Managing Expectations in the Physician Recruiting Process
The recruiting marketplace for skilled medical practitioners is highly competitive, which means filling physician positions, in particular, is often challenging. Supply and demand is partly to blame when open positions exceed the number of available doctors. At the same time, replacing a doctor, especially one that is well-liked, increases the challenge, particularly in small towns where the physician is an important part of the community as a whole.
When it comes to recruitment, many hospital CEOs feel they are fighting an uphill battle. Yet, it doesn’t have to be this way. All hospitals, regardless of their size or location, can attract and retain exceptional medical personnel. It begins by rethinking the hiring process, consistently focusing on the candidate, and following a series of best practices.
Recruiting in a competitive environment
With providing quality care as the ultimate goal of a medical facility, maintaining skilled medical staff is essential. That’s one reason why hospital CEOs spend considerable time and effort actively recruiting. This may involve replacing retired doctors or filling new positions as the result of adding expanded services. Other times, the CEO gets involved with the intent to enhance the quality of life for current staff by bringing in additional help, such as an extra surgeon to reduce weekend calls for the existing surgical team.
Regardless of why a position needs to be filled, recruiting, especially in today’s more competitive environment is seldom a walk in the park. For instance, when attempting to fill a physician specialty position, demand may simply outweigh supply. Similarly, failed attempts to recruit in a smaller municipality may be the result of a distribution issue due to physician concentrations in metropolitan centers. Only about 10 percent of physicians practice in rural America despite the fact that nearly one-fourth of the population lives in these areas.[i]
Equally frustrating are process delays. Internally, this happens when those responsible do not give enough consideration to what is involved in the hiring process. Prime examples are starting the process too late and/or selecting too many or not the right people to present to the decision-making team. Another challenge occurs when recruiters find a suitable candidate before the facility is complete, and they have to scramble to set up temporary work areas. Process delays can also be the result of a candidate’s current situation. For instance, contract terms may include financial penalties for leaving early or excessive time is required to obtain licensing if the new position is in another state. Family issues also come into play. It is not uncommon for a candidate to want to remain in the current area until a child graduates from high school, or a candidate might be hesitant to move if their spouse or significant other would have a difficult time finding a suitable job in the new area.
Unique issues with smaller communities
When it comes to physician recruitment in smaller or rural areas, difficulties increase. Not surprisingly, data shows that since 2010, 70 rural hospitals have closed.[ii] Smaller communities struggle for a variety of reasons. Assumptions that there is little to do make small towns less attractive than their metropolitan counterparts. At the same time, these close-knit communities identify strongly with their particular home-grown culture. As a result, hospital CEOs and hiring teams in smaller communities tend to seek carbon copies of the previous doctor. This is especially true if the physician was beloved, tuned into the community, and a long-time resident. By shifting the focus away from hiring the best candidate for the position, they waste time and resources, which results in delays in the process. More importantly, by limiting the search to a particular type of candidate, highly qualified individuals, such as those of a different gender or ethnicity, who might be a perfect fit for the position, are never given the chance to interview.
At the same time, not all candidates provide a good fit for smaller communities. The doctor may serve as the sole medical practitioner within several widely spaced towns, requiring someone who is not only skilled and confident, but welcomes flexible work habits. Additionally, people in smaller communities often assume the new physician will pick up where the previous doctor left off. So, along with providing exceptional care, the new hire is expected to attend community sporting events and festivals, as well as serve on various volunteer committees and boards. Overall, a position in a more rural area requires someone who understands that acceptance, trust, and ultimately success are all contingent on fully embracing the community’s way of life.
Rethinking the hiring process
Although medical recruiting hiring situations vary as widely as the positions being filled, hiring processes in most hospitals follow a fairly standardized model. Simply stated, hiring teams screen potential candidates, whittle down the number to a select few, provide tours and several meet and greets, designate the top choice, and finish by closing the deal. Fundamentally there is nothing wrong with following this process. Yet, problems arise when decision-makers neglect to fully complete one step before moving on to the next.
A common mistake made by many CEOs is not ensuring the entire hiring team is on the same page when it comes to an understanding of what is required to successfully fill the position. When this happens, important information about the candidate that would facilitate a more efficient interview process is missed during the screening process. For instance, a position may require a candidate to onboard within a few weeks. Failing to ask a targeted question early in the process, such as “If our location had everything that you wanted, how soon would you be able to relocate to our community?”, the hiring team continues the process. Discovering later the candidate was unwilling move while a relative was settling into an assisted care facility, wastes time and money that could have been better spent screening other candidates.
Similarly, assuming “closing the deal” is the last step in the hiring process is just as problematic. By concentrating on successfully completing trail closures each step of the way, CEOs and hiring teams can better predict not only favorable candidates, but also weed out less favorable ones along the way.
Focus on best practices
Successful hiring is hard work, especially in today’s fiercely competitive market. At the same time, “Hiring the best is your most important task,” according to Steve Jobs. To help with the process, here are some best practices applicable to all hospitals.
· Limit the number of decision-makers. Include only the people in the recruiting process who can attract the right candidates.
· Start the process early. Inform the hiring committee immediately when a doctor indicates they are leaving or a position needs to be filled. Early notice allows the committee more time to discuss what skills to look for in hiring the ideal candidate.
· Concentrate on candidate-focused interviews to help setup tours. Ask questions such as, “If you have two hours of down time, what would you do?” If they enjoy outdoor activities, visit a nearby state park or nature area. Take history buffs on a tour of local monuments.
· Be strategic and don’t leave anything to chance. For instance, speak with all the “meet and greet” contacts ahead of time to ensure everyone is not only upbeat and positive, but also “sings from the same hymnal.”
· Do your homework. Carefully research your hospital’s online reputation. The Joint Commission website is a good place to start. Address any negative items directly with candidates to ensure you control the monologue.
· Provide a realistic view of the community. Take candidates to local events that truly represent the culture to determine how well they assimilate. For example, when recruiting in a more rural area, choose a relaxed backyard BBQ over a formal country club meal.
· Involve the spouse/significant other in the process from the start. Be extremely accommodating to all who are instrumental in the candidate’s decision. For instance, only conduct site visits when the candidate’s spouse can attend.
Managing recruitment expectations
When it comes to hiring physicians, today’s hospital CEOs often struggle to meet their quotas. For those in smaller communities, the process can seem like an uphill battle, especially when hiring committees dismiss qualified applicants in search of a particular type of individual. In either case, managing expectations is key.
Overall, by rethinking the hiring process, hospital CEOs experience increased retention, a more positive reputation, and a healthier bottom line. When this happens, the hospital as a whole is free to carry out its mission for many years to come.
Van Allen-Author
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