RECRUITING HOSPICE AND PALLIATIVE MEDICINE (HPM) PHYSICIANS IN A TIME OF SHORTAGE

Prepare for the long haul. Identify both current and future needs, and develop a plan for adding physicians as milestones are reached. Along the way, we serve as your “talent scout” through continuous sourcing or “talent relationship management” deploying advanced technological tools.

Out-recruit the competition. Except for a fellow, the physicians recruited will be pulled from someone else’s staff. In labor markets marked by scarcity of specific competencies, highly focused and effective recruiting methods are paramount. Development of intellectual capital needs to be a strategic continuous activity, supported with readily available on-demand resources rather than a reactive fill-a-position activity. We maintain intelligence on competing practices and physician market issues to provide insights that inform future program development.

Define expected outcomes.Clarifying expectations through established performance-based practice descriptions is essential. These opportunity profiles emphasize the results required of a physician, rather than the attributes the physician needs to have. In preparing the profile, we ask “What does the physician considering this opportunity need to accomplish in order to be successful?” We utilize an “economy of the intellect ” model to understand position expectations and define performance measures. Obtaining consensus from stakeholders on the top five performance measures is key.

Capture attention of prospects. With a solid understanding of how the best palliative medicine specialists seek practice opportunities, sourcing efforts can be narrowed to the most productive channels. We help in positioning the incentives and practice styles that are most attractive to physicians. Each opportunity must be conveyed with enthusiasm to help candidates envision their expected contribution to the practice or program. Candidates will know what makes this particular opportunity a “winner”. In a competitive market favoring the candidate, “practice opportunity branding” can tilt the scales toward the hiring manager.

Efficient screening of candidates. In-depth evaluation interviews with each screened candidate to assess the potential for success within the program are key to deciding which prospects rate a visit. To this end, we seek to match candidate competencies and motivations with practice opportunity performance criteria. We handle the initial interviews so as to screen out marginal candidates, saving thousands in interviewing costs. Before extending an invitation is extended, we assess the candidate’s personal and professional needs presently not being met. All information we gather  is compiled into a Candidate Synopsis.

Timing and urgency are crucial. We understand what physician candidates want to know. Each step of the process needs to run like clockwork, leaving nothing to chance. A well-oiled decision making process ensures that a solid candidate is not lost to procrastination or internal inefficiencies. Firm offers, with contracts ready to go following the final visit, are essential.