Issue link: https://beckershealthcare.uberflip.com/i/170067
Physician-Hospital Relationships & ACOs The model has its perks for all parties, according to Ms. Greeter. "For the practice physicians, it's like having another partner, but they don't have the financial risk," she says. "For many physicians coming out of medical school who want to be employed, this is an attractive model. It has the security of employment and the autonomy that comes with private practice." Opportunities for philanthropy. A 24-bed hospital in the rural Midwest made headlines this year for its unique recruitment strategy. Located in a town with no more than 900 people, Ashland (Kan.) Health Clinic offers potential candidates eight weeks off for missionary work overseas. The tactic is rooted in the idea that a physician who is willing to endure harsh conditions abroad, such as practicing in the aftermath of a natural disaster, might be willing to relocate to a rural location to eliminate disparities in care. 35 Conclusion Although physicians are increasingly interested in hospital-affiliated practice settings and less in independent models, hospitals still need to ensure their recruitment strategies are reflective of the latest market trends and demands. A refined recruitment strategy can better attract physicians with qualifications that will be more valuable in team-based care delivery and ACOs; identify physicians with connections to rural areas; ensure C-level involvement and support; and balance physicians' longings for autonomy and security. It's imperative for hospital executives to remain rooted in these efforts, so their organizations will attract not only the quantity of physicians needed, but the quality as well. n 10 Steps for Hospitals to Follow to Recruit New Physicians By Darrell Pile, Executive Advisor, Outpatient Healthcare Strategies I 've been a hospital administrator for nearly 30 years and have helped lead a variety of hospitals in urban, suburban and rural settings. Whether or not our plan was to gain market share or to fill gaps due to retirements, physician recruitment has been part of every strategic plan. The single most important ingredient for a successful strategy is for the entire administrative team to become involved and to analyze the process from the candidate's perspective. Everyone can play a role, whether it's the front receptionist who greets the candidate by name, the staff on the floors during a tour, to the entire executive team that has helped to identify the need and opportunity. Everyone should realize that a long-term relationship with a new physician can generate millions for the bottom line and help secure futures. By following these 10 steps, a hospital team will position itself to wisely compete against other hospitals in order to be a candidate's top choice. 1. Know your community need and convince candidates that there is a predictable long-term demand. The decision to join a hospital for physicians is among the toughest they will make. Successful use of their training and academic accomplishments will either be facilitated or compromised by this decision. Be able to describe why you are so certain that there is a need for the physician. Show third-party data that demonstrates a shortage for the specialty within key parts of your service area. Describe current wait times and population growth projections. Likewise, describe what your board or your medical staff has said regarding the need to fill the position. If possible, introduce the candidate to them. Before meeting, know the financial parameters of your offer. Speak confidently in the first visit about an income guarantee, startup assistance or malpractice coverage, and other incentives. Describe the terms of your standard recruitment agreement. Show that you, too, are willing to take a financial risk because you are so certain about the opportunity. Darrell Pile Describe options for an office. Show the different locations, the pros and cons and your top recommendation. Of strategic importance, select potential office locations wisely. Perhaps the candidate should join an existing group with an agreement. Or, possibly your hospital is wise to establish a new office within the growing market. I suggest you structure your recruitment agreement in accordance with advice provided by your legal counsel. The agreement to join a group and an agreement to open a solo office must each be written in a fashion that satisfies applicable law. 2. Conduct a thorough initial telephone interview. When you reach the physician by telephone for an initial interview, the information you gather must go beyond medical training and experience. Be sure to learn what types of patients he or she desires to treat within the specialty. For instance, if you are looking for a family medicine physician to serve as a gatekeeper and referral source for your specialists, be sure to have that discussion in advance since the candidate may instead plan to have a wide scope of services offered without the need for many referrals. These details are important to find out ahead of time. You also want to learn about the physician's personality, special interests and leisure activities. Find out if the physician is married. Learn about the spouse's career and ambitions. Ask if the candidate has children, how old they are and their interests. What are the physician's hobbies? What type of home is the physician looking for? Where does the extended family live? What would make a near perfect situation for him or her? As you ask these questions, you will learn more about the personality of the physician and raise your own comfort level as you look for the "right fit." You are working to form a long-term relationship with someone who is getting ready to make a life-changing decision — a decision you hope will favor your facility. 3. Conduct a follow-up interview. You will want to conduct a second telephone interview before scheduling a visit. In advance of the call, consider a web search of the candidate or the name of his or her current employer or clinic. During this call, provide answers to questions asked in the first call, ask any additional questions and revisit the same type of questions you asked during the first call but approaching them in a different way. You will want to confirm that you receive the same answers and reaffirm your initial impressions. 4. Prepare for the site visit. An effective site visit entails much more than just setting up