GifMM

June 2011

Volume #8

It's Not My Job!

 

Physician retention should be a top priority for senior academic leadership and should be a factor in performance reviews and/or incentive programs.

   

For programs to thrive, retention must be one of the top priorities of senior leadership teams, and not just the responsibility of the section chiefs or department chairs.

 

In a 2009 survey of pediatric hospitals and medical colleges conducted by MillicanSolutions, Inc. in partnership with the Association of Administrators in Academic Pediatrics, we found that there was a significant disconnect between what the respondents felt was the greatest challenge in retaining physicians as compared to the reasons given by physicians for resigning.  Respondents cited "work environment and salary/benefits" as the greatest challenges and "family/spouse concerns" as the least important.  However, the number one reason given by physicians for resigning was "family/spouse concerns", followed by economic improvement.  

Understanding why physicians leave an organization is critical
to formulating a meaningful retention plan for an organization.    Plus,  having a better understanding of how physicians perceive an organization in terms of their work environment, salary/compensation, opportunities for advancement, etc., are equally important in implementing a well-rounded and targeted retention strategy.  To accomplish this, a formal process of communication must be undertaken.
It may involve a number of initiatives such as an annual physician satisfaction survey, one-on-one interviews, manpower plan, physician/administrative advisory board, just to name a few.

 

One cautionary note, however, in asking what physicians think demonstrates administration's willingness to seek out and be open to candid feedback. Communicating findings back to physicians, no matter how difficult the findings is paramount to success.   How an organization responds to the feedback will determine how open and candid physicians will voice their satisfaction or dissatisfaction.  Dissatisfaction triggers can change from year to year and may even be different by specialty.   Knowing what these triggers are in advance can mean the difference between a successful retention plan or just a short term fix.
 
You might start with, "How are things going?" and let it go from there...

   

Wesley Millican

President

MillicanSolutions, Inc.

 

For assistance with your internal recruitment strategies and leadership needs please do not hesitate to contact us:


www.millicansolutions.com

wesley@millicansolutions.com

(817) 421-5800

 

Pediatric Header
Client Perspective -
Effectiveness

 "When working with MillicanSolutions, it is readily apparent you are working with professionals who take their search assignments very seriously. Because they have taken time to understand the unique needs and dynamics of our organization and our community, I consider them an extension of our team. Their relationships with the leaders in our organization has resulted in the successful recruitment of physicians from a variety of subspecialties who fit well into our culture and community, but also bring fresh ideas and enhanced skills to our organization."

Pedro A de Alarc�n, M.D.

William H. Albers Professor and Chair

Department of Pediatrics

University of Illinois College of Medicine at Peoria


  

 

Client Placements & Congratulations!  

 

Placement of
Mary McCord, M.D.

Staff, Sleep Medicine
Children's Hospital of Wisconsin 

Milwaukee, WI   

About Us

 

Our pediatric focus and commitment to long-term

client relations continually promotes a true understanding of the children's healthcare paradigm and enables clients to achieve significant success in the face of substantial talent shortages.
 
Our tailored search and retention processes allow our academic and private children's hospital partners to secure future leaders from among the top 10% of potential national and international candidates.