MDNews - Greater Boston

PHySiCiAN rECruiTMENT RECRUITING TO SUCCEED By thomas Crocker YOU WANT TO ENSURE THE PRACTICE YOU BUILT CARRIES ON LONG AFTER YOU LEAVE IT. TO DO THAT, YOU HAVE TO RECRUIT AND GROOM YOUR SUCCESSOR — AND GIVE YOURSELF PLENTY OF TIME TO DO SO. L arge groups might be able to fill the leadership void left by multiple retiring physicians more readily than small practices because the outgoing partners often groom existing colleagues to take on more responsibilities; the purpose of recruitment for such groups may be to simply bring in new associates to balance the patient load. Recruitment takes on greater importance in the succession planning of a solo practice or a small practice whose physicians wish to retire within a few years of each other, as outgoing physicians must allocate sufficient time to put successors in place and prepare them to lead the practice. "The amount of time it might take to recruit a physician can vary dramatically based on specialty and a number of other factors, including location of the practice," says Jon-David Deeson, MBA, MSHA, FACHE, Principal with Pershing Yoakley & Associates, a healthcare consulting firm based in Knoxville, Tenn. "It could take 12 to 24 months, easily, to recruit a physician; then, typically, you look at how long it might take for a physician to ramp up and get acclimated to a practice — say, 18–24 months for that, too. You don't want to risk planning on a time frame any shorter than four to five years." 18 | Greater Boston MD News ■ mdnewS.com Searching for Future leaders Many practices begin the recruitment process by drawing on networks of contacts, reviewing files of candidates they have compiled or seeking suggestions from members' training programs before enlisting help from recruitment firms. Practice leaders should enter the process with a clear definition of an ideal recruit — someone, for example, who will embrace the practice's values or be able to offer the same specialty services as a departing physician. Other qualities to look for in a future practice leader include: + business acumen + expressions of genuine interest in the practice, such as thoughtful questions during an interview + leadership experience + selflessness Transparency is key during the vetting process. Practice leaders must clearly communicate to candidates the existing roles within the practice — partner, associate, etc. — how compensation is structured, buy-in and buy-out procedures, and what is expected of physicians in leadership roles. Once a practice has welcomed a new member, the process of grooming him or her to take the organization into the future begins. "The key success tenets from a physician leadership standpoint are going to be defined by the person in the leadership role right now," Deeson says. "Defining the expectations of a leader in the practice from clinical and business standpoints is the place to start. From there, look for opportunities to invest in the younger physician's education and training, whether it's just mentoring in the practice or outside programs." With a quality succession plan and thoughtful recruiting, you will retire knowing your practice is in the hands of a physician you prepared to help it thrive for years to come. ■

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