On Boarding for Retention

On Boarding for Retention

Reliant Medical GroupJim Goodman & Lynne Feraco

Physician Turnover Rates

2005 2006 2008 2009 20105.4%

5.6%

5.8%

6.0%

6.2%

6.4%

6.6%

6.8%

6.4%

6.7%

6.1%

5.9%

6.1%

% T

urno

ver

Source: 2010 Physician Retention Survey Cejka Search and AMGA2

Part Time

3Source: 2010 Physician Retention Survey Cejka Search and AMGA

Male 2005 / 2010 Female 2005 / 20100%

5%

10%

15%

20%

25%

30%

35%

40%

7%

29%13%

36%

% Of Both Male & Female Physicians Practicing Part-Time

% Physicians Practicing Part -Time

Why do physicians leave Poor cultural fit. Relocated to be closer to family Higher compensation Better community fit Incompatible work schedule Excessive call requirements

Source: 2006Physician Retention Survey Cejka Search and AMGA

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What makes them stay• Guaranteed Compensation• Advanced Technology• Loan Repayment

Early Career (Security)

• Productivity based compensation• Partnerships/Shareholders• Leadership Development

Mid Career (Opportunity)

• Quality of Life• Flexible Schedule

Late Career(Flexibility)

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The business case for retention

Quantifying the cost of turnover

Cost of recruiting

Loss of revenue

Cost of physician ramp up

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What is On-Boarding?

Definition On-boarding is a process in which new employees are integrated into the workplace and/or a new community and given the tools and knowledge they need to become successful at their job, connected to their organization’s goals and connected to their new community.

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Where do we start

Relationship Building

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Recruiting Cultural FitEstablish mutual expectations

between leadership, recruiter and candidate

Structure of the interview dayPersonalized Integrate retention into the

screening/interview process as an overall hiring goal. 9

Successful On-Boarding1. Begins with signed contract2. Formal plan 3. Family involvement4. Mentoring for providers and

spouses5. Community Connections

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Years 1 – 3 Most Critical

<1 1 to 2 2 to 3 3 to 5 5 to 10 10 +0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

2010 2009

% T

urno

ver

11Source: 2010 Physician Retention Survey Cejka Search and AMGA

Results

Meaningful work that makes a difference.

A sense of community.

Affirmation of their value by regular, reliable, positive feedback.

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Reliant Medical Group A Case Study

What were we seeing internally

How did we compare nationally

What we wanted

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What we did- Big PictureLeadership initiated strategic

deployment

Kaizen events

Provider recruitment/retention & engagement

Results 14

Media

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Reliant’s StrategyBuilding relationships

HR meetingReference tool 3 year check listGOAL – Mentoring ProgramProvider Engagement TechnologyCommunity

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Reliant’s StrategyThree year checklist

Formalized

Personalized

Operationalized17

Reliant’s StrategyMentoring

What is mentoring

Why do providers need it

How does it affect retention

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Reliant’s Strategy

A mentor program for the providers of Reliant Medical Group19

Reliant’s StratagyGOAL

Advisory committeeEligibility for participationVoluntary vs. Assigned StructureTenure Action items

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Dr. John Fallon Provider Engagement Events

Name Change

Historical Significance

Focus of each event

Internal community

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Women’s Provider Committee

Social and Professional

Build friendships

Provide support

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Technology

23

Community Opens professional network. Builds roots outside of work. Adds additional connections for

family. Provides opportunities for

professional development. Builds positive brand value in

community.24

How is it working

Quantitative

Qualitative

Future

25

Questions?

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