Home / adventist health physician recruitment / Health Center Provider Retention and Recruitment Plan

Health Center Provider Retention and Recruitment Plan - adventist health physician recruitment

righttop2016Prepared by:Patricia DiPadova, MBA John Snow, Inc.400001000002016Prepared by:Patricia DiPadova, MBA John Snow, Inc.right2952115001231903762375TEMPLATE00TEMPLATE857252695575Health Center Provider Retention and Recruitment Plan 900000Health Center Provider Retention and Recruitment Plan Provider Retention and Recruitment Plan TemplateTable of Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc450899357 \h 3How to Use This Template PAGEREF _Toc450899358 \h 3Assessment PAGEREF _Toc450899359 \h 3Recruitment and Retention Plan PAGEREF _Toc450899360 \h 4Practice Assessment PAGEREF _Toc450899361 \h 4Provider Capacity and Demand PAGEREF _Toc450899362 \h 4Appointment Access PAGEREF _Toc450899363 \h 7Care Teams and Provider Mix PAGEREF _Toc450899364 \h 9Support Staff PAGEREF _Toc450899365 \h 10Patient Schedules PAGEREF _Toc450899366 \h 10Provider Satisfaction PAGEREF _Toc450899367 \h 11Strategic Planning PAGEREF _Toc450899368 \h 12Provider Succession Planning PAGEREF _Toc450899369 \h 12Retention PAGEREF _Toc450899370 \h 13Mission PAGEREF _Toc450899371 \h 13Compensation PAGEREF _Toc450899372 \h 14Benefits PAGEREF _Toc450899373 \h 15Work Schedules PAGEREF _Toc450899374 \h 16Career Path PAGEREF _Toc450899375 \h 17Recruitment PAGEREF _Toc450899376 \h 18Community Recruitment Plans PAGEREF _Toc450899377 \h 18Recruitment Team PAGEREF _Toc450899378 \h 18Recruitment Team Roles and Responsibilities PAGEREF _Toc450899379 \h 18Recruiting Priorities PAGEREF _Toc450899380 \h 19Recruitment Budget PAGEREF _Toc450899381 \h 20Recruiting Firm PAGEREF _Toc450899382 \h 21Advertising PAGEREF _Toc450899383 \h 21Ad Text PAGEREF _Toc450899384 \h 22Strategies for Use of Social Media PAGEREF _Toc450899385 \h 23Screening process PAGEREF _Toc450899386 \h 24Telephone Interview Content PAGEREF _Toc450899387 \h 25Visit PAGEREF _Toc450899388 \h 26Follow up with candidates PAGEREF _Toc450899389 \h 28Contract Development and Negotiation PAGEREF _Toc450899390 \h 28Onboarding PAGEREF _Toc450899391 \h 29Other Topics PAGEREF _Toc450899392 \h 30Patient Centered Medical Home PAGEREF _Toc450899393 \h 30National Health Service Corps PAGEREF _Toc450899394 \h 31Medical Education Connections through Residency Programs PAGEREF _Toc450899395 \h 31Attachment 1. UDS Mean Visits: Productivity Benchmarks PAGEREF _Toc450899396 \h 33666754465320Disclaimer: This publication is 100% supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under U30CS26934, Training and Technical Assistance National Cooperative Agreements for total award amount of $444,989.00. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.020000Disclaimer: This publication is 100% supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under U30CS26934, Training and Technical Assistance National Cooperative Agreements for total award amount of $444,989.00. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.Provider Recruitment and Retention Plan TemplateIntroductionThe STAR? Center is a project of the Association of Clinicians for the Underserved (ACU). In July 2014, ACU received a national cooperative agreement to develop a clinician workforce center for recruitment and retention at community health centers. In partnership with the federal Bureau of Primary Health Care, ACU created the STAR? Center (pronounced Star Center) to provide free resources, training, and technical assistance to the health centers facing high workforce need. John Snow, Inc. has subcontracted with ACU to assist in research, training, and designing resources and tools to support the STAR? Center. This Provider Retention and Recruitment (R&R) Plan template is one of these tools. The R&R Plan is meant to be a working, living document that can be easily modified to adjust to changing conditions within a health center and the changing health care environment. How to Use This TemplateThe purpose of this template is to provide a structure and thought process for improving retention and recruitment practices in your practice. The template is formatted in Microsoft Word to make it easier for health centers to customize it to meet their own needs. If parts of the template do not apply to your practice, just skip them.Background and template instructions are included in a separate set of instructions. By separating the instructions from the template, you are able to create a succinct document tailored to your organization. An Excel document, Candidate Tracking Sheet, is available separately to provide a convenient system for tracking provider applicants through the initial application through each interview, visit and final result of the recruitment process. In addition to the instructions, there is a companion Recruitment and Retention Action Plan worksheet. Each major item in the template is included in the Action Plan. The Action Plan is meant for documentation of identified gaps or barriers, opportunities and strategies for unmet needs. The Action Plan is tool to assist in quality improvement efforts for recruitment and retention. If you have questions about using this tool or would like to access our other resources or services for health centers, please contact the STAR? Center at http://www.chcworkforce.org/contact-us or 1-844-ACU-HIRE (1-844-228-4473). AssessmentThe first step in any planning process is to make an assessment of your current situation and identify opportunities, barriers and unmet needs. There are simple tools built into this template to assist you on this assessment, however, the STAR? Center has developed two other tools that are an ideal starting point for your center’s planning process. The first is the Self-Assessment Tool. The Self-Assessment Tool’s primary purpose is to help you identify strategies that may improve your success with provider recruitment and retention. Using your responses, the Self-Assessment Tool will provide brief recommendations on those topics you might want to pursue. Many topics covered in the tool have corresponding resources in the STAR? Center resource center, and the tool can inform technical assistance (TA) provided to the health centers. The report generated from this tool can be used with the individual health center recruitment and retention profile to paint a comprehensive picture of workforce challenges at an organization and next steps to address those challenges.?This comprehensive tool is located at http://www.chcworkforce.org/acu-self-assessment-tool.The second tool is a Financial Impact Tool. The Financial Impact Tool is available to help you calculate the estimated cost of provider vacancies and recruitment. This tool was created in Excel and can be downloaded for your center’s use. If you do not have all of the input data easily available to you, the tool provides national estimates to assist you. It is important to note that the financial impact is only part of the impact on practices losing a provider. Other negative impacts can include 1) quality, 2) continuity of care, 3) pressure on remaining staff from being short-staffed, 4) loss of patients, 5) increased family pressure if more time is spent working or covering call, and 6) changes in referral patterns. The Financial Impact Tool is available for download at http://chcworkforce.org/star2-center-financial-assessment-tool. Review and update the Recruitment and Retention plan periodically along with general health center strategic planning. Optimally, an annual review is recommended.Recruitment and Retention PlanRecruitment and Retention PlanLast Date of ReviewAnticipated Next Date of ReviewPractice AssessmentProvider Capacity and DemandComplete the information in Table 1 and make sure the full time equivalency (FTE) reported accurately reflects the clinical time of each provider. Extend the table by adding more lines, if necessary. Normalize the visits by dividing the Health Center Visits for each provider by the FTE for that provider. This will give you the Health Center Visits per 1.0 FTE for each provider. Look up the UDS Mean in Attachment 1. UDS Mean Visits: Productivity Benchmarks for each provider type and specialty. Calculate the percent difference from the UDS Mean by dividing the individual provider Health Center Visits per 1.0 FTE by the UDS Mean. Subtract this number from 1.0 and convert to a percentage.Table 1. Provider ProductivityMeasurement Period: _________________ (Dates included in measure/12 month period)Provider NameProvider Type*Provider Specialty**FTEHealth Center VisitsHealth Center Visits per 1.0 FTEUDS Mean# Visits per 1.0 FTE% Difference from Mean?(Last, First)?(degree or licensure)?(areas of expertise)??(Visits/FTE)??(Fill in from Attachment 1)(1.0 - [HC Visits/FTE ÷ UDS Mean]]????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????*Provider Type - MD, DO, NP, PA, resident, CNM, DDS, etc.**Provider Specialty - Family Practice, Internal Medicine, Pediatrics, Ob/Gyn, Dental, etc.# See Attachment 1 UDS Mean Visits: Productivity BenchmarksProductivity AnalysisReview any provider productivity that is significantly different from the UDS Mean (found in Attachment 1. UDS Mean Visits: Productivity Benchmarks) for each provider type and specialty. Very small FTEs (i.e. 0.10) may result in large differences due to the small number of clinic hours. You may want to focus on providers with an FTE of 0.4 or greater for meaningful differences. Differences of more than 10% in either the positive or negative direction should be noted and reasons for the difference should be explored. See instruction document for potential reasons for low and high productivity and potential consequences of each.Table 2. Analysis of Productivity DifferencesProvider NameProvider Type*Provider Specialty**% Difference from MeanPossible Reasons for Differences?(Last, First)?(Degree or Licensure)?(Areas of Expertise)(1.0 - [HC Visits/FTE ÷ UDS Mean]]????????????????????????Appointment AccessMeasure the Third Next Appointment and document the information by provider and also by team (or service) in Table 3. The Institute for Healthcare Improvement (IHI) defines the Third Next Available Appointment as the “Average length of time in days between the day a patient makes a request for an appointment with a physician and the third available appointment for a new patient physical, routine exam, or return visit exam.” The report may also be available through the health center’s Electronic Health Record (EHR).Table 3. Weekly Appointment Access ReportToday's Date _______________________?Provider??ProviderAppointment 3rd next appointmentMeets Written PolicyIf NoSpecialityNameTypeTypeDate# Days Provider# Days Team(Y/N)Reason/Corrective PlanFamily ??Sick Visit?????Practice???Follow Up????????Preventive Visit (Physical)??????Provider 1MDSick Visit????????Follow Up????????Preventive Visit (Physical)??????Provider 2DOSick Visit????????Follow Up????????Preventive Visit (Physical)??????Provider 3NPSick Visit????????Follow Up????????Preventive Visit (Physical)?????Internal ??Sick Visit?????Medicine???Follow Up????????Preventive Visit (Physical)??????Provider 4MDSick Visit????????Follow Up????????Preventive Visit (Physical)??????Provider 5PASick Visit????????Follow Up????????Preventive Visit (Physical)?????Pediatrics??Sick Visit????????Follow Up????????Preventive Visit (Physical)??????Provider 6MDSick Visit????????Follow Up????????Preventive Visit (Physical)??????Provider 7PASick Visit????????Follow Up????????Preventive Visit (Physical)?????*If the third next available appointment is the same day, report as “0”Document appointment access issues and productivity by provider and team (or service) in Table 3. Review whether the issues are due to capacity or other non-capacity related issues. See Figure B in the instructions document for a summary of the Relationship of Provider Productivity and Patient Appointment Access.Table 4. Analysis of Appointment Access and ProductivityProvider NameTeamAccess within Policy LimitsProductivityIdentified Capacity GapOther Non-Capacity Gap?(Last, First)(or Service)Y/NLow (>10% below ave), Average, High (>10% above ave)??????????????????Care Teams and Provider Mix Inter-professional care teams support a strong health center care model. Care teams also help promote provider retention and recruitment and are fundamental to Patient Centered Medical Homes. Document the ratio of non-physician providers to physicians in Table 4. Non-physician providers are defined as nurse practitioners, physician assistant, and certified nurse midwives. Do not include registered nurses or ancillary staff in the ratio. Table 5. Ratio of Non-Physician Providers to PhysiciansUDS Table 5 Line #Staffing RatiosYour Health Center UDS 2014 National Rollup2015 MGMA Mean per Provider FTE (Based on 2014 Data) Per Provider FTE FPIMPed8/10aRatio Non Physician to Providers to Physicians0.811.010.490.41Support StaffComplete Table 5 to compare your current staffing ratios to other benchmarks from the 2014 UDS and 2015 Medical Group Management Association (MGMA) Survey (based on 2014 Data). Comparison should be made by provider specialty to provide the most accurate review of staffing levels. While staffing levels are unlikely to fall on the exact mean, these ratios provide some context for comparison to assess if your staffing is well under or over other FQHCs and other types of primary care practices. Adjustments in staffing ratios may increase productivity and quality of care. If these adjustments are necessary, you may want to put them in place to assess the impact prior to recruiting new providers.Table 6. Staffing Ratio Comparison to UDS 2014 National Rollup and 2015 MGMA Means (2014 Data) by SpecialtyUDS Table 5 Line #Staffing RatiosYour Health Center UDS 2014 National Rollup2015 MGMA Mean per Provider FTE (Based on 2014 Data) Per Provider FTE FPIMPed11Nurses 0.710.871.080.9112Other Medical Personnel (Med Asst, Nurses' Aides)1.150.890.691.0332Patient Support Staff (Front Desk/Appt Staff)1.400.871.110.80Patient SchedulesOffice ScheduleCreate a table, such as Table 7, to record and track the number of providers, support staff and exam rooms for a one week period. While you may do this every week, it may also be used as a tool to spot check the schedule on a quarterly basis. Even in small health centers, there can be minor schedule changes or drift in schedule times that can disrupt patient flow and provider/staff satisfaction.Table 7. Weekly Asset Matching – Providers, Support, Exam RoomsTeam AMondayTuesdayWednesdayThursdayFridayAMProviders??????Support??????Rooms?????PMProviders??????Support??????Rooms?????On-call ScheduleAccurately document and communicate the call coverage in your health center to provider candidates.Current On-Call Ratio and Description of Call Rotation: Number of days on call per month: ____________Description of call rotation: (i.e.1 weekday per week and 1 weekend per month; or one week 24/7 per month; or non-physician clinician coverage until 10 PM each day, then physician coverage 1:7 after 10 PM)______________________________________________________________________________________________________________________Provider SatisfactionProvider Satisfaction Survey Conducted(Circle One)Yes No Not in the past year Unknown Frequency _________________________ Last Provider Satisfaction Survey Conducted _______ (date)Regular professional progress evaluation meetings held with individual providers to discuss morale and professional satisfaction concerns and issues(Circle One)Yes No Not in the past year Unknown Frequency _________________________ Last Meeting Held _______ (date)Sponsor periodic social gatherings of the medical staff, their spouses and families(Circle One)Yes No Not in the past year Unknown Frequency _________________________ Last Social Gathering Held _______ (date)Exit Interviews Conducted for All Providers Leaving (regardless of reason)(Circle One)Yes No Unknown Strategic PlanningProvider Succession PlanningRecord strategic planning processes and discussions with providers in the recruitment and retention plan and update periodically, Table 8.Table 8. Strategic Planning for Retirement, Extended Leave, and Changes in FTEProviderProvider Age RangeOver Age 50All Ages< 5051 - 6061+Discussed retirement? (Y/N)Planned Age for RetirementMajor Leave PlansExpected Changes in FTEProvider 1???????Provider 2???????Provider 3???????RetentionMissionA critical factor for provider retention is the alignment of a center’s organization mission with provider beliefs and values. If your health center does not have a mission, developing one is a primary step in any strategic planning efforts. The retention and recruitment plan is a part of the strategic planning process. Even if you do have a mission, it is worthwhile to revisit it periodically to ensure it is still relevant for your health center.The health center mission is:The mission was last updated on ______________ (date). The next date of review is planned for _______________ (date). Staff members contributing to the original mission or most recent update (if it has been updated) are listed in Table 9 below.Table 9. Provider and Non-Provider Staff Members Contributing to Health Center MissionNamePositionThe mission is prominently displayed on (check all that apply): WebsiteLetterheadWaiting RoomBreak/Lunch RoomConference RoomFacebook PageOther: ________________________________The mission is discussed as part of the interview process with: PhysiciansNurse PractitionersPhysician AssistantsAdministratorsNursesMedical AssistantsAdministrative SupportOther Clinical SupportOther: ___________________NoneCompensationReview provider compensation to ensure the health center’s overall compensation package is competitive in your local market. If you have a Provider Compensation Plan, include it as part of your recruitment plan. If you do not have a Provider Compensation Plan, it might be a good time to review your compensation policies and strategies to be sure they optimize provider retention. Also, be sure the provider compensation plan is reflected appropriately in provider contracts.Provider Salary Reviewed Conducted on ________ (date).Provider Salary Review Results (see instructions for sample)Date: ____________Findings: Action plan: Next Provider Salary Review Scheduled for _________ (date)Provider IncentivesConsider offering incentives as a part of the health center’s compensation package to make the overall compensation package more appealing and also to encourage provider behaviors through compensation rewards. Be sure to involve providers in the compensation planning process and to get their buy-in before making large changes to the compensation model. Create compensation policies in advance of making any changes with very specific formulas and definitions to make the changes clear to all participants. Test and assess changes by conducting a “shadow” model in advance of actual implementation by running a mock compensation change for a 3-6 month period to fully understand the impact of any compensation model revisions. Get feedback and adjust the model as needed prior to full implementation.Incentive-Based Provider CompensationYes No Date of Initiation _________ (date)Last Review of Methodology _________ (date)Select the components of the health center’s incentive-based provider compensation and note the % of the total salary compensation attributed to each component.__% of total compensation Base SalaryIncentives based on:Production (revenue, visits or RVU based)QualityPatient SatisfactionInternal Administrative Task CompletionEnd of year bonusOther (please specify) ______________________________BenefitsSimilar to the Provider Compensation Review, conduct a Benefit Review. Consider offering improved educational benefits to encourage retention and to promote quality improvement initiatives in the health center. Review each of the following benefits to determine competitiveness in the market place. The first line “Vacation” is completed as an example in the following, Table 10.Table 10. Benefit ReviewBenefitDetailsReview ResultsAction PlanVacation 3 weeks, 4 weeks after 5 years, 5 weeks after 10 yearsCompetitiveNoneHolidaysSickEducational LeaveEducational TravelEducational Conference Health InsuranceDental InsuranceLife InsuranceDisability InsuranceRetirement PlanLoan RepaymentOther (specify)Work SchedulesProvider Schedule OpportunitiesIndicate the provider schedule opportunities and barriers in Table 11. Be sure to document requests for flexible schedules that might be met as part of the larger recruitment and retention plan.Table 11. Provider Schedule TypesSchedule TypeAvailabilityAssessmentAction PlanPart-timeJob SharingFlexible SchedulesSchool hoursEveningsWeekendsLong daysCareer PathProviders are often more likely to stay with an organization if there is opportunity for professional growth and advancement. Indicate the types of professional growth and advancement currently available in the health center in Table 12. Also document your assessment of each type and action plans to incorporate professional growth and advancement into the practice.Table 12. Professional Growth and DevelopmentTypeAvailabilityAssessmentAction PlanClinical Oversight (Other Providers or Clinical Teams)???Administrative Oversight (Programs/Services)???Teaching Opportunities???Medical Students???Medical Residents???Advanced Practice Students???Advanced Practice Residents???Telemedicine Opportunities???Other (specify) : ???RecruitmentCommunity Recruitment PlansBefore you begin recruiting, and on an ongoing basis, either connected with or be aware of other planning initiatives in your region. Talk with local hospitals and other primary care providers about their recruitment plans to assess competition for providers or potential collaboration opportunities.Our health center has had discussions with:Hospitals about their recruitment plansOther Providers about their recruitment plansOpportunities for Collaboration:________________________________________________________________________________________________________________________Once you have conducted the health center recruitment and retention needs assessment and determined that 1) you need to recruit, and 2) you know which type of provider to recruit; set up the recruitment process.Recruitment TeamList your health center recruitment team in Table 13. It can vary depending on the position being recruited.Recruitment Team Roles and ResponsibilitiesEstablish clear roles and responsibilities for each team member, keeping in mind their stake in the recruitment, their availability, and respective skills and include in Table 13. For an example of the roles and responsibilities see the instruction document.Table 13. Recruitment Team Members and Corresponding ResponsibilitiesPositionResponsibilitiesRecruiting PrioritiesDefine a “big picture” written set of priorities to provide a map to guide your recruitment plans. Use information gleaned from the Practice Assessment and Strategic Planning process to identify positions to be filled and realistic timelines for completing the recruitment process and document in Table 14. Plan out as far as you have information, at least 3 – 5 years. Dates do not need to be static, so use the best information you have. See the instructions for more information and a sample table.Table 14. Provider Recruitment PrioritiesPositionFTEReplacingFTENew PositionReason DateCurrent VacancyPlanned VacancyRetire-mentGrowthOtherAnticipated NeedBegin Recruiting Process????????????Recruitment Budget Plan for a realistic recruiting budget to ensure you have the resources required to mount a successful recruitment effort. The following worksheet (Table 15) is included to assist with recruitment budget planning. Table 15. Recruiting Budget WorksheetStaff Costs (Planning, Recruiting, Onboarding)Business Office (Patient Accounts/Billing) Salary and Benefits per hour?CEO/Administrator Salary and Benefits per hour?Chief Medical Officer Salary and Benefits per hour?Human Resources Salary and Benefits per hour?IT Hourly Rate plus Benefits?Nurse/MA Hourly Rate plus Benefits?Other Providers Average Hourly Rate plus Benefits?Support Staff Salary and Benefits per Hour?Total Salaries/Benefits?Outside Recruiting ExpensesRecruiting Service?Advertising Costs (2 national journal print ads, 1 national online service x 3 months)?Total Outside Recruiting Expenses?Interview ExpensesNumber of In-Person Interviews?Hotel Expense per Night per Interview?Travel Expense per Interview?All Staff Breakfast with Candidate per Interview?CMO Lunch with Candidate per Interview (incl. candidate and guest)?Number of People Included in Interview Dinner per Interview?Interview Dinner Cost per Person per Interview, (incl. tax and gratuity)?Cost of Other Interview Items, (such as gift baskets, babysitting service)?Total Cost Per Interview?Total Interview Expenses (# of Interviews X Total Cost per Interview)?Hiring ExpensesRelocation Costs?Signing Bonus?Publicity Costs?Other Costs, i.e. cell phone, lab coat?Total Hiring Expenses?Total Recruitment Budget?Recruiting FirmIf you use a recruiting firm, list the name and contact information below as well as pricing for budget purposes, Table 16. Keep rating information in your recruitment plan for future reference as to the quality of your health center’s experience with the recruiting firm. Keep notes about the experience for possible improvement over the span of the recruitment process or for the next recruitment process.If you plan to use a firm, contact those who may offer discounts based on your non-profit status. If you have a standing relationship with a firm, request a discount based on your non-profit status.Recruiting Firm: ________________________________________________________Mailing Address: _________________________________________________________Table 16. Recruiting Firm Contact Information and NotesContact NamePhoneEmailAddressFeesReferencesDate Last UsedPosition FilledRating 1-5???????????????????????????Notes: ______________________________________________________________________________Track other activities and expenses below.AdvertisingPlan and track all advertising either done directly by your health center or by a recruiter, if you use one. Record any differences from your plan so that future recruitment efforts will begin with the more accurate information. Use Table 17 to document your advertising efforts.Table 17. Media Outlet InformationMedia OutletsContact NamePhoneEmailTimingFrequency (Ongoing?)FeesRating 1-5National Journal Print Ads??????? Journal 1??????? Journal 2??????? Journal 3???????Primary Care Organization (PCO)Primary Care Association (PCA)NHSC Job CenterRegional Advertising (specify)???????Online Recruitment Site Service???????Health Center WebsiteOther ???????Ad TextInclude the ad text in the recruitment and retention plan to avoid having to “reinvent the wheel” each time there is a position open. In particular, there should be standard text describing the mission and region. Ad TemplateTitleBodyType of organization recruitingLocationStatement of position type, FT or PTPromote mission driven health center environmentBrief description of the positive aspects of the regioni.e. If urban, cultural opportunities; if rural, outdoor/nature experiencesPromote any positives, such as flexible schedules, teaching opportunitiesInclude any recognition, such as PCMHInclude possible incentives, such as professional development benefits, bonuses, relocation expensesContact Person and InformationStrategies for Use of Social MediaMake optimal use of social media to get the word out. Younger candidates, such as residents, frequently use social media for information. Make sure your health center is connected to potential recruits with an internet presence that goes beyond your website. Social media sites provide a forum to get very detailed information about your health center for recruitment purposes, but can also be helpful for patients, for example, posting flu clinics on Facebook. The New England Journal of Medicine Career Center suggests several ways to improve your use of social media.Table 18. Use of Social MediaSocial MediaUse (Y/N)AssessmentAction PlanWebsite Use for Job PostingHighlights of HC Community LinksLinked-In Company ProfileTwitter (see instructions)HC Facebook Page Use for Job PostingHighlights of HC Community LinksYouTube VideosHC HighlightsRegional HighlightsBlogsScreening ProcessOnce you begin to attract candidates, carefully track the results. It is critical to respond quickly, communicate often, and ensure rapid turnaround of questions, interviews and site visits. The Excel document, Candidate Tracking Sheet, a separate component of the Recruitment and Retention Plan is a tool for tracking applicants through the recruitment process. Telephone Interview Content Use a pre-established screening guide to conduct telephone interviews with applicants. The Medical Director or Chief Medical Officer should contact the candidate within five business days for a brief telephone interview. This expresses interest and is important to make sure you don’t lose a potential candidate.Adopt or edit the following interview content and next steps.Telephone Interview Content:Describe the positionDescribe the health center, the town/region, and approximate salaryAsk:Why are you interested in this position?Do you have any special clinical interests?Are there clinical procedures or types of patients/conditions you are not comfortable with?Is there anyone you need to take into consideration during your search (spouse/partner)?Do you have any malpractice history?Is there any reason you wouldn't be able to get credentialed?Do you have any employment gaps?Did you change training programs and/or specialty?Do you have any inactive licenses?Field questions from the candidate.Discuss the health center recruitment process and next steps.Next Steps:Record the interaction for later review by the Recruitment Team.Review the candidate’s CV and make sure he/she is board eligible.Present results to the Recruitment TeamIf the Recruitment Team thinks the candidate is a good fit, check references, and then arrange a visit.If there are further questions, arrange a second telephone interview with the appropriate person.VisitPlan the relevant aspects of each candidate visit with the Visit Details Worksheet, Table 19.Table 19. Visit Details WorksheetItemDetailsResponsible or Lead PersonDate FinalizedArrange Logistics 2-3 days???Travel – flights, ground transportation???Reserve hotel???Gift Baskets – if children are coming, include age appropriate toys???If children attend: Babysitting service???Create & distribute itinerary???Provide directions & maps???Visit???Pick up at Airport???Provider Itinerary???Breakfast with Staff (support staff included)???Tour of Site(s)???Visit Hospital/Hospital Administration???Meet with Providers, Provider Team???Meeting with CEO???Review of Contract/Benefits/etc.???Lunch/meeting with CMO???Partner Itinerary???Schools ???Child Care Providers???Banks???Realtors???Lunch with community member(s)???Local recreational facilities & sights???Meetings with Potential Partner EmployersJoint Itinerary???Dinner with key providers, administration and partners/spouses???Attend cultural performances???Follow up with Candidates Complete Table 20 – Candidate Follow Up Plan. See the Recruitment and Retention Plan instructions for a completed sample table (Table 20a).Table 20. Candidate Follow Up PlanStageFrequencyTimelineType of ContactResponsible PersonApplication Received????1st Telephone Interview????2nd Telephone Interview (if applicable)????1st Visit????2nd Visit (if applicable)????OfferContract Development and NegotiationAttach a boiler plate version of the health center provider contract to the Recruitment and Retention Plan. Document when the contract was last updated.Check the following Contract Terms that are included in the boiler plate contract:Work expectationsClinical office hoursAdministrative responsibilitiesCall scheduleOffice sitesCompensation Details of Incentive Compensation (if applicable)Base SalaryIncentives for production (revenue, visits or RVU based) including goalsIncentives for quality, including metricsIncentives for patient satisfaction, including goalsIncentives for internal administrative task completion, including expectationsEnd of year bonusBenefits Vacation HolidaysSickHealth InsuranceDental InsuranceLife InsuranceDisability InsuranceRetirement PlanProfessional Development Educational LeaveEducational TravelEducational Conference or Other Required Educational ExpensesMoving ExpensesSigning Bonus Other benefits such as sabbatical leaveBoiler Plate Contract is included as Attachment ______________Last Date Contract Reviewed/Updated: _____________________OnboardingDevelop a comprehensive Onboarding Plan. For best practices see the Recruitment and Retention Plan instructions.Develop Organizational Structure:Assigning a mentor to orient the new provider and help integrate him or her into the medical community.Assign a person and realistic timeline to each onboarding activity to ensure accountability.Set expectations for the new physician regarding getting out into the community and meeting other members of the group and medical staff.Conduct weekly check-in calls prior to provider beginning practice.Conduct weekly check-in meetings as soon as the provider begins at the practice, to be tapered off to bi-monthly and monthly over the first few months.Provide opportunities for peer interaction outside the community.Develop telecommunication links to practitioners in other communities and to medical education and support resources.Onboarding Activities:LicensingCredentialingHospital medical staff privilegesThird party enrollmentAppointment scheduling set upIT issues and training on systemsHuman ResourcesTraining on how to obtain needed clinical consults, tests, and support for patient care Defining expectations for productivity, quality, and work effort Organizational orientation/Introduction to culture Marketing Community orientation Policies/Procedures Ancillary departments QI/Clinical reviewOther TopicsPatient Centered Medical HomeHealth Center Patient Centered Medical Home Recognition StatusRecognized at Level ____ on ________(date) by__________________ (recognition organization such as NCQA)Not recognized but application is in process and expected on or about _______ (date)Not recognized and application not in processUnknownNational Health Service CorpsComplete the following.The health center is: NHSC approved siteCurrent providers were notified of this statusRecruiting materials include information about the NHSC statusJob openings are posted on the NHSC recruitment site (NHSC Job Center)In the process of becoming NHSC approved siteNot NHSC approved siteUnknownThe health center state:Has a state loan repayment program, the contact information follows:______________________________________________________________________________________________________________________________________________________________________________________________________________________________Does not have a state loan repayment programUnknownMedical Education Connections through Residency ProgramsHosting residents through an accredited Medical or Nurse Practitioner Residency Program can offer unique recruiting opportunities. If your health center is already connected to a residency program, maximize your probability of hiring within the residency pool. The health center is:Connected to a residency programThe health center optimizing resident recruitment through the following actions:Identify residents who fit with the health center culture and missionMeet with residents during their entire tenure to build a positive relationshipWhenever possible, include residents in provider teamsHold social events between current providers and residentsApproach residents early to assess their interest in working long term at the health centerOther (specify): _______________________________________________The health center is not connected but is in the process of connecting to a residency program.The health center is not connected to a residency program.Attachment 1. UDS Mean Visits: Productivity BenchmarksHealth Center Data Reported in the Uniform Data System (UDS) 2014PERSONNEL BY MAJOR SERVICE CATEGORYMean Patient Visits per 1.0 FTEFamily Physicians3238General Practitioners3427Internists3059Obstetrician/Gynecologists2968Pediatricians3451Other Specialty Physicians3452Average All Physicians3241Nurse Practitioners2639Physician Assistants2937Average All NP and PA2730Certified Nurse Midwives2335Dentists2637Dental Hygienists1237Psychiatrists2571Licensed Clinical Psychologists1059Licensed Clinical Social Workers943Other Licensed Mental Health Providers996Ophthalmologist?2906Optometrist?2605