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| The Monthly Pulse |
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| Leveraging AI to Enhance Physician Recruitment
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| The Story |
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| AI is being leveraged across many aspects of healthcare, and recruitment is no exception. From automating candidate screening to predicting candidates’ success using machine learning algorithms, to automating interview scheduling and applying analytics for data-driven decision making, there are many ways evolving technology can save time and increase accuracy during physician recruitment. Yet, AI has its limitations, and recognizing them is critical to your recruiting success. |
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| What You Should Know |
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| While AI can certainly streamline some aspects of the recruiting process, it’s most effective when used to enhance human decision-making, instead of serving as a replacement. Human involvement is still necessary for assessing cultural fit, avoiding biases, and considering less tangible aspects of candidates’ suitability for openings. Moreover, candidates continue to seek a human touch in their job searches, so interacting with them one-on-one could go a long way towards successfully attracting new hires.
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| The Critical Role of Employer Branding in Healthcare
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| The Story |
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| With challenges like significant talent shortages, healthcare organizations are going beyond conventional recruitment strategies. Strengthening your brand to ensure that it aligns with your organization's culture and values can be an effective way to position you as a top-choice employer for healthcare professionals. As an added bonus, a strong organizational brand can also make a positive impact on patients, with the potential to increase trust and satisfaction.
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| What You Should Know |
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| There are several approaches healthcare organizations can use to create a strong employer brand. For one, the brand should be emphasized across every type of messaging to drive consistency. You can also leverage employee advocacy by highlighting employees’ positive experiences on your social media, focusing on attractive qualities like career development and work-life balance. Additionally, develop and maintain a positive and collaborative workplace culture, participate in community events, and strive for continuous improvement by collecting and acting on employee feedback.
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| Physicians grow louder on noncompetes |
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| The Story |
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| Amid the ongoing shortage of healthcare professionals, physicians are pushing back against non-compete clauses. Up to 45% of physicians are bound by a non-compete clause of some type, which restricts physicians trained in certain specialties from practicing in a nearby area if they leave a healthcare organization. The American Medical Association asserts that allowing physicians to work for multiple hospitals could improve coverage within communities. |
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| What You Should Know |
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| Non-compete clauses can make it challenging for patients to find specialty care in rural areas, and the Federal Trade Commission has increased scrutiny of such clauses across all sectors, claiming that they reduce wages and negatively affect competition. Healthcare organizations feel differently, however. The American Hospital Association, for example, notes that clauses are put in place to protect investments hospitals make to recruit doctors. Currently, non-competes for all employees are banned in three states: California, North Dakota, and Oklahoma.
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| Leadership Reflections |
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Preparation, Pacing, and Destination
I recently traveled to Montana with some skier friends. I am not a downhill skier, so I was looking for a different outdoor activity. One such activity involves climbing the ski slope on snowshoes and I was fortunate to have the company of several experienced uphill enthusiasts to accompany me in this pursuit. Due to my lack of experience and youthful enthusiasm, they recommended that I start in the front of the pack. (To be clear, my “youthful enthusiasm” is said in jest.) So I began the ascent covering just over 2,000 feet in a two-mile hike. As is not uncommon on Whitefish Mountain, the visibility was limited due to cloud cover. In addition, the steepness of the grade and windiness of the slope contributed to short lines of sight to the next milestone. In other words, it was difficult to have a sense of where the final destination was.
As a result of my lack of experience, the limited visibility, and the high altitude, I found myself quickly short of breath and in need of some calories and water. I had planned enough to meet those needs, and the experienced hikers provided electrolytes for my water and offered perspective around the journey ahead. They explained that we were about 5-10% into the total hike and the steepest portion of the climb was the bottom section. Setting a pace that allows a hiker to carry a conversation is a measured approach that helps ensure you can keep moving vs. a pattern of hiking, tiring, resting. With a refuel and this wise guidance, I was able to maintain a slower, more methodical pace that carried me to the lodge at the top of the mountain.
This experience was a reminder of the importance of preparation, resourcing, timing, pacing, and understanding our final destination in our strategic planning and execution processes. Without a sense of the path ahead and the location of the destination, it is challenging to measure progress or success. Knowing the destination informs resource allocation decisions around time, money, and human capital. There may be legs of the journey that require a sprinter’s mindset. For longer term success, resilience and a more measured, steady approach are important. And of course, having others there to encourage and support us along the way never hurts, either.
Have you experienced challenges as a result of insufficient information related to the goal or destination? What strategies have you utilized to overcome these obstacles?
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AAPPR Roundtable - Working with Locum Tenens Physicians |
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| AAPA 20224 |
| Sat., May 18 - Wed., May 22 |
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| 2024 MAPRA Annual Conference |
| Tues., Jun. 4 - Wed., Jun. 5 |
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| 2024 AANP National Conference |
| Tues., Jun. 25 - Sun., Jun. 30 |
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| NAHCR24 |
| Tues,. July 16 - Fri., July 19 |
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