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Integrating Newly Employed Physicians:Positioning for Practice Success
Ann MaloleyBarlow/McCarthy
June 13, 2013
What are Physicians Thinking About Today?
• Practice environment is changing• Signing a good contract• Managing a practice • Marketing a practice• Competition and distractions• Lifestyle and options• What else?
Internal Requirements for Success• Commitment from the top• On-boarding and integration planning must be a way of life• Clear objectives and desired outcomes• Involve the physician• Action plan must be results-oriented• Staff participation
Audit Your Current ApproachYes No
The on-boarding lead/team is introduced prior to the physician’s arrival.
Our integration strategy is driven by the physician’s needs.
Internal roles are defined and there is clear understanding of these roles.
We work together with practice leaders to determine practice strategy.
We ask the physician how we did…and how we’re doing.
Mix of Activities Depends On…Employed
- LocalPrivate
Practice - Local
Referral Network
Primary Service
LineSecondary
Service LineJoining Existing Practice
Starting New
Practice
Full On-boarding
Hospital Orientation & Contractual Paperwork
Practice Orientation
Community Introduction & Family Welcome
Cultural Introduction
Marketing & Referral Development
Internal Stakeholder Introductions
Financial/Business Plan Review
Balancing Employed vs. Non-Employed
• Legal implications– What does your organization allow?
• If you don’t have this guidance – ask for it
Sample Guidelines
Human Resources Marketing Physician Relations
A Job for Everyone
- Functional on-boarding - Marketing strategy - Practice knowledge- Cultural orientation - Branding expertise - Manage the relationship- Educate on employee - Tools & messages for - Tools & messages for management/performance consumers physicians
Define accountabilities for other areas
Site Visit #1/#2
OfferExtended
ProjectedStart Date
Signed ContractReceived
Recruiter introduces On-Boarding Lead
and other key points of contact
Transition toInternal Leads
When Do You Come In?
Hospital Orientation Physician Orientation Schedule
Name SpecialtyPrimary ContactPractice LocationSpecial Interests
Department/Program/Service Topic Key Communication Points Session
TimePrior to
Start
Within 7 Days of
Start
8-30 Days
CORE SESSIONS
List here
OPTIONAL SESSIONS - BASED ON PHYSICIAN SPECIFICS (e.g. specialty, interests, etc.)
List here
Practice OrientationPractice Orientation
Category Responsibility Outstanding Needs/Questions Necessary Follow-up Completion Date
Start-up Meeting with Partners
Office Set-Up
Administrative Details
Practice Management/Staffing
Call Schedule
Billing and Coding
Information Systems
Medical Records
Hospital Interface
Community OrientationCommunity Orientation
Community Leader
Organization/Business
Role, Purpose in Orientation
Meeting with (1) Physician (2) Physician and Spouse or (3) Entire Family
Contact Information
Scheduled Date and Time
Coordinator
How Did We Do?
• On-boarding team session– Did we meet the priorities and goals gathered from the
new physician at the onset?– What were the barriers to scheduling the interactions?
- How can we overcome those barriers next time?– Was the process handled orderly and seamlessly?
- If not, what improvements need to be made?• Check with spouse and family
Ask the Physician
• How was your experience?• What was most valuable?• What didn’t happen that you wish did?• What will be important to you as you continue your
integration?• Insights starting from the early stages of recruitment?
Document For Next Time
Post On-Boarding Assessment
Positive Experiences
1)
2)
3)
Areas of Vulnerability
Issue Department Where Issue Occurred Ideas for Resolution Member Assigned to Address
Turnover Vulnerabilities
• Tenure• Reason for departure• If moving, why?• Trends by specialty? By practice arrangements?
The ultimate goal is to build a foundation to get the physician busy as soon as possible.
From On-Boarding to Practice Development
Increasing Practice Development SuccessCultivates Organizational Engagement
Support
Tools & Messages
Revenue
Relevance
Collaboration
Visible & Present
Pay
off
HospitalEngagement
Practice Support
Loyalty
Administrative Attention
PatientSatisfaction
1 - 5 Years 5 - 15 Years 15 - 30 Years
Different Needs at Different Stages
General Start-Up Assistance Increase Earnings Reduce ExpensesStaff Management Training Increase Referrals Retirement PlanningBudgeting, Expense Control Strengthen Management Skills Greater Ease of Business Establish Business Goals Expansion of Services More Free TimeMarketing Marketing Adding AssociatesCapital Employee Productivity
Key Elements…straight from a doctor: Winning their Hearts and Minds
• Excite them by positioning your organization’s initiatives as physician initiatives that result in better patient outcomes and/or improved physician satisfaction
• Plan a social movement to change “This is how we practice here”• Use language that reflects the desired relationship• Chose the right messenger• Anticipate barriers
Start-Up Growth Optimization
Formalize Your Efforts
Announcements CME Programs Practice EvaluationWeb Site Development Media – Paid and Earned Business AnalysisOpen House Events In-Practice Promotions Assessment with the PhysicianDirect Mail to Patients Hospital Engagement Hospital EngagementInteractions with Referring MDs Adjust and RepeatSocial Media PresenceCommunity EngagementOffice Staff EngagementBrand Engagement
Physician Perspective & Buy-In
• Expectations and future goals – Words to describe the position you would like to claim? – How and for what would you like to be known for?
• Special clinical designations or certifications?• Where does your business come from?• What is important to you in a staff? • Value added services that will make the experience different?‐• What do you see as your role in marketing your practice?
The physician needs to understand his role in this function
Positioning? Messages?
Referral Drivers? Benefits?
Audience? Relationships?
Primary Care
Specialists
OP Surgeons
Customized Approach: By Specialty
Each Practice Has a Unique Personality
• Due diligence to understand the current dynamics
• Model that stays true to the clinic’s personality
• Engage the physician• Plan that is embraced by the other physicians and staff• System that tracks and measures progress
Physician Integration Plan
Physician/Practice Name
Specialty
Primary Contact
Practice Location
Expertise, Special Interests, Unique Distinction
Business Objective
Marketing Objective
Tactic/Tool Target Audience
Geographic Reach
Positioning & Key Messages Accountability
Timing/Schedule
120 day 6 mo 12 moBudget
Core Activities
Review pro forma to be reminded of volume targets and any relevant factors to a year-one marketing plan.
Customized Activities – Based on Practice Specifics (eg. specialty, new or existing, etc.)
What Do You Want to Measure?
Immediate Short-term Long-term
The Evolution of Metrics
Activity Focused
Outcome Focused
StrategicFocused
Agenda Item Discussion Led By Prep/Details
Plan Review/Status Report
New Market Learnings Market changesCompetitive forces
What’s Working?1.Operations/Practice Mgmt2.Practice growth3.Patient relations
Trends and data to support the input
New Opportunities 1.Practice growth2.Customer experience3.Community connectivity
Proactive ideas Response to market or competitive activity
Gaps/Concerns1.Practice growth2.Customer experience
Trends and data to support the findings
New Steps in the Plan1.Review upcoming tactics2.New tactics from discussion3.Staff development
Update the plan and send to the team following the meeting
Keeping the Plan Alive
Leadership’s Role in Retention
• Lead a physician-centric culture – articulate the vision to all levels of the organization
• Respond quickly to issues and needs• Involve them in decisions, ask for their input• Support leadership development• Recruit loyal mentors• Measure satisfaction of new physicians separately
Keys to Success
• Smooth hand-off • Start strong• Customized by key criteria• Checkpoints along the way• Support their practice development• Family integration• Tweak as you go
Taking the First Steps
Status ActionOrganize the team - Internal agreement on the role you will playDefine the customizationUnderstand the practice development plan and pro formaScript your initial conversations with the new physicianInform providers and staff of your strategies and processBenchmark and measure progress
