long-term “courtship” recruitment allison mccarthy principal barlow/mccarthy
TRANSCRIPT
Long-term “Courtship” Recruitment
Allison McCarthyPrincipal
Barlow/McCarthy
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2008 2010 2015 20200
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
Demand - All Specialties
Supply - All Specialties
Shortage - 91,500
Just Not Enough
AAMC Center for Workforce Studies, June 2010 Analysis
GME expansion will only reduce
shortage by 54,000
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Future Success • Enough primary care
– ACA fulfillment– PCMH orientation
• Differentiation– Professional opportunity– Systems of care
• Be more selective – Quality incented– Team orientation– Evidence based approaches– Tech savvy
• Plan ahead more
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Early Experiences Do Influence
GME location often matches practice location • Study showed > 40% moved <
10 miles residency; > 50% moved < 75 miles
• MU School of Medicine demonstrated that half of graduates from Summer Community Program practice in rural locations. (15 year study)
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Patterns by Region
US, 38.8%
US, 47.2%
US, 28.6%
WI, 47.2% (19)
WI, 30.9% (22)
WI, 37.8% (25)
MO, 38.7% (11)
MO, 21.2% (40)
MO, 36.2% (43)
IN, 51.8% (6)
IN, 57.2% (6)
IN, 36.5% (18)
IA, 42.5% (5)
IA, 22.0% (39)
IA, 34.6% (45)
IL, 31.6% (34)
IL, 48.7% (16)
IL, 39.0% (10)
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
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Source: Association of American Medical Colleges
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Improving Odds of SuccessAdapt recruitment strategy
High school through undergraduate influence
Medical school interface
Residency training experiences
Relationship building with residents/programs
Changing “who” to recruit
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High School/Undergraduate Interface• National Area Health Education Organizations (AHEC)• Health Professions Recruitment and Exposure Program
(HPREP) – University of NC School of Medicine– High school students exposure to medical students, faculty and health
professionals– Ethnic minority groups across Research Triangle and central NC
• Collegiate Fellows Program – Southwestern Medical Center– Nine week summer internship – 25 undergraduate students selected– Placed throughout hospital and work 40 hours/week– Complement academic learning
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Influencing Career Choice• Used to be “self-replenishing”• Academically inclined entering other professions• Need to support consideration of health careers – per
National Association of Advisors for the Health Professions– “Math preparation main predictor of success”– “Teach bioethics to high school students”– “Health Sciences Exploration” or “Clinical Rotations” classes– Experience through shadowing, internships, summer jobs or volunteering– Science fair awards at local, regional, state levels– “Show and Tell Career Fairs”– Science class lectures
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Medical School Relationship Development
• Target medical schools to identify early prospects– Capture list of medical students and residents with contact
information – Some schools more forthcoming than other– Ongoing interactions with program leadership – Some programs list residency selections during Match
• Establish reasons for med schools to offer information – Scholarships and other similar financial offers– Career information and/or counseling support for training decisions– Special employment offerings for medical students between years
one and two
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Case Example• Serves five state region with 230+ facilities
– North and South Dakota, Minnesota, Iowa and Nebraska. – Includes 506 bed Avera McKennan Hospital and University Health Center
in Sioux Falls– 40+ other hospital facilities (75-100 beds) gets internal recruitment team
support
• Recruitment begins with medical students– Constructed prospect database and regularly communicates with future
physicians tied to region– Annual match lists used to identify prospects– Prospect group included in medical staff gifts i.e. holidays and Doctors
Day
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Avera Health con’t.• Annual medical school scholarships
– 32 med students at SD Medical School receive awards annually (8 incoming medical students, 8 second year students, 8 third year students, 8 fourth year students)
– $24,000 per medical student ($12,000 first year and $4,000/year for remaining three years)
• Employment contracts negotiated early – Follow “Match” into needed specialties– Ties to area and the desire to return to region – Salaries adjusted for market changes – Have signed 5-7 years in advance in hard to recruit specialties – If overlap prior to retirement, keep both financially whole
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Efforts with Residents• Going beyond sending flyers to offices
– Using internal stakeholders to make leadership connections– Invite program coordinators to participate
• Hosting events – Boston Garden– North Carolina Zoo– System-wide career fairs
• “Transition from Residency/Fellowship to Practice” – 12 to 15/year; multiple specialties, all training years– Connect to other opportunities; ask for referrals in return
• Dedicated recruitment FTE
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Requires Advanced Planning • Identify needs 3-5 years in advance
– Advanced analysis of multi-year physician needs – Start prospecting ahead of market
• Planning database – Capturing diverse information about current and prospective
providers – Provide real time updates on current physicians – Includes physician recruitment prospects i.e. residents, fellows,
other practicing, ACPs, etc.
Recruitment Planning Process
Three – Five Year Sourcing Plan
% solicitedfrom market
% of pipeline
fill
Recruitment Need
Medical StaffRolling Need Analysis
Prospect DatabaseFilters:• Strategic Plans• Physician Support• Operational/
Financial Readiness• Market Attractive
Offering
Filters:• Supply/Demand
Adjustments
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Other Reason for Long Term Recruitment…...Change “Who” We Recruit
Future physician practices will need to: • Deliver greater value
– Improve patient experience and satisfaction– Improve patient adherence to treatment– Improve patient self management
• Work in care systems– Manage population health– Use technology to share information – Perform to defined measurements– Use network resources
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Future “Fit” Requirements
2012 Survey by The Medicus Firm
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Shifts in Recruitment StrategiesRetool the Effort
From physician recruitment to practice recruitment
Quality over quantity
More targeted and focused
Broader involvement
Progressive practice environments
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Future Generations Want…… • Access to state-of-the-art ideas and technology• Part of a larger vision• Integrate professional and personal aspirations
Consider Practice Environments That…… 1. __________________2. __________________3. __________________
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Moving Forward• Assess need – what and when
– Market, network, community– Pending retirements
• Evaluate prospecting efforts – Proactive versus reactive– Immediate versus long-term
• Consistency is key – Organizational commitment– Dedicated time/energy on relationship
building– Annualize activities for recognition– Long-term investment
