Med Thread

What is an Onsite Healthcare Facility?

2013-06-06T09:00:00.001-07:00

Imagine yourself at work, you are beside yourself coughing, sneezing and blowing your nose relentlessly into hysterics. You feel a chill, some goose bumps, and a slight dizziness. Your phone rings, it’s your primary care physician saying “Dennis, please come see me as soon as possible.” You gather yourself, dreading the move out of your seat and you make your way down the hall into an adjoining office. You are greeted by your primary care physician. Does that sound too good to be true? Onsite healthcare facilities are starting to populate within the core work environment and surprisingly they are becoming an employer’s best friend.

With the new Affordable Care Act, companies with fifty or more employees must provide adequate healthcare for all full-time workers. This leads to the question, “will companies pay more money to supply healthcare to all?” What if your company could combine saving money and delivering healthcare access without your employees leaving work? Think of the benefits this would provide.

First, employees with access to a provider at their office would develop a personal relationship with that provider, and would be able to identify concerns, create healthy strategies and encourage a change in patient behavior. Providers will be fully aware of each case and highly sensitive to each patient’s needs. Detecting symptoms early is paramount to minimizing (or possibly eliminating) any illness. With daily visits and ongoing diagnosis, you could attack symptoms at the most treatable stages.

Secondly, with access to onsite providers your employees will live a healthier lifestyle. With preventative measures and wellness programs, your employees will have less sick days away from their job and more time being productive at work, therefore reducing healthcare costs.

How does it work managing onsite healthcare? Take for example Walgreens and its Take Care Health Systems subsidiary, which manages approximately 400 worksite health centers using the Complete Care and Well-Being Health Service Network. They deliver personal primary care coverage based on the needs of their client using special short term providers, better known as “locum tenens” providers.

These locum tenens providers are unique. They are physicians and/or mid-levels who are board certified in different specialties and who have different healthcare experiences. Locum tenens providers can work for a day, a week, a month or as long as you like. They deliver onsite health and wellness screenings, primary care, occupational medicine, medical exams, flu shots, x-rays, pain medication and physical therapy to address acute and chronic health conditions. The benefit for the Walgreens Network is that they can add or subtract locum tenens providers based on what service is needed and how many providers are warranted. From the Walgreens perspective, “Together, we work to customize your health and wellness initiatives so they complement the specific needs of your company.”

In summary, companies should embrace the onsite healthcare model as a possible solution to reducing healthcare costs. It will reduce the employee’s time away from their desk and create healthier employees while reducing healthcare costs due to fewer claims. On the flip side, employees will enjoy a better lifestyle benefiting from less time spent in waiting rooms, more opportunities to be productive at work while still having immediate access to their doctor next door.

Is it time to prescribe an Onsite Healthcare Facility for your company?

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Written by:

Dennis Webb, Director of Business Development at Medestar

Phone: 214-932-1414

Email: dennis.webb@medestar.com

Website: www.medestar.com

Check us out on Facebook: http://facebook.com/fidelismedestar

5 Great iPhone Apps for Medical Providers

2012-09-24T16:00:00.000-07:00

With the release of Apple's iPhone 5, we decided to do a roundup of some recommended iPhone apps for medical providers. Here are 5 great iPhone apps to try out:

1) English - Spanish Medical Dictionary by Word Magic Software (Paid - $5.99)

With translations for both English and Spanish, this is a great tool for medical travelers and those working with a Spanish speaking population of patients. It even detects misspellings and provides natural-sounding pronunciations.

2) ICD 10 Lite 2012 by iPremiumApps (Free)

ICD 10 Lite puts the complete, latest ICD 10 CM & ICD 10 PCS on your iPhone or iPod Touch or iPad. Easy to customize, share, print and even favorite certain codes.

3) Med-Mal by Cunnigham Group (Free)

Medical Malpractice Insurance Resources for physicians, medical groups and healthcare professionals. Search for medical malpractice quotes by specialty and state and find out how to lower med-mal costs.

4) Medscape by WebMD (Free)

Medscape (by WebMD) is a leading medical resource for physicians and other healthcare providers for news and clinical information. This app features safety information for prescribing, CME tracking, article databases and much more.

5) DG Apps by Doctor's Guide Publishing Limited (Free)

If you want to search for medical apps by your profession, then this is the app for you. Enter your areas of interest and DG Apps will compile a list of apps for you to consider indexed by popularity and featuring the latest apps available.

If you're a healthcare professional, share some of your favorite medical apps by tweeting us @MedestarLocums or by leaving a comment below.

The Benefits of Locum Tenens to Fight Physician Burnout

2012-08-31T09:05:00.001-07:00

burn·out/ˈbərnˌout/:

1. Physical or mental collapse caused by overwork or stress.

In a recent study published in the Archives of Internal Medicine nearly half of physicians suffer from at least one symptom of burnout. The study used the psychological measurement of the Maslach Burnout Inventory (MBI) to test physician exhaustion, cynicism, and inefficacy. Some physicians are tired, worn out, cynical. The increasing uncertainty of the future of healthcare coupled with a growing need for health services can lead to a sense of defeat or hopelessness. The study presents glaringly dismal findings, but there is hope: locum tenens.

Locum tenens is Latin for “holding/possessing/maintaining the position." In the healthcare industry this term refers to a physician who is filling a temporary assignment. In March of this year, on the physician blog, kevinmd.com, Dr. Duane Gainsburg details how switching to locum tenens was his own personal solution to burnout. (Read more here.) Here are some simple benefits to practicing locum tenens:

No more practice management: Several physicians choose to switch to locum tenens because they no longer have to worry about managing their own practice. Dealing with insurance, hiring and managing employees, worrying about compliance - all stressors that disappear with locum tenens practice.

Less work, more leisure: The study published in the Archives found that physicians work 10 more hours a week than the average working adult. Locum tenens practice grants physicians the freedom to schedule vacations whenever, travel throughout the country, and work as little or as much as they like - all while benefiting financially from typically higher earnings than salaried employees.

Your time and skill is rewarded: One of the main differences between locums work and permanent work is the way physicians are compensated. Their money is not tied to productivity measures but simply their ability to practice medicine and efforts to be made available. The rates are generous, and the appreciation is sometimes more readily felt.

Are you a locum tenens physician who escaped burnout? Share your stories with us by commenting below, writing on our Facebook wall, or tweeting us @MedestarLocums.

Test your Critical Thinking Skills: Tough Interview Questions

2012-08-24T09:40:00.000-07:00

As recruiters, we are always looking for ways to ensure our placements are lasting hires. There's a lot we can do prior to an interview to make sure the candidate is qualified and has a strong interest in the job, but what are we doing during the interview to test their fit?

Glassdoor.com recently collected data from over 80,000 job seekers to find the toughest companies for job interviewees. (Read the article: 25 Toughest Companies for Job Interviewees) The top companies subjected interviewees to brainteasers, timed tests, and skills assessments to determine their fit within the company.
A sample question given was "How many hotels are there in the United States?" (In case you are curious, you can find the actual answer here.) The point of a question like this is to see a candidates' critical thinking skills and his or hers ability to think quickly under pressure. When interviewing someone for a medical provider position, we recommend the following question to gauge this: Describe a clinical situation that didn't go as planned and how you resolved it. The second part of that question is important because you want to know that the provider can find solutions to problems, not just get through them.

Here are some more healthcare interview resources:
Physician Interview Tips
Interview Questions for the Physician
Tips for the First Interview
Top 7 Behavior Based Interview Questions

Did our recruiters make the cut? See how we answered some of the tough questions and test yourself:

What's the craziest question you have been asked on an interview? What are some examples of great interview questions?

Honesty Throughout the Recruitment Cycle

2012-07-11T09:54:00.000-07:00

We’ve all heard the saying “honesty is the best policy”. It sounds so elementary but it’s actually profound. Throughout my 6 years of recruiting, I’ve found that if honesty isn’t obvious from start to finish within all aspects of the recruitment cycle, it’s likely to leave all parties involved unhappy and unsatisfied. I have found that honesty makes for long lasting and trusting relationships, builds respect and rapport, and ultimately leads to a smoother and faster business process from start to finish. I wanted to share a few honest tips that physicians should do themselves and what they should be looking for during their next recruiting experience.

• Be honest with your recruiter or agency. Be upfront and provide documentation explaining all malpractice cases, losses of privileges, suspensions, as well as any other issues that may show up during the credentialing process. This will save all parties involved time and frustration. This will also preserve your reputation. Each facility or practice is different in what they are willing to accept and approve. If any issue or event is not presented upfront, the facility or practice will mostly feel that the physician or agency was trying to hide the issue.

• Be honest with yourself about what you are willing to do and how you are willing to compromise (travel time, location, rate). Look at the big picture more than just money or location. Are you making yourself more marketable for future opportunities by compromising? If yes, I feel you are making the right decision for yourself.

• Look for honest answers. The recruiter may not have all the answers but did they follow-up in a timely manner? Did they answer your question for you so you could make an informed decision?

• Look for honest follow-up. Sometimes the information that needs to be shared is positive and sometimes it’s negative. A good and honest recruiter will make sure you are fully informed on both positive and negative feedback.

• Look for honest and upfront full disclosure. By this, I mean how the recruiter describes themselves, the agency, the service they provide and the jobs they represent. Did they do what they said they were going to do?

• Build trust with honesty. Trust is the foundation of a strong working relationship between you and your recruiter and can lead to your success or failure in a job search. Make sure you trust who you are working with.

• Go with your gut. It’s your choice who you decide to work with. I’ve found normally if you feel you can’t trust someone or get a bad feeling about someone, most of the time it was right.
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Todd Cadenhead is a Senior Physician Recruiter at Medestar.
Connect with Todd:
Biography
LinkedIn
Email

What is your stance on the Patient Protection and Affordable Care Act?

2012-07-06T12:37:00.000-07:00

After the release of the Supreme Court’s decision last Thursday to uphold the Patient Protection and Affordable Care Act, Americans clearly had mixed feelings about the new law. This decision was met with both excitement and disappointment nationwide.

One week after the Supreme Court’s 5-4 ruling, one public opinion poll reported that 54% of American voters wanted the law repealed. MDLinx surveyed U.S. primary care physicians after the court ruling and found 64% of the physicians do not believe the Affordable Care Act will be able to achieve 100% effectiveness of health care coverage for Americans. The MDLinx survey revealed that 45.7% of primary care physicians are skeptical of the decision, whereas only 22% think the act will result in an extremely positive impact for their practices. However, KevinMD’s physician blogger Kevin Pho, M.D., stated that the court decision is one everyone should be happy with. Physicians can expect lower Medicare and Medicaid reimbursements. KevinMD also states the benefits of for patients, not only uninsured but also those most vulnerable in the U.S. He suggests that the benefits will be tangible for more than just progressive Americans.

What is your stance on the Patient Protection and Affordable Care Act? Visit our Facebook page to weigh in. Are you in support of or against the ruling? Tell us why.

Should You Use a Recruiting Firm to Help with State Licenses?

2012-06-21T10:29:00.000-07:00

Image: FreeDigitalPhotos.net

As a locum tenens provider, having multiple state licenses can help you be more marketable for job opportunities. In obtaining multiple licenses, every state has different processes, timeframes and requirements so it may be beneficial to find a recruiting firm, such as Medestar, that will assist you with the process. Licensing and credentialing experts at recruiting firms typically provide services that include:

- Assisting with completion and submission of the state board application.
- Requesting all necessary verifications from entities such as your medical school, any post graduate training programs, hospitals you have previously been credentialed in, and other state medical boards you are currently licensed with or have inactive licenses with etc.
- Following up with those entities listed above to ensure the necessary verifications are being processed in a timely manner.
- Acting as a liaison between you and the state board.
- Making the process as easy for you as possible so you can focus on other things.

Applying for state licenses can be tedious and frustrating, however having a knowledgeable person assisting you can help alleviate the pains of the process.
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Lisa Burrow is the Director of Operations at Medestar.
Connect with Lisa:
LinkedIn
Email

Tips for Streamlined Licensing and Credentialing

2012-06-15T12:44:00.001-07:00

When working locum tenens assignments, you may be required to fill out multiple credentialing applications for the different facilities in which you plan to work. Every hospital or clinic has their own credentialing process; however, many will require some of the same documents. Below are some of the standard documents you will need for credentialing in almost every facility.

1. Copies of Licenses, Drug Enforcement Administration (DEA) registration, as well as your Controlled Substance Registration (CSR): Make sure to have all your currently held licenses ready as well as all those you have previously held.
2. Copies of schooling certificates: Be sure to include your undergraduate degree, medical degree, as well as any post graduate training such as internships and residency programs.
3. Educational Commission Foreign Medical Graduate (ECFMG): If applicable.
4. CV, updated: Facilities like to see CVs that are up-to-date and in a month/year format. Make sure all gaps in time on your CV are accounted for (since medical school) to side-step any possible hiccups in the credentialing process and to help ensure a faster credentialing time.
5. Board certification: If applicable. Be sure to provide proof of your board certification, or proof of plans to take the boards (such as a registration confirmation).
6. TB Test: Physicians and other hospital employees are often required to be tested for TB annually, so have the most recent results available.
7. Photo of yourself: The picture needs to be of you by yourself.
8. Copy of driver’s license or passport.
9. Uniform application for physician credentialing: This applies to certain facilities in Alabama, Colorado, Georgia, Louisiana, Ohio, Oklahoma, Oregon, Texas, and Washington.
10. Proof of completed Continuing Medical Education (CME): Include records for at least the previous two years.
11. Detailed explanation for any background issues including malpractice claims and payouts, suspended or revoked licenses, etc: Blemishes on your record do not necessarily mean you will not be able to be credentialed. Being honest up front about any background issues is better than having a hospital or facility find out by doing their own digging!
12. Miscellaneous Certifications: This could include Advanced Cardiac Life Support (ACLS), Pediatric Advanced Life Support (PALS), Advanced Trauma Life Support (ATLS), etc.

Finding and preparing all of these documents can be a time consuming and overwhelming. It is a good idea to compile all of the pertinent information and have it in a central location for future credentialing or licensing.
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Megan Hernandez is part of the Operations team at Medestar.
Connect with Megan:
Email

FCVS-What is it and Should You Have it?

2012-06-07T14:03:00.002-07:00

     As described by their website, the Federation Credentials Verification Service (FCVS) is a service available for medical providers that keeps a record of everything from diplomas to a list of hospitals a provider has received credentials in. Applicants who complete the FCVS process establish a permanent, lifetime portfolio of primary-source verified credentials that can be used throughout the applicant's career for state licensure, hospital privileges, employment and professional memberships. This service is extremely valuable for physicians and for those graduating from medical schools outside the United States or Canada, where verification is often time consuming, costly and difficult. Finally, should the applicant's related programs close or records be permanently lost or destroyed, the FCVS records become invaluable for future credentialing verification needs.

     International medical school graduates are aware of the cost and time associated with obtaining verifications from their medical schools. As FCVS obtains the necessary verifications from your medical school and stores the information permanently in your Physician Information Profile, the time and cost to provide this verification will be reduced. FCVS has collaborated with the Educational Commission for Foreign Medical Graduates (ECFMG) to provide verifications for physicians who were ECFMG certified after July 2004 within a few days.

     Hospitals and insurance providers can also use the FCVS profile in their credentialing process. FCVS meets the standards set by The Joint Commission and the National Committee for Quality Assurance (NCQA). Once your profile is established, this allows for hospitals and insurance applications to be processed quickly.

     Some of the advantages of having a completed FCVS packet are as follows:

• Once FCVS has obtained the primary source verifications, the cost and time required for processing is reduced. Please note that any updates (i.e. additional training or completion of training that was previously in progress) will require additional processing time.
• Records are stored in a central location for ease of access.
• Emergency/disaster preparedness—meaning you won’t lose your verifications and information in case the original record is somehow destroyed.
• Records are available in the event of program closure (more than100 programs close each year).
• License portability—FCVS makes it easier to obtain multiple state licenses.
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Carolyn Magilley is the Executive Director of Account Managing and Scheduling at Medestar.
Connect with Carolyn:
LinkedIn
Email

5 Tips for Spotting a Bad Boss

2012-05-25T11:03:00.000-07:00

A good boss can make you feel engaged and empowered at work while simultaneously identifying and helping to grow your strengths and improve your weaknesses. A bad boss, however, can quickly make your job unbearable, even when the job seems perfect on paper (and in salary). A study conducted by Baylor University further notes the effects of a bad boss by stating stress and tension caused by an abusive boss, “affects the marital relationship and subsequently, the employee’s entire family.” With these findings in mind, it is even more important to spot a bad boss before you sign on to work for them. Here are five tips to help spot a bad boss:

1.) Pronoun usage- John Brubaker, performance consultant, reveals that the pronoun choice and context a boss uses is the biggest verbal tell in an interview. For instance, using the term “you” in regards to negative information (“you will deal with a lot of ambiguity”) shows the boss will not be a mentor. Choosing “I” to describe department success is a big red flag as is saying “we” when talking about a particular challenge the company has faced. These both could indicate the boss is prone to deflecting responsibility and placing blame.

2.) Personal questions - This one can be tough because the line between genuine relationship building and fishing for information is a blurred one. Interviewers can’t legally ask about your family situation, religious background, or other personal matters, but sometimes this may come up in general conversation. Use your best judgment and remember it is ok to decline to answer something you are not comfortable with sharing.

3.) They’re distracted-In this day and age, the age of smartphones and email, many people have developed disrespectful communication habits in the name of work. Business norms often include reading email on your phone while in a meeting, checking messages on your smartphone while on a conference call, etc. However, your interviewer should be striving to make a good impression on you just as much as you are trying to make a good impression on them. Making a good impression includes shutting down technology and giving undivided attention. If your interviewer answers calls, emails, etc. during the interview, don’t expect them to make time for you if you take the job.

4.) They can’t give you a straight answer-Human Resources professor, Caren Goldberg, Ph.D. says vague answers to your questions is a key “tell.” Be sure to listen for pauses, awkwardness, and overly-generic responses to your questions, especially if you ask about the person previously in your position or why the position is available. For instance, if the previous person was “a bad fit,” this could mean the workplace doesn’t spend much time on employee development. Asking about turnover rate is also an excellent way to find out about the boss and the position alike.

5.) They’ve got a record-Don’t be afraid to ask the potential boss how long he or she has been at the company, in that particular role, or where they worked before this company. This can help you get a feel for their management style and if you will respond to it. For instance, leading at a large corporation then switching to a smaller corporation can indicate a formality in leadership style.

To read further, review this article.
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Arthur Cooper is the Chief Executive Officer of Fidelis Partners as well as the Chief Operating Officer of Medestar.
Connect with Arthur
LinkedIn
Email

Some Practical Advice on Reviewing a Contract

2012-05-16T13:05:00.000-07:00

You are at that stage in your job search where you have found the position you’re interested in, you have made the trip to the community, met with the key decision makers, spent the afternoon with the realtor and you now have an offer in hand. Unless you minored in contract law while you were completing your medical training or have a spouse who practices law, you are now facing a rather daunting task of wading through the twenty plus pages of an agreement. The goal is to make certain all the things promised to you have made it into the document.

So, what is a highly educated individual inclined to do? The first thought is usually to have the contract reviewed by an attorney. At some point, that course of action may make sense. However, I would like to offer up a bit of practical advice that should help you save some time and a few dollars.

Image: FreeDigitalPhotos.net

     First, if you are just beginning the process and have set up a time to interview, ask them for a copy of their agreement. Most places will be willing to send a copy without any numbers in it. This is often referred to as a boilerplate version. By having the document in advance you will be able to read through it and prepare some questions. Once on the interview, you will have a chance to ask those questions to the appropriate person. Questions regarding the contract are almost always easier to cover in person.

     Another resource that may not come immediately to mind is that friendly recruiter who initially introduced you to the job. Hopefully they have stayed engaged in the process and have been helping out along the way. Over the course of a year, that recruiter will help coordinate anywhere from 50 to 100 interviews. If they have been in the business of recruiting for more than a few years they will have read through hundreds of different physician contracts. Through necessity and sheer volume, they have likely become very proficient and knowledgeable in this area. By asking your recruiter to help you review and understand the contract, you will be saving both time and money.

     This process will help you narrow down the major areas of concern. In some cases you may find a lawyer will not be needed and in other cases you will be able to take specific concerns to your attorney for their advice. By having them review specific concerns, instead of the entire contract, you will be reducing the amount of time they spend on your behalf. This will save you money.

     Analyzing an offer can seem daunting from the start. Utilizing the expertise of those individuals who work in health care staffing on a day-to-day basis can save you time, unnecessary worry, and also a few dollars.
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Chris Cross is a Senior Search Consultant at Fidelis Partners.
Connect with Chris:
LinkedIn
Email
Biography

Preparing for an Interview

2012-05-09T13:06:00.000-07:00

Interviewing can be a stressful and trying experience. You will most likely be traveling to a new area you are not familiar with, meeting new people you do not know, attempting to make a good impression on the people you are meeting, all while trying to gather information so you can make an informed decision. It can be a daunting objective, even for an experienced interviewer. Here are some helpful tips to help you prepare for a successful interview:

Be familiar with the practice and community – Do research on the practice and community prior to your site visit. If you are working with an experienced recruiter, they will be happy to review the practice details and community information with you prior to your interview. This can be especially helpful if you are interviewing in multiple locations.

Image: FreeDigitalPhotos.net

     Ask questions – One of the main purposes of an interview is to gather information in order to determine if a position is a good fit for you and your family. A great way to gather information is to ask questions. Do not leave the interview with lingering questions that will inhibit your ability to make a decision.

     Take notes – Make sure to document the information you are gathering. At the end of this process you will want to sit down and review everything you have learned, so it is helpful to have notes about specific details you might otherwise forget. You are going to be meeting with a lot of people and learning a lot of things – don’t expect to remember everything.

     Withhold negative comments – It is important not to pass judgment or offer advice on how to ‘fix’ things during your interview. You are being evaluated as well, so don’t volunteer feedback that can put you in a negative light in the interviewer’s mind.

     Dress and behave professionally – Wear a suit. Be early or at least on time to your meetings. It might seem old fashioned, but it is something that will be noticed and appreciated. Many interviews will include a dinner with other physicians or administrators. Feel free to enjoy a glass of wine, but don’t overindulge. Avoid conversation topics that could be perceived as divisive or inflammatory.

     Show interest – It is important to put yourself in a position to receive an offer after an interview. This gives you control over deciding whether to accept or decline the position. In order to receive an offer, your potential employer must get the impression that you are interested in the opportunity. Be engaged, ask questions, take notes, be professional, etc.

     Following these simple tips can not only alleviate some of the stress associated with interviewing, but can also help you gather the information you need.
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Dan Jones is a Senior Search Consultant at Fidelis Partners.
Connect with Dan:
Email

How to Bring a Physician to Your Hospital

2012-04-25T13:42:00.000-07:00

A hospital recruiter’s toughest job is to bring physicians into the community. I have found the oldest rule in the book applies: People work with people they like. Doctors are no different. Yes they are enticed by the latest technology, good schools, and attractive locations but what ultimately seals the deal is the recruiter working with them. Just think about when you are trying to choose between competitors. Would you not pick the person who makes you feel more important? Physicians are no different. Engaging them in conversation, discussing their interests, and making them feel like they are needed at a hospital go a long way. I have found the most engaging recruiters to be the most successful. Here are some tips to help attract the best physicians.

Tip #1 – Be enthusiastic – When speaking with a potential candidate always be enthusiastic about the facility and the people working there. A recruiter is the first impression a potential candidate has of a facility; therefore it should be a good one.

Image: FreeDigitalPhotos.net

     Tip #2 – Focus on interests – When speaking with a potential candidate, take the time to find out what they are interested in. If their hobby is biking, make sure and focus on what bike paths are in the area. If they have children make sure to let them know about schools in the area. Acknowledging what is important to a candidate before they tell you, shows you truly care about their wants and needs.

     Tip #3 – Send a thank you card – After speaking with a candidate or after a site visit, send the physician a handwritten card thanking them for their time. Personal notes go a long way.

     Tip #4 – Follow up – Always follow up with the provider after a call or a site visit. Continue to do so every few months as well. Just because they may not have been interested in the opportunity at first, situations always change and you want to be the person they think of when theirs changes.

NEWSFLASH FOR HOSPITALS: Physicians are Interviewing YOU-Not the Other Way Around (Part 2)

2012-04-19T12:06:00.000-07:00

In our last post, we discussed how it is a buyer’s market for physicians, and it is in the hospital’s best interest to respond accordingly by making recruitment an easier process. This starts with Fidelis Partners, where we take great pride in representing our clients in the most professional and most polite way possible. Our behavior reflects our clients’ recruitment goals, and we take that role very seriously. Once a candidate is submitted to a hospital, the clock starts ticking and every moment counts. There is a small window of momentum and enthusiasm where a candidate is excited about a job. If we do not act quickly during this window, the chances of securing that physician diminish greatly.

Ideally, it should not take more than two months to secure a candidate. In a perfect world, this would be the most effective recruitment process in 5 easy steps:

Image: FreeDigitalPhotos.net

1. Fidelis Partners finds a physician candidate, submits to hospital/physician recruiter
2. Candidate is contacted by organization within 48 hours, and phone interview scheduled with the
appropriate decision maker within one week
3. If phone interview is successful, candidate is brought out for an interview within 2-4 weeks, with the spouse (spouse is mandatory)
4. Candidate interviews, and leaves the job interview with a template contract or Letter of Intent
* I must expound upon this step since this is the most crucial one. Physicians should leave a job interview with an Letter of Intent in hand, or the expectation that one will follow within the week. A personal interview should not happen unless the hospital wants to hire that physician. Let me repeat: Before the candidate interviews, the hospital should already want to hire that person. There are many gatekeepers along the path towards a personal interview – Fidelis Partners, in-house physician recruiter, hospital CEO, Director of Medical Group, etc. – the interview should be used to confirm what everyone already wants: To hire that physician!
5. Candidate has a two week deadline to accept or deny the offer

However, these steps do not matter if each moment along the way, the hospital does not put forth the strongest effort to attract the candidate. There are too many job options out there for physicians, so each moment counts when working with a candidate. The goal is to get the physician to want your job so badly that now you, the hospital, are in the buyer’s seat.
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Lori Vickers is a Senior Search Consultant at Fidelis Partners.
Connect with Lori:
LinkedIn
Email
Biography

NEWSFLASH FOR HOSPITALS: Physicians are Interviewing YOU-Not the Other Way Around (Part 1)

2012-04-18T13:01:00.001-07:00

     This may come as a surprise to many healthcare organizations, but in the land of physician recruitment, most often it is the physician candidate in the driver’s seat, NOT the hospital. This is a very subtle shift in physician attitudes towards hospitals, but it is a mind shift nonetheless. It has slowly crept up over the past decade, and now it is being exercised in full force, and I see it happen on a daily basis. Everyone knows there is a physician shortage, but how are hospitals responding to the shortage?

     Surprisingly, they are responding by making it more difficult to get a job, which is the exact opposite of what is needed in order to attract and retain top tier talent. Hospitals are responding by taking four weeks to build a contract and get an offer letter out to a candidate. Hospitals are responding by making physicians pay for their own travel. Hospitals are responding by adding layer upon layer of bureaucratic gatekeepers. Hospitals are responding by drastically limiting their candidate pool (“I will only look at someone whose name starts with the letter ‘J’, etc.”) … Admittedly, I’ve never had that request, but you get my point. In a day and age where there is ONE physician for every TEN job openings, why are hospitals playing so hard to get?

     At Fidelis Partners, the search consultants are more than just CV sourcers. We each have an average of over five years of recruitment experience, and we enjoy advising our clients to be the best they can possibly be in order to attract the finest physicians in the market place. It is not our desire to make wholesale changes to any hospital’s recruitment efforts, but since we talk to 50+ physicians a day, we might know a thing or two about the marketplace and what physicians want. And right now, it is definitely a buyer’s market for physicians, and it is in the best interest of healthcare organizations to respond accordingly.

     What is the best reaction to this type of recruiting climate? Simply put, hospitals need to put their best foot forward, every moment of every day. We need to cater to the physicians … we need to be accommodating to the physicians … and yes, we need to seduce the physicians …

How can hospitals make recruitment easier on them? Stay tuned to find out ….
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Lori Vickers is a Senior Search Consultant at Fidelis Partners.
Connect with Lori:
LinkedIn
Email
Biography

Which Regions of the Country Pay Physicians More?

2012-03-30T12:52:00.000-07:00

Image: FreeDigitalPhotos.net

     According to the Medical Group Management Association (MGMA), it seems physician compensation can vary significantly based not only on their department rank in an academic setting, but also on their geographic setting. For instance, in an academic setting, primary care associate professors earned a median compensation of $173,963, professors brought in a median compensation of $198,000, while department chairs reported a median compensation of $282,296.

     In terms of geography, dermatologists in an academic setting, based in the Midwest, reported a median compensation of $227,765 while the same group in the Western region reported a median compensation of $234,936. This trend continues with general pediatricians in the Eastern section reporting $157,289 in median compensation while their Southern region counterparts reporting $139,410 in median compensation. Furthermore, urologists in the Midwest had a median compensation of $300,000 as opposed to the $445,247 median income of the urologists in the Western region.

     By this data, it seems as though one region does not pay all specialties more or less than any other region. Regional compensation also seems to be influenced by a physician’s specialty as well as their geographic location.

The Cost of Adding Additional Medical Staff

2012-03-28T14:49:00.000-07:00

Image: FreeDigitalPhotos.net

Are you looking to add additional medical staff but cannot afford the cost of bringing in another physician? The utilization of physician’s assistants may be the solution to your predicament.

One huge advantage to adding physician assistants rather than physicians is that physician assistants have a high Return on Investment (ROI). According to the Medical Group Management Association (MGMA) Physician Compensation and Production Survey 2011 Report, the typical physician assistant brings in $241,000 in annual revenue with an average salary of only $86,687 (national average income).

After recovering salary, benefits, and incremental overhead, a typical physician assistant can boost the bottom line of a practice by an estimated $25,000 to $30,000 or more annually.

In addition, the average cost of recruiting a highly qualified physician assistant can run significantly less than the costs of recruiting a physician and licensing that physician on average.

Next time you consider adding a new provider, a physician’s assistant might be the solution.
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Mark Foutz is a Director of Business Development at Fidelis Partners.
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How Will Bundled Payments for Care Improvement Affect Physician Compensation?

2012-03-22T09:32:00.000-07:00

     On August 22, 2011, The Center for Medicare and Medicaid Services (CMS) innovation arm launched the “Bundled Payments for Care Improvement” program. This program outlines four different bundled payment models which provide an opportunity for providers to implement bundled payment systems which would also help control CMS’ costs.

     Trends like these will most certainly affect physician compensation models in the future. The CMS has launched a pilot program around paying hospitals, physicians and other providers a bundled payment for a diagnosis-related group (DRG) or DRGs and/or all associated post-acute care. This allows hospitals to gainshare cost savings generated through this initiative, providing a direct, meaningful incentive that hospitals have not traditionally been able to offer.

     Three of the initiatives would involve a retrospective bundled payment arrangement, with a target payment amount for a defined episode of care while the fourth initiative would be paid prospectively. The Bundled Payments Initiative would allow CMS to link payments for multiple services patients receive during a single episode of care, allowing more efficient delivery of health care and improvement in quality of care.

     Our clients with strong medical staffs and executive leadership are more likely to be successful with bundling efforts. Anyone interested in bundling would have filed a letter of intent to participate by March 2012 if inclined to do so.

     Please keep this in mind as you discuss compensation offers in the future. Below is a summary of the four initiatives offered:

     Model 1 defines an episode of care as the inpatient stay in the general acute care hospital.

     Model 2 defines an episode of care to include the inpatient stay and post-acute care and would end either a minimum of 30 or 90 days after discharge.

     Model 3 says the episode of care begins at initiation of post-acute care with a participating Skilled Nursing Facility, Inpatient Rehabilitation Facility, Long-Term Care Hospital or Home Health Agency within 30 days of discharge from the inpatient stay and would end no sooner than 30 days after the initiation of the episode.

     Model 4 entails CMS making a single prospectively determined bundled payment to the hospital that would encompass all services rendered during the inpatient stay by the physicians, hospital, and other practitioners.
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David Curtis is Executive Vice President of Business Development at Fidelis Partners.
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Don’t Rule Out the Rural Emergency Rooms

2012-03-15T13:35:00.003-07:00

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Are you money motivated? If you are, a rural emergency room may be a perfect option for making excellent money outside of a busy, stressful, high volume, trauma center. Too many times I hear physicians say it’s all about the money, and that “if you can’t pay me $250 per hour or more, I am not interested.” Keep an open mind. Don’t get me wrong, these rates can be achieved, but be ready to step into an emergency department that hasn’t slept in years. In many cases, if a physician is going to be out of their home on an assignment for 4 or 5 days, it is quite possible working in a lower volume, less acute, rural facility may actually pay a little more in that time frame. For example, for a five day assignment in a low volume emergency room, you could make over $1,500 more than a 5 day assignment in a higher volume facility. How you ask—a lower volume emergency room (maybe seeing 7,000 visits annually) will usually allow physicians to run 24 hour shifts. So in a 5 day assignment, a physician could work 24 hours on, 24 hours off, and so on for a total of 72 hours worked and 48 hours off. On the other hand, a higher volume facility will only allow physicians to work 12 hours at a time, so in five days, the physician would only be working about 60 hours total. Although the lower volume facility may be paying less per hour, physicians can work more hours which equates to more money total for the assignment than fewer hours worked for higher pay. Also, working in a lower volume facility gives you the chance to breath. You have the ability not only to supplement your income but you would have time to sleep, study for continuing education tests, and so much more all while getting paid. So next time you get a call from a Medestar recruiter offering a locums position paying a lot lower than you expect, be sure to keep an open mind-it may mean more money for you in the end.
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Nick Rogers is Director of Recruiting at Medestar.
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Is There a Pay Gap Between Female and Male Physicians?

2012-03-09T11:43:00.000-08:00

     Unfortunately the answer is yes.

     A study released in 2004, authored by Timothy J. Hoff, PhD, associate professor at StateUniversity of New York at Albany, showed that female hospitalists earned approximately $22,000 less per year than their male counterparts, despite similar work patterns. The study controlled for a wide range of professional and personal variables including clinical workload, compensation type, employer type, marital status, and tenure in hospital medicine.

     Another study, released last year in Health Affairs, found that male physicians newly trained in the state of New York made on average $16,819 more than newly trained female physicians in 2008. This is up $13,219 from the difference in 1999 of $3,600 between the male and female physician compensation rates. The authors of this study controlled for specialty type, hours worked, designation of hours, immigration status, age, and practice location. Job tenure, institutional rank and job productivity were not factors in this study since the focus was solely on starting salaries.

     Finally, according to the 2011 SHM-MGMA compensation and productivity survey, mean annual compensation for female physicians in family practice, internal medicine, and pediatrics is lower than that of their male counterparts by $4,448, $29,211 and $23,402 respectively. Liz Boten, a spokeswoman for the Medical Group Management Association (MGMA), says factors such as practice location, practice ownership and productivity can have an effect on compensation and could be a reason behind the disparity, but most likely does not account for the entire difference in compensation.

     Even more problematic than the wage gap itself, is trying to understand why it still exists and why it won’t close. So what is being done to try to close this gap? Well, on the most basic level, organizations need to conduct self-audits to assess whether men and women are being compensated equitably, and make adjustments when necessary. Furthermore, organizations can adopt policies to promote pay transparency and allow employees to discuss compensation and suggest ways it can be improved.

     In workplaces where compensation discussions are discouraged, women need to take it upon themselves to informally speak with their male friends to gather information and determine if there is a pay gap issue before taking other actions.

     Although equal pay laws exist at the federal level, such as the Lilly Ledbetter Fair Pay Act and the Equal Employment Opportunity Commission, there is not an easy way to enforce such laws. Without enforcing legislation, there is no real way for legislation to make a difference in the compensation gap.

     Employers and government forces should have a significant role in closing the pay gap, however, women also need to advocate for change when necessary.

3 Different Types of Locum Tenens Contracts Explained

2012-02-29T14:37:00.001-08:00

     When starting in the world of locum tenens work, it can be confusing to determine the differences between the types of assignments available as well as the type of compensation to expect from each assignment. Three major assignment types are as follows:

     1.) Government contracts :
          One type of government contract out there is with military bases. These contracts can be anywhere from six months to a couple of years in length. In order for a provider to be accepted at a military base, agencies will submit what is called a bid, or the price at which a provider will work at that base. Based on this process, one would think money is the only factor when accepting a provider; however, this is not one hundred percent true. Each base will send out a practice description detailing what type of candidate they are looking for. After the quality and abilities of each candidate is reviewed, the price comes in to play. Compensation for government contracts is usually on the lower to middle section of the pay spectrum. The great thing about government work, however, is the prevalence of long term assignments. Longer assignments with lower pay usually end up being more worthwhile than a shorter contract with more money. In this case, the security of a long term paycheck usually wins out.

Image: FreeDigitalPhotos.net

     2.) FQHC/Community health centers/State facilities:
          Different from hospitals and private practices, Federally Qualified Health Centers (FQHC) and other state facilities offer a great way to expand your patient experience. Many locum tenens providers choose this type of setting as a way to give back to their community, and help the under-served populations. In this setting, providers will experience more Medicare and Medicaid reimbursements than in many other settings. Compensation in these types of facilities is dependent upon the budget and funding provided by the state to each individual facility. Typically, FQHC and other state supported facilities will pay less than most hospitals, but are still competitive with their rates.

     3.) Hospitals:
          Hospitals are a popular choice for many locum tenens providers because they house many specialties including (but not limited to) emergency medicine physicians, hospitalists, internal medicine physicians, cardiologists, general surgeons, etc. Also, hospitals usually have the funding capabilities to offer a wider range of pay along with a generous travel package often including hotel accommodations as well as airfare when necessary.

     When choosing which locum tenens contract is right for you, it is important to look at what is driving you to work; is it money, location, patient population, community, or overall experience? Each type of assignment discussed here has different things to offer providers, including a variety of compensation structures. If any of these types of opportunities seem appealing to you, please contact Medestar for more details.
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Laura Shirley is a Director of Account Management and Scheduling at Medestar.
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Physician Assistant Specialty Trends

2012-02-24T13:53:00.000-08:00

From its inception, the role of physician assistant was created as a way to ease the chronic shortage of primary care physicians. In fact, entry-level physician assistant training focuses on primary care with more clinical rotations in an outpatient setting than any other setting.

Despite this fact, however, more and more physician assistants are choosing to pursue careers not in primary care, but in other medical specialties such as surgery, internal medicine, and as hospitalists. Further increasing this trend, the demand for physician assistants in surgical and medical subspecialties is increasing at a greater rate than that of primary care, creating more employment opportunities for physician assistants in subspecialties.

The field of medicine has grown since physician assistants first started practicing. Because of this growth, physician assistants are branching out of the primary care specialty as the need for extra assistance in other specialties increases.

Image: FreeDigitalPhotos.net

Nurse Practitioners: Growing Need, Responsibilities, and Practices

2012-02-10T13:07:00.000-08:00

     With the growing primary care physician shortage discussed in last week’s articles, there is a debate emerging about whether nurse practitioners can and should step in to ease the pains of the primary care physician shortage. In part one of this two-part blog, we discussed the possible concerns that could arise with an increased role for nurse practitioners. In part two, we will be discussing ways in which nurse practitioners can be used to help patients and ease the physician shortage.

     The current shortage of primary care physicians has created an increased demand for physician’s assistants and nurse practitioners, which will only increase as the shortage continues to grow. Along with the growing demand for additional nurse practitioners and the shortage of primary care physicians, there have been a number of states which have enacted legislation which has expanded the roles of the nurse practitioners to nearly 80% of the average primary care physician. In addition, nearly half of all U.S. states have also created legislation allowing nurse practitioners to practice independently, without a supervisory primary care physician. With far fewer years of schooling and far less debt, nurse practitioners are currently entering the health care system at a rate of nearly five times that of primary care physicians.

     To recap, there are three major advantages of having nurse practitioners step in to help ease the primary care physician shortage. First, they are able to accomplish eighty percent of what primary care physicians can which means many patients can have their clinical needs met without seeing a physician at all. Second, nurse practitioners are able to practice on their own in 22 states thus reducing the number of primary care physicians needed in those states. And finally, they are entering the work force much faster than primary care physicians which would allow them to impact the healthcare workforce faster than primary care physicians could and ease the pain of the shortage.

     The growing shortage of primary care physicians is sure to continue to drive the need for an increased number of nurse practitioners. After reading both sides of the argument, where do you stand on this issue?
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Belinda Bowman is Director of Business Development at Fidelis Partners.
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Nurse Practitioners: Growing Need, Responsibilities, and Practices

2012-02-08T14:09:00.000-08:00

With the growing primary care physician shortage discussed in last week’s articles, there is a debate emerging about whether nurse practitioners can and should step in to ease the pains of the primary care physician shortage. In this two-part blog, we will be discussing the way in which nurse practitioners can be used to help patients and ease the physician shortage as well as the possible concerns that may arise if nurse practitioners step into this role.

Image: FreeDigitalPhotos.net

     Three concerns associated with having nurse practitioners practice without a supervising physician include:

     1. The amount of clinical hands-on training done prior to entering practice.
         When nurse practitioners reach the point of certification, they have acquired between 500 and 1,500 hours of clinic training while a family physician, newly graduated, has more than 15,000 hours of hands-on clinical training in addition to 4 years of medical school. Furthermore, a 2004 survey published in the Journal of American Academy of Nurse Practitioners concluded that nurse practitioners do not feel ready for solo practice after the formal certification process.

     2. The degree of education and ability to handle complex cases.
         Nurse practitioners are trained to recognize and treat common health problems such as strep throat and ear infections as well as to monitor certain chronic conditions such as hypertension. They also often educate patients about chronic conditions, medications, nutrition and exercise. However, primary care physicians are trained to diagnose and treat more complex and difficult cases. Physicians receive training and education beyond that of nurse practitioners, thus giving them the ability to spot more difficult and complex cases.

     3. The price of a nurse practitioners can be deceiving for the healthcare industry as a whole.
         On the surface, it seems as though nurse practitioners are lower cost than physicians because they are paid less and fees paid by third-party payers are lower for nurse practitioners than their physician counterparts. However, often, nurse practitioners will order more tests and consult with specialists more often than resident physicians and attending physicians as found by a study in the journal, Efficient Clinical Practice. A less knowledgeable clinician will order more tests or consult with specialists more because of their uncertainty. The increased fee for tests and consultations offset the amount saved by using nurse practitioners as opposed to physicians.

     Tune in Friday, February 10th for the second part of this blog discussing the many ways nurse practitioners can help ease the burden of the primary care physician shortage.

Three Ways Social Media is Transforming the Doctor-Patient Relationship

2012-01-27T14:50:00.000-08:00

     To wrap up January and our month dedicated to social media in the healthcare industry, it is important to highlight “Three Ways Social Media is Transforming the Doctor-Patient Relationship.” Social media is changing the way doctors and patients interact with one another. Historically, healthcare has been physician-centric; however, because of technology’s impact (including social media) on our world, patients are beginning to play a more active role in their health care. At its core, social media promotes two-way continuous communication between patients and health care providers thus creating a more patient-centered health care experience. According to healthcare technology expert Chris Foster, Principal at Booz Allen Hamilton, three significant ways social media is transforming the health care industry and what it means for the future of patient care are:

     1.) Patient Empowerment
               Patients are using social media to discuss health conditions, seek out information about diseases and treatment options. In addition, social media allows patients to shop around and compare care options—made easy by websites such as PatientsLikeMe.com. Social media puts more control in patients’ hands by giving them access to expansive information, allowing them to be informed and educated advocates of their own care.

     2.) Real-Time Information and Instantaneous Feedback
               We touched on this idea in our earlier blog article, “5 Advantages of Social Media for Physicians in Practice.” This is an important feature of social media because it allows patients to have constant access to care via social networks and live chats. For instance, if a medication is recalled or an outbreak detected, physicians can push this information to their patients within seconds.

     3.) Improved Doctor/Patient Relationships
               The dialogue created by social media is helping to break down the barrier previously held between physicians and patients. A documentary was recently developed by Discovery Communication Health titled “Health IT—Advancing Care, Empowering Patients” which highlights Dr. Bruce Hopper, Jr. who texts, sends instant messages to, and video chats with his patients as much as possible. He also reaches out via Facebook and Twitter to share the latest health care information. When physicians increase their own availability and access, some patients feel closer to their physicians and feel as though their input is more valued leading them to feel as though they are part of a treatment plan.

     Social media is still a very new medium for physicians and patients alike, and we still have one important challenge to address: regulation of content. With the internet making information so readily available, concerns about patient privacy and ethics have come to the forefront of many discussions regarding the topic of social media and the health care industry. For example, is it ok for a patient to “friend” their physician on Facebook? Should physicians have two Facebook accounts—one for personal use and a second one for purely professional use? What about those physicians licensed in New York who are posting treatment information directed at patients in California?

     Despite this challenge, social media is allowing patients and health care professional to collaborate and generate customized solutions to individual patient health problems like never before. Social media is fresh and it’s changing the way we think about managing our health care. In the coming years, we will no doubt see more health related phone apps, health blogs, and web-based technologies to enhance conventional health care.