Integrating Newly Employed Physicians: Positioning for Practice Success

1. Integrating Newly Employed Physicians:Positioning for Practice Success Ann MaloleyBarlow/McCarthy June 13, 2013

2. What are Physicians Thinking About Today? • Practice environment is changing • Signing a good contract • Managing a practice • Marketing a practice • Competition and distractions • Lifestyle and options • What else?

3. Internal Requirements for Success • Commitment from the top • On-boarding and integration planning must be a way of life • Clear objectives and desired outcomes • Involve the physician • Action plan must be results-oriented • Staff participation

4. Audit Your Current Approach

5. Mix of Activities Depends On…

6. Balancing Employed vs. Non-Employed • Legal implications • What does your organization allow? • If you don’t have this guidance – ask for it

7. Sample Guidelines

8. - Functional on-boarding - Marketing strategy - Practice knowledge - Cultural orientation - Branding expertise - Manage the relationship - Educate on employee - Tools & messages for - Tools & messages for management/performance consumers physicians A Job for Everyone Physician Relations Marketing Human Resources Define accountabilities for other areas

9. When Do You Come In? Site Visit #1/#2 Offer Extended Projected Start Date Signed Contract Received Recruiter introduces On-Boarding Lead and other key points of contact Transition to Internal Leads

10. Hospital Orientation

11. Practice Orientation

12. Community Orientation

13. How Did We Do? • On-boarding team session • Did we meet the priorities and goals gathered from the new physician at the onset? • What were the barriers to scheduling the interactions? - How can we overcome those barriers next time? • Was the process handled orderly and seamlessly? - If not, what improvements need to be made? • Check with spouse and family

14. Ask the Physician • How was your experience? • What was most valuable? • What didn’t happen that you wish did? • What will be important to you as you continue your integration? • Insights starting from the early stages of recruitment?

15. Document For Next Time

16. Turnover Vulnerabilities • Tenure • Reason for departure • If moving, why? • Trends by specialty? By practice arrangements?

17. From On-Boarding to Practice Development The ultimate goal is to build a foundation to get the physician busy as soon as possible.

18. Increasing Practice Development SuccessCultivates Organizational Engagement Loyalty Hospital Engagement Revenue Patient Satisfaction Collaboration Payoff Practice Support Tools & Messages Visible & Present Administrative Attention Relevance Support

19. General Start-Up Assistance Increase Earnings Reduce Expenses Staff Management Training Increase Referrals Retirement Planning Budgeting, Expense Control Strengthen Management Skills Greater Ease of Business Establish Business Goals Expansion of Services More Free Time Marketing Marketing Adding Associates Capital Employee Productivity Different Needs at Different Stages 1 - 5 Years 15 - 30 Years 5 - 15 Years

20. Key Elements…straight from a doctor:Winning their Hearts and Minds • Excite them by positioning your organization’s initiatives as physician initiatives that result in better patient outcomes and/or improved physician satisfaction • Plan a social movement to change “This is how we practice here” • Use language that reflects the desired relationship • Chose the right messenger • Anticipate barriers

21. Announcements CME Programs Practice Evaluation Web Site Development Media – Paid and Earned Business Analysis Open House Events In-Practice Promotions Assessment with the Physician Direct Mail to Patients Hospital Engagement Hospital Engagement Interactions with Referring MDs Adjust and Repeat Social Media Presence Community Engagement Office Staff Engagement Brand Engagement Formalize Your Efforts Optimization Growth Start-Up

22. Physician Perspective & Buy-In • Expectations and future goals • Words to describe the position you would like to claim? • How and for what would you like to be known for? • Special clinical designations or certifications? • Where does your business come from? • What is important to you in a staff? • Value‐added services that will make the experience different? • What do you see as your role in marketing your practice? The physician needs to understand his role in this function

23. Customized Approach: By Specialty Positioning? Messages? Primary Care Referral Drivers? Benefits? Specialists Audience? Relationships? OP Surgeons

24. Each Practice Has a Unique Personality • Due diligence to understand the current dynamics • Model that stays true to the clinic’s personality • Engage the physician • Plan that is embraced by the other physicians and staff • System that tracks and measures progress

26. What Do You Want to Measure?

27. The Evolution of Metrics Strategic Focused Outcome Focused Activity Focused

28. Keeping the Plan Alive

29. Leadership’s Role in Retention • Lead a physician-centric culture – articulate the vision to all levels of the organization • Respond quickly to issues and needs • Involve them in decisions, ask for their input • Support leadership development • Recruit loyal mentors • Measure satisfaction of new physicians separately

30. Keys to Success • Smooth hand-off • Start strong • Customized by key criteria • Checkpoints along the way • Support their practice development • Family integration • Tweak as you go

31. Taking the First Steps

32. Thank you! Ann Maloleyamaloley@barlowmccarthy.com