physician talent management€¦ · physician orientation-key components introduction to key...
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Physician Talent Management
Dan Smith, MD, FACEP
Medical Director
Studer Group
Selection, Orientation and Retention
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Recruiting talent in today’s healthcare…
Demand
Supply
With an estimated deficit of physicians of 200,000 by 2025,
compensation alone is no longer sufficient to attain and
retain physicians
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Selecting Physicians
High performing systems
are relentless on cultural fit.
System performance relies
on the right talent.
Job one: Who before What
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How Do We Get “Right Fit” Physician
Talent?
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Effective Physician Recruitment
Predictors
• Solid financial growth
• Competitive and specific pay
• A clear organizational identity
• Strong collaborative environment (“community of
physicians”)
• Patient-centered
• Institution held in high regard
• “Physician-Aligned” reputation
• Reputation for care quality
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Selection Tenet:
You get what you select
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When you select right…
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Physician Selection Based on
Desired Skills
Key Physician Skill and Attributes
–Clinical skill, problem solving and documentation
–Patient-centered
–Team player
–Efficient/productive
–Contributory
–Leadership potential
–Stewardship
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What is the greatest predictor of
future behavior and performance?
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Interviewing:
• Trained interviewers
–Medical Director
–Chair
–Frontline physician/APP
–Dyad operational leader
–Staff member
• Know the Do’s and Do Not’s of interviewing
• Select for physician attributes and values that position the
system for success
• Create a question menu based on behavioral-based interviewing
• Each interviewer asks one question to assess each competency
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Asking the Questions
• Review beforehand
• Questions require thought—> pauses are ok
• Each interview should last approximately one hour
• Consensus required for hire
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Teamwork question sample
• Tell me about a time when you didn’t get along or had
a conflict with a physician colleague?
Event-Action-Outcome
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Clinical Skill question sample
•How have you managed the following?
– 49 yo married female presents to the clinic with 3
months of episodic sadness, insomnia and
occasional tearful episodes after her daughter left for
college
–What questions did you ask and how did you
proceed?
Event-Action-Outcome
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Patient Centeredness question
sample
•Tell me about a time when you went above and
beyond for a patient?
Event-Action-Outcome
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Leadership question sample
•Tell me about a project you have led?
Event-Action-Outcome
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Assess the Response (1-5)
5: Detailed, rich and compelling
examples with exemplary actions
and outcomes
4: Good examples with productive
actions and outcomes
3: Examples with limited details but
appropriate actions and results
2: Sketchy examples with
marginal action and minimal results
1: Limited examples with no detail,
maladaptive action and negative results
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A question for you:
How confident are you that if a physician candidate
were to openly dialogue with a practicing colleague
that they would inspire and energize that candidate?
Promoter Fence Sitter Detractor
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Rate the Physician Candidate
• Average score on individual questions and composite score
• Comments: good, guarded, red flag
• Timeliness factor:
–On time for interview?
–Completed requisite forms on time?
• Other questions:
–Tell me how you will make our organization better?
–What questions do you have for us?
Recommend Not Recommend
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Interview Matrix Template (simple)
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Interview Matrix Evaluation (detailed)
20
Candidate: Date:
Question Weight (1-3) Interviewer
DS
Interviewer
BR
Interviewer
JM
Total:
Leadership 1 8 7 8 23/30
Teamwork 3 9 9 10 84/90
Clinical skill 3 10 10 10 90/90
Patient-
centered
3 8 9 9 78/90
Problem
solving
2 7 8 8 46/60
321/360=89%
1-10 response scale, 1-3 theme weight
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Orientation and Onboarding
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Physician Orientation-Key Components
Introduction to key leaders
Tell the story and journey of the organization
Heavy emphasis on culture, character and
values. Review organizational goals
Skill development on evidence-based behaviors
Clarity of physician expectations. “Who we are.” Code of Conduct
Investing in New Talent
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Ineffective Orientation
• Variation in physician behaviors
• Poor awareness of expectations
• Suboptimal physician engagement
• Less commitment to the organization
• Non-retention of information/processes
• Requires re-orientation
Phased onboarding may be advisable:
Phase 1: Must know Phase 2: Good to know
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Retention and Loyalty
24
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• Developing self
• Technical skills
• Strategy skills
• Consideration
• Integrity
• Global perspective
• Decisiveness
• Results focus
25
Contagiousness of Effective Leadership
Good leaders influence:
Harvard Business Review-Jan 2016 (Zenger/Folkman)
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Engaged Patient, Engaged Physician
© 2008 Hospital Pulse Report, Press Ganey Associates, Inc.
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What Do We All Want?
•Input
•Care Quality for Our Patients
•Appreciation for What We Do
•Responsiveness to Our Issues
•Efficiency of Our Practice
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3 Month and 6 Month Post-Hire
Physician Meeting Questions
• How do we compare with who we said we were?
• What’s working well?
• Has there been anyone who has been especially helpful to you?
• Is there anything that you need that we are not providing?
• Based on your prior practice, what are some things we could do better here?
• Is there any reason that you feel this is not the right place for you?
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New Physician Mentorship
•Mentorship for 6 months with experienced,
loyal physician
•“No question is a bad question”
•Intent: supporter, advisor, colleague
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Physician Leader Rounding on
Colleagues• WHY: Establishes sincere communication between
leadership and physicians
• WHO: Those that lead/manage physicians
• HOW:
– Schedule a time at physician’s convenience
– “One on one”
– Wins
– People to recognize/ Systems working well?
– Do you have the tools/equipment/processes you need?
– What can I do to insure you have have a great day practicing here?
– Update on current initiatives and focus areas
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Rounding Log
Stoplight Report
Toolkit Items for Leader Rounding
Afferent Limb
Efferent Limb
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3 to 1
2 to 1
1 to 1
2
1
1
1
3
1
Neutral
Negative
Positive!
The Compliment to Criticism Ratio - Tom Connellan
Physician Recognition
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Retention Predictors
• A slow start/light schedule/double coverage
• Deliberate welcome
• Mentor with seasoned, well aligned physician
• Training on “how to be successful here”
–EHR
–Patient experience tactics (AIDET®)
–Clinical leading practices
• Responsive Leader(s)
• Listen to their concerns and close the loop
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“Physicians go where
they are welcomed,
remain where they
are respected and
grow where they are
nurtured.”
Bill Leaver
CEO, Iowa Health System
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Dan Smith, MD, FACEP
Medical Director
(850) 439-5882
Insert Your
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Next Presentation:
First Among Equals: Physician
Leadership
Andy Ziskind, MD