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P H Y S I C I A N R E C R U I T M E N T WHEN COMMUNICATION IS ONLY A TOOL FOR COMPLIANCE, HOSPITALS RISK MARGINALIZING A VITAL MEMBER OF THE STRATEGIC TEAM — THE PRACTICING PHYSICIAN. C. RICHARD PATTERSON, MD, is unhappy with hospital executives. Writing for the healthcare leader- ship blog High Stakes (JarrardInc.com) in October 2014, Dr. Patterson chastised execs for their tendency to treat com- munication channels as mechanisms to dictate information and change physician behavior. The problem, he says, is that many physicians don't appreciate one-sided conversations. "One reason physicians are drawn to their profession is a certain degree of autonomy and respect it affords," Dr. Patterson says. "One-way communi- cation is unlikely to find success among physicians because it is hierarchical rather than collaborative." Buy In or Bow Out As a former chief medical officer, Dr. Patterson has seen the consequences of this approach to communication. He says failing to establish a genuine exchange of ideas wreaks havoc on both physician retention and recruitment. "Without a thoughtful program of onboarding and professional development, doctors will wind up disillusioned with the hospital and vulnerable to other offers," he says. "An organization that garners negative Communication BREAKDOWN By Colin Stayton attention for neglecting to engage its physi- cians will increasingly struggle to saddle fi rst-rate talent." One way hospital leadership can improve communication with physicians is by soliciting feedback early and often. In The Complete Guide to Physician Relationships, HealthLeaders Media recommends keeping apprised of physician needs through regular in-person meetings, and letting those needs be the driver of administrative action. "Hospitals need to be seeking physi- cian input rather than trying to elicit their buy-in after decisions have already been made," Dr. Patterson says. "The medical staff has so much pertinent knowledge to improve strategic plan- ning that the hospital really handicaps itself when it fa ils to incor porate physicians upstream." ■ KEEPING PHYSICIANS IN STEP IN A RECENT blog post for JarrardInc.com, Alexandra Normington, Senior Advisor for Nashville-based healthcare marketing fi rm Jarrard Phillips Cate & Hancock, offered hospital leaders advice for strengthening physician communication and integration. Among the tips she provides: + Before buying a physician practice, consider whether the practice is a good cultural fi t for your organization. Careful evaluation before you sign the contract can identify obstacles to integration on the front end. + Involve physicians in long-term strategic planning and decision-making for day-to-day operations. Don't minimize the importance of even small decisions, such as what business cards should look like. + Compensate creatively. Set up bonuses that reward success in whatever arena of the organization physicians achieve it. 1 8 | Central Pennsylvania MD NEWS ■ M D N E W S . CO M