Finding and recruiting physician candidates is only part of the battle; your job task doesn’t end with recruitment!

Physician retention is an ongoing process—how can in-house physician recruiters play a role? 

1. Involve the physician's spouse or significant other

It’s easy to get wrapped up with all that’s involved with recruiting the physician candidate, but don’t make the mistake of forgetting about the spouse or significant other. If the spouse or significant other isn’t happy with the relocation, the chance of retaining that physician candidate isn't good.

“Engage the spouse of the significant other from Day 1 that recruitment starts with your candidate,” recommends Becky Trujillo, DASPR, CMSR from Prevea Health.

Kim Collins, CMSR, EMBA, a physician recruiter from Anne Arundel Medical Center, suggests planning events that get physician spouses together. “I’ve done physician awards (physicians would nominate each other), and the spouses were invited to the dinner to announce the winner. It was a great way to get spouses involved,” Collins says.

2. Actively engage the physician candidate throughout onboarding

Building relationships with physicians early on—and continuing beyond the recruitment process—is an important part of retaining candidates once they become employees.

“Make the candidate feel like they are part of the team before they ever arrive and start with your group,” Trujillo says. She recommends:

• Adding new providers to the newsletter distribution
• Connect with the candidate and their spouse/significant other every other month just to check in
• Keep the physician candidate apprised of any major changes within their group or department, such as a new provider joining or retiring, or new equipment being ordered

Collins also keeps in contact with candidates once the hiring process closes—starting with the email that announces the candidate's start date to the team.

“I forward that announcement to the physician and candidate and welcome them, remind them about signing up for their benefits and how to get on the internet,” she says.

That touchpoint is one more chance for the physician to engage and ask questions.

3. Communicate with the physician throughout the process

Collins suggests sending out a survey to new hires.

“I send out an email after the first 60 days of them being in the office and practicing with our system. I ask them how their onboarding and recruitment was. Do they have everything they need? What could we do to improve? I’m reaching out to them to let them know I’m still here for them and I’d like to know how it is going as of today.”

Providing information, connections and resources is very important.

“I have found that connecting physicians with a local banker has been extremely helpful to the physician and their families,” Trujillo says. “Bankers network with most everyone in the community and surrounding communities and can be a great resource for almost anything (i.e. contractors, dry cleaners, dentists, housecleaning services, etc.). Also, bankers know a lot about the families in the area and may be able to connect providers or family members with others with similar interests, such as music lessons, sports, arts, volunteering opportunities or professional organizations.”

Collins adds: “After the physician has been here a year, I make another connection and ask how things are going. I want to know if what I told them previously was true. I want to know that for the future. I’m not in all practices, so I can only do a broad discussion—but I recruit to retain and retain to recruit.”

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