Physician recruitment and retention strategy

1. Physician recruitment and retention strategy HOW TO MEASURE YOUR SUCCESS Sheila MacLean, RPR CASPR Conference 2017

2. STRATEGY A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. The art and science of planning and marshalling resources for their most efficient and effective use What would be an example of a strategy? Hearing from clients lack of access to services; increase community access; hiring of 3 new staff in year 1 and 3 in year 2. Budget, Evaluate.

3. How many recruiters are currently working with a Physician Recruitment and Retention Strategy? Do you have a performance monitoring plan to measure your success?

4. A Physician Recruitment and Retention Strategy, once developed, is not a “Stagnant”document. • Must be evaluated regularly to determine if your goals/solutions are still the same. • A PRRS must be: • Adaptable to rapid changes in labour markets. • Keep you relevant and attractive in an evolving market. • Example: social media is now added to our Strategy

5. STRATEGY DEVELOPMENT STEPS • Current state – determine where you are. • Identify what is important – where you want to be over time. • Define what needs to be achieved – objectives you want to achieve. Must be realistic and achievable. • Determine how you are going to get there – action/plan/budgets/strategies. • Performance monitoring – decide on key performance indicators – monitor progress and review, adjust plans accordingly.

6. STEP 1 DETERMINE YOUR CURRENT STATE – WHERE YOU ARE. Consider both Recruitment and Retention

8. EXAMPLES • Usually looked at because it presents as a problem. • We take so long to fill vacancies. Always feel that we are reacting to crises. • The Internationally Educated Health Professionals recruited to our province do not stay. • We are not hiring many of the physicians are who training in our province. • We never seem to know when physicians are going to retire. Given very little notice. • We are not connected with our medical students in training and they do not seem to be coming back to practice

9. There may be many ways you can tackle this • SURVEY • All Physicians recruited in the past 5 years. What worked for you during your process of hire? • What did not work for you? • Seek feedback, comments, suggested improvements • Identify the key components of your program • Repatriation • Retention • On-Boarding etc.

11. STEP 2 IDENTIFY WHAT’S IMPORTANT – WHERE YOU WANT TO BE OVER TIME

12. EXAMPLES Have a proactive Recruitment and Retention Program. Be able to hire more of our medical residents completing the Family Medicine Training Program in our province. Be able to retain Internationally Educated Health Professionals and their families in my community/province. Have an effective physician succession plan. Be able to recruit medical students and residents in training elsewhere back to my province.

13. STEP 3 DEFINE WHAT NEEDS TO BE ACHIEVED – OBJECTIVES YOU WANT TO ACHIEVE

14. EXAMPLES Change my Recruitment and Retention Program from reactive to proactive over the next 5 years. Increase retention of medical residents in our ResidencyTrainingProgram to 84% by 2020. Increase Retention of Internationally Educated Health Professionals and their families in the community over the next 5 years. Gain cooperation with current practising physicians to provide 1 year notice of retirement. Increase repatriation of medical students and residents from my community back to practice over the next 5 years by 20%

15. STEP 4 DETERMINE HOW YOU ARE GOING TO GET THERE – ACTION PLANS, BUDGETS, STRATEGIES

16. STEP 5 PERFORMANCE MONITORING – DECIDE ON KEY PERFORMANCE INDICATORS; MONITOR PROGRESS AND REVIEW, ADJUST PLAN ACCORDINGLY

17. Key Performance Indicators • A measurable value that demonstrates how effectively a company is achieving key business objectives. • Organizations use key performance indicators to achieve their success at reaching targets.

18. We will take a few initiatives and walk through these steps

19. Chronic Vacancies in a Rural Community • 1. Can’t keep positions in Community A filled. Why? Complete a survey of physicians who worked in this community for the past 5 years and left to find out why? • 2. Stability in physician resources in Community A. • 3. Fill the physician complement in Community A and keep it stabilized for 5 years. • 4. Action Plan • Increase Signing Bonus. • Develop Retention Initiatives • Develop a Family Medicine Sponsorship Program for students from my province as they enter FM Program (for the next 5 years) • Increase Clinical rotation opportunities in Community A by increasing the number of preceptors.

20. Increase Locum Opportunities in Community A by developing an Locum Incentive Program • Cost to the Program per year is $200,000. • 5. Key Performance Indicators • Keep track of medical students from province who are in training across Canada. • Keep track of number of applicants to the Family Medicine Sponsorship Program. • Spreadsheet of practice interests for residents in training in your Residency Training Program. • Scan of Return in Service Grants offered across Canada. • Number of preceptors and medical student rotations. • Number of Locums.

21. Evaluation – after 5 years, survey physicians who are practicing or left the community. Complete another scan of incentives offered across Canada. Are there any changes that need to be made?

22. Medical Students and Residents • 1. Medical students in training from my province do not seem to be coming back to work. Be able to recruit medical students and residents in training elsewhere back to my province. • 2 Increase repatriation of medical students and residents from my community back to practice over the next 5 years by 20%. • 3. Need to connect with medical students and residents from my province and maintain a long standing relationship throughout training. • 4. Steps: • Visit medical schools where medical students from my province are training to connect. • Develop a Medical Student/Resident newsletter. • Have a Summer and Christmas celebration for medical students and residents from my province who may be home at that time.

23. Develop a Family Medicine Sponsorship Program with a RIS. • Meet with Medical Residents in training in my Residency Training Program both as a group and as individuals– take them to lunch to determine their long-term interests. • Attend an Orientation Session of all new medical residents to my Residency Training Program. • Develop a “Black Bag Program” for all students from my province who enter Medical School. (Stethoscope) • Develop a “Book Allowance” for medical students in Years 2 and 3 from my province ($500).

24. 5. Key Performance Indicators • Medical students and residents in training from my province with their current plans (FM or Speciality). Keep updated. • Number of students who attend events. • Number of students receiving incentives • Number of students and residents visited each year • Number of Medical Residents from my province hired. • Evaluation: • Review over a 5 year period to determine if the number of physicians from my province are returning to practice.

25. MY EXAMPLE • Survey showed that no support for IEHP’s. Large number coming but exiting the system. • Our desire was to increase our retention of IEHP’s • We developed a Toolkit for the Retention of IEHP’s. Initiatives were developed to support IEHP and family in community. • Community Mentors • School Mentors • Special Orientation Program for IEHP • Spousal Employment Program • Navigator Support • Physician Welcome Reception

26. Budget was obtained by utilizing resources at the Association of Newcomers at PEI and federal funding. Utilized resources in the community and other sectors A RICH committee developed the Toolkit

27. 2013-14 2012-13 2011-12 2010-11 2009-10

28. BRINGING IT TOGETHER • Group your initiatives and key performance indicators into sections for your Program. • Retention Initiatives • On Boarding • Community Supports • Recruitment Initiatives • Advertising • Financial Incentives • Repatriation • Medical Students and Residents

29. CONSIDERATIONS Your goals and objectives must be achievable and reasonable You must document in order for your key performance indicators to show you if you are meeting your objectives. Evaluate, Evaluate, Evaluate

30. QUESTIONS

31. GOOD LUCK