Long-term “Courtship” Recruitment

1. Long-term “Courtship” Recruitment Allison McCarthyPrincipal Barlow/McCarthy

2. Just Not Enough GME expansion will only reduce shortage by 54,000 AAMC Center for Workforce Studies, June 2010 Analysis

3. Future Success • Enough primary care • ACA fulfillment • PCMH orientation • Differentiation • Professional opportunity • Systems of care • Be more selective • Quality incented • Team orientation • Evidence based approaches • Tech savvy • Plan ahead more

4. 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)

5. Patterns by Region Source: Association of American Medical Colleges

6. 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 recruit

7. 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 NC • Collegiate Fellows Program – Southwestern Medical Center • Nine week summer internship • 25 undergraduate students selected • Placed throughout hospital and work 40 hours/week • Complement academic learning

8. 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” classes • Experience through shadowing, internships, summer jobs or volunteering • Science fair awards at local, regional, state levels • “Show and Tell Career Fairs” • Science class lectures

9. 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 other • Ongoing interactions with program leadership • Some programs list residency selections during Match • Establish reasons for med schools to offer information • Scholarships and other similar financial offers • Career information and/or counseling support for training decisions • Special employment offerings for medical students between years one and two

10. Case Example • Serves five state region with 230+ facilities • North and South Dakota, Minnesota, Iowa and Nebraska. • Includes 506 bed AveraMcKennan Hospital and University Health Center in Sioux Falls • 40+ other hospital facilities (75-100 beds) gets internal recruitment team support • Recruitment begins with medical students • Constructed prospect database and regularly communicates with future physicians tied to region • Annual match lists used to identify prospects • Prospect group included in medical staff gifts i.e. holidays and Doctors Day

11. AveraHealth con’t. • Annual medical school scholarships • 32 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

12. Efforts with Residents • Going beyond sending flyers to offices • Using internal stakeholders to make leadership connections • Invite program coordinators to participate • Hosting events • Boston Garden • North Carolina Zoo • System-wide career fairs • “Transition from Residency/Fellowship to Practice” • 12 to 15/year; multiple specialties, all training years • Connect to other opportunities; ask for referrals in return • Dedicated recruitment FTE

13. 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.

14. Medical Staff Rolling Need Analysis Recruitment Planning Process Recruitment Need % of pipeline fill • Filters: • Strategic Plans • Physician Support • Operational/Financial Readiness • Market Attractive Offering Prospect Database % solicited from market • Filters: • Supply/Demand Adjustments Three – Five Year Sourcing Plan

15. Other Reason for Long Term Recruitment… ...Change “Who” We Recruit Future physician practices will need to: • Deliver greater value • Improve patient experience and satisfaction • Improve patient adherence to treatment • Improve patient self management • Work in care systems • Manage population health • Use technology to share information • Perform to defined measurements • Use network resources

16. Future “Fit” Requirements 2012 Survey by The Medicus Firm

17. Shifts in Recruitment Strategies Retool the Effort From physician recruitment to practice recruitment Quality over quantity More targeted and focused Broader involvement Progressive practice environments

18. 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. __________________

19. 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 commitment • Dedicated time/energy on relationship building • Annualize activities for recognition • Long-term investment

20. Thanks! Allison McCarthy508.394.8098amccarthy@barlowmccarthy.com