Issue link: https://viewer.e-digitaledition.com/i/1370839
Recruiting Older Physicians BY K ATE ANASTAS MATURE PHYSICIANS BRING RELIABILIT Y, A STRONG WORK E THIC AND YE ARS OF INVALUABLE E XPERIENCE TO THE MEDICAL FIELD. A PPROX IM ATELY 30% OF licensed physicians in the United States are over the age of 60. Older physicians could miss out on recruitment opportunities due to a common misconception that they only seek to retire, which isn't always the case. Many older providers continue to find purpose and fulfillment in their work, while offering these valuable characteristics to their patients and colleagues: + Commitment — MedLink, a physician staffing ser- vice, finds that physicians from the Boomer generation may have a strong work ethic and sense of organiza- tional commitment. + Experience — Older physicians may easily have prac- ticed medicine for more than 30 years. Also, certain patients feel more confident visiting an experienced physician with more training in a specific condition. + Mentorship — Well-established in their careers, older physicians have the ability to take on leadership roles and offer valuable coaching. HIRING STRATEGIES Although older physicians may not be interested in retiring yet, many begin looking for a more accom- modating schedule. To attract mature physicians, employers can offer part-time positions, shorter shifts and fewer on-call responsibilities. Many older physicians will leave a taxing job to work at a practice that is respectful of their life outside work. Recruiters at Medicus Healthcare Solutions also recommend offer- ing continued professiona l development opportunities. New ways for mature pro- viders to expand their skillsets ca n ma ke a job oppor tunity seem more com- pelling. n The Power of Energy Resilience BY JONELLE TODD FOR HEALTHCARE FACILITIES, energy resilience — the ability to withstand a loss of grid power — can literally be a matter of life and death. Even so, the cost of purchasing the physical energy assets that preserve patient safety and protect critical functions during a catastrophic power interruption can be difficult for cash-strapped healthcare facilities to justify. However, making the necessary investment in on-site power generation equipment a business priority offers many benefits, including protecting patient safety, preventing the loss of revenue in the event of disaster, and reducing the cost of procuring power from public utilities during periods of peak demand. Utilization of a business-planning model can provide facility managers with a compelling case for financial investment in equipment that provides greater energy resilience. Building a business case in support of energy resilience investment begins with the development of an energy committee made up of leaders in facility, finance and supply chain management. The energy committee's first order of business is typically to conduct a needs assessment outlining current and future energy load requirements and cataloging high-energy-use equipment, such as water heating, space heating and cooling, refrigeration, steam distribution, and major air handling units. When the needs assessment is complete, the committee should identify the most cost-efficient equipment that fits with on-campus energy resilience requirements. These may include backup generators, combined heat and power (cogeneration) technologies, and/or alternative energy sources, such as wind, solar or geothermal. n PLANNING AHEAD FOR POWER OUTAGES CAN ENHANCE PATIENT SAFETY AND OPERATIONAL EFFICIENCY WHILE REDUCING ENERGY COSTS. 059990060_PM2_EnergyResilience.indd 1 3/3/20 8:23 AM 2 6