August 2019 Houston Medical Journal

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . THA: Texas hospitals and health care providers must remain vigilant against measles, see page 8

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August 2019 • Volume 16, Issue 5 • $3.50

Ways to recruit a new physician

BY REED TINSLEY, CPA, CVA, CFP, CHBC You’ve run the analysis and know that not only do you need to hire a physician (or specialist, staff member, etc.), but you have the resources


Top 10 Hospitals with the Highest Value-Based Purchasing Scores see page 6

to support the addition. You’ve presented your findings to your partners, and they’re all on board. You’ve done your prep work, and you’re ready to dive into the recruiting process. The following is a sampling of the recruitment tools my clients have used in the past to help get you started: Direct mail Consider buying direct mail lists so they can target physicians in a specific specialty who might be willing to move to the area. If candidates you’re interested in are practicing medicine 10 minutes from the university where they earned their BS and MD degrees, chances are they’re attached to that location. But if there are physicians on this list who attended medical school or completed their residencies in your area and are practicing across the country, they might be willing to consider uprooting for a position in your practice. For physicians, the first choice about whether to make a move is about vicinity, then practice opportunities. You’re targeting people who are already familiar with the area and are more likely to make a change. Site visits Site visits can be expensive, but they’re also a great way to impress a candidate you’re trying to woo. Instead of inviting only the physicians for a site visit, increase this line item in your recruiting budget and invite the whole family. Even if paying for the extra lodging, meals, and transportation limits


Legal Affairs....................2

HR Insights......................3

Integrative Medicine.......4


Moving On Up................9

the number of physicians you can afford to honor with site visits, however, it makes more sense to go all-out for your top choices than to offer less to many candidates who aren’t as appealing. The right leader If you’re planning on appointing a member of your staff to lead the recruiting process, don’t underestimate the power of picking the right person. The person in charge should possess the following: • Good listening skills • Time to perform initial screens • An understanding that his or her job isn’t just to fill the position, but to fill the position with the right person • The ability to articulately address any of the candidate’s concerns • The ability to ask candidates questions in a way that develops a rapport, but also determines the candidate’s wishes, the extent of the candidate’s clinical expertise, the candidate’s potential fit

with your practice’s culture, and the needs of the candidate’s family. External recruiters If your staff are so crunched that handling the re¬cruiting process in-house might swamp them, consider hiring an external recruiter. Not only can recruiters pre¬screen candidates, but they can also listen to your needs and help you evaluate them. As outside observers, re¬cruiters may be in a better position to illustrate how you might be better served by a half-time physician rather than a full-time physician, for example. Sourcing services These services call candidates on behalf of the group. By using sourcing services, your practice can target candidates who weren’t looking to switch jobs and wouldn’t otherwise have known about the position. Generally, these services research the physician’s home information and then call them when they’re more likely to have the Please see FINANCIAL PERSPECTIVES page 10

. . . . . . . . . . . . Integrative Medicine, non-pharmacological treatments for chronic pain, and update on CBD oil see page 4

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