When a physician leaves a job, it doesn’t just add one more tough hiring task to a recruiter’s to-do list; it deprives the organization of services and may even leave patients in a lurch. An early departure from a job is also far from ideal for the physician. Aside from the discouraging prospect of launching another job search so soon, the physician will face building a practice from scratch in a new organization.
In a nutshell, if physicians found a better fit from the start, everyone would be much better off. So what can
recruiters and their employers do to help residents and fellows make better first-job choices?
Helping physicians avoid mistakes
One major factor affecting job longevity is something completely independent of the job: geographic location. Jobhunting advice to residents and fellows usually mentions location as one of the most important (if not the most important) considerations in choosing a job, but too many physicians still don’t think through the implications of a move to a new place carefully enough.
Part of the problem is that happiness in a new location is largely about life outside work.
"Thinking about life outside of work may be challenging for new physicians," says Cyd Kilduff, manager of physician and APP recruitment at Corewell Health in Grand Rapids, Michigan. "The only thing they’ve done for years is work."
Some ingredients of a happy non-work life that physicians may not think enough about when considering a move include houses of worship, local services like hair care, and entertainment and shopping options.
Kilduff says Corewell’s human resources team works with its residents and fellows to help them envision a
complete picture of their ideal job. "We want them to find the best possible match for themselves," she adds, even though this means that some of them will decide to look elsewhere. Ultimately, Kilduff says, everyone’s better off when a physician chooses the best spot for them.
New physicians also sometimes have trouble comparing salaries. Too often, physicians may not realize how much care employers take to ensure their offers are competitive.
The many productivity schemes and sign-on bonus programs offered across organizations may lead candidates to incorrectly assess an offer as more or less attractive than alternatives. Benefits packages - which may be more financially important over the long run - can be even more opaque.
"We have a total value statement that we use with candidates," Kilduff says. She adds that many employers
have a similar tool, which helps quantify the benefits portion of an offer.
Engaging physicians once they’re on board
The pandemic put a spotlight on the reality of physician burnout. A silver lining of that difficult acknowledgment is that it prompted more employer efforts to support physician mental health and overall well-being. One challenge for recruiters: Physicians may not remember or think to ask about these services - or recognize how beneficial they can be. If they later decide to come on board, physicians may not remember to take advantage of them. So, it’s incumbent upon recruiters to explain these services and help candidates see their value.
Even more important to emphasize is when your organization offers a program that stands out from more typical engagement efforts.
Can you initiate a new engagement program?
Learning about how an innovative idea worked elsewhere can help reduce the risk of trying it in your own
organization.
Kilduff recommends that recruiters check out AAPPR to expand their network of like-minded colleagues. "We’re different than other professions. It’s great to be able to network and get new ideas from people who are
working in the same field."
Laurie Morgan
