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


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


Selecting Physicians

High performing systems

are relentless on cultural fit.

System performance relies

on the right talent.

Job one: Who before What


How Do We Get “Right Fit” Physician

Talent?


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


Selection Tenet:

You get what you select


When you select right…


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

Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization9

What is the greatest predictor of

future behavior and performance?


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


Asking the Questions

• Review beforehand

• Questions require thought—> pauses are ok

• Each interview should last approximately one hour

• Consensus required for hire


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


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?



Patient Centeredness question

sample

•Tell me about a time when you went above and

beyond for a patient?



Leadership question sample

•Tell me about a project you have led?



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


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


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


Interview Matrix Template (simple)


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


Orientation and Onboarding


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


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


Retention and Loyalty

24


• 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)


What Do We All Want?

•Input

•Care Quality for Our Patients

•Appreciation for What We Do

•Responsiveness to Our Issues

•Efficiency of Our Practice


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?


New Physician Mentorship

•Mentorship for 6 months with experienced,

loyal physician

•“No question is a bad question”

•Intent: supporter, advisor, colleague


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


Rounding Log

Stoplight Report

Toolkit Items for Leader Rounding

Afferent Limb

Efferent Limb


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


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


“Physicians go where

they are welcomed,

remain where they

are respected and

grow where they are

nurtured.”

Bill Leaver

CEO, Iowa Health System


Dan Smith, MD, FACEP

Medical Director

[email protected]

(850) 439-5882

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Next Presentation:

First Among Equals: Physician

Leadership

Andy Ziskind, MD

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