In This Issue:A new day for primary care

Efficacy and evaluation of telemedicine as a staffing and

patient care solution

From hunter to hunted: Perspectives on recruiting from a

recruiter turned physician

JASPRJournal of the Association of Staff Physician Recruiters

The Only International Organization Exclusively for In-House Physician Recruitment Professionals

Fall 2014

Volume 21, Issue 4

2 Journal of the Association of Staff Physician Recruiters

Celebrate the big and small victoriesMy husband and I have a tradition - whenever a new physician makes a commitment and

signs a contract or offer letter for my organiza-tion, we always celebrate. Sometimes we enjoy a nice dinner out, other times we’ll go shopping, or we’ll even see a movie. No matter how big or small, we always make an effort to recognize the hard work put into each recruit.

As physician recruiters, it is important to acknowledge the effort you put forth to bring new physicians to your organization and your community…it’s not easy! Here are five reasons you should celebrate both your big and small victories:

1. Celebration confirms what you’re doing works

Celebrating professional victories confirms and acknowledges that your processes and procedures actually work! This is especially important if you’ve recently implemented a new practice. We can always learn from our mistakes, but learning from our victories is much more fun!

2. Celebration gives us momentum

Taking the time to recognize a signed of-fer, a completed project, or even just mak-ing it through the day, motivates us for the next victory and boosts our self-esteem. Don’t be reserved; be proud of a job well done!

By Miranda Grace, FASPR, Physician Recruiter, Geisinger Health System, Lewistown, PA, mlgrace@geisinger.edu

Permission must be obtained before reprinting any article appearing in the Journal of the Association of Staff Physician Recruiters (JASPR). To obtain this permission, please contact Maddie Wagner in the ASPR office directly at 800-830-2777.

The Journal of the Association of Staff Physician Recruiters (JASPR) is published quarterly for members of ASPR by the Association of Staff Physician Recruiters and Ewald Consulting, 1000 Westgate Drive, Suite 252, St. Paul, MN 55114.

Phone: 800-830-2777 Fax: 651-290-2266Email: journal@aspr.org

Unless stated, comments in this publication do not necessarily reflect the endorsement or opinion of ASPR or Ewald Consulting. The publisher is not responsible for statements made by the authors, contributors, or advertisers. The publisher reserves the right to final approval of editorial and advertising copy in this publication.

Reprint Policy Letter from the Editor

3. Celebration forces us to focus on the positive

It’s easy to become run down by all of the negativity around us; yet, we know that maintaining a positive outlook promotes self-confidence, optimism and engage-ment. By celebrating our victories, we are forced to think about the positive and put the negative aside, even if it’s only for a short while.

4. Celebration motivates others When colleagues acknowledge your victo-ries and celebrate them with you, they will be encouraged to do better themselves. With any luck, your team will continually encourage one another to strive for more. Remember, success breeds success.

5. Celebration reminds us that what we do matters

Finally, celebrating our victories reminds us that all the hard work was worth it in the end. Whether you were instrumental in bringing a physician to a struggling practice or helped retain them when times were tough, you made a difference in the health and well-being of the whole community! There’s nothing better than satisfaction in a job well done!

Andre Gide, a noted author and Nobel Prize winner once said, “Do not scorn little victories.” Celebrate your successes because they matter -you matter! Take pride in what you do and always remember you can make a difference if you just focus on the positive and keep the momentum going. Through you, others will be encouraged to do the same and the whole team will benefit.

Thank you for your continued support of ASPR and JASPR!

November 19 A New Day for Primary Care: Will Medical

Schools Deliver the Goods Live online webinar | View more info

May 16-20 2015 ASPR Annual Conference Live conference | View more info

Calendar

Fall 2014 3

Articles Page

A new day for primary care ...................................... 6

Efficacy and evaluation of telemedicine as a

staffing and patient care solution ...................... 8

From hunter to hunted: Perspectives on

recruiting from a recruiter turned

physician ........................................................................10

Locum Tenens gets a facelift as new online

staffing models arrive ............................................ 12

Don’t agonize – get organized! ..............................14

Help! I’ve just been asked to recruit an

advanced practitioner for my

organization .................................................................16

Physician engagement: A $100,000 per month

question ........................................................................18

ASPR Updates/Features/OtherCalendar .............................................................................2

Letter from the Editor ................................................2

President’s corner ..........................................................3

ASPR Fellows, Diplomates & Associates ............4

From your Board of Directors ..................................4

Corporate Contributor listing .................................5

ASPR In-House Physician Recruitment

Benchmarking Report: 2014 Executive

Summary .....................................................................20

2014 ASPR Annual Conference recap ............... 22

Thank you to our 2014 conference

sponsors ........................................................................23

ASPR employment hotline .................................... 24

Corporate Contributor features ........................... 28

Board of Directors & Committee Chairs ........... 31

Editors: Miranda Grace, FASPR

Maddie Wagner, MBA, FASPR

Inside This IssueBy Debbie Gleason, FASPR, ASPR President, Physician Development Manager, Nebraska Medicine, Omaha, NE, dgleason@NebraskaMed.com

President’s corner

Congratulations to the ASPR Education Committee, Fellow-ship Committee and staff for the success of the 2014 ASPR Annual Conference this past August!

I’d like to thank the many volunteers and staff who worked countless hours to make this event possible. More than 400 attendees enjoyed outstanding speakers, educational offerings, net-working opportunities, and explored an array of products and services in the exhibit hall. More thanks are due to the ASPR corporate contribu-tors, sponsors and exhibitors for their generous support. What a wonderful way to catch up with and meet new colleagues from around the country (and Canada) - all the while having grown!

As you all know, ASPR is a volunteer organiza-tion. Our volunteers keep this organization directly tied to the dynamic changes occurring in the industry. They continually remind us of the impact each member has on the individual communities they serve. Along with countless other duties, our members are directly involved in the recruitment, onboarding and retention of physicians in their communities. In doing so, they are also working toward the vision of our organization, “Healthcare is transformed in our communities.”

Over the past two years, your ASPR Board of Directors has taken a long and thoughtful look at the growth and maturity of our organization and how the evolution of the industry impacts the role of ASPR in serving its members, and consequently your communities. We have care-fully examined the governance and structure of the board, making changes along the way, to better align the work of each board member to specific, functional roles. These roles have better defined the work before them and allowed for greater support for our cohesive team of volun-teers. Your leadership team - comprised of the board, committee co-chairs, project leaders and staff - works diligently to advance the mission of this organization; “The Association of Staff Physician Recruiters empowers industry experts through education, research and engagement.”

As we approach ASPR’s 25th anniversary, and experience the whirlwind of change surround-ing us, ASPR is uniquely positioned to move forward embracing the challenges ahead. This anniversary also necessitates a time of reflection, honoring our past achievements and all those who brought us to this point. We’ve come a long way from our beginnings, when a handful of in-house physician recruiters met and jotted down notes on a cocktail napkin, envisioning this organization. We urge you to get involved in this exciting organization, following our ‘founders’ whose eyes were continually looking forward!

4 Journal of the Association of Staff Physician Recruiters

Congratulations to the following Fellows who have achieved certification and the Diplomates and Associates who have achieved designation since August 2014.

Fellows (FASPR)

Diplomates (DASPR)

Associates (AASPR)

ASPR Fellows, Diplomates and Associates

Jill AlbachDavid AragonCandace AshSarah BankardBonnie BartonJenny BredesonBeth CalabriaAutum EllisCathy FangmanMichelle GradyAudrey HarperHeidi HenryTodd HowardEric HuberTerry JanesJan JonesFrances JohnsonBenjamin KingJennifer Kwasny

Kristin McFarlandLee MoranMandie PresserKate RaderJessica RobinsonJennifer SemlingChristopher ScottPamela SilvaKathleen SouzaKim SwainJenna ThayerMary Kay UhingJennifer VandamentAndrea WalkerJodi WicalJanell WichtCris (Heiser) WilliamsSamuel WrightJudith Wechter

It’s official! The 2014 ASPR Annual Confer-ence in Minneapolis was another huge success and our second largest conference ever! There were approximately 410 attendees and more than 100 exhibiting organizations at this year’s conference. The education committee members outdid themselves by planning a truly amazing line up of presentations!

We would like to thank the education com-mittee co-chairs, Robin Schiffer, FASPR, OhioHealth MedCentral Hospitals (Mansfield, Ohio) and Jennifer Barber, FASPR, OSF Healthcare (Peoria, Illinois) for their hard work and leadership. A huge thank you also goes out to the entire education committee and staff of ASPR. The teamwork displayed by this amazing group of people is greatly appreciated by all. We would also like to express our most sincere grati-tude to our conference sponsors and exhibitors. Without their support we could not put on such a successful event. Thank you, all!

During the annual business meeting, the Volunteer of the Year Award was presented to Miranda Grace, FASPR, Geisinger Health Sys-tem (Lewistown, Pennsylvania). Outstanding Achievement Awards were presented to Shelley Tudor, FASPR, Humana, Inc. (Louisville, Kentucky) for her contributions to the bench-marking project and to Marci Jackson, FASPR, Marshfield Clinic (Marshfield, Wisconsin) for her contributions to the fellowship program. All three of these members have volunteered and dedicated a great deal of time to ASPR over the years. Congratulations to all on this well-deserved honor!

We would like to express our appreciation to the outgoing committee co-chairs and welcome our new committee co-chairs who assumed their roles at the annual business meeting:

• Stacey Armistead, FASPR, Duke Medical Center (Durham, North Carolina) will co-chair the chapter and regional relations committee. She replaces Chris Kashnig, FASPR, Dean Clinic and (Madison, Wisconsin).

From the ASPR Board of Directors

• Jennifer Feddersen, DASPR, Henry Ford Health System (Detroit, Michigan) will co-chair the resource library committee. She takes over for Diane Collins, FASPR, HealthPartners Medical Group (Minne-apolis, Minnesota).

• Michael Griffin, FASPR, Sound Physi-cians (Tacoma, Washington) will be taking over the co-chair position for the fellow-ship committee from Marci Jackson, FASPR, Marshfield Clinic, Wisconsin). This is a repeat performance for Mike, and we are happy to have him back!

• Rachel Reliford, FASPR, OSF Health-care (Peoria, Illinois) assumed the role of membership committee co-chair just prior to the annual conference. She replaced Tim Dybevik, Dean Health (Madison, Wisconsin) who stepped down as a result of a job change.

We’re excited to welcome these new volunteer leaders and would like to express our apprecia-tion for the dedication and hard work displayed from our outgoing leaders.

A conference recap is included in this issue of JASPR, as well as in the annual conference sec-tion of our website.

Don’t forget to mark your calendars for the 2015 ASPR Annual Conference, which will be held May 16-20, at the Hyatt Regency Orlando in Orlando, Florida. Check out a preview of what is in store for you!

New organizational vision and mission statementsDuring the annual business meeting, we were very excited to share ASPR’s new vision and mission statements:

Our new vision statement is “Healthcare is transformed in our communities.”

The new mission statement is “The Association of Staff Physician Recruiters empowers industry experts through education, research and engage-ment.”

Board of Directors continued on page 5

Kristin BakerAngela BallTrevor BethelMary BurnsRuthie Camello-ReyesLisa CareyCissy CarrollKaren ContrerasRobin DavisLauren ForstKendra HallCarrie HallmanJosh Hunter

Joanne JohnsonLauren JuddJennifer KambiesJana MastandreaLori MatthewsJennifer McCallaMichael PalinchikAracely PenaMichelle SeifertEmily ShieldsCyndi TussingMarya VelaDeanna Ward

Cara BatesShannon BurkeAlison BurkiGina ColianoAlison DimmerLanetta DixonAnne FolgerDave HowardAnnie JuddGlennda JochemRachel JonesLaVonne KrasseltErin Leach

Ross McNeillJudd Mellinger-BlouchHeather PeffleyNathalie PreptitDenise PrimmKate RaderStephanie SaenzWayne SaxtonSusan ScherrKelsey SmithMaxey Wiggins

Fall 2014 5

ASPR recognizes and thanks our Corporate Contributors

For product and contact information on these

companies, go to the “Corporate Contributors”

page of the ASPR website (www.aspr.org).

Gold Contributors ab+c CompHealth DocCafe.com HEALTHeCAREERS Jackson & Coker JAMA Network & JAMA Career Center Merritt Hawkins New England Journal of Medicine PracticeLink PracticeMatch and MDLinx VISTA Staffing Solutions Weatherby Healthcare

Silver Contributors AHACareerCenter.org Byron Locums The Delta Companies The INLINE Group leapdoctor.com Locum Leaders

Bronze Contributors A. Arnold World Class Relocation AccuCheck Investigations American Academy of Family Physicians American Academy of Neurology American Academy of Orthopaedic Surgeons American College of Physicians American Healthcare Services Association Apex Moving Systems Aureus Medical Board Certified Docs Doximity Fidelis Partners Frontline Medical Communications HospitalRecruiting.com JobHub Service LocumTenens.com MD Staff Pointe Medical Doctor Associates Medical Marketing Service, Inc. (MMS) The Medicus Firm Onyx M.D. PhysEmp.com PhysicianCareer.com PracticeWorx RosmanSearch, Inc. Siskind Susser PC Staff Care Wolters Kluwer Health

Board of Directors cont’d from page 4

ASPR is here to serve you and you in turn, serve your communities by recruiting excellent healthcare providers. Our role as in-house phy-sician recruitment professionals is vital to our communities and we feel our vision statement encompasses the magnitude of the impact you have on healthcare in your community.

Industry surveys and dataFinally, we’d like to provide you with updates on the industry surveys and reports the bench-marking and survey project teams are working on. These industry reports empower you to be an industry expert, so please download them, read them, cite them and share them.

The 2014 ASPR In-House Physician Recruit-ment Benchmarking Report is now available. Participants have access for free and non-partic-ipants can purchase access to the report through the benchmarking section of the Industry Data tab on the ASPR website.

The following reports are available as free downloads in the Industry Data section of our website:

• The 2014 Physician Compensation, Ben-efits and Recruitment Incentives Report was released in early July. The objective of the survey was to collect information regarding physician benefits, incentives, contract terms, compensation methodol-ogy and employer scheduling practices to determine if differences among these items exist between physician specialties and practice ownership.

• The 2014 Physician Recruitment Activity Report was released in October. This sur-vey collected information about in-house physician recruiter’s schedules, work activi-ties and processes, departmental structure, schedule and stress levels.

Our next report, the 2014 Physician Recruit-ment Incentives and Contracts Report is ex-pected to be released before the end of the year. This survey collected information directly from in-house physician recruitment professionals

regarding physician benefits, recruitment incen-tives, contract terms, compensation methodolo-gy and employer scheduling practices. The data from this survey will be compared to the report we released in July, which surveyed physicians on the same topics.

Additional surveys will be conducted in the coming months. Your participation is critical in the success of these surveys and in obtain-ing accurate and abundant data. We greatly appreciate all who have participated in these surveys to date and encourage you to participate in future surveys. The more data we collect in these surveys, the more valuable and meaning-ful that data becomes to our industry. The more industry data you have, the greater the expert and resource you are to your administration!

As always, we look forward to hearing from you.

All the best, ASPR 2014 Board of Directors

ASPR recognizes and appreciates

the support of members of the

Corporate Contributor Program.

This affiliation with ASPR provides a

unique opportunity for exposure to

ASPR members that includes name

recognition and goodwill. While

ASPR recognizes and acknowledges

Corporate Contributors, it in no way

directly or indirectly endorses the

corporation, its products, or services.

Corporate Contributors who advertise

or promote an endorsement or

implied endorsement by ASPR, will

automatically be terminated from the

Corporate Contributor Program.

Endorsement policy

6 Journal of the Association of Staff Physician Recruiters

Hope and Change – a recent political campaign slogan – are two words that could also be applied to the current state of primary care medicine. Hope for a future where all have access to basic healthcare, yet a need for change to better bal-ance the limited supply of physicians entering primary care medicine with the growing U.S. population that outpaces the reservoir of those physicians.

The practice of family medicine is the hub of healthcare. However that hub has changed over the past five decades. Doctors, who were once the go-to source for small communities, are closing up shop in greater numbers and grafting their practices onto larger health care organizations just to survive. It’s a change that’s causing primary care physician shortages across the country, espe-cially in rural and underserved areas.

A primary care primer According to Paul Ogden, M.D., interim director of Texas A&M Health Science Center College of Medicine, the concept of family medicine blos-somed during the 1960s. “Doctors then primarily consisted of those who gained experience by going to medical school followed by a rotating internship or military service.” Things shifted in the 70s, 80s and 90s when specialties began taking off. “Somewhere during the 70s or 80s, the general practitioner slowly disappeared and was never replaced,” explained Ogden.

Like the general practitioner of the 60s, primary care physicians have been slowly declining in numbers over the past several years. Ogden says several factors play a role in that decline:

• Primary care interest from medical school students has gone down.

• Demands of primary care physicians have gone up.

• Relative pay of the job is less than other jobs physicians can choose.

• Residencies have remained flat for almost 20 years while the overall population has increased.

Aaron King, M.D., family medicine physician with BHS Physicians Network, says he fol-lowed his heart into family medicine and the decision was a no-brainer. Known as a “jack of

all trades” with a wide variety of interests, this San Antonio doctor says the profession fits him well. However, King says that choosing primary care, as a specialty, can be difficult. “It’s hard to choose a specialty that pays less, works as much or more, and has less respect within the physician community due to specialists being regarded as ‘smarter’ physicians.” Consequently, King says a natural tendency exists for the top students to go into specialties, curtailing the supply of primary care candidates.

Recruitment challenges in primary careThis shortage presents a dilemma for many physi-cian recruiters. Even outside recruitment firms say the need for primary care and specialists has gotten more pronounced. Karen Zeller, president of RM Medical Search & Consulting in Denver, Colorado says, “Nearly every organization in the country is seeking to add primary care and hospitalists to meet the current and projected needs,” explains Zeller. “In our experience, it takes twice as long to fill primary care positions versus other specialties.”

While many in-house physician recruiters also struggle to fill primary care positions, others are fortunate to work for health systems with residency programs that feed their primary care needs. After working as a nurse recruiter for seven years, Mary Burns recently moved into an in-house physician recruiter position with Susquehanna Health Medical Group in Wil-liamsport, Pa. “Presently, we have no openings for primary care physicians, but filling specialist positions is a different story,” Burns says.

Kelly Morgan, administrator of Physician Re-cruiting & Contracting for Centura Health Phy-sician Group in Englewood, Colo. says their two residency programs also help with primary care physician recruitment. “We have more difficulty finding internal medicine candidates, because the majority of them want to be hospitalists due to attractive block shifts.”

Lack of residencies add to problemAnother factor in the primary care physician shortage is the lack of residencies. As Ogden points out, while the U.S. population steadily

A new day for primary careBy Marcia Horn Noyes, marcia_noyes@writersresidence.com

grew, residencies for primary care doctors basical-ly flat lined. In 1983, the federal government be-gan subsidizing teaching hospitals to help offset residency program costs. But in 1997, Medicare’s support for physician training was frozen. “With cuts to Medicare, the federal government decided not to fund more residencies, other than what we currently have,” explains Ogden.

“It’s hard to choose a specialty that pays less, works as much or more, and has less respect within the physician community due to specialists being regarded as ‘smarter’ physicians.”

According to the Association of American Medi-cal Colleges, Congress must lift the freeze on Medicare-supported residency positions to help meet the projected physician shortfall of 65,800 primary care physicians by the end of the decade. Without these additional doctors, the ramifica-tions will be far reaching, especially to the elderly.

Medical school approach to primary care shortfallsTo help combat the primary care physicians’ deficit, Ogden says medical schools are being cre-ative, doing what they can. “Texas A&M College of Medicine has always been a primary care-ori-ented medical school. We seek out students that have a strong humanitarian bent, and we build upon that by giving students an opportunity to provide continuity of care,” he explains. “Our longitudinal curriculum allows students to do all their clinical courses at the same time, versus sequentially.”

Some medical school programs even offer three-year fast-track programs that may reduce the overall debt for students going into primary care. While helping negate some of the debt-to-income disparity between family medicine and specialties, these programs also hasten the

New day continued on page 9

Fall 2014 7

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8 Journal of the Association of Staff Physician Recruiters

Efficacy and evaluation of telemedicine as a staffing and patient care solution

Telemedicine is a rapidly expand-ing method of care delivery that expands patient access to primary and spe-cialty care; areas most impacted by physi-cian shortages. There

are a number of reasons for this increase—such as access to better technology, growing patient demand, cost effectiveness and lifestyle changes for physicians. Despite the advances in telemed-icine usage and adoption, challenges remain in establishing and evaluating a successful, effective telemedicine program.

Telemedicine has been used to connect provid-ers and patients in remote areas for more than 50 years, with a focus, in the last 10 years, on pilot projects demonstrating potential cost sav-ings and increased access to care on a local level. Reductions in unnecessary transports, emergen-cy department usage, and hospitalizations create savings to the overall health care delivery system and in turn hospitals are motivated to imple-ment telemedicine as a method of care while addressing the gap in physician supply.

Currently, telemedicine is being used by hospi-tals for:

• Supervision and consultation for primary care encounters in sites where a physician is not available.

• Routine diagnostic evaluations based on history, physical exam findings and avail-able test data.

• Extended diagnostic work-ups or short-term management of self-limited condi-tions.

• Medical and surgical follow-up and medi-cation checks.

• Management of chronic diseases and con-ditions requiring a specialist not available locally.

• Initial urgent evaluation of patients, triage decisions and pre-transfer arrangements.

By Crystal Peterson, Director, Physician Recruiting and Retention, Specialists On Call, Inc., Reston, VA, cpeterson@soctelemed.com

Despite the advances in telemedicine usage and adoption, challenges remain in establishing and evaluating a successful, effective telemedicine program.

Telemedicine allows providers to consult on initial diagnosis, referral determinations, care coordination, medication therapy management, treatment protocols, interpretive services and patient education. Behavioral health, critical care, cardiology, neurology and neonatology are among the most sought after specialties in telemedicine.

A telemedicine consultation occurs when a provider cares for a patient, but the patient and the provider are in different geographic loca-tions. The provider communicates with patients and/or other providers at a different location utilizing a variety of communication tools to exchange necessary medical information.

There are three main consultation categories: Live Interactive, Store and Forward, and Hybrid. In a Live Interactive consult, commu-nication between the provider and the patient is usually facilitated through secure digital videoconferencing, which allows two-way audio and video communication. It is important for the transmission to be HIPAA compliant with appropriate bandwidth for the provider and the patient to achieve the desired consult outcome.

A Store and Forward consultation allows the originating provider to collect medical informa-tion from a patient, store it in the electronic medical record, and forward it to the consulting provider for evaluation such as in teleradiology and teledermatology.

Some small and rural hospitals utilize a combination of these two - a Hybrid consul-tation – and use components from both the

live, interactive consultation and the store and forward consultation. These are typically used in dermatology or cardiology where higher quality images are imperative for diagnosing the patient’s condition.

Once a decision has been made to utilize tele-medicine as a solution, there are several com-mon steps, regardless of the service provider, to most effectively and seamlessly implement it at the hospital level.

DesignCreate a Telemedicine Team including repre-sentatives from the Medical Staff, Information Technology, Finance, HR, Quality and Legal departments. Everyone should have a stake in the process to create buy-in and work toward the goal of implementing a program.

Identify needsCreate a list of health care services needed in the community. The team will need to analyze which of the needed clinical services can be provided via telemedicine with providers and patients in different locations.

Evaluate existing resources Determine the current status and availability of the facility, technology, staff, and financial re-sources to deliver the solution. No matter which telemedicine vendor you choose, it is crucial to ensure the equipment is compatible with your overall health information technology plan. A good vendor should be willing to offer training to staff members.

Develop a financial planThe team should focus on quantifiable program costs and revenues through utilization and projections. However, the team should also dis-cuss the potential return on investment (ROI) related to reductions in unnecessary transports, ED utilization, inpatient hospitalizations and re-admissions. Vendors may have tools to assist in this process.

Efficacy and evaluation continued on page 9

Fall 2014 9

numbers of doctors who can be trained for primary care.

Future of primary careFixing the problem of a physician shortage goes far beyond recruiting and training more primary care doctors. Ogden says the fix isn’t physician centric, mostly because medical schools can’t produce enough physicians to address the need. “We’ll have to come up with a new system that uses a combination of doctors, advanced practice providers and community health workers to manage the future health of populations of people.”

One Washington, D.C.-based healthcare in-novation leader agrees with Ogden’s outlook, noting that when multidisciplinary team mem-bers are each working at the top of his or her license, healthcare is most efficient and effec-tive. In his role as director for MedStar Health’s Institute for Innovation (MI2), Mark Smith, M.D. is focused on addressing the challenges in healthcare today by re-inventing the future. One MedStar team-based primary care model is now being studied closely for its success. “The Medical House Call Program is a great example of a physician-led, multidisciplinary team coordinating care for frail or homebound pa-tients with complex needs that must be tightly managed,” Smith says. While receiving wide na-tional recognition, support for the care model is also coming from individuals. “You know you are on to something when people come up and say, ‘I want that for my parent.’” Smith says.

New day cont’d from page 6

Implement the programBefore you officially launch your telemedicine project, you should test the program with the distant site. A mock consultation should be facilitated to test the equipment, participating staff and the connections.

Evaluate the programThe distinction between efficacy and effec-tiveness can pose a challenge to telemedicine evaluation. Efficacy refers to the benefit of using a technology for a particular health problem in ideal conditions of use. Effectiveness is the ben-efit of using a technology for a particular health problem in general or routine conditions of use, for example, in a community setting. In most health care applications, efficacy and effective-ness comparisons present trade-offs between internal and external drivers.

An all-inclusive evaluation of telemedicine is not necessary to demonstrate its effectiveness. If effectively consistent across a representative set of patient care applications, it is not necessary to evaluate for all indications. A good example is the case of antibiotics. It is commonly under-stood that antibiotics are effective as a treat-ment; they do not need to be evaluated every time they are used. However, it is necessary to demonstrate that a particular antibiotic is effec-tive at treating a particular infection. Similarly, Grigsby et al. (1994) suggests narrowing the scope of evaluation, by selecting certain condi-tions to serve as indicators of the effectiveness of telemedicine.

Health care reforms provide an opportunity to replace current fragmented and poorly coordinated care delivery practices with a more integrated model of care, supported by the use of technology-enabled innovations such as telemedicine.

The key to any effective evaluation tool is mea-surable criteria. There must be clearly identifi-able program goals, objectives and outcomes.

Efficacy and evaluation cont’d from page 8

Here is a ist of possible evaluation questions:

• Evaluating Quality of Care and Out-comes - What were the effects of the telemedicine application on the clinical process of care compared to the alternative(s)? - What were the effects of the telemedicine application on immediate, intermediate or long-term health outcomes compared to the alternative(s)?

• Evaluating Access to Care - Did telemedicine affect the use of services or the level or appropriateness of care com-pared to the alternative(s)? - Did the application affect the timeliness of care or the burden of obtaining care compared to the alternative(s)?

• Evaluating Health Care Costs and Cost-Effectiveness - What were the costs of the telemedicine application for participating health care providers or health plans compared to the alternative(s)? - What were the costs of the telemedicine application for patients and families com-pared to the alternative(s)? - How did the cost of the application relate to the benefits of the telemedicine applica-tion compared to the alternative(s)?

• Evaluating Patient Perceptions - Were patients satisfied with the telemedi-cine service compared to the alternative(s)?

• Evaluating Clinician Perceptions - Were attending and/or consulting clinicians satisfied with the telemedicine application compared to the alternative(s)?

Although the questions about quality, access, cost, and patient and clinician perceptions are often considered independently, their interrela-tionships also warrant attention in an evalua-tion process.

Health care reform provides an opportunity to replace current fragmented and poorly coor-dinated care delivery practices with a more integrated model of care, supported by the use of technology-enabled innovations such as telemedicine. While their implementation into care practices can be disruptive to workflow and result in process changes to care delivery, this diffusion can lead to significant improvements in the quality and cost of care.

10 Journal of the Association of Staff Physician Recruiters

By Cole Marschke, DO, PGY-2, Geisinger Medical Center

Have you ever thought about what it might be like if the tables were turned in life—if the predator became the prey, the mouse chased the cat, or if Bugs Bunny hunted Elmer Fudd? I have experienced this firsthand and I’d like to share my experience with you.

After trudging through my undergraduate years, I found myself completing three additional years of pre-medical education. I had decided, after all, to become a doctor. However, with the rigorous schedule that included classes, labs, homework and projects, it became difficult to find a job that would accommodate my sched-ule. I hit the jackpot when I found a job “cold calling” physicians into the wee hours of the night. Over the next year, my position expanded and, prior to entering medical school, I spent a year as a full time physician recruiter. I was successful as a recruiter because I spent my time concentrating on the needs of my clients and digging into their preferences to find the best fit for both parties involved.

My dream of becoming a physician became reality when I started an emergency medicine residency program, just over a year ago. I am thriving in this high-paced environment, but with this transition also came the switch from being the “hunter” to the “hunted.” In addition to the dinner invites, job offers and the prestige of being a physician, I am also faced with the responsibility of holding patients’ lives in my hands, deciding where to move my family, and determining what practice environment will suit me best.

From hunter to hunted:

Perspectives on recruiting from a recruiter turned physician

Through this transition, I thought it might benefit other physician recruiters to gain some insight from the other side of the fence. To do this, I’d like to touch on a few points, from a physician’s perspective that might help you bet-ter associate with the candidates you recruit.

1. Contact frequency Limit your attempts to contact us to, at

most, twice monthly. A weekly voice mes-sage or email begins to feel more like an an-noyance rather than a courtesy. Keep your calls succinct and under a minute long. Personalize emails, don’t include pictures, and be sure to include a website so we can do our own research before returning your call.

2. Site visits Keep in mind that, as residents, we work

60 to 80 hours per week and may have studying, family responsibilities, and sleep to fit in outside those hours. Our programs may limit time-off to, at most, a week per month and require a 60-day advance notice before getting time-off approved. Therefore, we will need a lot of flexibility when scheduling site visits. Let us know what expenses are going to be reimbursed, and if possible, cover the large expenses upfront.

3. Interaction As a recruiter I was able to recite benefit

descriptions, medical procedures and community demographics in my sleep. What I’ve realized since that time is that residents get little education on benefit options. We’ll probably need to bring your information back to our program di-rectors to have a better understanding of what is being offered. Give us the option to call you back with questions.

Also, please be humble in your interac-tions with us. Remember, we’ve spent hours reading, listening and training to become physicians. Even though, as a recruiter, I could use terms like “float a pacer” or “TPA a stroke,” it was all just jargon. I had no idea how to do those things, nor did I realize the impact it had on patient care. Know that you, as the recruiter, are a conduit for information but remain unassuming when speaking to the physicians you’re recruiting.

Cole Marschke, DO is a PGY-2 Emergency Medicine resident at Geisinger Medical Center in Danville, Pennsylvania. He attended medical school at Des Moines University in Des Moines, Iowa and earned his bachelor’s degree from the Moody Bible Institute in Chicago, Illinois. Prior to residency, Marschke worked as a physician recruiter for Ministry Health Care in Stevens Point, Wisconsin.

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12 Journal of the Association of Staff Physician Recruiters

Locum Tenens gets a facelift as new online staffing

facilities tends to be limited — predominantly to fill-in for absent, permanent physicians. Of those surveyed, 86 percent reported “Cost” as the biggest drawback to using Locums, followed by “Familiarity with department/practice,” which was cited by 46 percent of participants.

Locum Tenens agencies, like temporary staffing firms in other industries, operate a business model that has met the test of time. This busi-ness model, however, appears cost-heavy and lumbering in an age of professional social net-works, analytics and online self-service. What Amazon did to retail, now Uber is doing to taxis and Airbnb is doing to lodging. A similar trend has been emerging in the staffing world, where companies like Elance-oDesk, and many others, have been introducing “online staffing” models that eliminate the friction, overhead and cost of traditional staffing agencies. This is accomplished by using technology to enable contingent work arrangements in a way that is more streamlined, direct and optimized through data analytics. Such platforms are now enabling an increasing number of contingent work arrangements, especially with profes-sional workers like software developers, expert technicians, data scientists, consultants—even attorneys.

In staffing, technology is increasingly com-pressing the links of the contingent workforce supply chain, and new more efficient and effective “direct” staffing models are taking root and showing signs of transforming traditional temporary staffing organizations and processes. The lower cost, improved performance and user satisfaction of this new, more direct “online staffing” model is actually expanding the use of contingent workers as more organizations can afford to access them and more workers are will-ing to offer their talent through online media.

Healthcare staffing, even with its compliance complexities, will not be immune to the viral diffusion of technology and online staffing models. In fact, conditions are emerging that

Staffing Industry Analysts estimates the U.S. healthcare industry will have spent about $2.5 billion on Locums in 2014, growing by more than 100 percent over the last 10 years.

Locum Tenens have long been a fixture in the healthcare workforce as a way of providing tem-porary physician coverage to hospitals and clin-ics. However, the attractiveness of this solution may be fading now that newer “online staffing” platforms are emerging as powerful alternatives to traditional staffing models. In healthcare, the escalating use of contingent labor physicians, amid a deepening physician shortage, demands a more modern, cost-effective and technological solution. One company, founded by a physician with extensive Locum Tenens experience, has launched such a solution—a free online staffing platform that allows hospitals to build their own float pools of temporary physicians. The company also brings a perhaps long-overdue shift in branding, whereby “Locum Tenens” is now referred to as “Freelance Medicine” and “Locums” docs become “Physician Freelancers.”

Locum Tenens businesses are temporary staff-ing agencies, specialized in finding, engaging, placing and paying suitable physicians in short work assignments within different facilities. Staffing Industry Analysts estimates the U.S. healthcare industry will have spent about $2.5 billion on Locums in 2014, growing by more than 100 percent over the last 10 years. Accord-ing to Staff Care’s “2014 Survey of Temporary Physician Staffing Trends,” 90 percent of the healthcare facilities surveyed indicated they made use of Locum Tenens (however sparingly, in some facilities, due to cost). While Locums as a sourcing practice is widespread, its use within

may make healthcare staffing even more sus-ceptible to these vectors. On the facilities side, the contingent labor force will likely become an even more integrated part of staffing plans. The physician workforce is aging (52 percent are age 50 and over) and large numbers of physicians will be retiring in the next five years, driving up turnover and worsening the physician shortage. Moreover, one impact of ACA is the expected need for more physicians, further exacerbating shortages and turnover conditions, even as cost control pressures intensify across the industry. As facilities seek to cope with these conditions, having more access to contingent physicians- with a lower cost to access them-should be of interest.

On the provider side, a shift in attitudes, already evident in professional workforce segments out-side of healthcare, will increase the number of workers choosing to forego traditional full-time employment and to provide their knowledge-based labor services as independent profession-als on a variable basis. This shift is partly genera-tional, but is also a response to the general trend toward a more ‘flexible workforce” across many businesses. Among some physicians, this shift toward independence may also be connected to disenchantment with the now dominant work arrangement model of “employment” with hos-pitals and clinics (versus private practice). These physicians who are “in pursuit of independence” may find new online platform-based staffing more appealing than traditional Locum Tenens.

New platform-based, “online staffing” models have the potential to enable more facilities and more providers to enter into contingent work arrangements with greater efficiency and flexibility.

models arrive By Andrew Karpie, M.S., Principal Analyst at The Research Platform and Affiliate at Staffing Industry Analysts, akarpie@theresearchplatform.com

Staffing models continued on page 13

Fall 2014 13

Interestingly, the kinds of supply and demand conditions mentioned above are often catalyzers that encourage the emergence of technology-based platform models—sometimes as “disrup-tors” to traditional industry business models. In any case, new platform-based, “online staffing” models have the potential to enable more facili-ties and more providers to enter into contingent work arrangements with greater efficiency and flexibility.

This potential is already being actualized by the first online-platform based physician staff-ing service, Freelance Physician, launched in the past year by Locum Tenens entrepreneur and innovator, Jennings Staley, M.D. “There are only so many ways to get more out of a limited resource,” Staley asserts, “and we believe technology that makes freelance medicine opportunities easier to access by local physi-cians is a great way to increase use of this limited resource. With our platform-based ’online staff-ing’ model, hospitals are able to set their rates

Staffing models cont’d from page 12

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and build their own local float pool with greater availability, quality and visibility, reaching dif-ferent types of candidates, as compared to tradi-tional models. Physicians like the convenience and transparency of being able to manage their work online, choose assignments and rates that appeal to them, and be in direct control over their professional activities.”

“We realize,” continues Staley, “that not all cli-ents are prepared to deal with a new technology interface—even if it is easy to use and delivers benefits when adopted. So we offer options with other levels of support and can also help clients transition to a more direct process. We are seeing many facilities that were unable to afford Locum Tenens providers now coming to us asking for help,” Staley reports. “While traditional Locum Tenens agencies require 6-7 shifts a month from a facility for an account to be profitable, the efficiencies of the ’online staff-ing’ model drive this number down to 1-2 shifts.

This translates into lower transaction costs for facilities, as well as other benefits of an innova-tive model. To cite one example, our approach allows us to provide a free direct-hire candidate pipeline without placement fees. Most people find that spending less for things that used to cost a lot is change they can get used to.”

We all know change is happening. Significant parts of many industries across the economy have been transformed by online platform-based models, and the emergence and use of such models is on the rise across the staffing industry. Healthcare staffing, and in particu-lar temporary physician staffing, also appear primed for change and adoption of a platform-based alternative to traditional Locum Tenens.

14 Journal of the Association of Staff Physician Recruiters

Don’t agonize – get organized!

Other ways to stay organized include: color coding tasks, prioritizing work, and setting realistic goals to keep work flowing efficiently. Sophie Kotomski, AASPR, Physician Recruiter for Northeast Medical Group, Yale New Haven Health, said she uses these and other tactics to stay organized, “I focus on prioritizing my work and then ignoring the ‘noise’ that can easily distract me. Also, I consider multitasking overrated. I aim to do one thing at a time and do it well.”

One of the greatest benefits of ASPR member-ship, apart from JASPR, is ASPR’s Resource Library. In it you can find a variety of tools that physician recruitment professionals, just like you, use to stay organized. Even better, you can customize any of the items to fit the needs of your organization. Amy Quinn, FASPR, Physi-cian Recruitment Manager at Asante Physician Partners, serves as co-chair of the Resource Library Committee. She urges all members to utilize the Resource Library and take advan-tage of the tools available, “I became a member of ASPR soon after I started in my role and I heavily utilized the ASPR Resource Library. Although I had been in healthcare for 10 years, there was still so much to learn about starting a physician recruitment program from scratch. The ASPR Resource Library was a tremen-dous help to me and I was able to find valuable information on sourcing, screening, candidate tracking, on-boarding, retention and more. This is a wonderful resource for ASPR members - especially those who are new to the exciting and ever-changing world of physician recruitment!”

No matter how you stay organized, it’s impor-tant to share your tools, ideas, successes and even your failures with colleagues. It’s through sharing that we all learn and grow! Thanks to all those who have submitted materials to the ASPR Resource Library. I encourage others to follow their lead and contribute items you feel your fellow recruiters could benefit from. To submit content to the ASPR Resource Library, please email: resourcelibrary@aspr.org.

Michael Tolzman, Physician Recruiter at Allina Health, uses the “Task” feature on Microsoft Outlook to keep himself organized. “I’ve been (nearly) 100 percent paperless for 3+ years now and sticky-note free since 2002. As a result, I live and die with Outlook, particularly rely-ing on the “Task” function. I commonly link spreadsheets, new hire checklists, incoming voice mail logs, etc. to Tasks via hyperlinks, as it works quite well for me. The hyperlinks lead to source documents saved on a back-up drive,” Tolzman said.

“One phenomenally helpful tool for me is visual voice mail,” says Therese Karsten, FASPR, Senior Physician Recruiter with HCA Physi-cian Services. “All 800 calls to my extension and my direct line go to voice mail when I’m not available. Within seconds after the caller hangs up, an email pops into my inbox with a transcript of the first 20 seconds of a message. Granted, it can be a tad garbled. For example, a message left as: ‘Therese, I need to think about this,’ equals, ‘Therese, I need to drink about this’…but I can always get the gist. Without dialing into voice mail, I return the urgent calls on my iPhone by clicking the call-back number (which is more helpful than the source num-ber that shows in conventional voicemails),” Karsten said. “Also, it saves a .wav file of the message I can forward to a practice or hospital liaison outside of our division phone system when the tone of a message needs to be shared.”

A portable filing system helps Deanna Grange, Physician Recruiter for Intermountain Health-care keep track of all her candidates. “A trick I use to keep myself organized is a portable filing system (a-z index tabs in a large folder) that I keep CVs in. I am speaking with about 50 providers at a time and have everyone filed in one place so I am not searching around for their information when I get them on the phone. My packets include the CV, a job screening sheet and a checklist. My checklist walks me through the entire recruiting process from start to fin-ish,” Grange said.

By Miranda Grace, FASPR, Physician Recruiter, Geisinger Health System, mlgrace@geisinger.edu

I am a checklist fanatic. I make them for almost every occa-sion - grocery shop-ping, chores, packing, etc. I’ve even been known to add things to my list that I’ve

already done, just to check them off ! There’s so much satisfaction in completing a task and crossing it off my list. It may sound a bit obses-sive, but checklists help keep me organized and focused. (After polling some members on Chat, I learned many of you are just as “obsessed” with organization as me!)

As you would imagine, I also use several checklists at work. These have become such a vital part of my process that now, I couldn’t function without them. Each morning, I make a to-do list with the tasks to be completed that day. I also use a detailed physician recruitment checklist for each candidate, which outlines all candidate activities from receiving a physi-cian’s CV through completing the hire. On my checklist, I include such things as the date I receive a physician’s CV, status of licensure and board certification, interview dates, candidate dietary restrictions and more. My colleagues and I also use a CV screening checklist to verify all requirements are met before a candidate is forwarded to the hiring manager.

Donna Ecclestone, FASPR, Assistant Director of Physician Integration at Duke Medicine and Secretary, ASPR Board of Directors, uses an interactive onboarding checklist to stay orga-nized. The checklist is shared with each person or department involved in the onboarding process and each new hire, respectively, in order to keep everyone on the same page. “We created a physician onboarding checklist that lists the tasks that are planned for them, when they’re scheduled, and the point person for comple-tion of each task,” Ecclestone said. “Sharing the checklist with our new providers allows them to be informed, engaged, and a collaborative part of the onboarding process. It’s a win-win for all!”

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16 Journal of the Association of Staff Physician Recruiters

Help! I’ve just been asked to recruit an advanced practitioner for my organization

there may be other departments who view working with them as burdensome.)

Be familiar with their scope of license and credentialing requirementsMake sure to familiarize yourself with the prescriptive authority and oversight differences between the various types of advanced practitioners. Variations in what an advanced practitioner can do within the scope of licensure may make them ineligible for certain positions. Also, be sure to have a basic understanding of the different types of degrees – some states allow licensing with a bachelor’s degree, while others require licensure candidates be master’s prepared. Your organization may also have specific educational requirements, so be sure to ask your hiring departments what training they require.

Keep in mind, many advanced practitioners will be hired as new graduates and may not understand the licensing or credentialing processes. Know enough about the requirements so you may coach them through this process.

Treat them like royaltyIn many organizations, HR recruiters manage the recruitment process for advanced practitioners; therefore, candidates are often not used to special treatment. The best way to ensure a memorable experience for your candidates is to treat them like you treat your physician candidates. Cover interview expenses, provide a community tour – if they are not already in your area – and take them to dinner if the schedule permits. This will give candidates a warm, welcoming experience and they will remember your organization when it comes time to make a decision between multiple offers.

In many ways, recruiting advanced practitioners is very similar to physician recruitment; for that reason, it makes sense to have this level of staff recruitment handled within the physician recruitment department. It may take time to learn about their qualifications and where to find them, but if you do your homework, you will find recruiting advanced practitioners very enjoyable.

Advanced practitioners seeking a new position will likely apply for multiple positions and may be courted by several organizations at the same time. This means you must contact them as soon as possible and keep the process moving. If a candidate is left waiting weeks to hear back about an interview – or an offer – s/he may end up taking a different position.

Identify with the needs of the candidate Advanced practitioners are not physicians. While they are clinically adept, they often have very different views about patient care and what they may be looking for in a position. Nurse practitioners typically like hands-on patient care, while physician assistants may find their passion lies in the operating room. Understanding what role an advanced practitioner is seeking will help you avoid forcing a square peg into a round hole.

Generally, advanced practitioners are open to discussing what is important to them, both professionally and personally. Be sure to ask specific questions to better understand their personality traits – and practice preferences – so you can place them in a practice setting where they will thrive.

Understand what candidates are looking for in a new positionAdvanced practitioners may be looking for different features in a position than a physician. They will have a lot of questions about working for your organization, including some of the following: • Does the collaborating/supervising

physician have experience working with advanced practitioners?

• Is call required and is there additional compensation for taking it?

• What training opportunities exist in your organization? (This will be especially important for new graduates who may lack the confidence to work independently.)

• How are advanced practitioners viewed by the organization overall? (While some departments may thrive using a care model that includes advanced practitioners,

It’s Monday morning and you’re gearing up for your weekly team meeting. You have no idea your boss met with the vice president of HR the previous Friday to discuss the organization’s

recruitment of nurse practitioners and physician assistants. Due, in part, to a re-organization of the HR team, they decided the recruitment of these providers would best be handled by the physician recruitment team.

The meeting starts out as usual – reviewing open positions, candidate status and outstanding offers. Then, your boss tells the team he has some exciting news. In addition to recruiting physicians for the organization, you will now be tasked with recruiting all medical staff. After all, how difficult can it be? Since you are the senior recruiter on the team, your boss gives you the assignment.

You head back to your desk and pull up your applicant tracking system to discover there are 26 open requisitions and they are spread over 10 different specialty areas. Nurse practitioners, physician assistants, nurse midwives, nurse anesthetists. Where do you begin? How do you source these individuals? Do you give them the “white glove” treatment your physicians are used to? You schedule a meeting with the recruiter who previously handled these searches to get the lay of the land. Here is some of the insight gathered from that meeting.

Understand the recruitment cycleIt’s no secret that recruiting a physician may take months, even years. However, the recruitment cycle for advanced practitioners generally moves more quickly. In fact, you may even have candidates for your opening within days of posting it. While this may seem great from a sourcing standpoint, you could find yourself overwhelmed with the screening and interview process.

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18 Journal of the Association of Staff Physician Recruiters

Physician engagement: A $100,000 per month question

ranging from 5.8 to 8.0 with a majority in the 6 range. The gaps between what was important to feeling engaged and what was true of their current practices ranged from 0.9 to 2.6 points. The largest gaps were:

• Feeling that my opinions and ideas are valued (2.6 point gap)

• A voice in clinical operations and processes (2.4)

based upon average survey scores ranging from 7.9 to 9.2 on a 10-point Likert scale. These were well above the 3.0 to 7.0 point mid-range and all in the upper quartile. Moreover, a 10 was the top score by far for all of these elements.

The top five elements of engagement in absolute terms were:• Respect for my competency and skills (9.2

average score)• Feeling that my opinions and ideas are

valued (9.1)• Good relationships with my physician

colleagues (9.1)• Good work/life balance (9.1)• A voice in how my time is structured and

used (9.0)

The least important elements were participation in setting broader organizational goals and strategies (7.9 average score) and working for a leader in innovation and patient care (8.1), followed by alignment with the organization’s mission and goals (8.2). However, given how high these scores were, it underlines the fact that these elements are still important to physicians—and thus, should not be discounted.

The cost of overestimating physician satisfaction and not engaging physicians at work may ultimately be reflected in higher physician turnover, lower morale and sub-optimal performance both operationally and clinically.

Physician respondents gave universally lower marks for how true they felt these elements were of their current practices, with average scores

By Robert Stark, M.D., Consulting Physician, Physician Wellness Services, Minneapolis, Minn., and David Cornett, RPh, Senior Executive Vice President of Business Development, Cejka Search, St. Louis, Mo.,

Engagement is a prime driver of physician satisfaction. When physicians feel a lack of engagement—or are outright disengaged—it manifests itself in various ways. For instance, physicians may feel hopelessness, anger, or cynicism and may ultimately want to leave their jobs. This is a matter of particular concern given that turnover and prolonged vacancies are key cost drivers—estimated to run as high as $100,000 per month when all costs and lost revenue are considered. The term “engagement” is used frequently—but what does it really mean to physicians? Lacking specificity around this—and solid metrics—it’s nearly impossible for healthcare organizations to achieve an increase in engagement with their physician population. The nationwide, multi-specialty survey that Physician Wellness Services conducted with Cejka Search in late 2013 sought to gain a better understanding of what physician engagement really means to physicians and the organizations that employ them. Understanding what engages physicians can assist healthcare organizations in making increased physician engagement actionable.

The 1,666 physician respondents confirmed (with a 99% confidence level and +/- 3% mar-gin of error against the national active physi-cian population) that engagement is extremely important to their job satisfaction. Based on a 10-point Likert scale ranging from 1 (unim-portant) to 10 (very important), the average score was 8.0, with a quarter scoring 10, and two-thirds (66.2%) scoring it in the high range. Yet, the survey showed their actual feelings of engagement were lower, with average scores of 7.7 for engagement with their work, and just 6.4 for engagement with their organizations.

What does engagement really mean to physicians?When asked to evaluate 15 elements of engagement, physicians felt that all of the elements of engagement were very important,

Physician engagement continued on page 18

The 15 Elements of Physician Engagement1. Respect for my competency and skills2. Feeling that my opinions and ideas are

valued3. Good relationships with my physician

colleagues4. Good work/life balance5. A voice in how my time is structured

and used6. Fair compensation for my work7. Good relationships with non-physician

clinical staff8. A broader sense of meaning in my work

over and above my day to day duties9. A voice in clinical operations and

processes10. Opportunities to expand my clinical

skills and learn new skills11. Opportunities for professional

development and career advancement12. Good relationships with administrators13. Alignment with my organization’s

mission and goals14. Working for an organization that is a

leader in innovation and patient care15. Participation in setting broader

organizational goals and strategies Note: In rank order of absolute scores to the question: What is important to feeling engaged?

Fall 2014 19

• A voice in how my time is structured and used (2.4)

• Fair compensation for my work (2.4)• Good work/life balance (2.4) A companion survey of administrators showed they essentially understand the degree to which specific elements are important to physicians’ feelings of engagement, but tend to overstate how well their organizations are providing what physicians want.

Engagement drives career decisionsThe cost of overestimating physician satisfaction and not engaging physicians at work may ultimately be reflected in higher physician turnover, lower morale and sub-optimal performance both operationally and clinically. A significant survey takeaway was that administrators often underestimated how large a role engagement plays in a physician’s decision to accept a practice opportunity and/or leave their current job. When asked how important a role engagement plays in physicians’ decisions to accept a practice opportunity, the average score for physicians was 7.3 but only 6.9 for administrators.

The gap in scores was even greater when asked about the role engagement played in physicians’ decisions to leave a practice. Physicians had an average score of 6.3 compared to the average score of 5.4 for administrators. The degree to which administrators underestimate the role engagement plays for a physician making career decisions is troubling given the predicted shortage of physicians as baby boomer physicians retire.

Steps for building engagement initiatives What can healthcare organizations do to build engagement with their physician population?

1. Begin by checking the pulse of physicians around engagement. Ask them how engaged they’re currently feeling and what the drivers of engagement are for them. An online survey is ideal, as it’s more likely to get a higher level of participation if responses can be collected anonymously. It’s important to dig as deeply into specifics as possible. The goal is to learn about what

physicians find most important and where they see gaps compared to what they are currently experiencing.

2. Sharing the results of the survey in forums that encourage discussion and interaction is critical. Nothing will speak louder about an organization’s commitment to engagement than airing the results and listening to physician reactions. If possible, recruit a physician to serve as a champion or thought leader who can guide the process and encourage participation.

3. Once there is clear definition around what is important for physicians to feel engaged, develop a roadmap to change, then communicate the strategy and act on it. Make the plan as tangible as possible, and provide tools and resources to support those who are impacted. As tempting as it will be to create a quid pro quo between the elements to focus on and specific organizational goals and initiatives, organizations should resist the urge. Pressing another agenda may be counterproductive and undermine efforts to foster engagement.

Best practices• Ensure that physicians are involved

in decision making at every step, and if possible, leading key initiatives and activities.

• Provide training to leaders on how to identify and address barriers effectively—both with physicians and senior administrators.

• Ensure that there are clear benchmarks and accountability around each initiative— everyone should know who is responsible, time frames, and how progress or success will be measured.

• Measure progress periodically and adjust tactics, as needed. Communicate results honestly and constructively

• Organizations with highly disengaged physicians may want to bring in outside, objective parties to facilitate the launch of their engagement initiatives

This survey provides the framework for understanding physicians’ needs to develop the same passion they have for their patients, but this time for their organizations. Engagement is the

Physician engagement cont’d from page 18

Here are just a few of the many comments physician respondents to the surveys made regarding engagement:

Being engaged, to me, means being part of the team. It means knowing the goals and direction of the organization as well as being a part of the process.

[Engagement is] critical to the success and satisfaction physicians will experience as we go through the changes we will encounter in medicine in the next several years. Those systems whose physicians are fully engaged will succeed at the highest levels.

For many institutions, including mine, engagement is just a concept administrators use to proceed with the difficult, undesirable, but necessary task of working with physicians on running a hospital. They cite it when they want something, ignore it when it will make proceeding more laborious. An administrator who wants you engaged wants something from you, frequently for free.

Many hospital admins seem to think they can demand engagement. In my experience it is a function of mutual respect, good communication and a mission that at its heart supports good patient care. No substitutes exist.

Engagement is about control: control over time, the direction of my career, the number and type of patients I see, the midlevel staff and support staff that I work with. Engagement is a kind of part ownership.

key to igniting a powerful synergy that will distinguish the great organizations from the merely good ones.

20 Journal of the Association of Staff Physician Recruiters

2014 Benchmarking Report Executive Summarygenerally offset their additional searches by adding in-house physician recruiters, rather than adding searches to their existing staff ’s workloads. The median number of searches conducted per recruiter overall was 15; however this number varies by geography, population size, and total number of searches conducted by the organization.

SearchesThe Searches section relays key statistics about 4,987 searches, less than 40% of which was to replace a departing provider. Approximately 58% of active searches were filled by year-end; 38% remained open; 2% were cancelled; and 2% were put on hold. Approximately 8% of all active searches in 2013 used Locum Tenens. This percentage has remained nearly unchanged over the past 3 years. Approximately 69% of the reported searches were for practices owned by Hospitals/Integrated Delivery Systems and 11% were for practices owned by physicians.

Primary Care continues to be in high demand both for physicians and advanced practice providers. The specialties for which physician searches were most frequently performed during 2013 included Family Medicine, Hospital Medicine, Internal Medicine, General Pediatrics, and Emergency Medicine which was identical to the previous year. Nearly 70% of responding organizations searched for a Family Medicine provider. More than 19% of all searches were for Advanced Practice Providers. Approximately 71% of Nurse Practitioner searches and 50% of Physician Assistant searches were specifically for Primary Care compared to 38% and 43% respectively in the prior year.

In an effort to further examine the days to fill data, searches were grouped into four divisions: Advanced Practice, Primary Care, Specialty Care, and Surgery. Of these divisions, Advanced Practice searches were filled in 79 days, while surgical specialties required 169 days. Primary Care and Specialty Care positions were typically filled in 134 and 164 days, respectively.

distribute credible industry data that may be utilized to meet these objectives.

The 2014 ASPR In-House Physician Recruitment Benchmarking Report provides a detailed analysis of key statistics on provider recruitment searches conducted by in-house physician recruiters during calendar year 2013. A total of 145 organizations participated providing data for 427 in-house physician recruiters and 4,987 active searches. Please refer to the full Report and Searchable Results for comprehensive information.

DemographicsThe geographical distribution of participating organizations was relatively balanced with 30.3% in the Midwest, 24.7% in Eastern states, 24.7% in Southern states, 16.9% in Western states, and 3.5% in Canada. Regarding population size of the organization’s primary location, 34.5% of reporting organization’s primary location was in a Metropolitan area of 100,001 to 250,000 people, 31% were located in a Metropolitan area of more than 500,000

people, 10.6% were located in an area with a population of 50,001 to 100,000 people, 19% were located in an area with a population of 10,001 to 50,000 and 6.3% were located in an area with 10,000 or less people.

The typical responding organization performed 26 active searches during 2013 and employed two in-house physician recruiters. Both of these statistics appear to signal a significant increase in physician recruiting, given that in 2012, the median organization performed just 20 searches and employed 1 in-house physician recruiter. Organizations

ASPR is pleased to announce that the 2014 ASPR In-House Physician Recruitment Benchmarking Report is now available. The newly published Report is an annual survey conducted by the Association of Staff Physician Recruiters (ASPR), a professional organization exclusively for in-house physician recruitment professionals. ASPR is the leading authority on physician recruitment, onboarding, and retention. ASPR is comprised of approximately 1,400 in-house physician recruitment professionals employed directly by hospitals, clinics, physician practices, academic medical centers, and managed care organizations from across the United States and Canada.

The 2014 ASPR In-House Physician Recruitment Benchmarking Report is designed to provide easy-to-comprehend statistics in order to help in-house physician recruitment professionals compare their recruitment data against industry norms. Benchmarks are critical for our industry as we constantly strive for improved processes and results within our organizations to meet the healthcare needs within our communities. The purpose of the survey is to collect and

Executive Summary continued on page 21

ASPR In-House Physician

Recruitment Benchmarking Report

2014 Executive Summary

Fall 2014 21

Recruiter profile & compensationThe Profile and Compensation section reports data on 427 in-house physician recruitment professionals from 142 organizations. As in past studies, the most frequently cited position title was “Physician Recruiter”. In addition to a physician recruiter, 29% of organizations also employ a “Physician Recruitment Coordinator/Assistant.” The typical recruiter has 7.5 years of recruitment experience and spends 90% or more of their time on recruitment activities. Approximately 27% supervise staff, 53% have provider onboarding responsibilities, and 38% have provider retention responsibilities.

As similarly reported in previous studies, 80% of individuals involved in in-house physician recruiting hold a Bachelor’s degree or higher (22% hold a Master’s degree or higher). Nearly one third of in-house physician recruiters are certified as a Fellow of ASPR or have obtained designations towards certification.

All compensation values were reported and validated directly by a member of the organization’s Human Resources department. Compensation varies by title with the title of Director of Physician Recruitment being the most highly compensated. Nearly half of all in-house physician recruiters were eligible to receive a bonus in 2013 which is a significant increase from the 33% that were reportedly eligible in 2012. Those with higher titles were more likely to receive bonuses.

As expected, a correlation exists between years of experience and total compensation. The highest income earners are more likely to have ASPR certification/ designation, advanced degrees, responsibilities for supervising staff, and more years of experience.

ExpensesThe Expenses section captures data within four categories: Candidate Expenses, Search Firm Fees, Marketing Expenses, and Departmental Expenses. Ninety-six organizations provided their expense data for this year’s survey.

The typical organization reported an annual recruitment budget of $321,000, an increase from $245,000 in 2012. Budgets varied based on the number of searches the organization

conducted. The median range spanned from $63,000 for those with fewer than 10 searches to $680,000 for those with more than 50 searches. Reported budgets also show variation based on geographic region and population size.

Approximately 2/3 of participating organizations paid fees to a search firm during the year. Use of external search firms by in-house recruiters appears to be limited to roughly 1 in 7 searches based on a reported median search firm expense of $2,803 per search (search firm fee $20,000 ÷ $2,803). For organizations conducting 50 or more searches per year and having a median of 4 recruiters, the per search expense was $934 indicating a recruitment firm utilization rate of 1 in 21 searches. This data indicates less reliance on search firms for organizations with additional staffing and potential efficiencies of larger departments.

Executive Summary cont’d from page 20

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Access the full report and searchable dataAccess to the full Report and Searchable Data may be obtained at www.aspr.org/benchmarking. Survey participants receive free access to the Report and Searchable Data as well as an Organizational Benchmarking Report that compares their data to national data. Those that did not participate in the survey may purchase access to the Report and Searchable Data. Discounts are available to purchase prior year’s Reports.

22 Journal of the Association of Staff Physician Recruiters

2014 ASPR Annual Conference recap

were recognized. Last, but not least, 48 ASPR Corporate Contributors were recognized for the continued support they provide to our association.

The third and final day of the conference started with Joe Flower’s presentation - Where We Are Headed: Notes from the Future – The Physician in the Next Healthcare. Flower’s keynote shared an eye-opening account of the changes in healthcare over the past few decades and revealed how things like DRGs, HMOs and the ACA have impacted healthcare costs and delivery of care. He also exposed the $800 billion of medical waste per year. “If we change the way we pay for healthcare so we don’t pay for waste, waste will go away,” he said. He encouraged everyone to think in revolutionary terms - providing attendees with seven levers of change that are needed to drive down health-care costs and eliminate waste.

The ASPR Chapters each held business meet-ings over the course of the annual conference. Academic Inhouse Recruiters (AIR), Onboard-ing and Retention (OAR), the Northwest Staff Physician Recruiters (NWSPR), the Southeast Physician Recruiters Association (SEPRA) and the Texas Association of Staff Physician Recruiters (TexASPR) all conducted fruitful

Tuesday morning began with a variety of roundtable sessions, which provided an excellent way for attendees to network with colleagues while discussing issues that might not otherwise be addressed in the breakout sessions. Topics like: “Tools for Onboarding,” “Challenges of Rural Recruitment,” and “New to Recruiting? Bring Your Questions” gave participants plenty of fresh ideas to take back to their organizations.

Tuesday also included the ASPR Annual Busi-ness Meeting where Debbie Gleason, FASPR, President and Jennifer Metivier, FASPR, Executive Director, provided members with key highlights on programs and activities ac-complished by the ASPR Board of Directors and Committees. Board members, committee co-chairs and committee members were recog-nized for their hard work and dedication.

The Volunteer of the Year Award was presented to Miranda Grace, FASPR. Marci Jackson, FASPR and Shelley Tudor, FASPR were each honored with Outstanding Service Awards for their outstanding contributions to ASPR. Thir-ty-six newly certified Fellows were recognized for accomplishing the highest designation available within ASPR; 16 were recognized for becoming recertified as Fellows; and 11, who were missed in past years due to timing issues,

The 2014 ASPR Annual Conference, held in Minneapolis, Minn., was a great success! More than 400 attendees and over 100 exhibitors were present at this year’s conference. Thank you to all who attended and supported this event!

The conference kicked off with the ASPR Fel-lowship Programs. The Physician Recruitment 101, 201 and 301 modules were offered Satur-day and Sunday prior to the conference. These modules, and subsequent exams, lead members to become certified as Fellows of the Associa-tion of Staff Physician Recruiters (FASPR).

Monday morning began with David Horsager, M.A., CSP who delivered his keynote, The Trust Edge: What Top Leaders Have and 8 Pillars to Build it Yourself. David discussed the importance of trust – “A lack of trust is your biggest expense,” he said. He shared humorous and heartfelt stories to help attendees with building and maintaining trust. He also shared the eight pillars great leaders have used to build trust: clarity, loyalty, character, competence, commitment, connection, contribution and consistency. Attendees left feeling inspired and ready to “wake up and be present.”

David Horsager discussing one of the 8 pillars of great leaders: competence. He encouraged confer-ence attendees to stay fresh, relevant and capable to remain competent and trustworthy.

After a day filled with educational content, everyone headed to Seven for a fun-filled social event. Attendees enjoyed sushi, sliders, pasta and cocktails in the eclectic downtown set-ting. The rooftop bar was packed as everyone enjoyed perfect weather, catching up with old friends and making new ones.

Conference recap continued on page 23

ASPR member Heather Peffley, AASPR, discusses the challenges of building a physician recruitment department from scratch during Tuesday morning’s roundtable sessions.

Fall 2014 23

meetings. The special interest group, Chil-dren’s Hospital In-House Recruiters Network (CHIRN), met during the conference as well.

Enormous thanks go out to the ASPR Educa-tion Committee Co-Chairs - Robin Schiffer, from MedCentral Health System (Mansfield,

Conference recap cont’d from page 23

During his presentation, Joe Flower stressed the importance of thinking in revolutionary terms if we are to survive the changes in the healthcare industry.

The ASPR Website now has a Vendor Discount Guide. Vendors who provide discounts to members are included in this guide. Check it out the next time you are looking for a product or service and save your organization some money!

Examples of discounts might be:• A fixed % off your normal price• A fixed $ amount off your normal price• A free product or service with purchase

The Vendor Discount Guide may be found at www.aspr.org/vendordiscounts.

Ohio) and Jennifer Barber from OSF (Peoria, Ill.) - for orchestrating such an amazing confer-ence! A huge thank you also goes out to the en-tire Education Committee including: Deborah Atkins, FASPR, Lauren Beckstrom, FASPR, Judy Brown, FASPR, Amy Burns, FASPR, Kamala Carlberg, DASPR, John Cerniglia, DASPR, Gina Coliano, Madalyn Dosch, Vicki Finnell, FASPR, Bridgett Gawlik, FASPR, Debbie Gleason, FASPR, Emily Glaccum, FASPR, Kathy Gresham, DASPR, Melanie Harkins, DASPR, Joelle Hennesey, FASPR, Marci Jackson, FASPR, Allen Kram, FASPR, Scott Manning, FASPR, Charlene Plotycia, AASPR, Carol Rash, AASPR, Melody Roc-caforte and Angela Van Ginkel.

The teamwork of this amazing group of people is appreciated by all who attended the confer-ence! Thank you!

Mark your calendars for the 2015 ASPR An-nual Conference where we will be celebrating our 25th anniversary! It will be held May 16-20, 2015, Hyatt Regency Orlando, Orlando, Fla. We hope to see you there!

Save the Dates!Future ASPR Conference Dates & Locations

2015May 16-20, 2015Hyatt Regency OrlandoOrlando, FL

2016May 14-18, 2016New Orleans MarriottNew Orleans, LA

24 Journal of the Association of Staff Physician Recruiters

Thank you to our 2014 conference sponsors

Tuesday Lunch Sponsored in Part By

Premier Monday Event Sponsor

Registration Bag Sponsor

Monday Keynote Sponsor Wednesday Keynote Sponsors

First Time Attendee Reception Sponsor

Hotel Room Key Sponsor

Mobile Charging Station Sponsor

Monday Event Co-Sponsors American College of Physicians (ACP)

leapdoctor.com

Medical Marketing Service, Inc. (MMS)

NEJM CareerCenter

VISTA Staffing Solutions, Inc.

Mobile App SponsorAssurgent Medical Solutions

Fellowship Lunch SponsorsEnterprise Medical Services (201)

PracticeLink (101 and 301)

Learning Track SponsorsOnyx M.D.

PhysEmp.com

PracticeMatch

The Inline Group

The Medicus Firm

THMED

Sunday Night Reception SponsorsHealtheCareers Network

Locum Source

Medical Search International

NEJM CareerCenter

Tusk Enterprises

Notebook and Pen SponsorHayes Locums

Mid-Morning Coffee Break Sponsor DocCafe.com, LLC

Massage Station Co-SponsorsCompHealth

Weatherby Healthcare

Afternoon Break SponsorsDMD

Barton Associates

Monday Lunch Sponsor

PMS 292 PMS 397

PMS 420

PMS 514

PMS 422

Lanyard Sponsor

Fall 2014 25

Put the power of theEndocrine Society behind

your recruiting efforts

For online Job Board ads, go to: endocareers.org

For Print Advertising, contact Christine Whorton, EndoCareers®

endocareers@endocrine.org | 1.800.361.3906

Share with Your Residents and Fellows:Cover Letter & Curriculum Vitae Preparation;Preparing for the Interview; and the Employment Contract

By Kelly Ford, MBA, Director of Medical Staff Affairs, Hospital Sisters Health System, HSHS Medical Group

Reprinted by permission from the Winter 2009 Issue of the Journal of the Association of Staff Physician Recruiters

PreparationThe end of your residency/fellowship is rapidly approaching, and it’s time to find that perfect practice, the ideal partner(s), in the location of your dreams. The years of training have been grueling, but you feel competent and you’re ready to settle into a flourishing practice and get that first sweet taste of prosperity. You and your colleagues have started to receive a barrage of telephone calls from recruiters, stacks of job flyers and advertisements fill your mailbox, and your emails have increased threefold. And now, you’re faced with determining what opportunities are worth checking out. What important factors need to be considered? How will you ever make sense of that legalese you glanced at last year when your buddy was pondering his commitment? How do you tactfully discuss money with a potential employer, and how much should you expect to earn? Information is power – and the more you know, the better equipped you will be to make those serious career choices. But right now, you must be concerned with just getting some interviews set up.

Taking a sensible, methodical approach to the interviewing process will aid you in making a well-informed decision. There are a few basic, definable steps that each resident or fellow can follow when beginning the interview process. The three most essential factors to consider as you evaluate your choices are practice, location, and income. The priority you give to each of these factors may differ significantly

from your colleagues’ priorities, but it is important to know what is right for you. Keep in mind that the majority of residents and fellows change jobs within three to five years after completing their training. Therefore, the more sure you are of what will work for you, the lower the odds that you will be among the majority who have to go through the agony of a second set of interviews.

It’s April 2012, and you should be preparing a cover letter and curriculum vitae, since your training will be over in 2013. Not much can be done until you have completed this all-important task. Mediocrity has no place in the preparation of these documents. If their appearance is less than professional, if they contain sloppy margins and tabs, misspelled words, inconsistent format, undocumented periods of time, etc., the likelihood that you will be considered for a position with that choice practice lessens considerably. This information is your first introduction to a potential employer. It must be well organized and informative and it must present an image of someone who everyone wants to meet. The most successful approach is to be sure that yours stands out from the other dozen or so vitaes that are lying on the recruiter’s desk. Ideally, you should give yourself the option to dismiss an opportunity, rather than someone else eliminating you before you even meet him.

Preparing Your Cover Letter• Limityourcoverlettertoonepage,ortwo

at the most.• Usequalitywhiteoroff-whitepaper.• Usea12-pointfontthatiscleartoread,

something like Times New Roman or Garamond, and always use black ink.

• Openyourcorrespondencewithageneralstatement that expresses your interest in the position. Follow that with specific information that elaborates upon your training beyond that contained on your

Author’s Note

After years of counseling residents and fellows on how

best to approach the job search, I have learned a thing

or two. When the Missouri, Iowa, Nebraska & Kansas

(MINK) MidWestMD Physician Recruitment and Retention

Network decided to publish a quarterly newsletter directed to resident physicians completing

medical training, I thought this an opportune time to put

on paper what I had been preaching for years. The articles

were published as a three part series and sent to residents

located in the MidWestMD’s four state region. Although originally

intended as an educational tool for residents, the series

may serve a purpose for your organization to educate those

hiring, residents in training or assist physician recruiters

representing your organization.

Journal of the Association of Staff Physician Recruiters, Winter 20091

Interviewing 101: How to Get the Job You Really Want

You have identified several job opportunities. Now you’re ready to contact the prospective employers to learn more about their career offerings. The interview process begins with an initial phone call and may entail one or two site visits. Consider your initial phone call as the beginning of your interview process! Your first phone call will form an initial and lasting impression on the recruiter or key practice contact, so be prepared and be professional. Your first contact may determine if you are invited for a site interview. Pre-schedule the call at a time that is convenient for you. If possible, try to schedule the call at a time that you’ll have no distractions.

Preparing for the Phone Interview• Doyourhomework.Visitwebsitesofthe

hospital, practice, and community.• PrepareQuestions:Askforaprofileof

the providers in the group. What is the organizational structure? Partnership, benefits, call, etc.? Why are they recruiting (growth, retirement, replacement)? Whatisthecommunitylike?Arethereopportunities for your significant other?

• AnticipateQuestions:Whyareyoupursuing this opportunity? What is important to you both professionally and personally?Whatareyourtimelines?Doyou have any issues regarding malpractice history, license suspensions or restrictions, etc.? What are your compensation requirements?

The Phone Interview• Becourteous,polite,respectfuland

answer questions honestly!• Yourfirstquestionsshouldnotbeabout

salary and schedule.• Askforaninformationpacketonthe

organization and community.• Askwhatthenextstepis.Oftenyouwill

have additional phone contact prior to being invited to interview.

• Decideifthisisajobyouwouldacceptbefore taking the time to interview.

• Youhavelimitedtimetointerview,sousethat time wisely!

The Site Interview:• Tellyourrecruiterorcontactanyspecial

needsyouoryourfamilyhaveBEFOREthe interview.

• Bringyoursignificantotheronthefirstvisit. His or her opinion is key.

• Dressprofessionallyandbepunctual.TurnyourcellphoneOFFandputyourBlackberry/PDAaway.

• Alwaysremembertouseafirmhandshake(but not bone crushing). Maintain eye contact and smile!

• Beyourself.Employerswanttoknowifyour personality would be a good fit for the practice and community.

• AskQuestionsandTalk!Ifyoudon’t,youwill appear disinterested and present a flat affect.

• Tourthecommunityandneighborhoods.Get a feel for the housing market.

• Visitschools,placesofworship,andgrocery stores. See what life is like for local residents.

• Reservetimeforleisureandculturalactivitiesinthearea.Doesthecommunitymeet your lifestyle needs?

After Your Visit• Followuppromptly!• SendThankYouNotes!EmailisOK,

but a handwritten note makes a better impression.

• Ifyou’reinterestedintheopportunity,expresscontinuedinterest.Behonestifthe opportunity is not right for you at this time. It could be in the future!

• Followupwithanyadditionalquestions.• Submitreceiptsforreimbursementfor

reasonableinterviewexpenses.

TipConsider the interview as a

tool…it works well only when the operator prepares and

knows how to use it!

Interviewing 101: How to Get the Job You Really Want

You have identified several job opportunities. Now you’re ready to contact the prospective employers to learn more about their career offerings. The interview process begins with an initial phone call and may entail one or two site visits. Consider your initial phone call as the beginning of your interview process! Your first phone call will form an initial and lasting impression on the recruiter or key practice contact, so be prepared and be professional. Your first contact may determine if you are invited for a site interview. Pre-schedule the call at a time that is convenient for you. If possible, try to schedule the call at a time that you’ll have no distractions.

Preparing for the Phone Interview• Doyourhomework.Visitwebsitesofthe

hospital, practice, and community.• PrepareQuestions:Askforaprofileof

the providers in the group. What is the organizational structure? Partnership, benefits, call, etc.? Why are they recruiting (growth, retirement, replacement)? Whatisthecommunitylike?Arethereopportunities for your significant other?

• AnticipateQuestions:Whyareyoupursuing this opportunity? What is important to you both professionally and personally?Whatareyourtimelines?Doyou have any issues regarding malpractice history, license suspensions or restrictions, etc.? What are your compensation requirements?

The Phone Interview• Becourteous,polite,respectfuland

answer questions honestly!• Yourfirstquestionsshouldnotbeabout

salary and schedule.• Askforaninformationpacketonthe

organization and community.• Askwhatthenextstepis.Oftenyouwill

have additional phone contact prior to being invited to interview.

• Decideifthisisajobyouwouldacceptbefore taking the time to interview.

• Youhavelimitedtimetointerview,sousethat time wisely!

The Site Interview:• Tellyourrecruiterorcontactanyspecial

needsyouoryourfamilyhaveBEFOREthe interview.

• Bringyoursignificantotheronthefirstvisit. His or her opinion is key.

• Dressprofessionallyandbepunctual.TurnyourcellphoneOFFandputyourBlackberry/PDAaway.

• Alwaysremembertouseafirmhandshake(but not bone crushing). Maintain eye contact and smile!

• Beyourself.Employerswanttoknowifyour personality would be a good fit for the practice and community.

• AskQuestionsandTalk!Ifyoudon’t,youwill appear disinterested and present a flat affect.

• Tourthecommunityandneighborhoods.Get a feel for the housing market.

• Visitschools,placesofworship,andgrocery stores. See what life is like for local residents.

• Reservetimeforleisureandculturalactivitiesinthearea.Doesthecommunitymeet your lifestyle needs?

After Your Visit• Followuppromptly!• SendThankYouNotes!EmailisOK,

but a handwritten note makes a better impression.

• Ifyou’reinterestedintheopportunity,expresscontinuedinterest.Behonestifthe opportunity is not right for you at this time. It could be in the future!

• Followupwithanyadditionalquestions.• Submitreceiptsforreimbursementfor

reasonableinterviewexpenses.

TipConsider the interview as a

tool…it works well only when the operator prepares and

knows how to use it!

Call for White Papers

Are you pursuing an advanced degree

(MHA, MBA, MPH)? Are you

looking for a resource to publish

a brief of your thesis, paper, case

study, or research? Or, has your

organization recently done a white

paper that would be of interest to

your ASPR colleagues?

We are seeking to continue to

advance best practices in the field of

in-house physician recruitment and

are seeking white papers that provide

insight, ideas and findings via case

studies and research briefs.

For further information, please

contact the JASPR Editors at

mwagner@aspr.org or mlgrace@

geisinger.edu.

Your healthcare staffing solutionFinding your perfect provider starts with our Red Ribbon Service:

• A personal consultant—your single point of contact—available 24/7•Qualifiedlocumtenensorpermanentphysiciansinnumerousspecialties• Travel,housing,malpractice,andstatelicensureforeveryassignment•Largemedicalstaffservicesteamdedicatedtoqualityassurance

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If you would like to post an opening for in-house physician recruitment professionals or for more extensive information on current opportunities, visit our online job board.

ASPR employment hotline

Physician RecruiterBaptist Health Medical Group Lexington or Richmond, KY Posted: November 7, 2014 View Job Posting

Physician RecruiterBaptist Health Medical GroupLouisville, KY Posted: November 7, 2014 View Job Posting

Recruiter, Physicians and ProvidersThe Everett Clinic Everett, WA Posted: November 5, 2014 View Job Posting

Physician RecruiterHumana Louisville, KY or Virtual Posted: November 5, 2014 View Job Posting

Physician RecruiterMedicus Healthcare Solutions Windham, NH Posted: November 4, 2014 View Job Posting

Physician RecruiterPeaceHealth Vancouver, WA Posted: October 30, 2014 View Job Posting

On-boarding SpecialistHealth Quest LaGrangeville, NY Posted: October 30, 2014 View Job Posting

RecruiterHealth Quest LaGrangeville, NY Posted: October 30, 2014 View Job Posting

Physician RecruiterSt. John Health System Tulsa, OK Posted: October 29, 2014 View Job Posting

inPerson Lead Generation

inTouch Physician Job Fairs

“We have found there’s a good return on PracticeLink Magazine, and we find that many candidates are seeing that magazine and contacting us.”

—Dotsy Malone, Physician Services Representative, Western Maryland Health System

A focus on education is what makes PracticeLink’s job fairs different, from our recruiter-centered PracticeLink University to our Career Advancement Workshop for physicians.

• Physicians learn when to do what in their job search from experts—including a panel of recruiters

• Employers receive full lead reports including all RSVPs and attending candidates, with inDepth Interviews gathered for most

• Sharpen your skills at a PracticeLink University recruiter workshop and receive two ASPR CE credits

12 cities coming in 2015! Learn more at PracticeLink.com/jobfairReserve your table at an upcoming job fair today!ProTeam@PracticeLink.com · (800) 776-8383 · PracticeLink.com

Your healthcare staffing solutionFinding your perfect provider starts with our Red Ribbon Service:

• A personal consultant—your single point of contact—available 24/7•Qualifiedlocumtenensorpermanentphysiciansinnumerousspecialties• Travel,housing,malpractice,andstatelicensureforeveryassignment•Largemedicalstaffservicesteamdedicatedtoqualityassurance

weatherbyhealthcare.com | 866.680.3928

inPerson Lead Generation

inTouch Physician Job Fairs

“We have found there’s a good return on PracticeLink Magazine, and we find that many candidates are seeing that magazine and contacting us.”

—Dotsy Malone, Physician Services Representative, Western Maryland Health System

A focus on education is what makes PracticeLink’s job fairs different, from our recruiter-centered PracticeLink University to our Career Advancement Workshop for physicians.

• Physicians learn when to do what in their job search from experts—including a panel of recruiters

• Employers receive full lead reports including all RSVPs and attending candidates, with inDepth Interviews gathered for most

• Sharpen your skills at a PracticeLink University recruiter workshop and receive two ASPR CE credits

12 cities coming in 2015! Learn more at PracticeLink.com/jobfairReserve your table at an upcoming job fair today!ProTeam@PracticeLink.com · (800) 776-8383 · PracticeLink.com

28 Journal of the Association of Staff Physician Recruiters

Filling the gap in primary care:

How advanced practitioners can help

Gold Corporate Contributor Feature

While it’s impossible to predict the future, signs point to a growing shortage of primary care phy-sicians in the United States in the coming years. Here are just a few to consider:

• Not enough physicians – By 2020, the Health Resources and Services Administra-tion (HRSA) expects a shortfall of primary care physicians as high as 20,400.

• More insured patients – By 2022, the Af-fordable Care Act (ACA) is projected to re-duce the number of uninsured by 30 million. Many of these people will seek healthcare services through primary care providers.

• Aging population – Increased longevity and population growth are expected to affect demand for primary care more than the ACA, accounting for 81% of projected healthcare demand.

• More veterans – Demand for primary care for veterans is also on the rise. In the past three years, the U.S. Veteran’s Administra-tion (VA) primary care appointments increased by 50%, but the number of VA primary care doctors only increased by 9%.

With fewer primary care physicians, healthcare facilities may struggle to meet the needs of their patients and risk losing revenue – both from the inability to accept new patients and from the loss of existing patients, who may choose to go to urgent care centers or emergency rooms instead of waiting for an appointment.

How advanced practitioners can helpIn light of this potential shortage, it makes sense to turn to an additional qualified resource –nurse practitioners (NPs) and physician assistants (PAs). The HRSA projects that by 2020, while

the nation’s supply of primary care physicians may only grow by 8%, the number of primary care NPs could grow by 30% and the number of primary care PAs could grow by as much as 58%. This expanding group of highly skilled healthcare workers could be called on to handle many aspects of primary care, in partnership with physicians.

Using the information above, healthcare recruit-ers can help their facilities view NPs and PAs not as replacements for physicians, but rather as ideal complements, allowing them to meet the increasing demand for primary care cost-effec-tively, without sacrificing quality of service.

VISTA Staffing Solutions, a division of On Assignment, Inc., is a leading provider of physi-cian and advanced practice locum tenens staffing,

Improved patient care Reduction of overhead costs Ease on physician workload

Shorter wait time for appointments

Fewer canceled appointments (NP/PA can cover if M.D. called to the hospital, etc.)

Patients get more attention; appointments are less rushed

More time for patient education

Lower salary requirements

Less need for education reimbursement funds (NP/PA programs are shorter and less expensive)

More likely to work part-time and not require benefits

Can provide a broad range of healthcare services (depends on state laws)

May perform time-intensive tasks like taking patient histories, examinations, sutures, follow-ups, patient education, etc.

Offer an extra set of qualified hands during procedures Require minimal supervision (depends on state laws)

Potential benefits of hiring NPs and PAs include:

government placement and permanent search services. Founded in 1990, the company helps hos-pitals, medical practices, and government agencies solve their physician staffing challenges.

Resources http://bhpr.hrsa.gov/healthworkforce/sup-plydemand/usworkforce/primarycare/

http://www.cms.gov/Research-Statistics-Data-and-Systems/Statistics-Trends-and-Reports/NationalHealthExpendData/downloads/proj2012.pdf

http://www.npr.org/2014/06/10/320687148/with-more-veterans-needing-health-care-what-will-the-cost-be

Fall 2014 29

Physician competencies for the next generation of health care delivery

According to AHA’s annual survey data, hos-pital employment of physicians has increased by nearly one-third over the last 12 years and more than 45 percent of privileged physicians are employed or under contract with a hospi-tal – either directly or through a group affilia-tion. Many drivers are fueling these increases, including the passage of the Affordable Care Act, which is aligning physicians and hospitals through coordinated payments and accountable care. Likewise, the economic climate and new generation of physicians looking for a work/life balance and financial security are leading physi-cians to seek employment arrangements.

To move the health care delivery system forward, clinicians will need to work with inter-

professional teams, coordinate care across vari-ous settings, utilize evidence-based medicine to improve quality and safety and promote greater efficiency in care delivery.

In 2014, the American Hospital Associa-tion’s Physician Leadership Forum (PLF) and AHACareerCenter.org, building on work done by the PLF on lifelong learning and physician competency development, conducted a survey asking physician recruitment professionals about the competencies physicians will need to thrive in the health care system of the future. Several themes emerged related to skills recruiters look for when hiring physicians and physician leaders:

• Business knowledge – understanding impli-cations of insurance, regulatory require-ments and productivity metrics.

• Leadership – possessing strong interper-sonal communication skills, teamwork and a strategic vision for the future.

• Entrepreneurship – understanding change, management and innovation.

• Recognition of total patient experience – proactive with population health initiatives and case management.

• Non-traditional experiences – bringing outside experiences to the equation, such as resident and student teaching and patient care outside of the hospital.

• Information technology – embracing information technology/electronic medical records and using analytics to understand and manage population health.

In the search for experienced physician talent, AHACareerCenter.org can provide a practical, strategic solution for meeting your physician re-cruitment goals. For more information, contact Chris Stone at 312.895.2517 or visit AHACa-reerCenter.org.

Silver Corporate Contributor Feature

www.wkadcenter.com/recruiting

• Engage Physicians, PAs, NPs, and Nurses in a Trusted Clinical Environment

• Connect to Active and Passive Job SeekersThrough Multiple Interactive Channels

• Leverage Exclusive Physician and Nursing and Nursing Job Boards

• Achieve Recruiting Goals with KPI Tracking

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30 Journal of the Association of Staff Physician Recruiters

Onboarding locum tenens physiciansBy Darren Montgomery, Vice President, Medical Doctor Associates

From providing continu-ity of care when you need emergency coverage, to helping you launch a new service line, locum tenens physicians can bring a number of benefits to

your facility. Ensure you get the most out of each experience by avoiding these three com-mon mistakes:

1. Not providing orientation. Though common for other new employees, many facilities don’t offer an orientation to

locums providers. Orientation allows the locums provider the chance to get to know your staff, the surroundings, your EMR, and other systems they must know in order to work effectively and efficiently.

2. Lack of communication. Communicate regularly with both the phy-sician and the staffing agency to discuss the provider’s progress and any improvements or adaptations that can be made in order to best fit your facility’s needs. Remember, physician staffing consultants are available to keep the channels of communication

open and ensure your needs are met.

3. Underutilizing providers. It’s important to recognize the training, skill and experience that locums physi-cians bring to your facility. Locum tenens physicians are there to assist your patients and your organization, so be sure to gain a full understanding of how they may help so they can do exactly that.

Want to learn more about onboarding locums providers at your facility? Visit mdainc.com or call 800-780-3500.

Bronze Corporate Contributor Features

Resources for a successful recruiting programOnce you have successfully placed your can-didates, have you considered what

will make them successful in their practice from day one? Prepare your new physicians to grow their practice by quickly enrolling them as par-ticipating providers in area health plans. Adding credentialing services to your recruitment pro-cesses will address a major issue every physician faces in joining or starting a new practice. Even better, outsourcing the credentialing process to

a company that specializes in this service will ensure your providers are enrolled more quickly and will be able to see patients sooner.

Credentialing is, and probably always will be, a daunting process that burdens providers with paperwork, follow-up and negotiations. But the end result of this process is more valuable than ever since being on an insurance panel may direct patients to the practice. When working with an enrollment and credentialing expert, your newly recruited doctor can increase revenue opportuni-ties and minimize startup costs and expenses by

expediting the often tedious enrollment process. When using experts to process and manage your paperwork, you may be able to get your provider enrolled in half the time it would take if you did it yourself.

Our mission at PracticeWorx is to empower our clients to focus more on quality and efficient patient care by providing effective support services that enhance the productivity of their practice. We streamline the credentialing process so your provid-ers may focus on what matters most-patients.

The key to physician engagement and recruitment

Keeping up with the latest developments to make clinical decisions is an essential part of every physician’s day. Today, regularly accessing journal content is the leading way physicians stay current on clinical updates.

In a recent study of almost 12,000 healthcare professionals (HCPs), respondents reported they access journal content more than ever before.

• 81% of HCPs access online journals with 65% accessing them in print as well. *

• HCPs access journals three times more than they did 10 years ago.*

• Ownership of three devices is the new norm.*

Positioning recruitment efforts within a top source of clinical information adds credibility to your organization’s key benefits and latest positions. Multi-channel journal platforms offer engaging opportunities to connect with active and passive job seekers.

To maximize your impact:

• Include an embedded video showcasing your medical center, hospital or practice.

• Embed hyperlinks to your website to allow readers to apply directly.

• Add social media buttons to allow potential applicants to access your company profile, news and more.

Wolters Kluwer is a leading healthcare content provider with 300+ journals and media brands, reaching 2.2 million subscribers in over 50 special-ties. Partner with Wolters Kluwer to create a cus-tomized multi-channel recruitment strategy. Learn more at www.wkadcenter.com/recruiting or email marketingsolutions@wolterskluwer.com.

Fall 2014 31

PresidentDeborah Gleason, FASPRPhysician Development AdministratorNebraska Medical CenterOmaha, NEPhone: 402-559-4679Email: dgleason@nebraskamed.com

President-ElectLaura Screeney, FASPR, CMSRCorporate Director, Office of Physician RecruitingNorth Shore-LIJ Health SystemManhasset, NYPhone: 516-823-8874Email: lscreeney@nshs.edu

SecretaryDonna Ecclestone, FASPRAssociate Director, Physician IntegrationDuke MedicineDurham, NCPhone: 919-419-5057Email: donna.ecclestone@duke.edu

TreasurerMichelle Seifert, DASPRDirector of Physician RecruitmentCleveland ClinicCleveland, OHPhone: 216-448-8216Email: SEIFERM@ccf.org

Vice President, EducationAllen Kram, FASPRDirector of Physician RecruitmentWestchester Medical Center Valhalla NYPhone: 845-431-8126Email: krama@wcmc.com

Vice President, GovernanceFrank GallagherDirector, Physician RecruitmentAtlantiCareAtlantic City, NJPhone: 609-441-8960Email: Francis.Gallagher@AtlantiCare.org

Vice President, ResearchShelley Tudor, FASPRPhysician RecruiterHumana Clinical ResourcesLouisville, KYPhone: 765-807-6680Email: studor@humana.com

Vice President, EngagementLee Moran, FASPRDirector of Physician RecruitmentErlanger Health SystemChattanooga, TN,Phone: 423-778-7681Email: lee.moran@erlanger.org

Chapter and Regional RelationsStacey Armistead, FASPR stacey.armistead@duke.edu919-419-5056

Kate Rader, DASPRkate.rader@utsouthwestern.edu 214-648-9859

EducationJennifer Barber, FASPRJennifer.J.Barber@osfhealthcare.org309-683-8358

Robin Schiffer, FASPRrschiffer@medcentral.org419-526-8059

Ethics Jake Shimansky, FASPRjshimansky@homephysicians.com773-342-5221

FellowshipMichael Griffin, FASPRmgriffin@soundphysicians.com702-595-3716 Lynne Peterson, FASPRlpeters1@fairview.org612-672-2285

Journal Miranda Grace, FASPRmlgrace@geisinger.edu717-242-7109

Membership Caroline Steffen, AASPRcasteffe@chicagohealthsystem.com630-545-6004

Rachel Reliford, MPA, FASPRL.R.Reliford@osfhealthcare.org309-683-8352

Resource LibraryJennifer Feddersen, DASPRjfedder1@hfhs.org 313-874-4674

Aymee Quinn, FASPR, SHRMaymee.quinn@asante.org541-789-5435

Benchmarking Project LeaderSuzanne Anderson, FASPR suzanne.anderson@duke.edu 919-419-5003

Surveys Project Leader Lauren Judd, DASPR juddl@ccf.org 216-448-8208

ASPR Board of Directors

ASPR Committee Chairs and Project Leaders

Call for Committee Volunteers ASPR committees and project leaders are always looking for willing and eager volunteers. Please consider joining a committee or helping out on one of our project teams. Contact the appropriate committee chair for more information. Contact information for committee chairs and project leaders can be found below.

Association of Staff Physician Recruiters

1000 Westgate Drive, Suite 252 | Saint Paul, MN 55114

Phone 1-(800) 830-2777 Fax (651) 290-2266

www.aspr.org