journal of aspr - fall 2013
DESCRIPTION
Fall 2013 issue of the Journal of the Association of Staff Physician RecruitersTRANSCRIPT
In This Issue:
Telemedicine: Bringing specialized care to a hospital near you
Immigration: Tools for long-term retention
Social media: Learn your limits online
JASPRJournal of the Association of Staff Physician Recruiters
The Only International Organization Exclusively for In-House Physician Recruitment Professionals
Fall 2013
Volume 20, Issue 4
2 Journal of the Association of Staff Physician Recruiters
Fall is here, my favorite season of all, and with it comes two constants: change and football! In Pennsylvania, the leaves are turning vibrant shades of red, gold, and orange; the
air has changed from hot and humid to crisp and cool; and the harvest season has offered us a wealth of fresh produce to stock our cupboards for months. My job will even be changing! Geisinger Health System and Lewistown Hospital have merged after partnering for years in different areas in and around the community. This new relationship creates an exciting change in my life and offers me the outstanding opportunity to work with Geisinger’s brilliant team of recruiters in Danville, PA. I’ll be writing more about my experience with this job transition in an upcoming issue of JASPR. Meanwhile, let’s talk about the other constant, football!
This year, my husband and I had the opportunity to go to the first Penn State home game of the season. As you can imagine, fans were filled with anticipation, and the energy was high. As an alumnus, seeing the campus again filled me with
By Miranda Grace, FASPR, Physician Recruiter, Geisinger Health System, [email protected]
Permission must be obtained before reprinting any article appearing in the Journal of the Association of Staff Physician Recruiters (JASPR). To obtain this permission, please contact Maddie Wagner in the ASPR office directly at 800-830-2777.
The Journal of the Association of Staff Physician Recruiters (JASPR) is published quarterly for members of ASPR by the Association of Staff Physician Recruiters and Ewald Consulting, 1000 Westgate Drive, Suite 252, St. Paul, MN 55114.
Phone: 800-830-2777 Fax: 651-290-2266Email: [email protected]
Unless stated, comments in this publication do not necessarily reflect the endorsement or opinion of ASPR or Ewald Consulting. The publisher is not responsible for statements made by the authors, contributors, or advertisers. The publisher reserves the right to final approval of editorial and advertising copy in this publication.
Reprint Policy From the Editor
nostalgia that was exciting, and at the same time, left me longing for college days! As we made our way through the campus, we saw a group of Penn State staff members chauffeuring a potential football recruit. He and his parents were getting a tour of the campus and learning of its rich history. As I watched this, it got me thinking…what can physician recruiters learn from college football recruiters? What are the similarities? What are the differences?
When I returned home, I decided to satisfy my curiosity by visiting with our local high school football coach, George Miskinis. I asked the coach if he could share the ins and outs of college football recruitment with me. I learned a great deal about the recruitment process, its parallels to physician recruitment, and its perks. The most notable lesson I learned from the coach, was that the more rounded the students are, the more flexible they’ll be to go to any location and be successful. I find this to also be true for physicians. The better prepared physicians are from their residency or fellowship training, the more confident they’ll feel working in any setting.
Some of the other similarities I noted involved the interview process, the benefits offered to students, and brand name recognition. Social
November 20 Diversity, Inclusion & You: Understanding
Your Role Live online webinar | View more info
December 6 Deadline for Presentation Proposals for
2014 ASPR Annual Conference View more info
January 29 What’s in Your Sourcing Toolbox? Live online webinar
February 26 Screening Candidates and the Law Live online webinar
Calendar
From the Editor continued on page 5
Fall 2013 3
Articles Page
2013 ASPR Annual Conference highlights ..........7
Rader named Volunteer of the Year ....................10
Lindblom selected for Lifetime Achievement
Award ............................................................................... 11
Wagner hired as ASPR Communications and
Marketing Coordinator .............................................. 12
New ASPR board member welcomed .................. 14
Telemedicine: Bringing specialized care to a
hospital near you .......................................................... 16
Immigration: Tools for long-term retention ...... 17
Physician recruitment and retention: Factors
affecting expectations and reality ....................18
Social media: Learn your limits online ................19
ASPR Updates/Features/OtherCalendar .............................................................................2
Letter from the Editor ................................................2
President’s Corner .........................................................3
ASPR Fellows, Diplomates, & Associates ...........4
Letter from the Executive Director .......................4
Corporate Contributor listing .................................5
ASPR webinars available on-demand ................ 15
Member profile: Julie Goetz, AASPR ................20
ASPR leadership profile: Jake Shimansky ........21
ASPR Employment Hotline ................................... 22
ASPR Chapter Updates:
Academic In-House Recruiters (AIR) ........... 24
Onboarding and Retention (OAR) ................. 25
Southeast Physician Recruiter Association
(SEPRA) ...................................................................... 25
ASPR 2013 Benchmarking Report Executive
Summary ..................................................................... 26
Corporate Contributor features ........................... 28
Board of Directors & Committee Chairs .......... 38
Editor: Miranda Grace, FASPR
Contributing Editor: Lori Jackson Norris, FASPR
Publisher: Laurie Pumper
Inside This IssueBy Debbie Gleason, FASPR, ASPR President, Physician Development Administrator, The Nebraska Medical Center, [email protected]
President’s Corner
For many years now, we have been hearing about service excel-lence and service recovery from a customer service perspective in other industries. More
recently, patient experience has become a focus in the healthcare industry as we move from patient satisfaction to the next tier of excellence. Likewise, the profession of physician recruit-ment requires the same level of attention to world-class service.
As in-house physician recruitment profes-sionals, we serve a variety of customers, both internal and external. From the internal perspective, we serve our board of directors, C-suite administrators, directors, and managers. We serve physicians within our organizations in a variety of specialties, locations, and depart-ments. Consequently, we are often a resource to external administrators, staff physicians, program directors and coordinators, residents and fellows. Most importantly and within our direct line of sight are our physician and advance practice provider candidates, as well as our prospective candidates.
We benchmark with our colleagues to create, modify, and enhance our physician recruit-ment processes to identify best practices. We coordinate carefully with other organizational departments such as human resources and medical staff services to make sure that we work in concert with them. As in-house physician recruitment professionals, we often serve a consulting role with our “customers.” Yet, who
among us hasn’t had our process side-stepped or go awry? If you routinely schedule onsite inter-view days that go perfectly as scripted, I must tell you that I’m envious. I’ve found myself often wishing that, just once, we’d have a position open smoothly…with all the components of the position description delineated; compensation model determined; mentoring ready to roll; and onboarding falling into place as beautifully as it is laid out on my flow chart. Perhaps this sounds like a fantasy to you, too! Then, I return to the reality of why I love what we do.
The truth is, our jobs are relationship-driven and revolve around providing a positive, memo-rable experience for our candidates and those for whom we work. Being knowledgeable about our industry and the dynamic forces at play is crucial to maximizing the resource capability you provide. I encourage you to be ready to flex with the needs of all your customers. Keep your-self sharp by continuously availing yourself of the educational opportunities that are presented through ASPR, as well as through reading, researching, and learning on your own. Know your business, the industry and your custom-ers in order to prepare yourself to go above and beyond when the opportunity presents itself. Honestly, isn’t there satisfaction in having the skill and resources to anticipate customer needs, successfully troubleshoot, and orchestrate modifications on the fly? Keep your eyes on the service excellence target to set yourself apart and bring personal reward and satisfaction along the way. In closing, allow me to enhance the time-honored Boy Scout motto: “Be prepared…to serve!”
4 Journal of the Association of Staff Physician Recruiters
By Jennifer Metivier, MS, FASPR, ASPR Executive Director, [email protected]
It was great to see so many of you in Tucson at the 2013 ASPR Annual Conference in August! There were approximately 380 attendees and more than 80 exhibiting organizations this
year. The Education Committee did a fantastic job once again in planning and implementing educational sessions for both new and experienced physician recruiters. A recap of the conference is included in this issue of JASPR as well as in the conference section of our website. Don’t forget to mark your calendars for the 2014 ASPR Annual Conference, which will be held August 23-27 at the Hyatt Regency Minneapolis.
On behalf of the ASPR Board of Directors, I’d like to thank the Education Committee co-chairs, Joelle Hennesey, FASPR, and Robin Schiffer, FASPR, as well as the entire Education Committee and staff of ASPR for orchestrat-ing an incredible conference! The teamwork among this amazing group of people was greatly appreciated by all who attended the conference. I would also like to express our gratitude to our conference sponsors and exhibitors, for without their support we could not have orchestrated such a successful event. Thank you!
The ASPR Board of Directors was pleased to present this year’s Lifetime Achievement Award to Scott Lindblom, FASPR, Dean Clinic, Madi-son, WI, at the annual conference. Scott was honored with a plaque and a photo montage for his distinguished career and significant contri-butions made to the field of in-house physician recruitment. Scott’s acceptance speech can be found in this issue of JASPR. The board was also pleased to present this year’s Volunteer of the Year Award to Kate Rader, UT Southwest-ern Medical Center, Dallas, TX. Both of these members have volunteered and dedicated a great deal of time and hard work to ASPR over the years. Congratulations to both Scott and Kate!
Letter from the Executive Director
Congratulations are also in order to our new committee chairs who assumed their roles at the ASPR Annual Business Meeting. Caroline Stef-fen, AASPR, DuPage Medical Group, Downers Grove, IL, has assumed the co-chair position for the Membership Committee. Caroline is replac-ing Maddie Wagner, FASPR, Reading Health System, Reading, PA. Maddie is moving into a new role with ASPR. We also welcome Jennifer Barber, FASPR, OSF Healthcare System, Peo-ria, IL, as the new co-chair for the Education Committee. Jennifer is taking over for outgoing co-chair Joelle Hennesey, FASPR, to work with the Education Committee in planning the 2014 and 2015 annual conferences.
As a reminder, beginning in 2015, the ASPR Annual Conference will be held in May. Please plan accordingly if you are on a July 1-June 30 budget cycle — as there will be two conferences during that fiscal year. We will celebrate ASPR’s 25th anniversary at the 2015 annual conference in Orlando, FL, where we’re planning some exciting celebratory events! Mark your calen-dars!
We are pleased to announce that the 2013 ASPR In-House Physician Recruitment Bench-marking Report is now available. We originally anticipated its release in August, but due to some extended time required to analyze the new budget data collected this year, there were some unanticipated delays in finalizing the report. We appreciate your patience and hope that the report provides you with valuable data to assist you in evaluating your recruitment processes!
As always, I look forward to hearing any thoughts, suggestions, ideas, or comments from you!
Congratulations to the following Fellows who have achieved certification and the Diplomates and Associates who have achieved designation since June 1, 2013.
Fellows (FASPR)Jennifer Barber Mark BarclayAisha deBerry Vicki Jean FinnellBridgett Gawlik Miranda GraceJessica Hall Lori HalulaKatherine Harris Nimet JacksonSandy Jones Randy KammTherese Karsten Carol Koetting- Rich Lynch FreemanCorey McDonald Stacy Pedersen Aymee Quinn Corey Roy Eric Snipes Karla Southworth Adam Tabor
Diplomates (DASPR)David Aragon Daniel BastleJohn Cerniglia Cathy FangmanJamie Groy Cris HeiserHeidi Henry Tony MatrangaCathy Mooney Deanna ReedJennifer Semling Lisa SmithMonica Young
Associates (AASPR)Kip Aitken Angela BallBonnie Barton Samantha BaumerBrenda Bennett Lisa CareyBeth Davis Kit DavisMelissa Godfrey Linda GommesenKathy Gresham Jamie HainesCarolyn Jacobs Sara JaquishLynne Kosloski Amber NucklesJan Reid Tommy ScalesRonnie Shaw Kimberley ThomasMaria VanDyke John VillacisJodi Wical Samuel Wright
ASPR Fellows, Diplomates, and Associates
Fall 2013 5
ASPR recognizes and thanks our Corporate Contributors
For product and contact information on these companies, go to the “Corporate Contributors” page of the ASPR website (www.aspr.org).
Gold Contributorsab+cCejka SearchCompHealthThe Delta CompaniesDocCafe.comHEALTHeCAREERSThe INLINE GroupJackson & CokerJAMA Network & JAMA Career CenterMDLinx.comMerritt HawkinsNew England Journal of MedicinePracticeLinkPracticeMatchSt. John AssociatesVISTA Staffing SolutionsWeatherby Healthcare
Silver ContributorsAHACareerCenter.orgAmerican HealthCare Services AssociationContact PhysiciansEnterprise Medical Servicesleapdoctor.comLocum LeadersWolters Kluwer Health | Lippincott Williams
& Wilkins
Bronze ContributorsA. Arnold World Class RelocationAccuCheck InvestigationsAmerican Academy of Family PhysiciansAmerican Academy of NeurologyAmerican Academy of Orthopaedic SurgeonsAmerican College of PhysiciansAmerican Medical AssociationAureus Medical GroupDoximityFidelis PartnersHospitalRecruiting.comIMNG Medical MediaLocumsMartLocumTenens.comMedical Doctor AssociatesMedical Marketing ServiceThe Medicus FirmOnyx M.D.PhysicianCareer.comPracticeAlertReality Check ScreeningRosmanSearch, Inc.Siskind Susser, PC – Immigration LawyersStaff Care
media even plays a part in college football recruitment! From start to finish, the college recruitment process can take years. Beginning as early as middle school, recruiters identify athletic ability and project a student athlete’s eventual physical stature based on current build and frame. Likewise, physician recruiters begin to reach out to students as early as high school age who are interested in learning about a career in the field of medicine.
Coach Miskinis also shared with me that juniors in high school will sometimes begin to work on a highlight tape that they send out to schools across the country during their senior year. Much like a CV, these tapes feature their strengths and abilities on the field. After coaches and recruiters decide who they want to pursue, interviews are conducted onsite, similar to what physician recruiters do with their onsite hospital visits. During these interviews, students often meet with the head coach, go on tours of the institution, and learn more about the academic programs. On occasion, scholarships are offered, similar to sign-on bonuses, intended to entice students to attend a particular school. Finally, Coach Miskinis explained to me that top ranking schools with a higher job placement
rate have an easier time recruiting star athletes. The same could be said for well-known hospitals and health systems. Though it’s difficult to recruit physicians everywhere, prestigious organizations that have a lot to offer sometimes have the advantage.
I know that change and football are here to stay. I appreciate both and have learned to go with the flow, facing each obstacle as if I’m a linebacker chasing down the quarterback. I have come to learn, “there can be change without progress, but not progress without change.” I hope you’re embracing the changes in your life, you never know when a victory is just beyond your sight!
From the Editor cont’d from page 2
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Fall 2013 7
The 2013 ASPR Annual Conference in Tucson, AZ, was a great success! Approximately 385 attendees and more than 80 exhibitors were at the conference. Thank you to all who attended and supported this event!
The conference kicked off with the ASPR Fel-lowship Programs. The Physician Recruitment 101, 201, and 301 modules were offered on Saturday and Sunday. These modules and subse-quent exams lead members to become certified as Fellows of the Association of Staff Physician Recruiters (FASPR). More than 220 attendees took advantage of being in Tucson and attended the modules over the weekend.
Monday morning began with keynote speaker Mark Scharenbroich, CSP, CPAE. Scharenbroi-ch’s “Nice Bike” presentation was highly moti-vating and provided conference attendees with an energetic start to their day. Scharenbroich discussed the importance of acknowledging, honoring, and connecting with others in build-ing strong relationships with people. He shared humorous stories that made attendees remem-ber key messages about utilizing listening skills and having a positive outlook. Phrases such as “Stop, drop, and listen” and “Stop counting crayons and just draw pictures” were scratched on notepads throughout the room.
Monday afternoon offered six breakout sessions and attendees were able to choose sessions from within three Learning Tracks: “Market-ing and Sourcing,” “Trends in Healthcare,” and “Adding Value: Other Duties as Assigned.” Topics ranged from a presentation by MGMA on designing a physician compensation plan that works to an in-depth session on screening candidates and the law.
2013 ASPR Annual Conference highlights By Jennifer Metivier, MS, FASPR, Executive Director, ASPR, [email protected]
The informal roundtable sessions held at the end of the day on Monday were an excellent way for our attendees to network with their colleagues while discussing topics that might not otherwise be addressed in the breakout sessions. Topics included challenges and opportunities for multi-specialty groups and how to build bridges to the residency programs, among others.
Tuesday began with a fun-infused keynote presentation delivered by Dr. Tray Dunaway. Dr. Dunaway began his presentation in a suit, but quickly transformed into a surgeon wearing his scrubs right before our very eyes. In “Connecting the Dots in Healthcare,” Dr. Dunaway discussed how payers, staff, physicians, hospitals, patients, community, and others interact with one another and the importance of connecting all of these dots. He pointed out that healthcare reform is bringing us more change, more complexity, more benchmarking, more value emphasis, and more direction — which all result in us being less connected. It’s up to us to make connections with others. He suggested that ASPR can help by establishing the opportunity to exchange ideas and to develop collaborative intelligence to help us all improve our performance. He concluded with a photo montage of some of our members
Conference Highlights continued on page 8 Keynote presenter Mark Scharenbroich shared his message in a humorous way.
2013 ASPR Leadership Team
8 Journal of the Association of Staff Physician Recruiters
and a song focused on the importance that all in-house physician recruitment professionals play in delivering healthcare to the communities across our country.
The remainder of Tuesday included the ASPR Annual Business Meeting where President Scott Manning, FASPR, and Executive Director Jennifer Metivier, FASPR, provided key annual highlights on programs and activities accom-plished by the board of directors and commit-tees. Board members, committee co-chairs, and committee members were recognized for their hard work and dedication.
The Lifetime Achievement Award was presented to Scott Lindblom, FASPR. The Volunteer of the Year Award was presented to Kate Rader. Forty-eight newly certified Fellows were also recog-nized for accomplishing the highest designation available within ASPR. And last, but not least, ASPR Corporate Contributors were also pre-sented plaques to recognize them for the support that they provide to our association.
Tuesday also included three tracks of breakout topics with nine topics for attendees to choose from. These ranged from how technology can change recruit-ment to a humorous yet informative session on 4:1 — recruit, onboard, orient and retain by one of our own ASPR col-leagues, Jim Zache.
The day concluded with a fun-filled social event at Old Tucson Studios where the attendees enjoyed a western barbeque and line dancing in the setting where many famous movies and TV shows have been filmed over the years. Guests had to take cover during a feisty shoot-out in the middle of town!
The third and final day of the Conference was kicked off with “Physician Recruitment in the Post-Reform Era,” a presentation from Shane Foreman, CEO and Founder of 3d Health, fol-lowed by four additional breakout options. Fore-man’s informative presentation provided details on health care reform, patient protection, and the Affordable Care Act. He discussed the expected increase in concierge medicine and physicians running micro practices. He also reviewed the future of evidence-based medicine and offered a detailed look at medical staff development plans.
Several ASPR chapters held business meetings over the course of the annual conference. Aca-demic In-House Recruiters (AIR), Onboard-ing and Retention (OAR), and the Southeast Physician Recruiters Association (SEPRA) all conducted fruitful meetings.
Enormous thanks go out to ASPR Educa-tion Committee Co-Chairs Joelle Hennesey, FASPR, Manatee Healthcare Systems, Bra-denton, FL, and Robin Schiffer, FASPR, MedCentral Health System, Mansfield, OH, for orchestrating such an amazing conference!
Conference Highlights cont’d from page 7
New ASPR Fellows
A huge thank-you also goes out to the entire Education Committee including Deborah Akins, FASPR; Jennifer Barber, FASPR, PHR; Lauren E. Beckstrom, FASPR; Amy Burns, FASPR; Judy Brown, FASPR; Kamala Carl-berg, AASPR; Paul Charkowski, FASPR; Vicki Finnell, FASPR; Emily Glaccum, FASPR; Debbie Gleason, FASPR; Kathy Gresham, AASPR; Marci Jackson, FASPR; Allen Kram, FASPR; Scott Manning, FASPR; Carol Rash, AASPR; Melody Roccaforte; Craig Stanley, MA, AASPR; and Angela Van Ginkel.
The teamwork of this amazing group of people is greatly appreciated by all who attended the conference! Thank you!
Mark your calendars for the ASPR 2014 Annual Conference, which will be held August 23-27, 2014 at the Hyatt Regency in Minne-apolis. We hope to see you there!
See more conference photos on page 34.
Fall 2013 9
Annual Conference moving to May in 2015 – budget implications The next ASPR Annual Conference will be held in Minneapolis,
MN, August 23-27, 2014. Last fall, the ASPR Board of Directors
announced a move of the annual conference from August
to May beginning in 2015. This date change may have some
budget implications for those of you on a fiscal year of July
1 to June 30, as there will be two annual conferences during
that time period. If you are able to attend the ASPR Annual
Conference on an annual basis, please keep this information in
mind as you develop your budget for the 2015 fiscal year. We
look forward to seeing you in Minneapolis!
Want to develop your leadership skills?
The ASPR Volunteer Development
Program is designed to help match
members to volunteer opportunities
and to provide professional develop-
ment resources to members to prepare
them for leadership roles within their
organization, ASPR, and our industry.
ASPR’s Volunteer Development Portal
is a place where you can volunteer for
projects that fit your interests, exper-
tise, and schedule. You will also find a
wealth of information to develop your
leadership skills to excel as a leader in
your organization, in ASPR, and in the
physician recruitment and retention
industry.
Check out the Volunteer Opportunities
job board to see what short term and
long term projects are available that you
might be interested in getting involved
with. Add your name to the Volunteer
Match database and tell us what your
interests and skills sets are so that we
can contact you if a new opportunity
arises that matches what you’re looking
for. Visit the Professional Development
Resources section to get suggestions on
books to read, webinars to watch, and
other resources to help you further your
professional development.
You can find the Volunteer Develop-
ment Portal in the Member Resources
section of the ASPR website. We invite
you to check it out today!
10 Journal of the Association of Staff Physician Recruiters
Rader named Volunteer of the YearThe purpose of the Volunteer of the Year Award is to recognize and honor an ASPR member for significant contributions made as a volunteer over the past year. Rader has made significant contributions to ASPR over the past many years and is both a role model and an inspira-tion for others.
Rader has been extremely involved with the development of the Onboarding and Retention Chapter (OAR) over the last 12 months and is the current president of OAR. She has also been an active member of the Academic In-House Recruiters Chapter (AIR) as well head-ing up AIR’s Membership Committee. Rader has also been an active member on the ASPR Membership Committee and is currently co-chair of the ASPR Chapter & Regional Relations Committee.
Donna Ecclestone, FASPR, current AIR President and ASPR Secretary, is thrilled that Rader is this year’s award recipient, “Kate has contributed so much to the special interest chapters of AIR and OAR, serving in leadership
roles in both organizations from their develop-ment. She’s a pleasure to work with because she is personable and positive. She will ‘dive in’ when needed and when she is leading a team, she continuously provides support and encourage-ment to her team members to reach their goals.” Christopher Kashnig, co-chair of the Chapter and Regional Relations Committee with Rader, echoed this praise, “Kate gave her heart and soul to ASPR chapter development this past year. She served as President of the Onboarding and Retention (OAR) Chapter, was active in the Academic In-House Recruiters (AIR) Chapter, and also agreed to be co-chair of the Chapter and Regional Relations Committee with me. Kate brings an enthusiasm to ASPR that is infec-tious to other recruiters. I can’t think of anyone who deserves the ASPR Volunteer of the Year Award more than Kate.”
As a result of her dedication and hard work, Rader has made significant contributions to ASPR that have positively impacted all mem-bers. Follow in her footsteps and volunteer today!
Congratulations to Kate Rader, Manager, Recruitment Coordination Services, UT Southwestern Medical Center, Dallas, TX, who received the Volunteer of the Year Award at the 2013 ASPR Annual Business Meeting!
Fall 2013 11
Lindblom selected for Lifetime Achievement Award
Congratulations to Scott Lindblom, FASPR, Director, Medical Staff Services at Dean Clinic, Madison, WI, who received the ASPR Lifetime Achievement Award at the 2013 ASPR Annual Business Meeting!
The purpose of the Lifetime Achievement Award is to recognize and honor an ASPR member for a distinguished career and for significant contri-butions made to the field of in-house physician recruitment. Lindblom has made significant con-tributions to ASPR over many years and is both a role model and an inspiration for others. He has demonstrated a lifetime commitment to advanc-ing the field of in-house physician recruitment.
Lindblom is one of the original ASPR members, holding membership since 1990. He has held several leadership roles within ASPR, including: Member, Fellowship Committee: 2012 - Pres-ent; Member, Board of Directors: 2010-2012 and 1997-1999; Member, Regional Relations Committee: 2010-2012; Member, Benchmark-ing Committee: 2009-2012; Chair, Strategic Planning and Bylaws Committee: 2001-2009; Past President, Board of Directors: 2000-2001; President, Board of Directors: 1999-2000.
Lindblom was also a co-founding member of the Wisconsin Staff Physician Recruiters Association (WSPR). He is a regular speaker for the ASPR Fellowship Program and has frequently pre-sented at ASPR annual conferences and regional conferences. Lindblom’s volunteerism doesn’t stop within his professional world; he is also a dedicated volunteer fireman (Battalion Chief ) for the Middleton Fire District, Middleton, WI.
View a video photo montage that was played at the Annual Business Meeting honoring Lindblom.
I am very honored and grateful to receive this award. I guess a lifetime achievement award must also mean that I am kind of old.
In fact, during the past few weeks I have had a few age related events … I turned 50 and actually thought I was doing pretty well until my 11-year-old daughter told me that she knew I was old because I was starting to get wrinkles around my eyes. But she quickly followed up with, “don’t worry, I saw some eye cream on TV that will help make them go away.” My other birthday greetings included a call from our GI department noting they we’re looking forward to having me come in for a colonoscopy and the American Associa-tion of Retired Persons sent me my AARP Membership Card.
There is no doubt now that this special award will help make the memory of those bad events go away.
Since 1990, you could say that ASPR has aged — and even though we may not want to admit it, we all have. But it is important to recognize that age is not a bad thing... Age improves compound interest, fine wine and also ASPR.
When I started as an in-house recruiter in 1986, it was a bit awkward as there were so few of us. From an industry perspective, in-house recruiters were unknown as it was the era of physician search firms that led the way.
With the creation of ASPR, we had some-thing to hold on to — and with it came a great desire to learn, network and ask each other for help. We knew we would be better and stronger together rather than alone. Our beginning was humble, as we were seen by some as uneducated and “lesser than.” Most likely they were right about our skills and depth of knowledge, but what these people
did not know or see was our strong persistence and unwavering determination to succeed.
We have evolved as an organization from the early years. One of our early annual conferences was held in Kansas City with one meeting room and just a few exhibitors with small tables outside of the main room. I recall the general membership meeting held at that meeting with all conference attendees present.
It was not long after that meeting that I got involved in volunteering with ASPR. I, along with the many other volunteers over the years, spent a fair amount of time in meetings and conference calls. These meetings were not always easy. As you can imagine, everyone on the board or committee had his or her own opinion and sometimes it was as pretty strong. But, in the end we always agreed on the best decision knowing that it would benefit our membership and make ASPR better.
As an organization and a profession, we are now well known and sought after for advice. Professionally, we evolved from holding positions known as recruitment assistants or coordinators to managers, directors and VPs. We are now recognized by our executives for our knowledge and expertise. As Thomas Huxley said, “The rung of a ladder was never meant to rest upon, but only to hold a man’s foot long enough to enable him to put the other somewhat higher.”
It is important to know where we have come from, what we have learned from our past and our plans for the future. Because of our mutual persistence and determination, we have reached this level of success. But remem-ber that we will always need to keep learning new things, getting better and reaching new heights.
Lindblom’s Acceptance Speech
Lindblom’s Acceptance continued on page 12
12 Journal of the Association of Staff Physician Recruiters
Wagner hired as ASPR Communications and Marketing Coordinator
resigned from her role as a member of the board effective September 17 as a result of accepting this new position. The Board of Directors will appoint a replacement in the coming weeks.
In her role as the Communications and Market-ing Coordinator, Wagner will be responsible for the development and implementation of ASPR’s communications and marketing plans. She brings a great deal of breadth and experi-ence to this position. Wagner has been in the field of physician recruitment for the past six years and prior to that held various marketing positions in the healthcare and technology industries. She holds a bachelor’s degree with a dual concentration in management and market-ing from Alvernia University, and a master’s degree with a focus in Marketing from Lehigh University. She also holds both FASPR and CMSR certifications and is pursuing a certifi-cate in website development. In addition to
ASPR is pleased to announce a new addition to our staff. Maddie Wagner, FASPR, accepted the Communica-tions and Marketing Coordinator position and began work on October 21. Wagner’s
name may sound familiar to many, as she has been a member of ASPR and previously was a medical staff recruiter at Reading Health System, Reading, PA. Wagner has served as a volunteer for ASPR for several years. She was a member of the ASPR Membership Commit-tee and also served as the committee’s co-chair. She was elected to the ASPR Board of Direc-tors in spring 2013 and began her role as Vice President of Engagement in August. Wagner
What makes ASPR special is our genes, culture, emotions and easy access to group therapy. Being a volunteer has always been fun and rewarding, because of the opportunity to work with so many other talented individuals who have helped make ASPR what it is today. It is truly an organization that will give you a 100% return on the personal investment you make through volunteering.
I am very thankful for the great friendships I have gained through ASPR; in fact, they seem to get better every year. This year was a bit unique, though, as I received a text from one of those good friends after I returned to my room the other night from the bar. The text said, “goodnight and I miss you and love you.” This no doubt made me feel a little awkward because we are both married. For-tunately, moments later I got another text saying, “oops sorry that was meant for my husband.” I was greatly relieved.
We have excellent leadership in place at ASPR, with Jen as our executive director, Debbie now lead-ing our exceptional board and our distinguished committee chairs. But even though we have a great
her skills in communications and marketing, Wagner has extensive experience working with volunteers not only with ASPR, but also with the American Cancer Society.
ASPR posted this new position in August on the ASPR Physician Recruiter Job Board, in the ASPR Weekly, and also on LinkedIn. We received applications from 21 people, six of whom were members of ASPR. Nine of these candidates were requested to submit writing and editing samples for review by a screening committee. Of these nine candidates, three were selected for interviews.
We greatly appreciate the many volunteer hours that Wagner has dedicated to ASPR over the past several years and are extremely excited to have her join the ASPR staff !
leadership team, we will always need new volunteers to come forward as future leaders. I challenge each of you to continue your professional development and be involved in ASPR. We all need to continue to drive to make ASPR and our profession stronger.
We have a proven niche in the healthcare indus-try, and now more than ever we are needed to help our physicians and organizations in the changing world of healthcare.
Over the years, I have had many opportunities to share both the joys and the challenges of my job and being a physician recruiter with my wife. During the few times when things were challeng-ing, my wife always gave me the same, well-appreciated advice: “If something is not fun, you should not do it; but most importantly you need to do what you love and love what you do.”
I am happy to tell you that being part of ASPR has always been fun and I have always loved being a recruiter.
Thank you all very much.
Lindblom’s Acceptance cont’d from page 11
ASPR is always looking for articles
for the Journal of ASPR (JASPR). If
you would like to submit an article
for JASPR, or if you would like some
guidance on a possible article topic,
you may contact one of the editors at
ASPR on the lookout...for new articles!
14 Journal of the Association of Staff Physician Recruiters
By Jennifer Metivier, MS, FASPR, ASPR Executive Director, [email protected]
The ASPR Board of Directors is comprised of ASPR members who have volunteered to serve and were elected to their roles by the member-ship. The Board of Directors has a new member who assumed her role at the 2013 Annual Busi-ness Meeting. Here is a little information about our new director:
Michelle Seifert, AASPR, TreasurerMichelle Seifert is the Director of Physician Recruitment at the main campus of the Cleveland Clinic, Lyndhurst, OH. She has been with the Clinic since the inception and devel-
opment of the department in 2001 and enjoys the challenges of recruiting for all specialties. The Cleveland Clinic Office of Physician
New ASPR board member welcomed
Recruitment has grown from two recruiters in 2001 to 20 recruiters in the department currently. In addition to her responsibilities for physician recruitment at the main campus, Seifert has oversight of the Resident and Fellow Initiative as well as addressing pursuit of candi-dates who will bring a more diverse physician population to the Clinic.
Prior to joining Cleveland Clinic, she was Man-ager of Corporate Development and Director of Financial Reporting for an affiliate of Team Health. Her scope of responsibilities included new business ventures, acquisition analysis, financial reporting, recruitment, and marketing. She has a bachelor’s of business administration with a major in accounting and currently holds a non-practicing active CPA license in Ohio.
Seifert has been in the field of physician recruit-ment for the past 12 years and a member of
ASPR for six years. She is also an active member of Academic In-House Recruiters Network (AIR) and has held leadership roles with the group (Treasurer 2008-2010 and Vice President 2010-2012).
When asked why she wanted to become the ASPR treasurer, Seifert said that she would like to be involved in a leadership capacity with ASPR and offer her skill set to the position. Her goal as Treasurer is “to continue to ensure fiscal stability of ASPR — perhaps submit new ideas to the business plan as well as enhance the investment management of ASPR funds.”
Are you interested in becoming certified as a FASPR?
ASPR’s Fellowship Certification Program
is the most comprehensive, authoritative
resource for individuals seeking to develop
and test their skills and knowledge
within a broad spectrum of topics
including physician/provider recruitment,
onboarding and retention, human
resources, and relevant legal issues.
Whether you are new to in-house
physician recruitment or a seasoned
veteran, there’s tremendous value in
attaining Fellowship certification. We’ll
provide an in-depth view of recruiting
basics such as sourcing, screening, and
interviewing, as well as delve deeply
into more advanced topics such as
interpreting benchmarking metrics
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medical staff development plans.
This cost-effective and affordable
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Since 1991, St. John Associates has provided placement and recruiting services in Cardiology, Emergency Medicine, Gastroenterology, Neurological Surgery, Neurology, Orthopedic Surgery, PM&R/Pain Medicine, Psychiatry, Pulmonary/Critical Care, Surgical Specialties, and Urology.
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Fall 2013 15
ASPR webinars available on-demand• Successful Email and Direct Marketing
Methods• Communication Magic: How to Erase
Conflicts and Confrontations in Recruit-ment — and in Your Life!
• Helping Physicians Become Great Leaders• Our Fragile, Fragmented Physician Work-
forces: Trends for 2013 and Beyond• Integrating Physician Recruitment and
Physician Relations • ACOs: Taking an Organizational
Approach that Makes Sense • Using Metrics to Improve the Physician
Recruitment Process • How Physicians Search for Jobs • Stand Out! Understanding What Physi-
cians Are Looking for and How to Reach Them
• Rural Recruitment and Retention — If it Were Easy, They Wouldn’t Need Us
• First Impressions Are Lasting Impressions: Is Your Onboarding Program Leaving the Impression You Desire?
• Invest in Your Future: Keep the Physicians You Recruit
• Developing a Successful Physician Mentor Program
• The Doc Whisperer: The Art and Science of Engaging Physicians
Did you miss that ASPR monthly webinar that you really wanted to see? Don’t worry! You can view it on demand any time. These free webinars are a cost-effective and time-efficient way to obtain continuing education credits to help you advance in your career. View them at work, at home, any time.
The value of these webinars matches that of our annual conference, and they are free! The ASPR webinars provide access to 24 different presen-tations, with a new webinar added just about every month. Take advantage today!
There are 28 webinars currently available in the ASPR Webinar Archive. Here are some of the titles:
• LEAN Recruiting: Successful Physician Search, for Less
• Move Over GenX Physicians, Make Room for GenY!
• Setting Up Successful Physician Employ-ment Models: Effective Strategies for Employing and Retaining Physicians
• Advancing Your Onboarding Efforts• How to Recruit Physicians Using Social
Media• Value-Based Physician Compensation:
Considerations in the Transition• Hiring the Right Physician for Your
Healthcare Organization
• Looking at the Past to Predict the Future: Using Behavioral Interviewing to Find the Right Candidate Match
• Trends in Video Enabled Interviewing • How to Succeed at the Most Complex
Recruitments • Knock, Knock, Knockin’ on Residency
Program Doors • Primary Care Practice Acquisition and
Employment: Best Practices • Building Your Professional Equity: How to
Get Invited to the Executive Table • Antitrust 101 Upcoming webinars (catch live or on-demand):Diversity, Inclusion and You: Understanding Your Role in this Strategic Initiative
November20,2013•1pmEDT/10amPDT
Presenters: Stephanie Huckel, Diversity Special-ist, Blue Cross & Blue Shield of Rhode Island; Shawn Kessler, Senior Strategist, ab+c
What’s in Your Sourcing Toolbox?
January29,2014•1pmEDT/10amPDT
Presenters: Carey Osborne and Pat Parnell, MEDNAX Services, Inc.
ASPR membership dues increase effective January 1, 2014
ASPR is proud to offer its members a broad array of high quality professional and educational benefits. In order to continue to provide
our members with these benefits and cover our increasing administrative costs, the ASPR Board of Directors has approved an annual
dues increase of $25. The dues increase will take effect on January 1, 2014, bringing annual dues to $275. Membership renewals will
continue on a rolling basis throughout the calendar year, so the increase will affect individual members at their respective time of
membership renewal in 2014.
The ASPR Board of Directors makes every effort to remain fiscally responsible and maintain low costs for membership. The board has
been able to keep annual dues constant over the last several years, but has determined that an increase in dues is necessary at this
time in order to continue providing all of the benefits that our members deserve.
If there are any questions, please email [email protected]. Thank you for your continued membership and support. Look forward to a
great year in 2014!
16 Journal of the Association of Staff Physician Recruiters
Telemedicine:
Bringing specialized care to a hospital near you
ing to the American Telemedicine Association, “Telemedicine is the use of medical information exchanged from one site to another via elec-tronic communications to improve, maintain, or assist patients’ clinical health status.”
While closely associated with telemedicine, telehealth is a term that encompasses a broader definition of remote healthcare that does not always involve clinical services. For example, a smartphone app that reminds patients to take medication (such as MyMeds), is considered a telehealth or mHealth (mobile device use) form of care.
Care at a distance, also called “in absentia care,” is an old practice with a long and successful history. In 1929, a one-year aerial medical service based in Queensland, Australia, utilized a pedal-powered radio to provide communica-tions to remote areas in the Australian outback. This technology allowed patients in isolated areas to call for emergency medical assistance. Today, this service is known as the Royal Flying Doctor Service.
Almost 50 years later, The University of Miami launched one of the first telemedicine pro-grams in the US, under the direction of Dr. Jay Sanders. Dr. Sanders is considered by many to be “the Father of Telemedicine.” This program has grown to one of the largest university-based programs in the country.
There are many more systems as well. A simple Google search found nearly 2,390,000 possible references, some of which included: American Well: PC-based interaction designed to mimic an office visit; Tele Docs: primary care via cell phone; and Health Spot: a private walk-in medical kiosk.
Over the next five years, an InMedica study on the growth and impact of telemedicine, identifies four main drivers of telemedicine and telehealth demand:
A 52-year-old mother of three is brought into the emergency department of an urban hospital, displaying symptoms of a stroke. Nurses and medical staff collect patient data and medical history, the ED physician orders a CT, and asks the nurse to page the on-call neurologist for a consultation.
Fifteen minutes later, a stroke-trained neurolo-gist consults with the ED physician and the patient’s husband. The consultation exam shows the patient suffered a stroke and is a candidate for the clot dissolving drug tPA (tissue Plas-minogen Activator), which is administered to the patient. Later that evening, the patient is admitted to the hospital for recovery and follow up care. Eleven hundred miles away, the neurologist who performed the consultation finishes his shift, turns off his video conferenc-ing unit, and turns the case over to a neurologist three states away.
Stroke, sometimes referred to as a “brain attack”, is the third leading cause of death in the US, and the number one cause of adult disability. With stroke, time is paramount. The most com-monly used drug, tPA, must be administered within a three-hour window in order to be effective. At the same time, tPA can have signifi-cant complications in certain patients, making it critical to bring expertise to the bedside as quickly as possible. Telemedicine can provide the opportunity for this to happen in the right place at the right time.
The concept of treating a patient at a distance isn’t a new one. Advances in the area of telemed-icine, from the technology to its application, are more recent developments that are increasing the scope and acceptance of telemedicine.
Telemedicine and telehealthAs a multidisciplinary, dynamic, and continu-ally evolving tool in medicine, researchers and users have developed various definitions for telemedicine. In fact, a Google search for “tele-medicine” delivers 3,780,000 results. Accord-
Federal-driven demandReadmission penalties introduced by the US Centers for Medicare and Medicaid Services (CMS) are driving providers to adopt telehealth as a means of reducing readmission penalties.
Provider-driven demandHealthcare providers want to use telehealth and telemedicine to increase ties to patients and improve quality of care. In many cases, this is taking place irrespective of the lack of a clear financial return on investment (reimburse-ment).
Payer-driven demandTelemedicine is also being used increasingly by insurance providers to increase their competi-tiveness and reduce in-patient payouts, working directly with telehealth suppliers to monitor a patient base.
Patient-driven demandThis is the area with the greatest increase in demand. Patients are actively seeking out and requesting telehealth and telemedicine services frompayersand/orproviders.Patient-drivendemandisnotlimitedtorural/non-metropol-itan areas where there is a poor availability of clinics and physicians.
Telemedicine is impacting the treatment of patients across disciplines, geography, and economic status. With its ability to extend care, telemedicine is anticipated to be a big player in the future of healthcare.
Reference:
The World Market for Telehealth: An Analysis of Demand Dynamics 2012. A report from InMedica, part of IHS (NYSE: IHS).
By Crystal Peterson, Director, Physician Recruiting and Retention, Specialists On Call, Inc., Reston, VA, [email protected]
Fall 2013 17
Immigration:
Tools for long-term retention
also authored other articles on the topic of phy-sician recruitment, which can be found at www.blog.immigration-america.com.
BackgroundResearch indicates that retaining a physician for more than three years significantly reduces the odds of losing that physician. The rate of attri-tion plunges from a whopping 14 percent to a single-digit 8 percent!
Unique challenges facing IMGs include lengthy immigration processes for H-1B waiver posi-tions; mandatory three-year service in H-1B status for the waiver to vest; lengthy processing time for labor certifications; and a backlog in the visa priority dates, especially for physicians born in India and China. These obstacles create a regulatory jungle that requires careful naviga-tion. Skirting the shoals of immigration law to earn the green card’s safe harbor in the US is
In August, I was privileged to speak at the ASPR Annual Conference in Tucson, AZ. What a unique experience that was! It was the first time that I had ever seen a forest of saguaro cacti. It reminded me of western movies, with Clint East-wood squinting out into the blazing sun! Those thorny cacti got me comparing the harsh desert environment with immigration challenges, espe-cially in the context of recruiting international medical graduates (IMGs). Just as the saguaro cacti have evolved to survive, we too can learn how to recruit and retain IMGs for the long-term in a seemingly bleak environment utilizing creative immigration options.
The immigration process for IMGs has many potential pitfalls, but many rewards. In my session at the ASPR conference (materials for which can be found at the ASPR conference website), I suggested several strategies for the long-term retention of IMG physicians. I have
perhaps the uppermost priority of any IMG, especially those with families.
Through discussions with clients, I have come to realize that the most important commitment an employer can offer an IMG is sponsorship for immigration benefits. Given the IMG’s desire, it is necessary for employers to go forward boldly with hiring, knowing that there are solutions to most immigration obstacles. Keep in mind that every obstacle gives birth to an opportunity!
The benefit of timeThe total time from start to finish of the J-1 waiver or H-1B employment process, ending ultimately with the issuance of a green card, could take as much as eight to ten years! During that time, the physician works for the practice and makes professional and personal ties, while their family integrates in the community. The ramifications of these relationships: a higher retention rate once permanent residence (green card) is received.
Creative option: choose the Conrad 30 waiver if possibleAs a result of the Conrad 30 Program which began in 1991, every state has a total of 30 J-1 waiver slots it can allocate for physicians practicing in medically underserved areas. Up to 10 of these slots (Flex 10) may be reserved for specialty physicians, even those serving in areas that are not Health Professional Shortage Areas (HPSAs). Unfortunately, the program has been severely underutilized by most states. On average, only 10 to 13 states fill their Conrad 30 slots each year! Some states use less than 10 per year! As a result of the Affordable Care Act, recruiters will be challenged with finding even more physicians in the coming years — so it makes sense to hire as many physicians as pos-sible through the Conrad 30 program.
SummaryUsing creative immigration options, such as the Conrad 30 Program, everybody wins: the IMG, the medical practice, and above all, the patient.
By Farhad Sethna, Attorney, Adjunct Professor of immigration law, The University of Akron, School of Law, [email protected]
Print, Web, and Bulk Advertising • Free CV Database • Free Tips/How To Resources
The Endocrine Society’s EndoCareers resources have proven to be very useful for recruiting endocrinologists over the years. I recommend this option to anyone looking for good quality people!
— Physician Recruiter, Tucson, AZ
The Finest Endocrinology Career Resources Available!
Contact: Christine Whorton, [email protected] | 1 (800) 361-3906 | www.endocareers.org
18 Journal of the Association of Staff Physician Recruiters
Recruitment and Retention continued on page 20
Physician recruitment and retention:
When things start to go wrongEffective and productive work relationships are a key to satisfaction as they impact workflow, communication, task accountability, and patient outcomes. Physicians want to be regarded as a “best practice physician” but are often unsure as to what that means. In some cases, one may encounter disruptive physicians who intimidate others, impede communication and collaboration, and negatively impact staff collaboration and process flow, which can adversely impact patient care. Some physicians may have more deep-seated behavioral disorders that need to be addressed accordingly. A much larger percentage of physicians suffer from a low level of “emotional intelligence” leaving them unaware of their impact on others. In today’s complex environment, physicians need to be taught that they are part of a healthcare team and how a multidisciplinary approach to care management will actually improve outcomes of care. It will also increase staff, patient, and self-satisfaction. Organizations that provide training in improving staff relationships and communication skills have noted significant improvements in both clinical and perceptual outcomes of care.
Physician intervention strategies are often necessary to keep a physician from leaving an organization. Providing general education programs on stress, time, and conflict management, diversity training, team collaboration, and communication skills is definitely a step in the right direction. But in some cases, it takes a one-on-one interaction to get the job done. Meeting with physicians can be a tricky issue as physicians are often unaware that something is wrong. If they do admit they’re under stress or are struggling with personal issues, the thought is that it is someone else’s fault or they can handle it themselves. There is an overriding perception that “non-physicians” just don’t understand their world. It is often best to take a more informal approach, asking questions such as: “How are you doing?” “Is
Support after signingA consistent process for onboarding is critical after a physician signs. Acquainting new physicians with structure, processes, information systems, and medical staff responsibilities helps a new physician understand how the organization conducts business. Taking time to familiarize the physician with the corporate landscape and organizational priorities will help new physicians better understand their role in supporting these programs. During the onboarding process, the recruiter should take the opportunity to explain how the organization will support the physician.
After a successful recruitment, it is imperative to provide ongoing physician support. Recent surveys have revealed that up to 50 percent of the physician population suffers from stress, burnout, and depression. Some of these issues start during medical school and residency training, but much more occurs once the physician enters into practice. Causative factors include concerns about the economy, healthcare reform, a sense of loss of autonomy and control, the feeling of being overworked and underpaid, and a sense of loss of respect and appreciation for services provided. Surveys suggest that more than 15 percent of the viable physician population has left the profession prematurely though early retirement or switching to a different occupation.
Changing these environmental factors is difficult, so strategies must be geared toward helping physicians accommodate and adjust. Offering to provide physicians with administrative, clerical, or clinical support to assist them with non-clinical responsibilities and scheduling or on-call responsibilities will provide more free time helpingtorestoreamorereasonablework/lifebalance. Providing support programs to help deal with stress and burnout will help restore balance, provide more realistic expectations, increase satisfaction, and leave the physician with more energy for their job. These types of services may be offered internally through human resources or wellness committees, through outsourced training/consultingfirms,oraspartofaformalemployee assistance program.
Factors affecting expectations and realityBy Alan Rosenstein, MD, MBA, Physician Wellness Services, Minneapolis, MN, [email protected]
Physicians are a precious resource. Some estimates project that by the year 2015 there will be a shortage of 75,000 physicians. There are many factors contributing to this shortage: increased healthcare needs of an aging population; manpower needs related to increased access from new health insurance exchanges; restructured health plan offerings; and external factors causing physicians to leave the profession prematurely. The ongoing physician shortage means organizations must not only recruit physicians, but also develop strategies to retain them. Successful retention strategies incorporate onboarding, physician support, training, and education.
Does it fit?Successful recruiters don’t just fill positions with warm bodies, but attract physicians who provide clinical services needed for the organization and the community served. It is important to determine initial requirements, like training, skill sets, and documentation of clinical competency. Equally important is cultural fit, as one of the key factors affecting physician disposition and engagement is their feeling about the organization and their co-workers. Evaluating physician expectations and adaptability during the interview process should be a key component in the selection process. This will help to assess cultural fit and may predict how well a physician will acclimate.
Physician satisfaction is related to work relationships, feelings of trust and respect, and alignment of goals and priorities around patient care. Physicians want to be included in decisions that impact patient care and want to feel that administration has their best interests at heart. Recent surveys have shown that difficulties in cultural fit is a main reason why physicians decide to switch jobs, so determining cultural fit during the recruitment process will help with retention.
Fall 2013 19
Social media:
Learn your limits online
Duane Morris LLP, recommends in her presen-tation, “Social Media — what can an employer do?”, that recruiters review only public profiles. The Fair Credit Reporting Act requires that applicants give permission before any pre-employment investigations take place. There are also legal risks involving the Stored Com-munication Act, the Common Law Invasion of Privacy, and Contractual Interference which can all stir up controversy and potentially, a lawsuit. In addition, Hollinshead urges recruiters to document whatever is considered from a social networking site and limit this information to the realm of HR. Eliminating hiring managers from the process is crucial. Lastly, it’s important to be consistent in your use of social media. Any variation could be threatening to you or your employer.
While it’s sensible to market positions and source candidates using social media, screening them online could be risky. Be sure to utilize a comprehensive social media policy and docu-ment all activities online involved with hiring, and if necessary, seek legal advice to avoid any adverse claims.
Reference:
Hollinshead, Linda B. Social Media — what can an employer do? Webinar presented Oct. 23, 2012, by the Hospital & Healthsystem Association of Pennsylvania.
social media presence. The water gets murky, however, when “social screening” comes into play. When a candidate’s eligibility is deter-mined by information found online, recruiters can run into trouble.
A wealth of information that is potentially valuable, and at the same time risky, is shared on social networking sites daily. Utilizing this information to narrow down a list of candidates could prompt several legal issues that recruit-ers should be aware of. For example, a recruiter accesses a candidate’s Facebook profile before meeting the candidate in person and finds that he or she is disabled. Subsequently, the organi-zation decides not to move forward with the candidate, for whatever reason. The candidate could claim that discriminatory behavior based on the disability was at play when determining which candidate to pursue, claiming that access to the Facebook profile with photos of the candidate in a wheelchair affected the consid-eration or the hiring decision. In this instance, what you know can hurt you. The key to utiliz-ing screening information is how you utilize it.
Policies and proceduresIn order to avoid the risks associated with social recruiting, a strong social media policy should be in place that details exactly how and when recruiters use this tool during the recruitment process. Linda Hollinshead, Esq, partner of
By Miranda Grace, FASPR, Physician Recruiter, Geisinger Health System, [email protected]
There are obvious benefits to using social media for recruitment. Not only do recruiters get the unique opportunity to reach passive candidates where they are, but social media has provided an inexpensive and timely mode of sharing information with candidates about new and potentially hard-to-fill positions. Yet, there are serious legal risks involved with using this platform to screen candidates. Recruiters and hiring managers are vulnerable to discrimina-tion claims when merit is put into what is discovered online about a candidate. Examples could include a compromising photo or screen name, information that varies from a candidate’s CV, or any information indicating that the can-didate has a disability. As physician recruiters, it is crucial that we know the risks associated withutilizingthesetoolsbeforeweand/orouremployer, get caught up in a law suit that could have been avoided.
Source-versus-screenHow do we determine when it is appropriate to use social media for recruitment? Utilizing the “source-versus-screen” rule is a good start. The practice of “social sourcing” is perfectly legal. In fact, according to a Jobsite survey, 92 percent of all US employers were sourcing candidates using social media in 2012. Networking with potential candidates on sites like Facebook, Twitter, and LinkedIn is often encouraged by progressive employers who wish to have a strong
Share with Your Residents and Fellows:Cover Letter & Curriculum Vitae Preparation;Preparing for the Interview; and the Employment Contract
By Kelly Ford, MBA, Director of Medical Staff Affairs, Hospital Sisters Health System, HSHS Medical Group
Reprinted by permission from the Winter 2009 Issue of the Journal of the Association of Staff Physician Recruiters
PreparationThe end of your residency/fellowship is rapidly approaching, and it’s time to find that perfect practice, the ideal partner(s), in the location of your dreams. The years of training have been grueling, but you feel competent and you’re ready to settle into a flourishing practice and get that first sweet taste of prosperity. You and your colleagues have started to receive a barrage of telephone calls from recruiters, stacks of job flyers and advertisements fill your mailbox, and your emails have increased threefold. And now, you’re faced with determining what opportunities are worth checking out. What important factors need to be considered? How will you ever make sense of that legalese you glanced at last year when your buddy was pondering his commitment? How do you tactfully discuss money with a potential employer, and how much should you expect to earn? Information is power – and the more you know, the better equipped you will be to make those serious career choices. But right now, you must be concerned with just getting some interviews set up.
Taking a sensible, methodical approach to the interviewing process will aid you in making a well-informed decision. There are a few basic, definable steps that each resident or fellow can follow when beginning the interview process. The three most essential factors to consider as you evaluate your choices are practice, location, and income. The priority you give to each of these factors may differ significantly
from your colleagues’ priorities, but it is important to know what is right for you. Keep in mind that the majority of residents and fellows change jobs within three to five years after completing their training. Therefore, the more sure you are of what will work for you, the lower the odds that you will be among the majority who have to go through the agony of a second set of interviews.
It’s April 2012, and you should be preparing a cover letter and curriculum vitae, since your training will be over in 2013. Not much can be done until you have completed this all-important task. Mediocrity has no place in the preparation of these documents. If their appearance is less than professional, if they contain sloppy margins and tabs, misspelled words, inconsistent format, undocumented periods of time, etc., the likelihood that you will be considered for a position with that choice practice lessens considerably. This information is your first introduction to a potential employer. It must be well organized and informative and it must present an image of someone who everyone wants to meet. The most successful approach is to be sure that yours stands out from the other dozen or so vitaes that are lying on the recruiter’s desk. Ideally, you should give yourself the option to dismiss an opportunity, rather than someone else eliminating you before you even meet him.
Preparing Your Cover Letter• Limityourcoverlettertoonepage,ortwo
at the most.• Usequalitywhiteoroff-whitepaper.• Usea12-pointfontthatiscleartoread,
something like Times New Roman or Garamond, and always use black ink.
• Openyourcorrespondencewithageneralstatement that expresses your interest in the position. Follow that with specific information that elaborates upon your training beyond that contained on your
Author’s Note
After years of counseling residents and fellows on how
best to approach the job search, I have learned a thing
or two. When the Missouri, Iowa, Nebraska & Kansas
(MINK) MidWestMD Physician Recruitment and Retention
Network decided to publish a quarterly newsletter directed to resident physicians completing
medical training, I thought this an opportune time to put
on paper what I had been preaching for years. The articles
were published as a three part series and sent to residents
located in the MidWestMD’s four state region. Although originally
intended as an educational tool for residents, the series
may serve a purpose for your organization to educate those
hiring, residents in training or assist physician recruiters
representing your organization.
Journal of the Association of Staff Physician Recruiters, Winter 20091
Interviewing 101: How to Get the Job You Really Want
You have identified several job opportunities. Now you’re ready to contact the prospective employers to learn more about their career offerings. The interview process begins with an initial phone call and may entail one or two site visits. Consider your initial phone call as the beginning of your interview process! Your first phone call will form an initial and lasting impression on the recruiter or key practice contact, so be prepared and be professional. Your first contact may determine if you are invited for a site interview. Pre-schedule the call at a time that is convenient for you. If possible, try to schedule the call at a time that you’ll have no distractions.
Preparing for the Phone Interview• Doyourhomework.Visitwebsitesofthe
hospital, practice, and community.• PrepareQuestions:Askforaprofileof
the providers in the group. What is the organizational structure? Partnership, benefits, call, etc.? Why are they recruiting (growth, retirement, replacement)? Whatisthecommunitylike?Arethereopportunities for your significant other?
• AnticipateQuestions:Whyareyoupursuing this opportunity? What is important to you both professionally and personally?Whatareyourtimelines?Doyou have any issues regarding malpractice history, license suspensions or restrictions, etc.? What are your compensation requirements?
The Phone Interview• Becourteous,polite,respectfuland
answer questions honestly!• Yourfirstquestionsshouldnotbeabout
salary and schedule.• Askforaninformationpacketonthe
organization and community.• Askwhatthenextstepis.Oftenyouwill
have additional phone contact prior to being invited to interview.
• Decideifthisisajobyouwouldacceptbefore taking the time to interview.
• Youhavelimitedtimetointerview,sousethat time wisely!
The Site Interview:• Tellyourrecruiterorcontactanyspecial
needsyouoryourfamilyhaveBEFOREthe interview.
• Bringyoursignificantotheronthefirstvisit. His or her opinion is key.
• Dressprofessionallyandbepunctual.TurnyourcellphoneOFFandputyourBlackberry/PDAaway.
• Alwaysremembertouseafirmhandshake(but not bone crushing). Maintain eye contact and smile!
• Beyourself.Employerswanttoknowifyour personality would be a good fit for the practice and community.
• AskQuestionsandTalk!Ifyoudon’t,youwill appear disinterested and present a flat affect.
• Tourthecommunityandneighborhoods.Get a feel for the housing market.
• Visitschools,placesofworship,andgrocery stores. See what life is like for local residents.
• Reservetimeforleisureandculturalactivitiesinthearea.Doesthecommunitymeet your lifestyle needs?
After Your Visit• Followuppromptly!• SendThankYouNotes!EmailisOK,
but a handwritten note makes a better impression.
• Ifyou’reinterestedintheopportunity,expresscontinuedinterest.Behonestifthe opportunity is not right for you at this time. It could be in the future!
• Followupwithanyadditionalquestions.• Submitreceiptsforreimbursementfor
reasonableinterviewexpenses.
TipConsider the interview as a
tool…it works well only when the operator prepares and
knows how to use it!
Interviewing 101: How to Get the Job You Really Want
You have identified several job opportunities. Now you’re ready to contact the prospective employers to learn more about their career offerings. The interview process begins with an initial phone call and may entail one or two site visits. Consider your initial phone call as the beginning of your interview process! Your first phone call will form an initial and lasting impression on the recruiter or key practice contact, so be prepared and be professional. Your first contact may determine if you are invited for a site interview. Pre-schedule the call at a time that is convenient for you. If possible, try to schedule the call at a time that you’ll have no distractions.
Preparing for the Phone Interview• Doyourhomework.Visitwebsitesofthe
hospital, practice, and community.• PrepareQuestions:Askforaprofileof
the providers in the group. What is the organizational structure? Partnership, benefits, call, etc.? Why are they recruiting (growth, retirement, replacement)? Whatisthecommunitylike?Arethereopportunities for your significant other?
• AnticipateQuestions:Whyareyoupursuing this opportunity? What is important to you both professionally and personally?Whatareyourtimelines?Doyou have any issues regarding malpractice history, license suspensions or restrictions, etc.? What are your compensation requirements?
The Phone Interview• Becourteous,polite,respectfuland
answer questions honestly!• Yourfirstquestionsshouldnotbeabout
salary and schedule.• Askforaninformationpacketonthe
organization and community.• Askwhatthenextstepis.Oftenyouwill
have additional phone contact prior to being invited to interview.
• Decideifthisisajobyouwouldacceptbefore taking the time to interview.
• Youhavelimitedtimetointerview,sousethat time wisely!
The Site Interview:• Tellyourrecruiterorcontactanyspecial
needsyouoryourfamilyhaveBEFOREthe interview.
• Bringyoursignificantotheronthefirstvisit. His or her opinion is key.
• Dressprofessionallyandbepunctual.TurnyourcellphoneOFFandputyourBlackberry/PDAaway.
• Alwaysremembertouseafirmhandshake(but not bone crushing). Maintain eye contact and smile!
• Beyourself.Employerswanttoknowifyour personality would be a good fit for the practice and community.
• AskQuestionsandTalk!Ifyoudon’t,youwill appear disinterested and present a flat affect.
• Tourthecommunityandneighborhoods.Get a feel for the housing market.
• Visitschools,placesofworship,andgrocery stores. See what life is like for local residents.
• Reservetimeforleisureandculturalactivitiesinthearea.Doesthecommunitymeet your lifestyle needs?
After Your Visit• Followuppromptly!• SendThankYouNotes!EmailisOK,
but a handwritten note makes a better impression.
• Ifyou’reinterestedintheopportunity,expresscontinuedinterest.Behonestifthe opportunity is not right for you at this time. It could be in the future!
• Followupwithanyadditionalquestions.• Submitreceiptsforreimbursementfor
reasonableinterviewexpenses.
TipConsider the interview as a
tool…it works well only when the operator prepares and
knows how to use it!
Call for White Papers
Are you pursuing an advanced degree (MHA, MBA, MPH)? Are you looking for a resource to publish a brief of your thesis, paper, case study, or research? Or, has your organization recently done a white paper that would be of interest to your ASPR colleagues? We are seeking to continue to advance best practices in the field of in-house physician recruitment and are seeking white papers that provide insight, ideas and findings via case studies and research briefs. For further information, please contact the JASPR Editors at [email protected] or [email protected].
20 Journal of the Association of Staff Physician Recruiters
Recruitment and Retention cont’d from page 18
ASPR member profile:
Julie Goetz, AASPR, KansasBy Dennis Burns, AASPR, Evangelical Community Hospital, Lewisburg, PA, [email protected]
while growing the program and increasing the agency assets and revenue.
Goetz earned a bachelor’s degree from Fort Hays State University, Kansas, in physical education with a minor in communications. When she was young, Goetz wanted to be a botanist and find the cure for cancer. After further consideration, she instead decided to pursue her other passion for exercise physiology.
In her current profession, Goetz is an active member of ASPR, MINK, and OAR. She said she really appreciates the tremendous amount of information available to help her as a member. “Being able to pick up the phone or directly email other recruiters around the country is one of the greatest assets of ASPR,” said Goetz. She accesses the ASPR Resource Library frequently,
Born and raised in Kansas, Julie Goetz has been employed in physician recruitment at Salina Regional Health for the past five years. She is now the Senior Physician Recruiter
for the organization. She is kept busy with the usual recruitment duties and is also active in retention activities, overseeing the medical staff development plan, operating within her budget, and supervising staff.
Prior to her work at Salina Regional, Goetz served as the Executive Director of Big Brothers Big Sisters of Salina. Under her guidance, the organization achieved top honors nationally,
soaks up the information on Chat that pertains to her work, and enjoys the format of the ASPR webinars. Goetz currently is working on her Fellowship certification. When she’s able to, she enjoys attending the ASPR Annual Conference, and is planning to attend the upcoming conference in Minneapolis in 2014.
In her spare time, Goetz is active with the Salina Area United Way, her church, and is yearbook chair for her daughter’s elementary school. Goetz also enjoys being active — including running, camping, boating and traveling. Goetz has many other interests, as well. She hopes someday to be able to attend an NCAA basketball tournament, set up a charity to assist families with young children who have medical needs, get her master’s degree, and learn to play the acoustic guitar.
there anything going on I can help you with?” “I noticed recently that you have...” Approaching the physician in a non-confrontational manner with the purpose of trying to help rather than punish is the key to this level of intervention. More difficult behaviors may require formalized recommendations for coaching or counseling. As a word of caution, a particular skill set is required for individuals conducting these types of interventions. Resistant, non-compliant physicians may require more intense administrative action.
Retain, retain, retainPhysicians are a precious resource. To ensure retention, take time to explain why things are a certain way and how the organization deals with issues. Invite physician input. Listen to and address physician concerns. Treat them with respect. Train them in organizational and
relationship skills. Offer to help in a constructive manner. Thank and complement them for a job well done. Improved relationships and an improved sense of wellbeing will invigorate their energy, lead to increased engagement and productivity, and improve physician satisfaction and commitment to the organization. And when there is commitment to an organization, there will be physician retention.
Alan H. Rosenstein, MD, MBA, is a practicing internist and health care consultant in San Francisco, CA. Dr. Rosenstein is Medical Director of Clinical Efficiency and Care Management at ValleyCare Hospital in Pleasanton, CA, and Medical Director of Physician Wellness Services in Minneapolis, MN.
ASPR Chat reminderRespect member privacyALL information that is shared on chat is for ASPR members only. Do not forward emails, recruiter information, etc. This includes copying people on the email who are not members of Chat. Please be respectful of one another and keep the information within our ASPR group.
A good rule of thumb: you should never have to edit the “To:”, “From:” or “CC:” areas of a chat email. If you are replying, it will go to that person. If you want to send it to everyone on Chat, a “reply all” to [email protected] will send your message to the entire group.
Fall 2013 21
ASPR leadership profile:
Jake Shimansky, Chair, ASPR Ethics Committee
What do you think is the biggest challenge facing physician recruitment today? The economy and healthcare reform — and how they affect recruitment.
If you could have lunch with anyone past or present, who would it be and why? Gandhi. He wouldn’t eat, so there would be more food for me.
Name one interesting thing many of your colleagues may not know about you. I have a really bad habit of quoting my favorite movies and TV shows in the middle of normal conversation.
What do you believe is the greatest invention in your lifetime so far? The designated hitter rule.
What is your current title in your job? Director of Physician Recruitment
What organization do you work for? Alegis Care, Chicago
What do your responsibilities include? Recruitment, credentialing, retention, Visa processing, contracting, vendor management
How long have you been recruiting physicians? 13 years
How long have you been an ASPR member? I think it’s been 9 years.
When did your current leadership term begin? I was named chair of the Ethics Committee in June 2011.
What other ASPR committees do you participate in? I was previously a member of the Chapter and Regional Relations Committee.
What is the best part of being an ASPR member? Networking with colleagues and the annual conference.
Why is it important to you to serve as an ASPR Leader? ASPR and my regional groups have provided a lot of support to me over the past decade. It made sense to give back.
What do you think are the one or two most important attributes of a successful physician recruitment professional? Perseverance and a sense of humor. We see a lot of strange things as recruiters.
What brief advice would you give to a new physician recruiter? Don’t be afraid of rejection. You can fail 99% of the time and be successful. After 50 “No’s,” if the next candidate says “Yes,” you’ve filled the position.
What was the last book you read or movie you saw? I am currently reading Stephen Colbert’s America Again: Re-becoming the Greatness We Never Weren’t.
Do you have a favorite hobby or pastime? Avid Michigan State University Spartans (Go Green!) and Detroit sports fan.
Do you have a favorite quote or motto? Anything from the movie Fletch.
Anything else you would like us to know? The electric chair was invented by a dentist.
22 Journal of the Association of Staff Physician Recruiters
Save the Dates!Future ASPR Conference Dates & Locations
2014August 23-27, 2014Hyatt Regency MinneapolisMinneapolis, MN
2015May 16-20, 2015Hyatt Regency OrlandoOrlando, FL
2016May 14-18, 2016New Orleans MarriottNew Orleans, LA
If you would like to post a position available for in-house physician recruitment professionals, you can post them online on our website. For information on the most recent job listings, and for more extensive information on these listed opportunities, check the ASPR website at www.aspr.org.
ASPR Employment Hotline
Physician RecruiterPPE Red Bank, NJ Posted: October 22, 2013 View Job Posting
Physician RecruiterAlegis Care Chicago, IL Posted: October 14, 2013 View Job Posting
Physician RecruiterOne Medical Group San Francisco, CA Posted: October 6, 2013 View Job Posting
Physician RecruiterBon Secours Health System Richmond, VA Posted: October 4, 2013 View Job Posting
Senior Physician RecruiterPartners HealthCare System Needham, MA Posted: September 27, 2013 View Job Posting
Physician RecruiterThe Vancouver Clinic Vancouver, WA Posted: August 22, 2013 View Job Posting
Director of Physician RecruitingEmCare Clearwater, FL Posted: August 1, 2013 View Job Posting
Research RecruiterVCU Massey Cancer Center Richmond, VA Posted: August 1, 2013 View Job Posting
Physician RecruiterMedExpress Urgent Care Canonsburg, PA Posted: July 30, 2013 View Job Posting
You take your career seriously.Now take it to the next level.
Association of Staff Physician RecruitersFellowship Certification Program.
Visit www.aspr.org/fellowship for complete details
Be the best at what you doWe know the challenges you face on a daily basis, as an in-house physician recruitment professional. That’s why our educational programs are designed and presented by professionals like you, who know the challenges — as well as the rewards of the profession.
We offer the knowledge, tools, and resources at your fingertips to be the best at what you do. ASPR Fellowship Certification lets you stand apart from the crowd because it demonstrates that you have received comprehensive education in all aspects of physician/provider recruitment. You understand the needs of both your healthcare organization and the physicians you are seeking. You know how to match talent with opportunity and do so in the most cost-effective manner.
24 Journal of the Association of Staff Physician Recruiters
Established in 2009, AIR has grown to 130 members, in 86 locations, representing 44 states. Looking ahead, AIR plans to hold topic specific member calls, host quarterly educational webi-nars, and e-mail AIR Mail newsletters to mem-bers. To obtain a calendar of events or for more information, please visit academicinhouserecruit-ers.org or contact Donna Ecclestone at [email protected]. Aisha DeBerry may also be contacted at [email protected].
Academic In-House Recruiters (AIR) Update
The Academic In-House Recruiter Network (AIR) hosted two great networking events at the annual ASPR conference in Tucson, AZ, this past August. A fun-filled social event on August 12 provided a meaningful venue for new volunteers to interact with seasoned AIR members and familiarize themselves with the group. Attendees also had the opportunity to win door prizes. An AIR business meet-ing followed the networking event. During the business-meeting portion, AIR member Clara Irizarry shared a slide presentation with attendees and explained the incredible growth of the organization over the past four years. New officers were also introduced, including: President, Donna Ecclestone; Vice President, Lauren Forst; Secretary, Stacey Armistead; Membership Chair, Aisha DeBerry; Website Chair, Valerie Campana.
Volunteers staffed the AIR information table, displayed at the annual conference, and enrolled six new members in Tucson! Thanks to all who helped man the booth.
By Donna Ecclestone, AIR Secretary, Associate Director, Physician Integration/Onboarding, Duke University Medical Center, Durham, NC, [email protected]
AIR Members Aisha DeBerry (Medical College of Virginia) and
Suzanne Anderson (Duke University Medical Center) manning the AIR
booth in Tucson.
2014 ASPR Annual Conference Call for Presentations now open
The Call for Presentations for the ASPR 2014 Annual Conference is now
open! Conference breakout sessions are designed to provide strategies,
practical tips, and tools for improving processes and operations within
the physician recruitment and retention profession. In order to ensure a
balanced conference program, all submissions are reviewed, evaluated,
and selected by the ASPR Education Committee. ASPR members who
present will receive a free conference registration and a $500 stipend.
Topics for presentations are listed in the Call for Presentations and fall
into three learning tracks (Marketing and Sourcing, Trends in Healthcare/
Health Policy, and Adding Value…Other Duties as Assigned).
Share your expertise with your colleagues or recommend someone
to submit a presentation. Presentations must be submitted online via
the ASPR website by the close of business (5 p.m. EST/2 p.m. PST) on Friday, December 6, 2013. Please feel free to contact ASPR
Executive Director Jennifer Metivier, FASPR, with any questions at [email protected] or at 800-830-ASPR.
Fall 2013 25
SEPRA’sMarketing/WebsiteCommitteeisdili-gently working with PracticeLink on our website, which should go live soon. Visit us online at: www.sepra-aspr.com.
SEPRA had a strong presence at the ASPR conference in Tucson this year. We were pleased to host a table at the conference, allowing us the opportunity to meet many of our members face to face. A business meeting was also conducted in Tucson, where we exchanged ideas about the chapter’s future. Committee sign-ups were a great success at the business meeting, but we are still looking for more committee participation.
Last but not least, SEPRA will hold elections in November, when we will elect both a vice president and secretary. If you would like more information about these roles, please contact Lee Moran, [email protected].
Southeast Physician Recruiter Association (SEPRA) Update
SEPRA has been very busy this year. We held our first nominations last November and we are officially a 501(c)6 organization with the IRS.
Our first year out of the gate has shown great success. SEPRA has more than 80 members from Alabama, Florida, Georgia, Kentucky, Missis-sippi, and Tennessee. We have already hosted three continuing education webinars for our members and have more scheduled. The most recent webinar was held October 10 with pre-senter Chris Carahan from the Carnahan Group, sponsored by Enterprise Medical. Hats off to Bonita Lancaster and our Education Committee for their diligence at scheduling meaningful top-ics and securing sponsors for our webinars!
SEPRA has an active LinkedIn group. We encour-age all current and prospective members to join for the most updated information about SEPRA.
By Lee Moran, SEPRA President and Physician Recruiter, Erlanger Health System, Chattanooga, TN, [email protected]
onboarding with fellow ASPR members, which was a huge success!
Donna Ecclestone, outgoing OAR Vice-President and founding member of OAR, was recognized for her leadership contributions and launch of the chapter. During the annual business meeting OAR members elected new officers for the 2013-2014 year: President, Kate Rader, UT Southwestern Medical Center, Dal-las, TX; Vice President, Ashley Pace, Carolinas Healthcare System, Charlotte, NC; Treasurer, Jennifer LeBeau, Cornerstone Healthcare, High Point, NC; and Secretary, Miranda Grace, Geis-inger Health System, Lewistown, PA.
Onboarding is just the beginning of what we all hope is a long relationship with the providers we are recruiting. There is strength in numbers and as our membership continues to grow, we look forward to a constant exchange of ideas, practices and resources.
Onboarding and Retention (OAR) Update
OAR members are feeling more connected as we prepare to begin a new year as a chapter of ASPR. We had the opportunity to network and meet as an official chapter for the first time in Tucson. Also OAR’s monthly calls and newslet-ter have been keeping everyone up to date on chapter news and events.
The OAR educational session in Tucson included a panel discussion and information exchange with representation from each of our member sectors: large multi-specialty group practice; rural community hospital; academic medical center; and large health system. Panel participants included Leah Doebler, Rush University Medical Center, Chicago, IL; Marci Jackson, Marshfield Clinic, Marshfield, WI; Phedra Hunter, Carolinas Healthcare System, Charlotte, NC; and Dan Bastle, Aspirus Clin-ics/LangladeHospital,Antigo,WI.OARalsowas provided the opportunity to participate in a round-table session and discuss tools for
By Kate Rader, OAR President and Manager, Recruitment Coordination Services, University of Texas Southwestern Medical Center, Dallas, TX
26 Journal of the Association of Staff Physician Recruiters
ASPR is pleased to announce that the 2013 ASPR In-House Physician Recruitment Bench-marking Report is now available. The newly published report is an annual survey conducted by the Association of Staff Physician Recruiters (ASPR), a professional organization exclusively for in-house physician recruitment profession-als. ASPR is the leading authority on physician recruitment and retention. ASPR is comprised of approximately 1,300 in-house physician recruitment professionals employed directly by hospitals, clinics, physician practices, academic medical centers, and managed care organiza-tions from across the United States and Canada.
The goal of the ASPR In-House Physician Recruitment Benchmarking Report is to pro-vide accurate and timely metrics that help in-house physician recruitment professionals bet-ter understand their industry and enable them to quantify and codify recruitment expectations with relation to organization size and type, population, geography, and other factors that impact recruitment results. New this year is a Departmental Expense section which provides a broader overview of recruitment expenses to improve decision-making in budgeting for the full scope of recruitment activities — candi-date expenses, marketing, search firm fees, and departmentalexpenses/overhead.
The 2013 ASPR In-House Physician Recruit-ment Benchmarking Report provides a detailed analysis of key statistics on provider recruit-ment searches conducted by in-house physician recruiters during calendar year 2012. A total of 154 organizations participated providing data for 366 in-house physician recruiters and 4,719 active searches. Please refer to the full Report and Searchable Results for comprehensive information.
DemographicsThe geographical distribution of participat-ing organizations was relatively balanced with 31.2% in the Midwest, 27.9% in Eastern states, 23.4% in Southern states, and 17.5% in Western states. Regarding population size of
ASPR 2013 Benchmarking Report Executive Summary
organizations’ primary location, 35.3% of reporting organizations’ primary locations were in a Metropolitan area of 100,001 to 250,000 people, 25.3% were located in a Metropolitan area of more than 500,000 people, 17% were located in an area with a popula-tion of 50,001 to 100,000 people, 19% were located in an area with a population of 10,001 to 50,000 and 3.9% were located in an area with 10,000 or less people.
The typical responding orga-nization performed 20 active searches during 2012 and employed one in-house physi-cian recruiter. The number of searches conducted per in-house physician recruiter varies by geography, population size, and total number of searches conducted by the organization. The median number of searches conducted per recruiter overall was 15.
SearchesThe Searches section relays key statistics about 4,719 searches, nearly 45% of which were to replace a departing provider. Approximately 58% of active searches were filled by year-end; 33% remained open; 6% were cancelled; and 4% were put on hold. Approximately 8% of all active searches in 2012 used Locum Tenens. This percentage has remained nearly unchanged over the past 3 years. Approximately 72% of the reported searches were for multispecialty practices.
Primary care continues to be in high demand both for physicians and advanced practice providers. The specialties for which physi-cian searches were most frequently performed during 2012 included family medicine, hospital
medicine, internal medicine, general pediat-rics, and emergency medicine. Nearly 70% of responding organizations searched for a family medicine provider. More than 17% of all searches were for advanced practice provid-ers. Approximately 38% of nurse practitioner searches and 43% of physician assistant searches were specifically for primary care.
In an effort to further examine the days to fill data, searches were grouped into four divisions: Advanced practice, primary care, specialty care, and surgery. Of these divisions, advanced practice searches were filled in 90 days, while surgical specialties required 184 days. Primary care and specialty care positions were typically filled in 131 and 148 days, respectively.
ASPR In-House Physician
Recruitment Benchmarking Report
2013 Executive Summary
Fall 2013 27
Recruiter profile and compensationThe Profile and Compensation section reports data on 366 in-house physician recruitment professionals from 152 organizations. As in past studies, the most frequently cited posi-tion title was “physician recruiter,” the typical respondent has seven years of recruitment experience and 84% are female. Ninety percent or more of respondents’ time is generally spent recruiting. Approximately 27% supervise staff and 60% have provider onboarding responsibili-ties. In addition to a physician recruiter, 24% of organizations also employ a “physician recruit-mentcoordinator/assistant.”
As reported in previous studies, 75% of indi-viduals involved in in-house physician recruit-ing hold a bachelor’s degree or higher (21% hold a waster’s degree or higher). Nearly 30% of in-house physician recruiters are certified as a Fellow of ASPR or have obtained designations towards certification.
All compensation values were reported by a member of the organization’s Human Resources department.
The median recruiter’s total compensation was $70,000 which has steadily increased from $67,066 in 2010. Approximately one-third of all in-house physician recruiters were eligible to receive a bonus in 2012. The median bonus received was approximately $6,000. Those with higher titles were more likely to receive bonuses.
As expected, a correlation exists between years of experience and total compensation. The highest income earners are more likely to have ASPRcertification/designation,advanceddegrees, responsibilities for supervising staff, and more years of experience.
The median total compensation for a Fellow of ASPR (FASPR) was approximately $34,000 more than those who have not attained any ASPR Fellowship designation or certification (not controlled for years of experience or title).
ExpensesThe Expenses section has been revised this year to better reflect the cost of operating a full-service recruitment program. Data were captured within four categories: Candidate
expenses, search firm fees, marketing expenses, and departmental expenses. Ninety-three organizations provided their expense data for this year’s survey.
The typical organization reported an annual recruitment budget of $245,000 ($462,000 on average). Budgets varied based on the number of searches the organization conducted. The median range spanned from $115,000 for those with fewer than 10 searches to $700,000 for those with more than 50 searches. Reported budgets also show variation based on geo-graphic region and population size.
When evaluating costs per search for all orga-nizations, candidate expenses were typically $2,000 per search, search firm fees were $2,800 per search, marketing expenses were $1,500 per search, and organizations reported $540 in departmental expenses per search. Seemingly due to efficiencies and economies of scale, the various costs per search fell considerably for larger organizations. If an organization that conducted 10 searches per year were to apply this data to their organization, they should expect to spend approximately $20,000 on candidate expenses, $28,000 on search firm fees, $15,000 on marketing expenses, and $5,400 on general departmental expenses per year. To more accurately forecast the costs for a recruit-ment program it is advised that the expense tables related to number of searches and size of community, available in the full Report, be consulted for more accurate projections.
Seventy-one percent of participating organiza-tions paid fees to a search firm during the year. Of those reporting search firm expenses, larger organizations were somewhat more likely to have incurred search firm fees than were smaller organizations; however utilization as a percent-age of total searches appears to be much lower. If search firm fees are estimated at $20,000, the median fee for all organizations ($2,803) would indicate approximately 1 in every 7 searches utilizes a search firm. Departments with more than 50 searches reported a median fee of only $934 placing utilization at 1 in every 21 searches.
Access the full report and searchable dataAccess to the full Report and Searchable Data may be obtained at www.aspr.org/benchmark-ing. Survey participants receive free access to the Report and Searchable Data as well as an Organizational Benchmarking Report that compares their data to national data. Those that did not participate in the survey may purchase access to the Report and Searchable Data. Discounts are available to purchase reports from previous years.
Save the DateThe 2013 ASPR In-House Physician
Recruitment Benchmarking Sur-
vey will open January 2, 2014. The
upcoming Survey will collect recruit-
ment data for the 2013 calendar year.
Why should you participate in the
Benchmarking Survey?
• Free access to the final report,
searchable results, and Organiza-
tional Benchmarking Report for
participants (savings of $300)
• Searchable results allow you to
create customized data slices
from nationwide data that can
be exported for use in presenta-
tions and reports.
• Customized Organizational
Benchmarking Report compares
your data to national bench-
marks.
• Tools to maintain historical and
future data.
• A chance to win a free iPad2 for
completing the survey!
Don’t forget – you can track informa-
tion on your searches year-round with
our on-demand tracking tool!
28 Journal of the Association of Staff Physician Recruiters
Gold Corporate Contributor Feature
Healthcare reform: It’s a workforce thing
administration, too many long hours at the office, too much stress and financial risk,” writes Aubrey Westgate in Physicians’ Practice.
Earlier generations of physicians were will-ing to accept those drawbacks in exchange for independence and earning potential, but young physicians have different priorities. According to the Great American Physician Survey by Phy-sicians’ Practice, only 4 percent of respondents over 65 said they would give up partnership in exchange for a lighter workload; 21 percent under age 35 said they would. In addition, 4 out of 10 physicians under 35 would opt to earn less if it meant working fewer hours.
Dramatically increased competition for doctorsBy expanding insurance coverage and Medicaid, developing ACOs, and more, the Affordable Care Act will intensify the physician shortage. The Association of American Medical Colleges predicts a shortage of 63,000 doctors by 2015; 91,500 by 2020; and 130,600 by 2025.
It’stimetoinnovatewithcompensation/benefitpackages, care delivery models, community-building partnerships, and physician leadership opportunities that will attract physicians and build market share in this reshaping market!
A shift in focus to primary careToday’s physician workforce is approximately one-third primary care and two-thirds spe-cialists. The ACA contains several boosts for primary care: funding additional residency programs, redistributing unfilled residency posi-
tions, encouraging community-based training, increasingMedicare/Medicaidpayments,andcompensating PCPs for administrative duties. The goal is to close the salary gap between primary care physicians and specialists.
So, the race for primary care physicians and advanced practitioners is on. Hospitalists are in demand too, as institutions relieve PCPs of inpatient duties so they can focus on outpatient programs.
Increased physician turnoverMany physicians postponed retirement during the recession, as their homes and 401(k)s lost value.
The recovering economy is the final puzzle piece that may allow doctors to retire with confi-dence. Over half of the licensed physicians in the US are over age 50 and 26% are over 60 ; the impact will be enormous.
How is your organization faring?What changes have you seen? What’s worked out? What’s still looming? How can VISTA be a proactive partner and help you thrive? Please call your territory manager to discuss this and for a copy of the complete Whitepaper, 800-366-1884. The full Whitepaper can be accessed at http://www.vistastaff.com/aspr-landing
References
Healthcare Reform Influencing Physicians’ Career Choices, Sept. 4, 2012, Physicians Practice
A Census of Actively Licensed Physicians in the United States, 2012, 2013, The Journal of Medical Regulation
Despite the politics and the posturing about who will receive what benefits and how said benefits will be paid for, the most important question to ask about healthcare reform is who will deliver the care and how it will be deliv-ered, according to Bloomberg Businessweek. (“Five Things You Don’t Know About Healthcare Reform, August 21, 2013)
“The scope of healthcare reform and current market pressures are unparalleled in any other industry; the re-engineering of healthcare workforce roles now underway may completely change relationships between patients and clini-cians in the next decade,” author Susan Salka writes.
At VISTA Staffing Solutions we would add, “Also expect huge changes in the physicians you recruit and they way you recruit them.”
Here is a recap, from our 2013 Whitepaper distributed at the ASPR annual conference, of the most dramatic shifts we anticipate:
Physicians seeking employmentOnly 36% of today’s physicians work indepen-dently, according to a 2012 Accenture report. The rest are seeking steadier salaries and hours. According to the American Hospital Associa-tion, more than 91,000 doctors and dentists were employed by community hospitals in 2010, 30,000 more than in 1998.
The shift is most dramatic among young doctors. “Young doctors worry that practice ownership will mean too much time spent on
Fall 2013 29
Gold Corporate Contributor Feature
Help candidates find you with detailed job posts that tell them what they want to know
What candidates really want to know
Make it easy for candidates to search for your opportunities by location. Help them find you by ensuring your job post includes as much detail as possible about the facility’s location. Is it an urban location? Which neighborhood? What attractions are nearby? Is the job in a small to medium-sized community? What kinds of activities, lifestyle, or climate are avail-able there?
CompensationPhysicians want an idea of an opportunity’s compensation, but they also know that it’s not often possible for an employer to put those figures in a job posting. Why not include a salary range in your post? Also consider mentioning benefits, loan repayment, call schedule, or other methods of provider compensation. The goal is to stand out from other opportunities and give the candidate a reason to respond with interest.
Five power questions to keep in mindJob board expert, Peter Weddle, suggests that all candidates want to learn the answers to the following questions after reading a job post:
1. What will I get to do?2. What will I get to learn?3. What will I get to accomplish?4. With whom will I get to work?5. How will I be recognized and rewarded?
If these five questions are answered in the posting, candidates will have the basic framework they need to decide whether or not to pursue the opportunity further. Visit http://www.PracticeLink.com/magazine/online-only/jaspr/ for five additional questions you should be prepared to answer.
Parting words of wisdomThe more details offered, the more candidates you’ll get. A single general job post summarizing the 20 jobs you have available will never provide the same level of interest and attention that 20 individual job posts will generate.
It’s more than just quantity—it’s the quality that matters too. An average job description will draw an average candidate and an average response rate. Putting extra effort into each posting is worth it, every time. Exceptional candidates respond to exceptional jobs.
One physician on the PracticeLink panel said it best: “We’re overachievers. The more (informa-tion), the better.”
Ken Allman is Founder and CEO of Practice-Link.com—The Career Advancement Resource for Physicians. For help with your job posts or more information about PracticeLink, please email [email protected], call (800) 776-8383 or visit PracticeLink.com/Employers.
At PracticeLink’s annual company retreat this summer, we were fortunate enough to host two panel discussions—one panel comprised of in-house physician recruiters, the other
of physicians and advanced practitioners. Dur-ing the discussions, the providers were clear: the more in-depth and well-written the job post, the more likely they are to respond to the opportu-nity. This goes to show that attracting interest in an opportunity begins with you, the recruiter! In fact, the more jobs you post—and the more details you share—the greater your responses will be.
The physician panelists highlighted two topics they’d like more details about in a job post: compensation and location.
LocationLocation is, of course, the number-one crite-ria physicians use to look for a job; however, unless your facility is in the center of a big city, a candidate likely needs more than just the name of your town to identify its location. Provide the geographic context they need. Share with candidates, for example, that you’re “90 minutes outside St. Louis” or “in the foothills of the Rockies.” The more specific the information, the better!
By Ken Allman, Founder, CEO, PracticeLink.com
30 Journal of the Association of Staff Physician Recruiters
Five questions to consider when selecting a recruitment firm
asked, and the type of information presented when submitting a candidate’s CV. The third question to consider is “What is your experience as a physician recruiter?” How familiar are they with the healthcare recruiting industry and what references and successes can they bring to the table? Similarly, it is important to think about their knowledge base of the specialty in need. This includes asking if their recruiters are specialty-specific or if they recruit for all medical specialties. Specialty-specific recruiters have the benefit of learning the ins and outs of one or two specific specialties and the variations that apply to those specialties in different geographical locations. Lastly, the fifth question is “Are you familiar with our community?” Have they placed physicians in your geography before and do they understand how physicians practice in the community?
Remember, choosing the right recruitment solution and recruiting firm can reduce or eliminate the possibility of costly mistakes!Since 1990, Enterprise Medical Services, a leading physician, executive, and advanced practice provider recruiting and consulting firm, has been connecting the most progressive hospitals, clinics, and medical groups with the most qualified career-minded candidates. Visit www.EnterpriseMed.com to learn how we can assist you with your search needs.
Choosing the right recruitment firm can be daunting. Asking the right questions can make all the difference when finding a recruitment firm that fits your needs and recruiting style.
When selecting a recruitment firm, there are five questions to consider. The first is “How do you source candidates?” This includes advertising the job, utilizing outlets for reaching perspective candidates, and reaching both active and passive candidates. The second question is “What is your candidate screening process?” Vital information includes: speaking with the candidate, personal and professional questions
By Neal Fenster, President/CEO, Enterprise Medical Services, (800) 467-3737
Gold Corporate Contributor Feature
The benefits of provider orientation in retention and accuracy
The most effective way to ensure understanding across the board is by establishing a well-executed new hire process for all incoming providers. While most facilities have an orientation process in place for long-term providers, those utilizing locum tenens positions commonly underestimate the value of a full orientation for temporary services. Even with a short-term assignment, it is important to take the time upfront to complete proper provider orientation, so that complica-tions do not arise later. In addition to adminis-trative policies, facilities can introduce locum tenens providers to the organization’s values and culture. Expectations need to be clearly presented prior to the start of an assignment, and incoming providers should also have the opportunity to familiarize themselves with other staff members. The length and depth of each orientation process
depends on the needs of a facility, and the com-plexity of an assignment. For a few helpful tips on constructing the orientation process that fits with the complexity of your organization, check this article in The Standard.
Following an assignment, facilities can also perform an “off-boarding” process, or debriefing. This gives facilities and providers the chance to tie up any loose ends regarding the assignment (i.e. turn in badges, beepers), as well as ensure all documentation is completed, including billing, charting, and any exit procedures specific to completing the assignment. This practice will eliminate incomplete or incorrect charting to ensure that billing and facility reimbursement procedures are accurately submitted.
Each quarter, The Delta Companies releases the Customer Experience Index— a metric sent to customers requesting feedback on the services provided by the company. According to feedback from the survey, facility managers have expressed a desire for providers to ramp up quickly and have a comprehensive understanding of policies and procedures within the facility, such as the use of electronic medical records (EMR) and billing requirements. Providers paralleled this desire, requesting better knowledge upfront of facility routines and more in-depth working relation-ships with other facility employees. This mental-ity is true of both permanent positions as well as locum tenens openings.
By James Heil, Vice President of Recruiting, The Delta Companies
Silver Corporate Contributor Feature
Fall 2013 31
Vendor management for physician search: Weighing the pros and cons
As healthcare undergoes a dramatic shift, facili-ties are searching for ways to control costs and improve efficiencies without negatively impact-ing the quality of patient care. The implementa-tion of vendor management systems (VMS) and software for physician recruitment is becoming more prevalent within the industry. At the core of a VMS is the channeling of staff procurement through a single point of contact to save time, reduce paperwork, ensure quality, and maintain consistency. But how does a VMS impact cur-
rent processes and personal relationships? What is gained and what is lost?
Benefitsofvendormanagement:Eliminatecalls/emails from multiple staffing agencies; expand searchthroughmoreagencies;negotiate/managevendor contracts; screen candidates, coordinate interviews; collect required documentation; consistent credentialing process; software (if available) to automate key functions.
What to consider when selecting a VMS provider: Does the VMS provide a dedicated contact and support team? Does the solution address locum tenens and direct hire? Can a preferred staffing agency be used? Is the VMS vendor neutral? Does the VMS work within
existing process versus overhauling it? Is there a guarantee of service?
Ideally, most facilities desire the best of both worlds — a solution that improves efficiency while retaining the “people” component. If having a dedicated contact and operational team to support staffing protocols is critical, ask the question. Understanding pressure points and key differentiators will help in weighing options moving forward.
Let the Physician Division of Aureus Medical assist you with developing a strategic plan for physician recruitment. Contact Tim Kelly at 1-866-795-6650 or [email protected]. Or visit www.aureuslocumtenens.com.
Bronze Corporate Contributor Feature
PARTICIPATION
ONLINE SURVEYPHYSICIANS
100 6QUESTIONS
24
76
in their current position 2 years or <
in their current position 3 years
or >
of physicians surveyed became knowledgeable of the organization’s culture from peers and colleagues.62%
33%
20%
Sr. Admin, MD Leaders
None, I learned on my own
15%
Formal organizational orientation
Very few learned about the organization through formal orientation programs.
20%62%
33%
15%
When starting a new position
Stat!© is powered by MDLinx.com Career Center, part of M3 Group, which provides services to the healthcare and life science industries. In addition to job recruitment and market
research, these services include medical education, ethical drug promotion, clinical development, and clinic appointment servies.
In association with S T TA !©
2 PHYSICIANS=
Silver Corporate Contributor Feature
32 Journal of the Association of Staff Physician Recruiters
ASPR recognizes and appreciates
the support of members of the
Corporate Contributor Program.
This affiliation with ASPR provides a
unique opportunity for exposure to
ASPR members that includes name
recognition and goodwill. While
ASPR recognizes and acknowledges
Corporate Contributors, it in no way
directly or indirectly endorses the
corporation, its products, or services.
Corporate Contributors who advertise
or promote an endorsement or
implied endorsement by ASPR, will
automatically be terminated from the
Corporate Contributor Program.
Endorsement policy
Find family physicians at AAFP CareerLink. EASY.
(RECRUIT THE RIGHT PEOPLE.)
www.aafpcareerlink.org
Your job posting will be: • Available by free search to job seekers. • Emailed directly to compatible candidates.• Posted on Facebook and Twitter for added exposure.
START RECRUITING TODAY.
CareerLink Ad 9x5.5.indd 1 1/20/12 4:24 PM
Fall 2013 33
Beyond emergency coverage: Three alternative uses for locum tenens
1. Try out a new physicianLocum tenens allows both parties – the physi-cian and organization - the ability to assess whether there is a good fit before signing on for something permanent. Even if you don’t go the working-interview route, a locums provider can be a great stand-in while you vet permanent candidates.
2. Start a new serviceStarting a new service can be risky, but utilizing locum tenens enables you to assess the viability of the service without committing to a perma-nent hire. This allows facilities to minimize
In many hospitals, locum tenens is synonymous with emergency coverage. Here are three less common, yet equally beneficial, ways to use locums physicians:
investments in new services, while still aiming to expand the bottom line.
3. Fight physician burnout Providing locum tenens coverage for permanent physicians to take a break can work wonders in the battle against burnout and turnover. Locums physicians are also a great solution when your staff feels overworked, but there is not sufficient demand to hire another permanent physician.
Want to learn more about how to use locums at your facility? Visit mdainc.com or call 800.780.3500.
By Liz McBrayer, Marketing Content Writer, Medical Doctor Associates, [email protected]
Bronze Corporate Contributor Feature
2013 Benchmarking Report Highlights
As the largest survey of its kind with data from nearly 5,000 searches, the 2013 ASPR Benchmarking Report provides mission-
critical recruitment data to help refine processes and improve planning to meet the increasingly competitive demand for top
provider talent.
This report provides access to key national and regional benchmarking data on:
• Percentage of searches filled
• Time to fill by specialty
• Most challenging searches
• Interview-to-hire ratios
• Number of searches per recruiter
• Annual recruitment budgets
• And more!
Access the 2014 Benchmarking Report Executive Summary
Access or Purchase the 2014 Benchmarking Report and Searchable Data
Average number of searches per recruiter
In-house physician recruiter’s average annual compensation
Average number of applicants per hire
20$72,428
7.1
34 Journal of the Association of Staff Physician Recruiters
2013 ASPR Annual Conference Photos
Fall 2013 35
36 Journal of the Association of Staff Physician Recruiters
Fall 2013 37
We sincerely thank
Darrin Christensen with
CompHealth for his time,
energy, and generosity
over the years as ASPR’s
volunteer photographer.
Thank you, Darrin!
38 Journal of the Association of Staff Physician Recruiters
PresidentDeborah Gleason, FASPRPhysician Development AdministratorNebraska Medical CenterOmaha, NEPhone: 402-559-4679Email: [email protected]
President-ElectLaura Screeney, FASPR, CMSRCorporate Director, Office of Physician RecruitingNorth Shore-LIJ Health SystemManhasset, NYPhone: 516-823-8874Email: [email protected]
SecretaryDonna Ecclestone, FASPRAssociate Director, Physician IntegrationDuke MedicineDurham, NCPhone: 919-419-5057Email: [email protected]
TreasurerMichelle Seifert, AASPRDirector of Physician RecruitmentCleveland ClinicCleveland, OHPhone: 216-448-8216Email: [email protected]
Vice President, EducationAllen Kram, FASPRDirector of Physician DevelopmentHealth QuestLaGrangeville, NYPhone: 845-475-9605Email: [email protected]
Vice President, GovernanceFrank GallagherDirector, Physician RecruitmentAtlantiCareAtlantic City, NJPhone: 609-441-8960Email: [email protected]
Vice President, ResearchShelley Tudor, FASPRPhysician RecruiterHumana Clinical ResourcesLouisville, KYPhone: 765-807-6680Email: [email protected]
Vice President, Engagement(Vacant)
ASPR Executive DirectorJennifer Metivier, MS, FASPR1000 Westgate Drive, Suite 252Saint Paul, MN 55114Direct Phone: 651-290-6294Toll Free: 800-830-2777Email: [email protected]
BenchmarkingSuzanne Anderson, [email protected]
Shelley Tudor, [email protected]
Chapter and Regional RelationsChristopher Kashnig, [email protected]
Kate [email protected] 214-648-9859
EducationJennifer Barber, [email protected]
Robin Schiffer, [email protected]
Ethics Jake Shimansky, [email protected]
FellowshipMarci Jackson, [email protected] 702-240-8944 Lynne Peterson, [email protected]
Journal Miranda Grace, [email protected]
MembershipTim [email protected] Caroline Steffen, [email protected]
Resource LibraryDiane Collins, [email protected] 952-883-5453
Aymee Quinn, FASPR, [email protected]
ASPR Board of Directors
ASPR Committee Chairs
Call for Committee Volunteers ASPR committees are always looking for willing and eager volunteers. Please consider joining a committee. Contact the appropriate committee chair for more information. Committee Chairs and contact information can be found above and below.
For information, call: Margaret Gardner, (215) 351-2768Maria Fitzgerald, (215) 351-2667
Find your physician
with
THE Society.THE Publications.THE Website for Internal Medicine.
Association of Staff Physician Recruiters
1000 Westgate Drive, Suite 252 | Saint Paul, MN 55114
Phone 1-(800) 830-2777 Fax (651) 290-2266
www.aspr.org