working with Democrats, who would gain considerable leverage in negotiations. If there is no significant progress towards lifting the debt limit by June, the pressure to resolve the crisis will intensify. As the “default date” approaches, financial market volatility will increase, pressuring lawmakers and the administration to reach a resolution. The “X” date is expected to occur sometime this summer, possibly as late as August but potentially as early as June, complicating matters for Republicans if the process extends into the summer.
As it relates to the tax portion of the reconciliation package, we are closely monitoring potential changes to the charitable deduction. Since 1917, the federal government has provided taxpayers with a deduction for charitable donations to encourage giving and ensure nonprofits can continue providing vital services. In 2022, 501(c)(3) nonprofits alone accounted for nearly 13 million jobs, and associations supported more than 1 million jobs nationwide. Changes to the tax-exempt status of nonprofits and associations would be highly disruptive. We are collaborating with a coalition of stakeholders to advocate against such changes.
With the Conrad State 30 and Physician Access Reauthorization Act introduced in both chambers, we are actively working to build support for these measures, primarily measured by the number of cosponsors. Both bills received significant bipartisan support in the last Congress, and it is crucial to demonstrate similar support this Congress. We are also coordinating with the offices leading the Healthcare Workforce Resilience Act to ensure its introduction in the coming weeks. Additionally, we are monitoring legislation aimed at increasing funding for graduate medical education, expected to be introduced this spring in both chambers.
The timing of these bill introductions will depend on the offices’ capacity to introduce them amidst the reconciliation package and other fiscal year 2026 budget matters. We will provide updates on the timing of these measures as they become available.
When Congress returns from recess, the four-week sprint to Memorial Day will be crucial for the reconciliation package’s prospects. As discussions on Medicaid and other care delivery issues unfold, AAPPR is ready to share our unique perspective. We will provide further updates and next steps in the coming weeks.
Earlier this month, both the House and Senate reintroduced the Conrad State 30 and Physician Access Reauthorization Act. AAPPR endorsed the bill prior to its introduction and is working with a coalition of stakeholders to send a letter to the sponsors in support of the legislation. The reauthorization would strengthen the program by clarifying the incentives for physicians and employers to leverage the program, thereby facilitating more international medical graduate (IMG) participation in Conrad 30 programs.
There are several other initiatives we are monitoring around strengthening the healthcare workforce. The Healthcare Workforce Resilience Act, which would recapture 40,000 unused visas and reallocate 25,000 visas to nurses and 15,000 visas to physicians, is poised to be reintroduced this spring. On the graduate medical education side, we anticipate the Resident Physician Shortage Reduction Act will also be introduced this spring, which would provide for an additional 14,000 positions over seven years. We are in touch with these offices and key stakeholder groups to ensure a robust roll out of these bills.
We are also closely monitoring the status of appropriations and funding at key federal agencies. Reductions in funding could lead to cuts to programs, personnel, and grants that provide access to a variety of healthcare services.
Below we provide a larger update on the government funding bill and what the next few months will look like for Congress.
Congress passed a continuing resolution (CR) that funds the government through September 30, 2025. Unfortunately, the CR did not include language addressing CMS’ 2.83% Medicare physician pay cut and simply extended Medicare telehealth flexibilities through the end of the fiscal year. The GOP Doctors Caucus reportedly secured a commitment from House leadership to address the physician pay cut in the upcoming reconciliation package. However, there is no guarantee this will happen, as offsetting the cost of reversing the cut is challenging—especially given Republican efforts to advance significant tax cuts through reconciliation.
Some lawmakers expressed concerns about the political impacts of a government shutdown on federal agencies and services, which are already under increasing strain. Government shutdowns have broad consequences, particularly for federal workers, contractors, and communities with a significant federal presence. Looking ahead, Congress will soon face a similar high-stakes process when addressing the debt limit, and Republicans may find it even more difficult to pass a bill without bipartisan support.
The statutory debt limit, first enacted in 1917, has been raised over 100 times, serving as a mechanism to allow the government to meet existing financial obligations. In recent years, it has become a political flashpoint, requiring bipartisan agreement—particularly in a divided Congress—giving both parties leverage to negotiate policy concessions. As the so-called “default date” nears, financial market volatility increases, pressuring lawmakers and the administration to reach a resolution, a process the President has expressed reluctance to repeat after facing similar challenges in his first term.
The Treasury Department is expected to announce the “X date” in the coming weeks, likely in June or July, giving Congress roughly three months to act, with Democrats as the minority party poised to use their votes to push for policy priorities and assert congressional authority over fiscal matters.
Republicans will turn their attention to the reconciliation process, which is already fraught with challenges. Reconciliation is a special legislative process that allows certain budget-related bills to pass the Senate with a simple majority so long as they meet certain conditions. A key concern for stakeholders is the potential for deep Medicaid funding cuts. These cuts could force states to reduce provider payments, limit services, or change eligibility rules, creating uncertainty for Medicaid enrollees and healthcare providers alike.
If there is room for bipartisan action in the near future, it would likely occur soon on readying a budget for FY26 and articulating a plan to reauthorize federal health programs that have been operating on temporary extensions since October 1, 2023. Congress may also consider bipartisan reforms to pharmacy benefit manager (PBM) practices, including efforts to increase pricing transparency. We will continue to monitor these developments and encourage you to reach out with any questions.
As political pressures and stakes continue to rise, we are actively engaging with key offices and stakeholders to ensure AAPPR remains at the forefront of discussions on healthcare workforce challenges and the delivery of care. We will share further updates and next steps in the coming weeks.
Data in recent AAPPR reports has shown that physicians and clinicians feel more satisfied and confident with their job if they’ve undergone a formal onboarding process. An essential part of creating a formal onboarding experience is by helping physicians navigate the often complex and lengthy credentialing process.
Recruitment professionals can help provide clarity on what physicians can expect during the credentialing process and set them up with the proper support and materials they need to feel confident and energized as they take on their new role. Here are four ways credentialing support can enhance your organization’s onboarding process and reduce the risk of turnover:
In a recent AAPPR report, 94% of respondents said credentialing is a key part of their onboarding process and that assistance with licensing and credentialing processes made the onboarding experience a positive one.
Providing insight and setting expectations for the process can help physicians get certified faster. With the credentialing process taking as long as six months, making this as seamless as possible means that physicians can start their work treating and caring for patients more quickly.
A formal onboarding process that integrates credentialing support leads to happier physicians. In return, this helps healthcare organizations retain skilled professionals and can reduce turnover, contributing to long-term stability and a positive work environment.
Organizations that have effective onboarding processes and support physicians through the credentialing process often see improvements in patient satisfaction. A bottlenecked credentialing process not only hinders physicians from making a living, but also delays patients from receiving the care that they need, which can be damaging to an organization – especially during an ongoing national physician shortage.
Organizations that have taken the time to develop a positive onboarding experience that runs in conjunction with the credentialing process have reported happier patients and physicians, leading to higher retention rates and more satisfied employees.
To improve both onboarding and credentialing processes, organizations can adopt these best practices:
Interested in learning more? The complete AAPPR Physician Credentialing Survey Report is available for download here: aappr.org/research/physician-credentialing-report
In healthcare, bias can ultimately affect life and death decisions for patients. While artificial intelligence (AI) can help recruitment professionals streamline hiring processes, it must be used responsibly and with health equity in mind. At the recent SHRM Inclusion conference, Tamiko Stanley, Chief Diversity officer & Managing Partner of Elite Executive Strategies and Liz Mahan, AAPPR Director of Professional Development & Solutions, shared their insights on recruitment professionals’ roles in advancing health equity and how they can find a balance between human connection and AI for a more equitable healthcare system.
A diverse workforce in healthcare institutions is essential for addressing the unique needs and experiences of different patient populations and promoting cultural competence in care delivery. Diverse organizations are better positioned to grow, innovate, and to advance along with ever-evolving healthcare demands and emerging medical conditions.
The impact of a representative clinical workforce is significant. In fact, the most diverse organizations are the most successful ones. According to McKinsey, companies in the top quartile for ethnic diversity show an average 27% financial advantage over others, and companies with representation of women exceeding 30% are significantly more likely to financially outperform those with 30% or fewer.
In healthcare, a diverse workforce can improve patient experiences and health outcomes and foster a culture of respect and collaboration. Data shows that there is a significant equity gap in both access to care and quality of care. For example, Black patients received lower quality care than White patients for about 40% of health equity measures in most recent studies. Recruitment professionals have a significant role to play in addressing these disparities by developing a diverse workforce within their organization.
Building a diverse healthcare system starts with recruitment professionals, their strategies and their processes. Technology can’t replace people, or the soft skills needed for healthcare. It’s up to recruitment professionals to find the right people with the soft skills needed to build a workforce that truly represents the diversity of their community.
Recruitment professionals can do this by providing clear paths for career advancement to all employees, establishing a reputation for genuinely supporting diversity as well as building strong connections – not only within the organization but in the broader community as well. Other powerful ways to attract diverse talent include developing diverse and inclusive sourcing and screening strategies, being an active advocate for proactive recruitment and retention strategies and understanding your candidate through active listening and asking the right questions.
Although AI comes with some challenges, it also has some benefits when used responsibly. It can help physician and provider recruitment professionals streamline the hiring process through resume screening, candidate matching, predictive analytics, automated scheduling and more.
To use AI responsibly and avoid bias, recruitment professionals should:
Teaching AI how to be human is an impossible task, so it’s essential you incorporate AI into your organization responsibly, using it to supplement, rather than to replace, human expertise and intentionality.
Effective DEI is heavily rooted in intentionality. As long as your organization prioritizes DEI in all aspects and incorporates AI in responsible ways, you are on the right path to ensuring equity for any patient that walks through your doors. Because after all, healthcare is all about humanity. To grow in your DEI journey and become aware of your own bias, check out AAPPR’s DEI Virtual Resource Center and DEI Micro-Certification. This topic will also be one of the sessions at the 2025 Annual Conference, Advancing Connections, in Phoenix, Arizona. Registration opens Dec. 3, so be sure to secure your spot for the opportunity to hear from and network with industry professionals.
Annual Benchmarking Report Provides Industry Data from Internal Physician and Provider Recruitment Professionals
OKEMOS, Mich., Oct. 24, 2023 — The Association for Advancing Physician and Provider Recruitment (AAPPR) has released its annual Internal Physician and Provider Recruitment Benchmarking Report, highlighting the increasing physician shortage in the United States and the impact on recruiting and hiring. The report found organizations are searching for more physicians than ever before amid historic labor shortages for the second consecutive year.
More than 150 member health organizations of AAPPR, the leading authority in the physician and provider recruitment to retention continuum, participated in the extensive annual research study representing more than 19,000 searches, 60 percent of which were specific to physicians. The Bureau of Labor Statistics projects about 24,200 openings for physicians and surgeons each year, on average, over the decade, meaning the data from AAPPR’s Benchmarking Report represents close to half of all physician searches in the United States.
The report, which provides industry data to help in-house recruitment professionals in workforce planning and growth management, found that active physician searches per year have more than doubled since 2017. Data also shows that 2022 marked the fifth straight year in which the percentage of searches filled decreased, as the demand for physicians remains competitive and labor remains scarce.
“While the data from this year’s survey is not surprising, it does highlight a concerning trend for the entire healthcare industry and a need for collaboration within our industry to address the growing challenges in physician and provider recruitment,” said Carey Goryl, CEO of AAPPR. “For the fifth year in a row, we are seeing less and less open physician positions being filled despite the number of active searches increasing. This starkly highlights the depth of the physician and provider shortage our country is facing. Every day these positions remain open, is a day patients aren’t being seen and revenue is lost.”
The report did highlight some reassuring progress in the healthcare staffing landscape. For the first time in four years, the number of physician searches to replace departing physicians declined from 48 percent in 2021 to 44 percent in 2022, suggesting more physicians stayed with their organizations in 2022 rather than sought new opportunities.
Other notable report findings include:
The industry-level data in AAPPR’s Benchmarking Survey helps recruitment professionals and departments establish target productivity levels, set goals and expectations, and grow their teams.
Organizations that participate in the annual survey gain free access to AAPPR’s benchmarking portal where they can run custom benchmark comparisons to other organizations and departments similar to their own. The benchmarking portal includes time to fill and compensation calculators and enables users to compare a range of data, including organizational profiles, search information, recruiter profile data, and recruiter compensation figures, helping them make more informed decisions.
The complete 2023 AAPPR Internal Physician and Provider Recruitment Benchmarking Report is available to organizations for sale online. To order, visit https://aappr.org/research/benchmarking/.
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.
AAPPR uses cookies for functional and analytical purposes. By continuing to browse or by clicking “Accept,” you agree to the storing of cookies on your device to enhance your site experience. To learn more about how we use cookies or how to change your settings, please see our privacy policy.
Accept Close
