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Streamlining the Recruitment Process

Streamlining the Recruitment Process. Kent McMackin, Senior Vice President Physician Services Cogent HMG. Crisis. Is there a physician shortage in the United States? Has your organization internalized whether or not there is a physician shortage; if yes,

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Streamlining the Recruitment Process

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  1. Streamlining the Recruitment Process Kent McMackin, Senior Vice President Physician Services Cogent HMG

  2. Crisis • Is there a physician shortage in the United States? • Has your organization internalized whether or not there is a physician shortage; if yes, • Has your organization created a physician recruitment program that is reflective of a physician shortage.

  3. Crisis • Have you internalized that there is a physician shortage; if yes, • Have you evaluated how this shortage will affect your ability to be successful as a recruiter; if yes, • Have you made any changes to your processes to insure that they are reflective of a physician shortage?

  4. Crisis • Nearly 1/3 (265,000) of all doctors will retire in the next decade • 15 million patients will become eligible for Medicare • 32 million younger Americans will become newly insured. Reference: AAMC (2010)

  5. Physician Shortage

  6. Simplification Defined Performance of steps comprising a work in a manner (in terms of effort, money, and time) and consistent with the objective of the work.

  7. Simplification

  8. Opportunity Profile • SWOT Analysis for Physician Recruitment • Residency and Fellowship Programs • Community • Hospital/Physician Organization • Practice • Site Visit • Retention

  9. Recruitment Process

  10. Recruitment Process • Flow chart the recruitment process (this needs to include all of the people who are involved, from opportunity profile to Onboarding). • Remove non-value added steps in the process. • Remove departmental silos. • Strive for an integrative process.

  11. Reporting

  12. Reporting

  13. Time Time management is concerned with behavior that require intentions to complete tasks within a given period or sequence, include valuations of the importance of the task (necessity), allow for using external aids to help reduce cognitive load or competing demands and require monitoring of time and its relation to task completion (Macan, 2010).

  14. Time • Time is a competitive tool, a commodity to be controlled. • Time management intervention is for situations where time management influences key job outcomes. • How do individuals perceive time; how does their culture and personality affect the use of time? (Nonis, 2005)

  15. Time and Procrastination • Organizations and researchers are studying how procrastination affects behavioral economics. • Procrastination is an irrational delay, where we put off a task despite being worse off (cognitive dissonance). • Cognitive Dissonance is considered an irrational delay. Even after we make a decision we delay taking action.

  16. Time and Procrastination Procrastination causes people to put off tasks with long term rewards because they are impulsively distracted by short-term goals (Steel, 2010).

  17. Time and Email • Email and internet are the largest external sources of personal information overload. • Performance of knowledge workers is hindered by their lack of control over information flow. • 77% of workers check email regularly resulting in excessive interruptions that adversely affect productivity.

  18. Time and Email • 51% of workers do not feel in control of information flow. • 41% do not believe that organizations offer assistance. • Employees lives are characterized by an accelerated pace that intensifies time pressure; email adds to this pressure.

  19. Time Management • Time management is defined as types of behavior aimed at effective use of time, “undertaking goal directed activities.” • Organization’s role is to include time assessment, planning, and the monitoring of behavior. • Time management helps the employee gain the feeling of time control (Huang, 2010)

  20. Automation of Systems • Whether a big or small organization; the automation of the physician recruitment process is imperative. • If you don’t have a system develop one. • If you have an existing system; evaluate it to insure that it will make you competitive in the battle for physician talent.

  21. Automation of Systems • The goal of an automated system is to be able to track the recruitment process from opportunity profile through to onboarding. • To implement an automated system it is important to identify critical success factors that will guide how the project is defined. • A critical success factor is completion of a significant event and involves time duration.

  22. Automation of Systems • Minimization of risk: Any implementation contains a number of associated risks at both the technical and business level. The key aim is to practically minimize and actively mitigate those risks in order to have a low risk project which will pan out according to plan in terms of timelines and budget. “What does that mean?”

  23. Automation of Systems • Business Value and Performance Measurement: The ultimate goal of a system initiative is to provide a solution capable of delivering the requisite business functionality to the end users. At the end of each stage it is important to be able to measure the success of each projected improvement.

  24. Automation of Systems • Executive involvement: One of the key characteristics of a successful implementation is early executive sponsorship and on-going senior management involvement throughout the transformation.

  25. Automation of Systems • Cross Departmental Participation: A project means sharing data which may be resisted initially by users. Organizations need to promote the project as an initiative that is important to each department’s success. “Remove silos.”

  26. Automation of Systems • Resources: A successful implementation team will the include individuals with strong business knowledge in addition to technical skills. Without the correct team and an in depth solution knowledge, a project cannot be deployed. “Must have buy-in.”

  27. Conclusion • Physician Shortage Crisis • Have you internalized the physician shortage and do your processes reflect this crisis. • Work Simplification • Recruitment Process: Use the opportunity profile to identify your universe. Flow chart the process, remove silos, and create a team.

  28. Conclusion • Focus on why you are losing physicians and why they withdraw as much as you celebrate the signing of a physician. • Time Management: competitive tool; cue significant events; get down to the individual level; be aware of procrastination; manage your email systems; and finally this is the organization’s responsibility; not the individuals.

  29. Conclusion • Imperative to success. Correlate the cost of system to the amount of money you lose by not filling a position. • Minimize risk; business value and performance; executive involvement; cross departmental participation; resources

  30. Questions Many thanks to PracticeMatch and you for allowing me to be a part of venue in one of the most exciting industries in America.

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