Becker's Hospital Review

Executive Briefing: The New Physician Workforce Step 1 — Define what success looks like Attract and retain the best physicians and you increase your chances of success — that hasn't changed. The difference is in how we define talent. We need to look beyond academic, training and research credentials. What physician behaviors align with your vision, mission and values? What are the specific behavioral competencies that predict success — perhaps some combination of collaboration, business acumen, compassion, patient-focus, adaptability and leadership? What specific behaviors are expected? Which are unacceptable? Now define specific performance expectations related to volumes, gross revenue, patient satisfaction scores and other outcomes metrics. Finally, define non-clinical responsibilities and expectations. Do you expect the physician to participate in program development, quality and cost initiatives, administrative, management or leadership efforts? Step 2 – Align goals and expectations How do you ensure that the physician's goals and expectations are aligned with yours?  1. Ensure operational fit. Recruiters only scratch the surface. They aren't physician performance experts. They are physician placement experts. It's not much of an exaggeration to say that the current "fit" analysis is rarely more than the hospital deciding it needs a surgeon, the surgeon confirming that the hospital has an OR, and the courtship begins. Take steps to understand a candidate's expectations regarding work hours, patient volumes and other productivity goals. How much operational support (staff, space, equipment) will they need? Does the surgeon have an interest in and experience with non-clinical responsibilities? Is the surgeon willing to collaborate with a hospitalist program? Has the physician ever used a midlevel provider? If you find areas where expectations and goals aren't aligned, the relationship may still work. This process gives you the chance to resolve differences from day one, rather than finding out two years later that you have an unhappy physician. A simple, twenty minute "operational fit" survey can often prevent the $1 million turnover loss. 2. Conduct a useful interview. The traditional physician interview is useless as a predictor of success. The science and art of the interview have rarely been applied to physicians. Physicians often conduct the interviews even though they've had no training. They make the common mistake of focusing on first impressions, on the candidate's training, communications skills and on general "likeability." None of these predict performance. Of course, you cannot interview a physician as you would a nurse or patient-care technician, but you can incorporate behavioral interviewing techniques. 37 3. Understand behavioral competencies. More organizations are using physician-specific assessments to understand behavioral strengths and weaknesses. Well designed tools are able to predict an individual's level of emotional intelligence, ability to collaborate, adapt, respond to stress and lead. They can be used near the end of the recruiting process or early in onboarding. These are the tools that companies use to help in executive hiring decisions. In the past, organizations were leery of testing physicians, but there is a growing realization that the value of the information more than out-weighs concerns about candidate reaction. It is important, though, to choose the right tool(s) for the situation. Start with a tool designed for physicians. It must also be positioned as a way to ensure a good fit for both parties and to ensure that the physician has the best chance to grow and succeed. Step 3 - Develop each physician You've done all you can to address realistic expectations and goals. You understand the physician's behavioral tendencies and they fit your culture. At this point, most organizations drop the ball. They plug the physician in and hope for the best. Perhaps there is a report card tracking performance metrics. Perhaps there are meetings where performance metrics are discussed. Perhaps a more senior physician teaches them how to navigate organizational challenges. Perhaps the physician develops into the high performing leader you need — or perhaps not. Think of each physician as an important executive hire whose growth will contribute to your success. Consider the following framework of a development program: • useful practice report card that tracks meaningful metrics, A both individual and organizational). • n-going evaluation of operational barriers to success, such O as satisfaction with practice growth efforts, ancillary services support, facilities and staff. • ngage the physician in creating a developmental plan with E short- and long-term career goals and an action plan. • se a physician-specific assessment to address understand U and address behavioral weaknesses. • n-going education on leadership skills, practice and hospiO tal economics and related topics. Conclusion No area has been so ignored in the push for healthcare reform as the need to prepare and position physicians to succeed —in their careers in the face of great changes and as leaders and partners in changing the way care is delivered. Hospitals, health systems, physician groups and physicians, themselves, will benefit from this relatively simple three step process of defining what the new vision looks like, putting in place a process to understand and improve alignment and then implementing a developmental plan for every one of these valuable resources. Since its founding in 1993, Select International has been dedicated to developing assessment solutions that help companies identify, select and develop top talent throughout their organization. Select's Healthcare Solutions Group specializes in developing assessment technology to help healthcare organizations improve the return on their most important investment – their people.

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