DifferentiationYou Have the Power
By Ann Maloley, MBA
Competitive differentiators – it’s not a new concept in the world of marketing and brand positioning. But the rule also applies – and has never been more critical – to the world of physician recruitment. Just as marketers strive to communicate to their audience what makes them different, clinically, operationally, and from a direct experience standpoint, so should we.
Speaking to those of you who spend your days searching for the best new physicians for your organization, we know the reality of the time and money that goes into getting these candidates to the door. And as important as that is, it’s when they get there and what you do to keep them that makes all of the difference in the world.
Let’s talk about just some of ways you can show the candidate that you’re the right choice for them.
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Know Your Candidate – And The Family
Sure, you know their work history, educational background and other relevant facts, but do you really know what’s important to them when it comes to an ideal practice setting? What specifically about your opportunity excites them? What do they need most to be happy for the long-term? The more you know the better you’ll be able to showcase your opportunity as the “right fit.” Step outside the typical recruitment questions to uncover the candidate’s deeper needs and interests. Consider these facts as examples of how you can get to know your candidates better. According to a recent survey conducted by the AAMC, when physicians were asked to name the most important factor in a desirable practice opportunity, 71 percent of the physicians stated that it was time for personal needs and family. Does your practice opportunity demonstrate how they will be able to have this? Another statistic that many of you may be familiar with states that the number one reason the majority of physicians leave a practice (within two years of arriving) is due to poor cultural fit. Do you know how your candidates define a good “cultural fit”? |
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Emphasize Timeliness
Continually remind your recruitment team, including the physicians, how important it is to react and respond to candidates in a timely fashion. Exceed the candidate’s expectations in the time it takes you to reply to their requests and follow-up on their questions. As a reference point, the Health Care Advisory Board provides these best practice timelines: |
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| According to this schedule, the entire process – from identifying the candidate to getting a signed contract – should take just over six weeks. No question that it is aggressive and may seem impossible, but the point is that in order to maintain your competitive positioning, you should work swiftly to keep the candidate from straying. |
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On-boarding Prep
Prepare the team for the on-boarding process even before the physician arrives. Officially, the process kicks into action at the point the contract is signed and on-boarding-related activities will typically run through the first three months after the physician has arrived. Don’t let up during this phase thinking the job is done – differentiation and customization are important during this stage. Find ways to continue to validate the physician’s choice for joining your facility. And remember, on-boarding is more than just a hospital orientation. There’s lots of opportunity for several staff members to get involved. Invite representatives from finance, marketing, practice management, HR, facilities, medical staff office and purchasing. Every staff member should find a way to uniquely communicate with each new physician. Encourage them to customize their conversations with new physicians by specialty and by the type of practice the physician is entering. |
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| The bottom line to this article is this – recognize the various opportunities that members of your organization’s staff have in differentiating your practice opportunity from every other organization who is trying to engage the same physician candidates. Physicians need to see that you know them and understand them. The payoff will be worth it. |
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