Planning for Successful Recruitment & Recruiting for Retention Jennifer NeSmith, MBA Sterling Health Solutions

Successful recruitment = hiring the right person for the job, not just a “warm body” that can do the job Results of hiring the WRONG person for the job = poor morale, damaged reputation, high costs of turnover (advertising, staff recruiting time, interview travel & lodging, lost placement fees)

Identifying Need to Ensure Success Organizational Goals & Objectives Do existing providers perceive a need? ◦ Formal or informal survey

Is there enough business for a new provider? ◦ Physician-to-population ratio ◦ Market Share  Primary & secondary service areas ◦ Changes in the Local Market  Age of providers  Population changes  Competitors  Are employers growing or shrinking? ◦ Patient Experience  Wait times  New patients

Marketing Your Community Gather tangible information about your community ◦ Climate ◦ City / County size ◦ Geography ◦ Recreation facilities ◦ Educational opportunities for children ◦ Distance to airports, malls & other amenities College or professional sports facilities ◦ Colleges or other higher education ◦ Culture / Lifestyle ◦ Community accolades

Marketing Your Community Develop packets of information to send to potential candidates, take to job fairs, etc ◦ Community information in a nice format ◦ Travel brochures from Kentucky Tourism ◦ Local newspaper ◦ Draft contract (no figures) ◦ Information about the organization and other practice locations of potential provider ◦ Contact business card ◦ DVD?

Know Your Opportunity What is the job? ◦ Job description (includes duties, call schedule, clinic, expected hours) ◦ Evaluation (measures of success) ◦ Reporting structure Who are you looking for? ◦ Education, experience, certifications, availability, etc.

Know Your Opportunity, cont. Where will they work? ◦ Information on clinic, hospital (size, number of rooms, EMR, in-house services, equipment, etc.) Availability of referral specialties & services What is the payor mix? Who is on the team? ◦ Providers, support staff, management  Specialty, interests, age, experience

Know that Your Opportunity Isn’t for Everyone What are your “deal breaker” non- negotiables? Discuss at the initial phone interview ◦ Location / community size & amenities ◦ Expected income range ◦ Call schedule Know the “negatives” of your opportunity and provide viable solutions if they exist ◦ Hospitalist service ◦ Telemedicine ◦ Preceptorship opportunities

Establish a Formal Process Who makes ultimate decision of whether or not an offer is made? Who will have input on whether or not an offer is made? How will that input be received? What is the budget and who is responsible? Who will negotiate with candidates? Will you require drug tests or background checks? Who will be responsible for working with candidates? ◦ Sourcing ◦ Tracking ◦ Inviting for site visit ◦ Preparing & conducting site visits ◦ Maintaining regular contact ◦ Continuous evaluation & improvement of process

Important Contract Provisions for the Candidate Length of agreement Auto-renewal provisions Restrictive covenants Malpractice insurance Death vs. termination Termination with cause vs. without cause

More Contract Provisions Partnership or buy-in Compensation ◦ Salary ◦ Salary + incentives  Billed charges, revenue, quality, number of patients ◦ 100% productivity ◦ RVU

More Contract Provisions Benefits ◦ Signing bonus? ◦ Loan repayment? ◦ Sick ◦ Relocation ◦ Vacation ◦ CME $ and time ◦ Retirement ◦ Insurances  Health, dental, vision, life, disability

Is Your Opportunity Competitive? Recent compensation & benefit surveys ◦ Google search ◦ MGMA ◦ ASPR

Activities Before, During, & After the Site Visit NOW YOU ARE READY TO WORK!

Prior to Site Visit Sourcing Candidates ◦ Databases ◦ Mailing lists ◦ Internet job postings ◦ Social networking ◦ Colleges / Programs ◦ Journals ◦ In-house ◦ State medical associations ◦ Professional societies ◦ Firms

Screening Google! Review CV ◦ Meet job requirements? ◦ Gaps in time frames? ◦ Know anyone where they used to work? ◦ Website of current employer, town, etc. ◦ Licensure board

Phone Interview From job requirements & “non- negotiables”, establish a list of questions & topics to guide discussion ◦ Same for all candidates ◦ Ask what they are looking for in a new position ◦ Tell why position is open ◦ Ask if they have any questions ◦ If things are going well, ask for available dates for interview ◦ Remember what you CANNOT ask!

If invited for interview, then… Send recruitment packet to candidate Schedule travel & lodging Prepare itinerary ◦ Tour locations of practice ◦ Meet staff informally ◦ Meet with negotiator ◦ Meet with credentialing / insurance person ◦ Meet with peer providers formally off-site ◦ Community tour

Train Your Providers to Interview Know what they cannot ask! Arrive on time Pre-read CV & other information provided Smile & make eye contact Don’t drink or smoke

Provider Interview Training, cont. What is their role? ◦ To evaluate the candidate’s knowledge, skills, leadership, aptitude, judgment, problem solving, work ethic and intangibles like whether or not they would add value to the group ◦ Look for an Event, Action, and Result from each open-ended question ◦ Ask behavioral questions  If a patient ____, how would you handle it? ◦ Ask about past performances  Have you ever had a patient ____? If so, what did you do?

Provider Interview Training, cont. Close with ◦ Asking the candidate if they have any questions ◦ Thank them for visiting Do NOT state or imply that they will see candidate again or position offered Recommend hiring or not & why

During the Site Visit Provide a welcome letter or note with more information (community map, newspaper, itinerary) with flowers, candy or other gesture at hotel upon check-in

During the Site Visit Coordinator should: ◦ Offer to pick up at airport ◦ Offer to pick up at hotel for day’s activities or provide clear meeting directions ◦ Stay with during the day in order to:  Listen and look for reactions  Evaluate chemistry between candidate and those he/she meets  Ensure timeline is followed & handle unexpected glitches

After the Site Visit Get some kind of communication out the candidate within a week ◦ Could be a letter of intent ◦ Could be a thank you, the next step is… ◦ Could be continuing to evaluate candidates but will keep CV on file If offer to be made, provide a letter of intent with a response deadline Respond quickly to concerns or questions Keep up recruitment efforts until formal agreement signed!!

Post-Hire Communicate openly & regularly Begin credentialing process ASAP!! ◦ Licensure ◦ Payors ◦ Hospital ◦ Clinic ◦ Malpractice Assist with visits for house hunting, banking, spousal job interviews, child school enrollment, etc.

Provide Practice Orientation Should include applicable hospital & clinic tours & meetings ◦ Medical records ◦ Information systems ◦ Case management ◦ Quality ◦ Medical library ◦ Pharmacy ◦ Nurse administration ◦ Medical staff office ◦ Emergency department

Provide Community Orientation Help the family meet people of similar interests, hobbies, etc. ◦ Sports ◦ Art ◦ Education ◦ Clubs

Retention from Beginning Market the new provider ◦ Community reception ◦ Medical society reception ◦ Newspaper or radio ads or features ◦ Volunteer or speaking opportunities  Clubs  Health department  Schools Meet with the new provider monthly for 6 months, then quarterly for first 2 years Celebrate Doctor’s day in a special way

BSW & LCSW Sourcing ◦ Exhibit at meetings, lists from boards, professional societies, schools Compensation Benefits Remember – Credentialing! ◦ Payors ◦ Clinic ◦ Hospital

Dentists Sourcing ◦ Exhibit at meetings, lists from boards, professional societies, schools Compensation Benefits Remember – Credentialing! ◦ Payors ◦ Clinic ◦ Hospital

Pharmacists Sourcing ◦ Exhibit at meetings, lists from boards, professional societies, schools Compensation Benefits Remember – Credentialing! ◦ Payors ◦ Clinic ◦ Hospital

Locum Tenens Sources ◦ Firms ◦ Residency programs Credentialing Daily or hourly rate + housing & transportation