Recruitment Allison McCarthy Principal BarlowMcCarthy Just Not Enough AAMC Center for Workforce Studies June 2010 Analysis GME expansion will only reduce shortage by 54000 Future Success ID: 570493
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Slide1
Long-term “Courtship” Recruitment
Allison McCarthy
Principal
Barlow/McCarthySlide2
Just Not Enough
AAMC Center for Workforce Studies, June 2010 Analysis
GME expansion will only reduce shortage by 54,000Slide3
Future
Success
Enough primary care
ACA fulfillment
PCMH orientation
Differentiation
Professional opportunity
Systems of care
Be more selective
Quality incentedTeam orientationEvidence based approachesTech savvyPlan ahead moreSlide4
Early Experiences Do Influence
GME location often matches practice location
Study showed >
40%
moved < 10 miles residency; > 50%
moved < 75 miles MU School of Medicine demonstrated that half of graduates
from Summer Community Program
practice in rural
locations
. (15 year study) Slide5
Patterns by Region
Source: Association of American Medical
CollegesSlide6
Improving Odds of Success
Adapt recruitment strategy
High school through undergraduate influence
Medical school interface
Residency training experiences
Relationship building with residents/programs
Changing “who” to recruitSlide7
High School/Undergraduate Interface
National Area Health Education Organizations (AHEC)
Health Professions Recruitment and Exposure Program (HPREP) – University of NC School of Medicine
High school students exposure to medical students, faculty and health professionals
Ethnic minority groups across Research Triangle and central NCCollegiate Fellows Program – Southwestern Medical Center
Nine week summer internship 25 undergraduate students selectedPlaced throughout hospital and work 40 hours/week
Complement academic learningSlide8
Influencing Career Choice
Used to be “self-replenishing”
Academically inclined entering other professions
Need to support consideration of health careers – per National Association of Advisors for the Health Professions
“Math preparation main predictor of success”“Teach bioethics to high school students”
“Health Sciences Exploration” or “Clinical Rotations” classesExperience through shadowing, internships, summer jobs or volunteeringScience fair awards at local, regional, state levels
“Show and Tell Career Fairs”
Science class lecturesSlide9
Medical School Relationship Development
Target
medical
schools to identify early prospects
Capture list of medical students and residents with contact information
Some schools more forthcoming than otherOngoing interactions with program leadership
Some programs list residency selections during Match
Establish reasons for med
schools
to offer information Scholarships and other similar financial offersCareer information and/or counseling support for training decisionsSpecial employment offerings for medical students between years one and twoSlide10
Case Example
Serves five state region with 230+ facilities
North and South
Dakota, Minnesota
, Iowa and Nebraska. Includes 506 bed Avera
McKennan Hospital and University Health Center in Sioux Falls40+ other hospital facilities (75-100 beds)
gets internal
recruitment team
support
Recruitment begins with medical studentsConstructed prospect database and regularly communicates with future physicians tied to regionAnnual match lists used to identify prospectsProspect group included in medical staff gifts i.e. holidays and Doctors DaySlide11
Avera
Health
con’t.
Annual
medical school scholarships32 med
students at
SD
Medical School
receive awards annually (8 incoming medical students, 8 second year students, 8 third year students, 8 fourth year students)$24,000 per medical student ($12,000 first year and $4,000/year for remaining three years)
Employment contracts
negotiated early
Follow “Match
”
into needed specialties
Ties
to
area
and the desire to return to
region
Salaries
adjusted for market changes
Have signed
5-7 years in advance in
hard to recruit specialties
If overlap prior to retirement, keep both financially whole Slide12
Efforts with Residents
Going beyond sending flyers to offices
Using internal stakeholders to make leadership connections
Invite program coordinators to participateHosting events
Boston GardenNorth Carolina ZooSystem-wide career fairs“Transition from
Residency/Fellowship to Practice” 12 to 15/year; multiple specialties, all training yearsConnect to other opportunities; ask for referrals in return
Dedicated recruitment FTE Slide13
Requires Advanced
Planning
Identify
needs 3-5 years in advance
Advanced analysis of multi-year physician needs Start prospecting ahead of market
Planning database Capturing diverse information about current
and prospective providers
Provide real time updates on current physicians
Includes physician recruitment prospects i.e. residents, fellows, other practicing, ACPs, etc. Slide14
Recruitment
Planning
Process
Three – Five Year
Sourcing Plan
% solicited
from market
% of
pipeline
fill
Recruitment
Need
Medical Staff
Rolling Need Analysis
Prospect Database
Filters:
Strategic Plans
Physician Support
Operational/
Financial Readiness
Market Attractive Offering
Filters:
Supply/Demand
AdjustmentsSlide15
Other Reason for Long Term Recruitment…
...Change “Who” We Recruit
Future physician practices will need to:
Deliver greater value
Improve patient experience and satisfactionImprove patient adherence to treatmentImprove patient self management
Work in care systemsManage population healthUse technology to share information
Perform to defined measurements
Use network resourcesSlide16
Future “Fit” Requirements
2012 Survey by The Medicus FirmSlide17
Shifts in Recruitment Strategies
Retool the Effort
From
physician
recruitment to
practice
recruitment
Quality over quantity
More targeted and focused
Broader involvement
Progressive practice environmentsSlide18
Future Generations Want……
Access to state-of-the-art ideas and technology
Part of a larger vision
Integrate professional and personal aspirations
Consider Practice Environments That……
1. __________________
2. __________________
3. __________________Slide19
Moving
Forward
Assess need – what and when
Market, network, community
Pending retirements
Evaluate prospecting efforts
Proactive versus reactive
Immediate versus long-term
Consistency is key
Organizational commitmentDedicated time/energy on relationship buildingAnnualize activities for recognition
Long-term investment
Slide20
Thanks!
Allison McCarthy
508.394.8098
amccarthy@barlowmccarthy.com