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In This Issue:

Partnering for success with physician leadership

How to survive organizational and leadership change

ASPR welcomes Carey Goryl

JASPRJournal of the Association of Staff Physician Recruiters

The Only International Organization Exclusively for In-House Physician Recruitment Professionals

Winter/Spring 2016

Volume 23, Issue 1

2 Journal of the Association of Staff Physician Recruiters

Leadership — it impacts our lives on a daily basis — whether through our interactions with our executive and physician leadership or through our own leadership capabilities. In our roles as physician recruitment

professionals, we deal with our executive and physician leadership on a much grander scale than many other individuals in the organization. How we communicate and interact with our leaders and navigate the often intricate and complicated leadership structures of our organizations can sometimes lead to our success or failure to effectively recruit physicians and other providers to our healthcare systems.

The leadership landscape of many healthcare organizations has been in a constant state of change. As I speak with my colleagues, it seems like many of them are seeing a lot of turnover in the c-suite and more demands placed upon the organization and physician recruitment staff as new leadership takes the helm. This change can be disruptive to the flow of provider recruitment and can add stress to our daily job.

In this issue, we are addressing some of these issues and focusing on the topic of leadership over all. As physician recruitment professionals we are leaders in our organization, whether we have a designated title of leadership or not. We are being asked to execute responsibilities that can have a great impact on our organizations. We need to be able to interact with our leadership teams in a highly effective manner and communicate in a way that

By Judy Brown, FASPR, Provider Employment Specialist, Hennepin County Medical Center

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 Jacquie Durant in the ASPR office directly at 651-290-7493.

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 Letter from the Editor

fosters collaboration from bottom up and top down. We hope you will find this issue to be helpful as you build upon your own leadership skills and better understand how you can work with your leadership teams.

On another topic, I want to take a moment to update you on the editorial team for JASPR. Miranda Grace has stepped down from her role as editor. She recently had a baby and is focusing her time on family and work. I want to thank Miranda for her service to JASPR and appreciate all the time, work and service she has provided. She has done an exemplary job. I congratulate her on her new addition to her family and wish her all the best. In light of this, the Board of Directors approved the re-appointment of Lori Jackson Norris as co-editor. She previously served as a co-editor of JASPR with me during my last term and then with Miranda during her first year on the team. I am very excited to work with Lori again. Last, I want to thank the ASPR/Ewald staff, especially Kate-Madonna Hindes and Jacquie Durant who have been invaluable in their support in publishing JASPR. They bring a wealth of knowledge and experience and have been ever patient and understanding as we have transitioned the editorial team. We have some great ideas for future stories and features for JASPR. As always, we encourage you to reach out to us if you would like to be involved with JASPR or have ideas for articles.

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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

Winter/Spring 2016 3

Articles Page

Medicine’s power couples: A challenge in

recruiting physicians to rural areas .................... 6

Member profile: Rachel Reliford ............................. 8

SEPRA kicks off third anniversary with

inaugural conference in Georgia ......................... 9

ASPR welcomes new executive director Carey

Goryl ................................................................................10

How to survive organizational and leadership

change ............................................................................ 12

Partnering for success with physician

leadership ...................................................................... 13

Recruiting physician leaders .................................... 17

Around the web: ASPR news and views ............18

ASPR Updates/Features/OtherCalendar .............................................................................2

Letter from the Editor ................................................2

President’s corner ..........................................................3

ASPR Fellows, Diplomates & Associates ............4

Corporate Contributor listing .................................5

Corporate Contributor features ............................ 19

ASPR employment hotline ......................................21

Board of Directors & Committee Chairs .......... 24

Co-Editor: Judy Brown, FASPR

Co-Editor: Lori Jackson Norris

Inside This IssueBy Carey Goryl, Executive Director, ASPR

Leadership and communication

With 2016 now upon us, most of us have reviewed the highlights from the past year and nearly all but forgotten our New Year’s resolutions. If you’re

like most people I’ve spoken with over the past few weeks, you are busier than ever. For some of us, the end of the year becomes a small place of respite where the inbox slows down and days off are commonplace. Now that we are well into the new year, those feelings of rest, revival and renewal might be replaced with the continued pressure to “do more with less” and a longing for that summer vacation.

In times of demanding workloads and unrealistic expectations, the clarity of our communication can be at risk. We are rushed to source, contract, and onboard. Many ASPR members work as a department of one or are part of a small team that may include only one other individual. The work is constant and sometimes impossible. Yet, the challenge is viewed by many as invigorating. When we bring physicians and providers to our communities, we are truly transforming the healthcare of that community.

Our need to communicate ethically is more important than ever. When stress is high and resources are limited, the propensity to make assumptions, communicate less, or read between the lines incorrectly often occurs. So not only do we need to increase our communication, but we need to do it ethically, succinctly and with clarity.

What does it mean to communicate ethically? Much of what you think it would entail: honest, direct, respectful communication that seeks to understand rather than assume. It means addressing things head on, instead of beating

around the bush. It means avoiding gossip and giving people the benefit of doubt. It means speaking up, especially if your position differs or you have relevant information. For everyone, especially leaders, this is critical as ethical communication is the foundation of trust for employees and customers.

In this issue of JASPR, we focus on leadership — from the physicians we work with to our chapters and the Board of Directors. ASPR is going through leadership changes with a new Executive Director at the helm. I’m honored to be the person selected for this position and work with this association.

When asked to write my inaugural “Letter from the Executive Director,” I immediately recognized that communication was where I wanted to begin. Our communication has just begun and I want it to be honest, direct and respectful. I want to listen so I may understand how this association can fulfill its mission and purpose. This journal is one of many methods by which your association communicates with you.

“Communication is the most important skill in life,” said Dr. Stephen Covey in the 7 Habits of Highly Effective People. Yet, so often our communication strategies are focused on what we’ll say rather than listening to understand. Provided that all of us understand this concept and its importance, the next step in our communication style is to be an ethical communicator. What do ethics have to do with communication? Everything.

Join the ASPR conversation Before and during ASPR’s upcoming confer-ence in New Orleans, you can help further the ASPR message with social media posts and photos by using the #ASPR2016 hashtag. Don’t forget to follow us on social media for regular updates, news and other pertinent information.

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ASPR Fellows, Diplomates and AssociatesCongratulations to the following Fellows who have achieved certification and the Diplomates and Associates who have achieved designation since November 2015.

Fellows (FASPR)

Diplomates (DASPR)

Associates (AASPR)

Deborah BombulieJoylynn BrinkMary BurnsAnnelise CatanzaroSarah DohertyMelisa GarciaMelody JohnsonLauren JuddJeanette Krimmer

Tricia LaFrattaMary LangensteinLogan LewisMary Kay MoreauLesley O’ConnellKelly OpahleMichelle SantKatie TerranovaLani Wilson

Jennifer BubertLauren CarrellStephanie ClarkMary CummingsBrenda FalckKelly GeigerKristin GolecSarah HarrisDebbie Hinnerschitz

Christopher MastrantuonoKim MoriarityAudrey RennerJamaul RileyJeremy RodriguezEric RoseMiriam TysonKarly Wallace

Heidi BakaNicholas BentonMichele BishopOlivia BrothersJim BrownTina BrunoAriana CaraballoTammie ChuteJodie ClarkLindsay CollinsSaundra FickenscherKyle HaymanStephanie JacksonKathryn Kull

Brittany KulpStephanie LuedkeAshley MorganAmanda QuireDon RainwaterTerrah ReevesConnor RockwellAngela RossiJerri SillsMisti SmithSusan WeberJeff WootenJudith Wright

Download JASPR for your smartphone, e-reader or tablet today!

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On-demand webinars ASPR offers free monthly educational webinars that provide you with education from experts. The program provides opportunities to obtain CEs from the comfort of your home or office with both live and on-demand options.

Visit www.aspr.org/webinars to listen to a full history of on-demand ASPR webinars.

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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 Contributors ab+c CompHealth DocCafe.com JAMA Network & JAMA Career Center Merritt Hawkins New England Journal of Medicine PracticeLink PracticeMatch and MDLinx VISTA Staffing Solutions Weatherby Healthcare

Silver Contributors All Star Recruiting The Delta Companies HealthCareerCenter.com (AHA) HEALTHeCAREERS The INLINE Group leapdoctor.com Locum Leaders Locum Life Ltd Medical Marketing Service, Inc. (MMS) Roman Press, Inc. Skill Survey Wolters Kluwer Health | Lippincott Williams & Wilkins

Bronze Contributors 3d Health A. Arnold World Class Relocation AccuCheck Investigations American Academy of Family Physicians American Academy of Neurology American College of Physicians American Healthcare Services Association Aureus Medical Board Certified Docs | Elsevier The Curare Group, Inc. D&Y Staffing Doximity Enterprise Medical Services Fidelis Partners | THMED Frontline Medical Communications HospitalRecruiting.com Jackson & Coker LocumTenens.com MD Staff Pointe Onyx M.D. PhysEmp.com PhysicianCareer.com RosmanSearch, Inc. Staff Care, Inc. Steven’s Worldwide Van Lines Superior Healthcare Sourcing

Join us in New Orleans in 2016!

ASPR Annual ConferenceMay 14-18, 2016

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EDUCATIONAL CONTENT, FUN-FILLED SOCIAL EVENTS, AND FANTASTIC NETWORKING

You won’t want to miss this conference in 2016!

Registration and sponsor/exhibitor opportunities are available online at www.aspr.org.

Be sure to chat about the upcoming ASPR Annual Conference on Twitter using #ASPR2016.

Medicine’s power couples: A challenge in recruiting physicians to rural areas

If someone is well-educated, the odds are that he or she will marry someone with similar credentials, according to census data. And that trend has consequences when it comes to access to healthcare in rural areas.

Rural areas have for years been facing a doctor shortage. That means for the roughly 20 percent of Americans who live in those areas, it’s harder to get care when it’s needed. Policymakers have been trying to create programs that offer medical debt forgiveness and other incentives to doctors willing to set up shop away from the city. But a research letter published recently in JAMA highlights how a key demographic change — the rise of power couples — is stacking the deck against these efforts.

According to the research letter, doctors are much more likely to marry people with advanced degrees than they used to be — 54 percent of married doctors in 2010 compared with less than 10 percent in 1960.

Part of that jump has been fueled by the surge in women physicians. Now, about one in three doctors in the country are women. In 1960, according to the researchers, only about 4 percent were. In addition, the researchers note that when female doctors marry, they’re more likely than men to marry someone with a graduate degree: 68 percent of them did so, compared with 48 percent of men.

These trends, the authors write, could further reduce the odds of these physicians working in rural areas. About 4 percent of power couples worked in underserved rural areas between 2005 and 2011, compared with about 7 percent of married doctors whose spouses weren’t as highly educated. That’s a small difference, but the researchers argue it’s still relatively significant. (They also qualify the finding, noting that its applicability is limited by the fact that, no matter what, the number of married doctors in rural areas is small.)

But for small towns, the challenge is real. The researchers suggest that physicians who have spouses who are doctors themselves — or lawyers, investment bankers or in other fields that are marked by graduate degrees — are also more likely to live and work in places where their partners can find jobs. More often, those places are cities. And, if a spouse has a high-paying job, the couple is more likely to consider it now than they previously would have.

This “wasn’t an issue 40 years ago and now is a major concern for physicians,” said Doug Staiger, a professor of economics at Dartmouth University who co-authored the study. “Anyone who’s tried to recruit in rural areas — [it’s] hard to overcome, given the lack of jobs.”

Rural communities often don’t have economies that support the power couples’ dual professional goals. “Money’s great,” Staiger added. “Being able to continue your career is probably most important to most couples.”

Then there’s the likelihood that city life is often a draw, where it might be easier to find a theater, an art gallery or trendy new restaurants. “There’s still a big discrepancy in educational, cultural and other areas … that

make urban areas preferable,” said Andrew Bazemore, a D.C.-area family physician who directs the Robert Graham Center, which researches family medicine policy and is an outpost of the American Academy of Family Physicians.

So, Staiger suggested, if policymakers want people in rural areas to get better health care, they should consider other fixes that enlist telemedicine — through which patients conference with the doctor over technologies like Skype or FaceTime.

But not everyone agrees. Brock Slabach, senior vice president at the National Rural Health Association, argued such a solution would shortchange small-town patients. He thinks medicine — especially primary care — can’t effectively be given over a computer screen, because subtler kinds of communication will get lost.

The people who are underserved, he added, are the ones “who basically feed those other 78 percent of Americans that live in urban areas.”

“We need to be sure that individuals, no matter where they live, have access to high quality primary care,” he said.

By Shefali Luthra, March 1, 2016 (Reprinted from Kaiser Health News)


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How much physician recruitment experience do you have? I started in March 2008 — 8 years

How long have you been an ASPR member? Since 2008 — 8 years

What is the best part of being an ASPR member? The networking opportunities. When I have a question I am able to connect with my peers and ask what worked or didn’t work and look for creative ideas to address challenges.

The other is that I can be the “expert” on a particular topic because I have the data and metrics to support my suggestions to a medical director or hospital administration.

What do you think are the one or two most important attributes of a successful physician recruitment professional? Adaptability. No two days are going to be exactly the same. Each physician I work with is going to have preferences and needs, and I need to be ready to respond to the priorities based on the individual and their family.

Reliability. Hospital administrators, medical directors, and physicians need to look to you as their greatest ally. Being consistent and able to respond under pressure builds confidence in your work and decisions.

What brief advice would you give a new physician recruiter? Know what you know and what you don’t know. Ask for help and look for someone either inside or outside your organization to serve as a mentor. Getting involved in ASPR by serving on a committee will help you meet other recruiters who can offer advice or provide suggestions of where to go to find answers.

When did your term as Co-Chair of the Membership Committee begin? August 2014

What does your role as Co-chair of the Membership Committee entail? Our committee reviews new and renewing membership applications to ensure compliance to guidelines, promotes new membership initiatives, creates awareness of individual and group membership benefits, develops recognition incentives for volunteers and promotes the advantages of membership to those considering joining.

Why is it important to you to serve is this role? The strength in ASPR is in our diversity and the knowledge we learn from one another. Promoting membership ensures that we as an organization continue to grow. By sharing our collective experiences, we remain dynamic and better equipped to respond to challenges in our individual roles.

What is your current title? Senior Physician Recruiter

What organization do you work for? OSF HealthCare, with headquarters in Peoria, Illinois

What do your responsibilities include? OSF HealthCare, with headquarters in Peoria, Illinois, is an integrated health system, consisting of 11 acute care facilities and two colleges of nursing. OSF also has a physician organization, employing nearly 700 physicians in various specialties and more than 300 advanced practitioners, who are part of the OSF Medical Group. I am responsible for the physician recruitment of several of our subspecialty service lines across the system.

Name one interesting thing many of your colleagues may not know about you. My educational background is political science and speech communication, with a focus in international and comparative policy. My area of interest is the Middle East, where I spent time learning. I earned my Master of Public Administration (MPA) degree, but didn’t make politics a career focus! Prior to becoming involved in physician recruitment I was involved in a variety of areas within healthcare including lobbying, public relations, fundraising, marketing and contract management. My interest in politics has never left and so I read several international newspapers daily to keep up on current events.

What was the last book you read or movie you saw? And the Mountains Echoed by Khaled Hosseini. Hosseini is best-known for his #1 New York Times-bestseller The Kite Runner.

Do you have a favorite hobby or past-time? Traveling, especially to warmer climates. Every winter I take one trip with a tropical destination. Maui no-ka ‘oi! (Maui is the best). I also enjoy live music, theatre, dancing (particularly salsa), volunteering, and attending various cultural and ethnic restaurants, events, and festivals.

Do you have a favorite quote or motto? The poem “The road not taken” by Robert Frost.

Member profile: Rachel Reliford, FASPR, MPA, Senior Physician Recruiter, OSF HealthCare System

Member profile cont’d on page 9


Anything else you would like for us to know? I am a first generation American. My mother was born in post WWII Germany and her family came through Ellis Island to the United States on a ship called the Homeland. My “Oma” (grandmother in German), a professional German cook, had lost her first husband in the war, but shortly after married my grandfather. My “Opa” (grandfather in German) was a baker by trade and came with my grandmother and three small children. Their youngest was just six weeks old and carried in a bread basket during their two week crossing of the Atlantic. I actually have the suitcase my grandfather brought on that journey. He was the most influential person in my life. I spent many of my summers as a child running around the bakery he owned for over 50 years. He loved people and never knew a stranger. I miss his iced raisin bread, which will always be my favorite. Opa left behind a legacy of strength and perseverance, love for his family, and an unshakable faith in God.

Late in 2011, a small group of Tennessee and Kentucky physician recruiters met in a conference room at a hospital in Nashville to talk about forming a new ASPR chapter or regional group. From those initial conversations, the Southeast Physician Recruiters Association (SEPRA) was formed in January 2013 as the first regional chapter of ASPR. We’ve come along way from that conference room in Nashville to the six states that are now represented in SEPRA: Tennessee,

Kentucky, Mississippi, Alabama, Georgia and Florida. Today, we have almost 150 members.

Due to our membership growth, and the efforts of our volunteers and leadership, SEPRA was able to host its first conference this past November in Atlanta. We far exceeded our goal for the number of attendees and corporate sponsors. The conference was a huge success for the organization, and the feedback from the attendees was positive. The conference presenters did an outstanding job and provided valuable education.

With one conference under its belt, the SEPRA leadership team believes this could be an annual event! Special recognition goes to Bonita Lancaster, SEPRA president; Emily Glaccum, SEPRA conference chair; and Kristin McFarland, SEPRA vice president. Their hard work and commitment helped make this event a resounding success!

SEPRA kicks off third anniversary with inaugural conference in GeorgiaBy Lee Moran, Director of Physician Recruitment, Erlanger Health System

Refer a member today! Do you know a physician recruiter who isn’t a part of ASPR’s network?

We’re looking for new members to expand our circle of networking, influence and education. Membership is open to individuals involved in the recruitment of healthcare professionals.

Refer a member today by sharing our mission, values and upcoming events. Find out more here.

Member profile cont’d from page 8


“I knew Carey was the right individual to lead ASPR during our first meeting by the way she looked each member of the Board of Directors in the eyes as she shook hands, recognized each of us by name, and was able to relate to something she recalled in our backgrounds. Further interaction during her first week on the job at our office in Minneapolis and our Board of Directors meeting only solidified my first impressions. Carey is smart, professional and caring. She has the innate ability to put others at ease. I keep telling myself and anyone else who will listen, how lucky we are to have her join our team. I am confident that ASPR will thrive under Carey’s leadership and guidance.”

~ Laura Screeney, FASPR, ASPR President, 2014 – Present; Director Physician Recruitment, New York-Presbyterian

welcomesCAREY GORYL

N E W E X E C U T I V E D I R E C T O R


Q: What’s your New Year’s Resolution for 2016?

A: I don’t make resolutions but rather, I set intentions for the year. For 2016, I intend to practice patience and temperance with my children, ages 6 and 9. For fun and personal development, I intend to continue public speaking on the topic of changing how associations work (minimizing the importance of time and place), and enjoying my time with Toastmasters International. I intend to stop beating myself up over not starting my Spanish Rosetta Stone CDs that I’ve had for years and barely opened the package. I do have a desire to retire to South America and thus the language will be important if that were to happen.

Q: What’s your theme for 2016?

A: My theme for 2016 is Celebrate. I’m not good at it and I believe I need to practice this. I can be too quick to say, “Good job”, to myself or someone else, and then move on. Life and its milestones deserve more celebration!

Q: Do you have a favorite sports team?

A: I love watching the Boradneck Bruins, the high school football team that my husband coaches. I was raised in Detroit, so I always root for the Detroit teams, even when that is painful!

Q: What’s your favorite vacation spot?

A: Hilton Head Island. I’ve been there many times and love the beach, calmer and warm ocean waters, biking on the sand, eating, and reading good books (suspense novels are my favorite).

Q: Do you have a particularly funny story?

A: When I was about 13 years old, with braces and big hair, I went to an Alumni Michigan State University basketball game with my uncle and my cousin who was the same age as me. Magic Johnson was playing, and after the game we saw him in the arena’s parking garage. Everyone else had cleared out. My cousin and I ran toward him, absolutely squealing because we were so excited. He RAN AWAY from us! But we were not deterred, so we gave chase around the garage. He finally slowed down, and of course, we got his autograph when we caught up to him!

Q: What’s your favorite go-to song to get pumped up?

A: “I’m Coming Out” by Diana Ross

Getting to Know Carey


a deeper impact if we have developed a strong relationship with a sense of mutual respect and trust. Now that person is gone. There can be much more lost than just another face in the clinic or hospital. In order to move on, it will probably be more helpful to accept the good, the bad and the ugly of the past. Acknowledge the feelings, but then prepare for the future and move on.

“Practice Servant Leadership: Lead by serving others first.” ~ Mr. Jamie Boutin, Manager Physician Recruitment, HealthSouth Rehabilitation Hospitals

“It is not the knowledge that we possess that makes us valuable; it is the willingness and desire to share that knowledge that makes us valuable.” ~ Donald E. Prince, Sr., CMSR, Physician Recruiter, Fisher-Titus Medical Center

Stay Positive and Constant As mentioned previously, it’s helpful during times of change to recognize our feelings, whether positive or negative. However, once we have accepted those feelings and moved on, we need to remain positive and focused on the work at hand. Don’t make any dramatic changes to daily work and routines. Don’t assume that an organizational or leadership change will automatically mean that your responsibilities or processes will also require a make-over. Keep doing the work as you have been doing it until directed otherwise. Many times, we may assume that an organizational or leadership change will automatically have a huge impact on our day to day work, but in fact, it may have no impact at all.

Observe, Listen and Learn One of the best approaches to dealing with change is to observe, listen and learn. Most often, there will be communications from the c-suite about the expected changes, future goals and long-term strategies. The best new leaders do not begin by making broad, sweeping changes at the onset. Instead, they take a few months to learn the about the organization and the span of responsibility. Observe how these new leaders interact with others, their communication styles, how they

Once considered to be a steady and stable industry, healthcare has now been thrust into a sea of change. The advent of healthcare reform, tighter restrictions, economic and financial pressures and higher expectations are wreaking havoc. With all the intense pressure to survive and grow, many healthcare organizations are experiencing reorganizations, mergers, and major change in leadership. These changes present new challenges and demands for everyone, and especially from a recruitment perspective. Here are a few ways we can adapt and make the change work to our benefit.

“Treat everyone the way that you would want to be treated if you were in their shoes.” ~ Kathleen D. Lee, MBA, FACHE, Senior Physician Recruiter, BayCare Medical Group

Embrace change Change is constant. You’ve probably heard this time-worn reminder more than once. But when change actually impacts you, specifically, it can feel like a crisis. Change is often viewed as a threat, possibly causing the familiar status quo to be challenged or even eliminated. The stress that can be caused by this perceived threat can be paralyzing for some, upsetting workflow and processes. Many of us tend to prefer established routines. We want to feel secure, stable and familiar with our responsibilities and work environment. However, this is not the “norm” any longer and in order to survive and thrive, we will need to embrace change. Instead of fearing or resisting change, it may be more advantageous to accept it, understand it and prepare for what may come. Resisting change may lead to frustration and negative outcomes. Accepting and embracing change may lead to new and more positive opportunities.

However, it’s important to recognize that experiencing substantial changes can have an emotional impact. Some of us may experience a sense of sadness and loss over what we thought was good, and fear for what may come. In our profession, a leadership change may have

express their expectations, and how they react to recommendations. Observe them in times of difficulty. The more we observe, listen and learn, the better we can prepare for interaction and communication with new leadership.

“Great leadership starts with looking at the end goal. Once you know where you need to go, engage your team to help you find the best way to get there. You won’t get there on your own.” ~Carey Osborne, Director, Clinical Staffing at MEDNAX National Medical Group

Re-evaluate Your Work and Processes Change provides the opportunity to review processes, make recommendations or review that wish list you have had in your pocket for some time. Be prepared to review your processes and justify your work. Now is the time when you can show the critical role physician/provider recruitment plays in the organization’s success. Have data to support your recommendations and decisions and be open to being challenged. Don’t expect this new leader to solve all your problems or to become your immediate champion. It may take some time and persuasion. Come to the table with realistic recommendations for change to the work and processes. Be able to know how to best clarify and communicate your goals and plans. Seek out counsel and feedback from trusted friends and colleagues on how you can continue to improve.

“My best leadership advice is to listen. Listen to those that you lead, listen to your leaders and peers, and most importantly listen to (and trust) yourself.” ~ Trevor Bethel, FASPR Senior Physician & Faculty Recruitment, Ohio State University Wexler Medical Center

Rise to the Challenge How we respond to change can showcase personal adaptability and flexibility. It can set

How to survive organizational and leadership changeBy Judy K. Brown, FASPR, Provider Employment Specialist, Hennepin County Medical Center

Survive organizational change cont’d on page 13


us apart as a rising leader, or indicate we are simply part of the establishment. Embrace the goodness of the change that is going on. If you are working with a new leader, learn how to develop the ideal working relationship with that individual, simply because it will help you grow as a professional. Even if you don’t like or respect the new leader, it’s important to understand what makes him or her “tick.” Rather than viewing a change as a problem, look at it as a promise for an exciting future. Rise to the challenge.

Ask your ASPR colleagues! Favorite thoughts, quotes and words of wisdom regarding leadership and change have been sprinkled throughout the article and more pearls of wisdom are included below.

“If serving is beneath you, then leading is beyond you.” ~ Don Rainwater, AASPR, FAC-COR, Air Force Retired, National Healthcare Recruitment Consultant, Workforce Management Consulting Office, VA Central Office

“Lead by example not by managing.” ~ Kim T. Collins, CMSR, Physician Recruiter, Anne Arundel Medical Center

“The best “executive” (Leader) is the one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” ~ Theodore Roosevelt (Submitted by David Andrick, CMSR, FMSD, FASPR, Director, Physician Recruitment & Relations/Sports Medicine Services,) Wilson Health

“Physician leadership needs to make recruitment a priority if there are openings in their areas; it is a partnership with their recruiter. Candidates pick up on the fact if interviewers are not prepared, interviews get postponed, or meetings get cancelled the day they are with you to interview.” ~ Karyn Hazel, In-house Physician Recruiter, Spectrum Health Medical Group

“A strong leader is intentional about listening to the perspectives and opinions of those that they lead.” ~ Tina J. Weeks, Director of Business Development and Physician Recruiting, Helen Keller Hospital

“As in real estate where location is paramount, the key word to physician leadership is Listen. Listen. Listen. Then act where you can, and give feedback on areas where you can’t affect change as quickly as they would like. Then repeat the process.” ~ Linda Remer MBA, DASPR, Manager, Physician Recruitment, Midland Memorial Hospital

“One of my favorite quotes is: “If you’re the smartest person in the room, you’re in the wrong room.” Constantly surround yourself with the best and you will be the best. Never stay stagnant, keep growing - personally and professionally!” ~ Christopher Mastrantuono, MBA, DASPR, Leader in Healthcare Administration and Physician Services, Mount Sinai Health System

Partnering for success with physician leadershipBy Christine Hinz, Contributing Writer, JASPR Editorial Staff

Physician recruitment professionals who meet with success in their careers often display a skill set that includes well-honed instincts, good judgment and a passion for their profession. Combining these characteristics with a well-rounded education and experience, they can be well equipped for the journey to recruit the best physicians for their organizations.

On this journey from sourcing to securing the best candidates, savvy physician recruiters understand how important it is to utilize available resources. And there are many important resources along the way. Many will agree, however, that the best resource to aid in recruiting physicians is…other physicians…especially physician leaders.

There is no better way to demonstrate to candidates that they are valued by the practice

or organization than when physician leaders spend quality time with them during the recruitment process, according to Marci Jackson, FASPR, physician recruitment manager for Marshfield Clinic, WI.

“The involvement of physician leaders in the process is critical to the ultimate success of each physician recruited, guiding both candidate selection and active department participation in the final recruitment decision,” Jackson said.

Jackson should know what she’s talking about when providing advice about leadership. Not only is she currently in a management position with Marshfield Clinic, but she also carries with her a wealth of experience and education. Jackson not only holds a full time career in physician recruitment, but also volunteers for ASPR. She has served numerous leadership roles over the

years, including president, as well as co-chair of nearly every committee.

“You can be the best physician recruiter in the world, but if you don’t have buy-in from your physician leadership and the team who will work with the new recruits, you will be setting your new physicians up for failure,” Jackson said. She added, “You and your organization’s leadership should be preparing a recruit for long-term success.”

Lynne Peterson FASPR, director of physician and advanced provider recruitment at Fairview Health Systems, Minneapolis, MN, also supports the value of involvement from physician leadership. Peterson also has served numerous leadership positions for her employers as well as volunteer roles for

Survive organizational change cont’d from page 12

Partnering for success cont’d on page 14


ASPR for many years. Currently, she is an ASPR board member and vice president of governance. “If recruits see that you want to meet their specific needs in a job and that their search is not just another item on your plate, they’re going to be more interested and engaged,” Peterson said. She concurred with Jackson that it makes a difference when candidates see that the top docs of your organization are involved in the process. “It makes them feel more valued.”

When working with her leadership team, Peterson insists that it’s important to speak up. “I let them know, ‘These are the things that are going to be our challenges in finding a great person.’ Some of the challenges she may bring up might include issues with geographical location, the type of practice, or even the intensity of the workload. Peterson explained that it’s important not to tell leadership just what they want to hear, but to tell them the truth. “I’m honest. That’s how I learn and build trust.”

Selling the Position Although physician leaders have a key role throughout the process, there’s perhaps no better time to make an impact than during the site visit. If physician leaders take an active role in interviewing candidates, it can be very effective. A key point, though, is that physician leaders and others involved in the interview process are appropriately prepared. This is a key role and responsibility of the physician recruitment professional.

But even if physician leaders aren’t participating in the interviews, they can set the stage by first making sure that everyone involved shares the same vision of the position.

“Searches fail when we don’t spend enough time clarifying someone’s expectations,” said Peter Angood MD, CEO and president of the American Association for Physician Leadership. He added that mixed messages and setting the wrong expectations on either side of the table can be detrimental to an organization.

“Clinicians sometimes come in thinking that they’re going to be engaged in management and leadership roles when what we’re really looking for are general clinicians. If we don’t make that clear, it can be a formula for failure,” Dr. Angood said.

Closing the Deal With good planning and teamwork, the team will come up with the best candidate for the job. Closing the deal with that candidate can be more successful with the continuing input of physician leadership. It’s important to keep the team vested in the process beyond the interview.

Howard Graman, MD, vice president of the American Group Medical Association Consulting Services also strongly supports the involvement of physician leadership in recruitment.

“There’s nothing more powerful than having a candidate meet potential colleagues who are professionally and personally satisfied with their own choices,” said Dr. Graman. He added, “You want people to have a ‘reality check’ as to what it’s like to work for the group. There are many ways that can be presented, and some people do it better than others.”

When Dr. Graman was CEO of PeaceHealth Medical Group in Vancouver, WA, one of his primary concerns was not having the kind of good information necessary to find the best candidates for his organization. As a result, he believed he and his colleagues had missed an entire recruiting season because good candidates were taking better offers.

Dr. Graman explained that he discovered problems with the recruiting structure. Although PeaceHealth’s 900-plus physicians were scattered throughout Washington, Oregon and Alaska, the recruitment function was centralized in Vancouver. He soon realized that the corporate recruiters in Vancouver were out of touch with their local resources in the communities where recruited physicians would work and call their home. They also were not identifying and working with the one of the most valuable resources…local physician leadership.

By developing a hybrid recruitment model that merged central resources with local recruiters, Dr. Graman and his colleagues were able to create recruitment strategies that matched individual communities. Some findings included the need to increase salaries, sign-on bonuses and college loan repayments. Valuing the input from the local resources, especially physician leadership, enhanced their success. “If that communication is missing, you can’t change your philosophy or recruiting tactics to match.”

Partnering for success cont’d from page 13


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The importance of including peers Finding a physician leader in the world is all about core competencies. We begin by gauging the culture fit for candidates coming in and then analyze their core skills in comparison with what the position entails. The best way to do this is to create a search committee. This is a committee made up of 7-15 people who will end up being the biggest customers of that department, much of the time these include key stakeholders. Starting with a search committee ensures that those who will be collaborating the most with the executive come to a consensus on the hire, and therefore become invested in both the success of the individual and the organization. This strategy is always successful and fosters cohesiveness between all of those involved. Bringing the search committee to the table also reinforces collaboration and creates a bond and a strong, positive dialog from the beginning. Instead of finger pointing, you’re given an opportunity to have a direct conversation outlining specific needs for both parties involved. This creates a mutual experience for the candidate and those on the search committee, cultivating growth beyond the initial hiring process.

My personal process For over 10 years, I have served as the managing recruiter for the physician recruitment department of Henry Ford Health System. Henry Ford has over 1200 physicians across 40 specialties, and I personally recruit for 15 different departments, including the entire executive health system branch. Throughout my experience, four things stand out to me when recruiting the executives:

• What specific strategies can be employed to find the best candidates?

• Fostering the ongoing success of a new hire is just as important as the initial hiring process.

Physician leaders and careers in physician management are vital in the current healthcare environment. As stated by physicianleaders.org “medical management represents a rapidly growing and fast-changing field that integrates the knowledge, skills, ethics and values of medicine with knowledge, skills, ethics and values of leadership and management.” The executive hiring process is incredibly important, as physician leaders can have a profound impact on the big picture in an organization.

Physician leaders are vital to the operations of a department. First off, they are instrumental in creating the vision, the mission, and the direction of a given department. Secondly, they facilitate innovation, patient safety, and quality experience, and they offer a core responsibility to move the department forward. Physician leaders also add accountability, and empower their peers to move the needle forward in their team or organization.

You may be surprised to realize that much of what goes into finding a candidate is finding someone with great soft skills and someone who will fit the culture of the department. Experience and qualifications are extremely important, but as we are dealing with physicians, there is no shortage of expertise and experience. Some qualities grab our attention right away in a candidate. First and foremost, an eagerness to learn, and an ability to adapt and be open to change is extremely important. With constant change in the industry, it’s mandatory that our hires are comfortable with this atmosphere. Secondly, we find humility and accountability pivotal for anyone in a leadership position; the hire must be able to hold themselves and others accountable. Finally, they must be fair and consistent. Consistency and results are what set many leaders apart from their colleagues. In the end, however, the industry still has a mind of its own and sometimes none of it is in our control.

• Candidates must be a culture fit first and job-fit second.

• The industry is ever-changing with new legislation and standards. To stay up to date, we need a passionate physician leader.

Growing Challenges and Opportunities One of the largest challenges facing the recruiting industry is physicians aging out of their positions and turnover within the industry. HealtheCareers reported in a survey of 565 healthcare employers, “Respondents ranked turnover and the physician shortage as the top concerns for hiring and recruiting in 2015.” That may seem scary, but by employing the correct strategies you can overcome many challenges facing the profession today.

We are very lucky and unique here at Henry Ford. We just celebrated our 100th year anniversary, and with this rich history we’ve grown accustomed to turnover and the natural progression in the field. Going forward, because healthcare is quickly and constantly evolving, physician leaders will have to be learners and be willing to see the big picture with all the pieces that go into a leadership role. The benefit to having a person in place with short term and long term goals for a department completely outweighs any negatives associated with hiring physician leaders. They are essential in not only seeing the big picture, but the ongoing painting of that picture.

Recruiting physician leadersBy Jennifer Feddersen, FASPR, PHR, SHRM-CP, MSM, Manager, Executive, Physician, and Advance Practice Practitioner Recruitment, Henry Ford Health System

5 essential ingredients to physician leadership

Leadership in healthcare requires a different skill set than it does in other types of businesses, Robert Pearl, M.D., CEO of the Permanente Medical Group, wrote in a recent commentary for Forbes. To truly engage physicians and effect change, healthcare leaders should hone the following techniques...Read more by clicking here.

How to groom physicians to be the right kind of healthcare leaders

We, as a nation, do a poor job providing the expertise physicians need to take on leadership roles. Jay Conger of Claremont McKenna College jokingly calls our approach the “French school of swim instruction.” Throw people into the deepest part of the pool, trust that one way or another they will figure out how to reach the edge, and don’t worry if they swallow a lot of water in the process. Read more by clicking here.

Recruiting rural doctors means recruiting their spouses too, says Alberta study

A new study from the University of Calgary finds that when it comes to recruiting physicians to set up practice in rural Canada, it’s helpful to consider the spouse’s perspective. Read more by clicking here.

5 steps to become a physician leader

Although physicians trade in some independence when they become employed by an organization, a new world of leadership opportunities can open. For many employed physicians, administrative positions offer the chance to make a difference on a larger scale, ease up on the number of patients they see and potentially boost their earnings, according to an article from Medscape. Read more by clicking here.

The 6 skills every successful physician leader needs

The call for physician leaders has grown louder with time, as systems face changing cost structures, services, and payment structures. The need for physicians to be engaged in these roles must be part of the discussion around evidence-based management. Read more by clicking here.

Leadership for professionals: Developing physicians

Spearheaded by the Ontario Medical Association and created by a number of dedicated individuals, the Physician Leadership Development Program has “changed the lives” of its participants. Results of a survey and interviews with physicians from the first four cohorts reveal the program’s key strengths and how it is beginning to have a significant impact on the province’s health care system. Read more by clicking here.

Around the web: ASPR news and views

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Going Old School: The Push AND Pull of Finding the Right Candidates

Bronze Corporate Contributor Feature

In the “old days” recruiters spent much of their time actively searching for people whose expe-rience and qualifications matched the needs of a particular organization or community. With the explosion of highly specialized professional publications, portals, message boards, and social media it often comes down to posting various ads to solicit applicants.

Ask yourself:

• Is it enough to collect applications from physicians who are actively seeking a new position or who would like to join a differ-ent practice?

• Do those applicants always match the needs of the positions you’re trying to fill? What happens when the opening isn’t located in a geographically desirable location?

• What if it’s a rural or remote location that needs a new physician? Do the ad responses provide a pool of perfect can-didates?

Everyone in healthcare knows that there’s a shortage of physicians in certain specialties. Often, those physicians are highly sought after and they don’t have to respond to ads or job boards.

Sought After. That’s the old school part. Identifying the people who would be a good fit for the opening and actively reaching out to see

if you can get their attention. Using old school methods in combination with today’s tools, it’s possible to actively target individuals with the right qualifications. That can result in a more comprehensive recruiting effort and a better success rate.

Of course, you start with identifying the spe-cialty that’s needed. Suppose you could then identify candidates from that group of special-ists who have a connection to the geographic region that needs a new physician. Maybe they grew up or went to med school nearby and still have family or other ties in the area.

Imagine being able to say, “Doctor, I think your experience could be a great match for a position I’m trying to fill and I know you went to school nearby. May I tell you about the opportunity?”

Physicians who aren’t actively looking may be interested in the right opportunity if you can pique their interest. A physician who may be thinking about moving closer to family or friends could be interested in the benefits and perks of the position you are trying to fill.

Access to an extensive database with board certification and other professional data can help expand your pool of available candidates and fill your open positions.

ASPR chat reminderRespect Member Privacy

ALL information that is shared on chat isfor ASPR members only. Do not forwardemails, recruiter information, etc. Thisincludes copying people on the emailwho are not members of chat. Please berespectful of one another and keep theinformation within our ASPR group.

A good rule of thumb: you should never haveto edit the “To:”, “From:” or “CC:” areas ofa chat email. If you are replying, it will go tothat person. If you want to send it to everyoneon chat, a “reply all” to [email protected] willsend your message to the entire group.

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 the editor at

[email protected].

ASPR on the lookout...for new articles!


Why employer branding is critical for physician recruiters and 6 tips to get started

Bronze Corporate Contributor Feature

If a physician was to search for information about your organization, what would they find?

Whether you like it or not, your employer brand is out there; if you don’t define your employer brand, someone else will define it for you. Business Insider author Josh Tolan says, “Today’s workplace is like an echo chamber. Both positive and nega-tive impressions of your company will be carried by employees, friends, connections, and complete strangers.”

Employer branding is simply your chance to tell potential candidates why your organization is precisely the place they want to work.

Just as your public professional profile (your CV, Linkedin and Doximity profiles) conveys your personal brand — that is, who you are and what you’ve accomplished as a recruitment professional — your employer brand tells people who you are as an organization, including what employees who work there care about and what makes your company different.

As a physician recruiter, you can’t showcase your employer brand to physician candidates if you don’t know what it is in the first place. Do you know what your company’s mission, vision, and values are? If they’re not clearly defined, then they won’t be clearly apparent when a physician looks up your organization.

The whole point of employer branding is to attract candidates — and here’s the most impor-tant detail of all: Before physician candidates even consider an opportunity with your organization, they seek out information about your brand first. Why? They want to know what it’s really like to work there.

Shape and control your employer-branding message.

Is your organization the kind of employer that physician candidates dream of working for? If it is, do some humble bragging. Physician candidates are looking for much more than a salary. They’re interested in opportunities to make a difference. They want opportunities to forge meaningful work relationships. Some candidates might be attracted to a benefits package that includes fam-ily leave or medical school loan repayment. Most candidates (especially younger physicians) are interested in technology, so tout your organiza-tion’s Electronic Health Record (EHR) system.

It’s also vital for physician candidates to under-stand how your organization can help build their careers. They want an opportunity that will carry them into the future. Employer branding enables you to think like a career coach and lead candi-dates well beyond just monetary factors.

No company is perfect, so start with what makes your organization unique but share the rough realities, too. When you’re straightforward, physician candidates are more likely to trust your organization. Once hired, they’re also more likely to stay with your company for the long haul.

Try these employer branding tips, and physician candidates are likely to see a future with your organization.

By Jim Murray, Vice President of Sales at Doximity Talent Finder, [email protected]

Employee branding cont’d on page 19


Employee branding cont’d on page 19

1. What makes your organization different? Identify it and communicate it consis-tently across all platforms, from your web-site to job postings, your email messages to career-specific landing pages.

2. Make sure all of your job posts are authen-tic and current. Your job descriptions are employer-branding pieces. So, keep them honest and update them frequently.

3. Be consistent. Make sure the branding story you tell about your organization (why it’s a great place to work) remains the same at a basic level. You can brag (a bit) and you can use descriptive adjec-tives, but make sure the core values are consistent.

4. Make sure you are branding where your audience is. Think about where your phy-sician candidates would look for informa-tion on your organization and make sure the information you want them to see is easily accessible.

5. Ask your physician candidates for feedback. First impressions are lasting impressions. The best way to get a first impression about your organization (and your hiring process) is to ask the candi-dates. But don’t stop there — use their feedback to address problems and make improvements.

6. Turn new hires into brand ambassadors. Engage with new hires and communicate their great feedback to new physician candidates.

Employer branding is an opportunity to make your recruiting pitch stronger. What are you doing to promote your employer brand? Dox-imity Talent Finder’s new Career Page is a great place to start: over 60% of US physicians use Doximity to manage their career.

Employee branding cont’d from page 18

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 RecruiterAllianceHealth Durant Durant, Oklahoma Posted: March 25, 2016 View Job Posting

Physician Recruiting Sr. ConsultantBanner Health Tucson, Arizona Posted: March 25, 2016 View Job Posting

Sr. Physician RecruiterSt Luke’s Health System Boise, Idaho Posted: March 23, 2016 View Job Posting

Physician Recruitment SpecialistSteward Health Care Dedham, Massachusetts Posted: March 17, 2016 View Job Posting

Provider RecruiterHNI Healthcare California Posted: March 15, 2016 View Job Posting

Provider Relations and Recruiting DirectorBeaver Medical Group Redlands, California Posted: March 12, 2016 View Job Posting

Recruiting ManagerFamily Physicians Group Orlando, Florida Posted: March 10, 2016 View Job Posting

Sr. Director, Physician Recruitment and RetentionThe Guthrie Clinic Sayre, Pennsylvania Posted: March 10, 2016 View Job Posting

Physician RecruiterWatertown Regional Medical Center Watertown , Wisconsin Posted: March 7, 2016 View Job Posting

Physician RecruiterMeridian Health Wall, New Jersey Posted: March 7, 2016 View Job Posting

Physician RecruiterRiverside Medical CenterKankakee, Illinois Posted: March 7, 2016 View Job Posting

Physician RecruiterEnloe Medical Center Chico, California Posted: February 23, 2016 View Job Posting

Senior HR Generalist/Physician RecruiterWVU Medicine Morgantown, West Virginia Posted: February 15, 2016 View Job Posting

Manager of Physician RecruitmentEmCare North Division Horsham, Pennsylvania Posted: February 12, 2016 View Job Posting

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PresidentLaura Screeney, FASPR, CMSRDirector, Physician RecruitmentNew York-PresbyterianNew York, NYEmail: [email protected]

President-ElectFrank GallagherDirector, Physician RecruitmentAtlantiCareAtlantic City, NJPhone: 609-441-8960Email: [email protected]

SecretaryDonna Ecclestone, FASPRAssociate Director, Physician IntegrationDuke MedicineDurham, NCPhone: 919-419-5057Email: [email protected]

TreasurerKate Rader, FASPRManager, Faculty Recruitment SupportUniversity of Texas Southwestern Medical CenterDallas, TXPhone: 214-648-9859Email: [email protected] Vice President, EducationRobin Schiffer, FASPR Director of Physician Recruitment and Physician Relations MedCentral Health SystemsMansfield, OHPhone: 419-526-8059Email: [email protected]

Vice President, EngagementLee Moran, FASPR Director of Physician RecruitmentErlanger Health SystemChattanooga, TNPhone: 423-778-7681Email: [email protected]

Vice President, ResearchJennifer Feddersen, FASPR Manager of Physician and Advance Practice Provider (APP) RecruitmentHenry Ford Health SystemDetroit, MIPhone: 313-874-4674Email: [email protected]

Vice President, GovernanceLynne Peterson, FASPR Director of Physician and Advanced Practice Provider RecruitmentFairview Health ServicesMinneapolis, MNPhone: 612-672-2285Email: [email protected]

Chapter and Regional RelationsStacey Armistead, [email protected]

EducationJennifer Barber, [email protected]

Christy Bray Ricks, MHA, [email protected]

Ethics Lauren Forst, [email protected] FellowshipMike Griffin, [email protected] Kate [email protected]

Journal Judy Brown, [email protected]

Lori Jackson [email protected]

Membership Rachel Reliford, MPA, [email protected]

Michael Palinchik, [email protected] 216-448-8213

Resource LibraryJill [email protected] 785-452-7134

Aymee Quinn, FASPR, [email protected] Benchmarking Project LeaderSuzanne Anderson, FASPR [email protected] 919-419-5003

Surveys Project Leader Lauren Judd, AASPR [email protected] 216-448-8208

ASPR Board of Directors

ASPR Committee Chairs and Project Leaders

Call for Committee Volunteers ASPR committees and project leaders are always looking for willing and eager volunteers. Please consider joining a committee or helping out on one of our project teams. Contact the appropriate committee chair for more information. Contact information for committee chairs and project leaders can be found below.

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

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