Managing And Operating A Physician Recruitment Program

Managing and Operating a

Physician Recruitment Program

Tammy D. Hager, Director

Physician Recruitment and

Retention

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Table of Contents

Why In-House Recruitment

Works………………………………………………………..………P.4

Carilion Clinic Physician Recruitment…………………..P.8

Where to Start…………………………………………………...P.9

Right Staffing………………………………………………….....P.16

New Clinic Processes………………………………………....P.19

Decision to Recruit……………………………………………..P.21

Candidate Sourcing…………………………………………….P.26

How many physicians are potential candidates?.....P.29

Residents and Fellows………………………………………..P.33

The Interviewing Process……………………………………P.40

The Contracting Process…………………………………….P.53

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Table of Contents (continued)

The On-Boarding Process…………………………………..P.56

Physician Recruitment Accomplishments since

September 2006………………………………………………..P.70

Future Recruitment Plans…………………………………..P.77

Retention Planning…………………………………………….P.80

Physician Staffing Plan………………………………………P.81

Meet the Team………………………………………………….P.83

Summary………………………………………………………….P.89

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Why In-House Recruitment Works

In-house recruiters (also known as staff recruiters) are salaried employees of the hospital/organization conducting physician searches. They live and work in the community and may wear more than one hat for the hospital.

In-house recruiters are a part of the hospital team. Their job is to help the hospital team choose the best fit. The physicians are more likely to be efficient and happy in the job for years. In-house recruiters recruit to retain.

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Firm recruiters (also known as agency or outside recruiters) are paid by clients based on filling a position. The recruiter may be on a base salary, but is paid on commission when placing a physician for an organization. They get zero dollars if someone else fills the position.

Firm recruiters are usually not local , which means in general they do not know the area, the group, or specialty. Typically placement fees range from $18,000 to $30,000, per position filled.

Firm recruiters recruit to fill, not to retain. They keep their data base and contact physicians, after placing them several times, to inform them of new opportunities.

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Based on the number of physicians hired for Fiscal Year 2007, which totaled 88, if we had used firm recruiters, the cost per physician hired would have been $25,000 (using an avg. cost of $25,000 per placement).

However, with in-house recruitment, the average cost per physician hired was $5800. This includes the cost of advertising the positions, web postings, exhibits, interview expenses, travel accommodations, and moving expenses.

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If you multiply the 88 physicians hired by $5800, the average cost per hire internally, we spent approximately $510,400 to recruit those physicians.

In comparison, if you multiply the 88 physicians hired by $25,000, the average cost per hire using an outside firm would have been approximately $2,200,000.

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Carilion Clinic Physician

Recruitment

The office of Carilion Physician Recruitment is responsible for pursuing quality, caring medical professionals to join our staff. We take a unique approach to physician employment by making our primary focus on the connection with each physician. Our interest in physicians’ professional and personal goals, combined with our network of resources, help us to bring people together.

Our dedicated recruiters/consultants have expert knowledge of the marketplace and take pride in their ability to deliver reliable information to physicians and hiring entities so that both are prepared to make well informed decisions.

The office of Carilion Physician Recruitment has a unique team of employees, whose varied backgrounds and skills support their teamwork atmosphere.

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Where to Start……….

In September 2006, I accepted the position of Director of Physician Recruitment and Retention. I had been working as Executive Practice Director for Carilion Medical Group. At that time, the two employed recruiters, Rhonda Creger and Andrea Henson reported to me. Each of them was handling 30 to 35 physician openings. (Industry standards show successful recruiters should work with 15 to 20 openings at a time).

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After accepting my new position, I conducted an evaluation of the entire recruitment process. While the process had been working well, there was a lot of room for improving and better managing processes.

The first step was to move the recruiters into a new space on the 14th floor of CASB and hire an assistant to handle more of the day to day clerical duties for the team.

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The move allowed recruitment to be a separate department, which allowed for a 1-800 number to be implemented for physician candidates to call when answering ads and web postings.

We began working with Strategic Services to help us develop standardized Carilion Clinic advertising that included the following:

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1. Professional Folders/Binders for mailing information to physician candidates.

2. Professional information describing the Clinic, compensation, research and benefits.

3. Development of standardized Carilion Clinic recruitment video to insert in mailers to physicians and to link to the physician employment web page.

4. Development of standardized postcards, advertising, etc. so that Carilion Clinic is recognized across the country.

5. New Exhibit Boards/Screens with Carilion Clinic standards and pictures.

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5. We worked with Strategic Services and mailed

copies of the Carilion Clinic advertisings in

Medical Economics to major cities (as

newspaper inserts) across the United States to

elicit recognition of Carilion Clinic.

6. We streamlined advertising to reduce costs

and to allow for all open positions to be

highlighted together, by specialty.

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We then developed the current

physician database that had been

implemented the previous year to be

a more robust system. This involved

working with the creators of the

database to program reports for the

system to start tracking the following

for open searches:

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Average time to fill

Number of hired physicians, by date

Number of interviews, per hired physician

Expenses by open position and by recruiter

Average cost per hired physician

Moving expenses, per physician

CV parsing to store contact information for physicians

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Right Staffing

After improving the location of the team, advertising and materials, the database and reporting, we evaluated and found that additional staffing was needed.

In reviewing in-house staffing data, we found that the two recruiters were handling too many open positions, which in turn made them ineffective, not because they were doing a bad job, but it was just too much for two people.

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We added two new recruiters to the department. Penny Daniel joined us in November 2006 and Karyn Farrell joined us in May 2007.

Once the two new recruiters were in place, each of the recruiters were able to work with 15 – 20 open positions, which allowed more time for each of them to work databases and locate more physician candidates for the open positions.

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In addition to hiring recruiters, we hired a Retention Coordinator, Rebecca Rakes, who works with the on-boarding and retention of physicians. In recent studies we found that having a single point of contact to help the new physician with his/her transition has helped with physician satisfaction.

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New Clinic Processes

The next few processes to improve for more effective physician recruitment was the approval of new positions for each clinic, the interviewing, contracting and on-boarding processes.

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While working with Carilion Medical Group (CMG), if a practice wanted to hire another physician they had to formally request the position, their financial advisor would work with them to create a proforma to determine whether the practice and community could support another physician, and the request would be discussed at the CMG Physician Board meeting. These physicians would listen to the facts and vote to approve or not approve a new physician to the requesting practice.

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Decision to Recruit

At this time, there was no formal

process for the hospital Clinics.

Therefore, we formalized new

processes, with the help of various

departments. After careful revisions,

the following process for requesting,

interviewing, hiring and on-boarding

of a new physician is:

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1. Practice physicians, manager and practice administrator determine whether a new or replacement physician is needed.

2. A business plan is developed determining compensation and budget, demonstrating expected volumes and budgetary impact of the position being requested. Positions are reviewed for effectiveness and need.

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3. Job descriptions, including goals, key responsibilities, reporting relationships, education standards, skills requirements, call responsibilities and work environment, were developed.

4. Approval is requested from Carilion Clinic Chair, Dr. Werner and Nancy Agee.

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5. If approved, finance is notified of decision to recruit to plan budget impact.

6. Financial Advisor works with Practice Administrator and Physician Lead to develop budget and determine operation costs.

7. Lead Physician contacts Director of Physician Recruitment to assign a recruiter and start the recruitment processes.

8. Director of Physician Recruitment assigns a physician recruiter to the search.

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9. Recruiter meets with practice, lead

physician, and practice administrator to

develop recruitment plan (within two

weeks of notification).

10. Recruiter follows up with practice by

email with written plan.

11. Recruiter starts process and creates

tickler file to update lead physician/chair

monthly, either by email or conversation.

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Candidate Sourcing

Sourcing physician candidates is not as simple as just posting the position on web sites or writing journal ads.

While posting the positions and ads is important, the recruiter must take into account many factors including:

Average length to fill most positions is 6 to 9 months

Most physicians want to relocate in the summer months

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In recent studies, physicians choose

a new position based on the following

criteria:

Geographic location

Lifestyle

Practice setting

National Institute of Physician

Recruitment and Retention 2006

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The size of the community is also important

to a physician. Recent data shows the following

results of physician moves based on preferred

community size:

10,000 or less 7.5%

10,000 to 25,000 9.0%

25,000 to 50,000 10.5%

50,000 to 100,000 10.0%

100,000 to 250,000 14.0%

250,000 to 500,000 12.0%

500,000 to 1 million 25.5%

1 million plus 11.5%



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How many physicians are

potential candidates?

The estimated number of physicians in the

United States and U.S. territories is 822,000.

That number breaks down as follows:

• Physicians available through databases, excluding

Residents and Fellows……………………+678,432

• Residents and Fellows…………………....+110,864

• Subtotal ………………………………………789,296

• MIA – not readily available thru databases +32,704

• Total 822,000



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Of the 678,432 physicians available,

excluding Residents and Fellows:

American Medical Graduates

(AMG)………………….510,859 or 75%

International Medical Graduates

(IMG)…………………..167,573 or 25%



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With the total of the AMG and IMG candidates, they are categorized as the following:

Office Based Physicians 522,310

Hospital Staff 61,917

Locum Tenens 533

Medical Teaching 10,032

Administration 15,215

Research 13,396

Other 3,802

Unclassified – retired/not working 51,227

Total 678,432



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Of the 678,432 total physicians, excluding

Residents and Fellows, 515,608 or 76% are

male and 162,824 or 24% are female.

Of that total, 629,222 are M.D. and 49,210 are

D.O.

Of that total, 251,256 or 37% are Primary Care

physicians (FP, IM, OBG, PD)



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Residents and Fellows

In 2006, studies showed that of the

110,864 Residents and Fellows,

85,152 or 77%, were American

Medical Graduates and 25,712 or 23%

were International Medical Graduates.

66,030 or 60% of those were male and

44,833 or 40% of those were female.

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As shown, sourcing candidates is not an easy job. To improve how we source candidates, we developed the following processes, specific to the needs of the Clinic………..

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The assigned recruiter meets with

Lead Physician & Practice

Administrator to complete practice

profile and discuss best options and

costs for sourcing tactics and any

other open issues.

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Sourcing Tactics are chosen based on Ascending Order of Complexity and Cost

1. Post position on Carilion Web Site

2. Post position on specialty society web sites

3. Post position on PracticeLink.com

4. Post position on MDjobsite.com

5. Post position on Practicematch.com

6. Post position on Healthecareers.com

7. Request contacts/connection calls from existing physicians or related parties

8. Journal Advertising

9. Letters to fellowship program directors

10. Direct to physician mail campaign

11. Exhibit at specialty meetings

12. Telematch campaign

13. Outsource

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The recruiter selects sourcing tactics.

The recruiter executes sourcing Tactics.

Recruiter evaluates candidates and advises lead physician.

If candidate is not a good fit, recruiter terminates candidate contact with phone call and/or letter to candidate.

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If candidate is a good fit, recruiter sends

CV to lead physician.

Lead Physician evaluates information and

conducts initial phone interview if

appropriate; Completes Initial Candidate CV

and Telephone Evaluation Form and

returns to recruiter. Lead Physician must

contact candidate within 3 work days.

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If it is a good candidate, the Lead

Physician notifies recruiter to set up

first interview.

If it is a poor candidate, the recruiter

terminates candidate contact with

phone call and/or letter to candidate.

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The Interviewing Process

Making the interview and site visit

exceptional is important. Every detail

should be orchestrated and nothing

left to chance.

Details make the difference. We can

differentiate our opportunities with

the details.

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The First Interview

1. Goal is to assess the candidates ability and potential fit with Carilion.

2. Develop an understanding of the candidates goals.

3. Share Carilion's culture, department vision, programs and plans.

4. Focus on the clinical department and other physicians or groups with strong programmatic or clinical overlap.

5. Compensation and benefits are not a planned topic of discussion but may be shared in general terms by the lead physician.

6. All interview participants must complete a Candidate Interview Evaluation Form and return it to the recruiter.

7. Interview Committee includes department physicians, lead physician/Dept Chair and HR Benefits.

8. The first visit does not usually include meetings with executive leadership.

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Our Process for Interviewing:

The recruiter receives a request from lead physician to set up a first interview.

Recruiter works with candidate and lead physician to establish mutually acceptable visit dates. Spouse attendance optional on either visit, but must attend at least one visit.

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The recruitment assistant coordinates travel and hotel arrangements for the candidate on specified dates.

A welcoming gift is taken to the hotel the day before candidate arrives.

The recruitment assistant notifies interview committee of the visit dates and coordinates the interview schedule. Interview Committee scheduling problems forwarded to lead physician for resolution.

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The recruitment assistant serves as a contact for the Candidate for travel/itinerary problems and submission of candidate expenses.

A welcome letter, itinerary, community and organizational background materials are mailed to the candidate.

A community tour is scheduled for an overview of the area and to determine family and housing needs for the candidate.

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The interview occurs.

The recruitment assistant collects and

tabulates results of Candidate Interview

Evaluation Forms and distributes the

results to the lead physician and recruiter.

The Lead physician determines candidate

fit with organizational goals.

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If a poor fit, the Lead Physician terminates

candidate contact with phone call/letter to

candidate and copies recruiter.

If a good fit, Lead Physician Completes

Candidate Telephone Reference Forms.

If references are excellent, Lead Physician

works with recruiter to invite candidate

back for a second interview.

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Reference Checks

1. Reference checks must be made between the first and second visits by the lead physician.

2. References should include at least two individuals, not necessarily from the candidates current institution but who can verify the candidates attributes and skills.

3. Candidate Telephone Reference Forms should be returned to the Recruiter by the lead physician.

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Second Interview

1. Visit concentrates on candidate fit with the larger

organization and selling the organization to the candidate.

2. Interview Committee includes meetings with appropriate executive leadership to include the VPMO, VPMA for discussion of overall organizational vision, direction, priorities and to further gauge cultural fit of candidate.

3. Visit includes a standard presentation of benefits and key contract terms (VPMO and Chair).

4. Internal discussion on employment offer.

5. Chair/Lead Physician makes employment offer.

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Our process for Second Interviews

Recruiter works with candidate and lead physician to establish mutually acceptable visit dates. Spouse attendance optional on either visit, but must attend at least one visit.

Recruitment Assistant coordinates travel and hotel arrangements for the candidate on specified dates. A second gift is taken to Hotel the day before candidate arrives.

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Recruitment assistant notifies interview committee of the visit dates and coordinates the interview schedule. Interview Committee scheduling problems forwarded to lead physician for resolution.

A second community tour occurs to work with candidates housing and family needs.

Recruitment assistant serves as a contact for the Candidate for travel/itinerary problems and submission of candidate expenses.

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Second Interview Occurs.

Recruitment assistant collects and tabulates results of Candidate Interview Evaluation Forms and distributes the results to the lead physician and recruiter.

Lead physician determines whether to make an offer to the candidate.

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If candidate is not a good fit for the organization, the Lead Physician terminates candidate contact with phone call/letter to candidate and copies recruiter.

If the candidate is a good fit for the organization, Lead physician with VPMO develops formal offer and contract terms for candidate.

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The Contracting Process

When Carilion Clinic and the candidate are interested in entering into an employment arrangement the following process is followed:

Chair/Lead Physician and VPMO finalize terms and conditions appropriate for inclusion in a standard Carilion Clinic contract.

Chair/Lead Physician/VPMO prepares draft agreement/revisions and cover letter.

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The CMO signs two copies and the contract

is mailed to physician candidate. The

Chair/VPMO communicates with candidate

on contract issues or problems.

When contract or revisions acceptable to

Carilion and Candidate and a contract is

signed, the Director of Physician

Recruitment is notified to initiate the on-

boarding process.

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If an offer is made outside the authority of

the CMO, the Senior Management Team

(SMT) and Physician Leadership must

approve.

If an agreement is not possible, the Lead

Physician/VPMO terminates candidate

contact with phone call/letter to candidate

and copies recruiter.

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The On-Boarding Process

From the time a physician signs a contract to the first day of employment, communication and contact with the physician is of utmost importance.

The physicians need to feel they are becoming an integral part of their department and the organization. To achieve this we have formalized an on-boarding process to address the different needs of each physician.

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Our Process

When a signed contract is received,

the VPMO assistant sends a mass

email to various departments of the

system. This email includes:

• Credentialing

• Provider Enrollment

• Human Resources/Benefits

• TSG

• Finance

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•Physician Referral

•Practice Administrator

•Practice Manager

•VP Physician Services

•Director of Physician Recruitment

•Strategic Develop

•And other departments who have a

role in the on-boarding process of

new physicians

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The retention coordinator sends a Welcome

to Carilion Clinic postcard to the newly

contracted physician the day they receive

the announcement of the signed/received

contract. This postcard gives them her

contact information and shares with them

that she will be their single point of contact

and will be helping them with their hiring

and orientation details.

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The Retention Coordinator sends a

Welcome Packet, including a letter that

specifies the following:

• Physician Contact

• Moving assistance

• Help with child care, house cleaning services,

locations of area facilities (gyms, malls, grocery

stores, hair salons, etc.)

• Assistance with hobbies, social organizations,

children’s activities, sports, etc.

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The packet includes a relocation brochure to assist with their relocation. It contains phone numbers and web sites to apply for their DEA and Virginia license, as well as information on local utilities, schools and government agencies.

It informs the physician that their credentialing packet has been mailed to them and to complete the packet as soon as possible.

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The letter discusses scheduling a time, within thirty

days of employment, to schedule the pre-

employment appointments that include:

• A physical

• New hire paper work completion

• Benefit review

• Advertising photo

• Hospital tour

• Name Badge

• Parking Card/Access

• Parking Decals

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An on-boarding checklist is

used by the Retention

Coordinator so that all

participants involved know

their role with bringing the

new physician on board. The

checklist includes:

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Virginia Medical License – assist with obtaining license

DEA – assist with obtaining new DEA

Schedule pre-employment physical

Complete new hire and employment paperwork

Provide information on new physician to physician referral

Provide information on new physician to Health Information Management

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Add information on physician to Groupwise

Follow up with HR to make sure physician is entered into HR databases

Follow up with Risk Management to make sure physician is added to malpractice insurance

Request computer equipment and phone for physician’s office

Schedule EMR and computer training

Request pager/phone

Request office furniture/necessary items for office

Request lab coat

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Formally designate physician mentor

Formally designate assistant in dept.

to help with clerical needs

Request business and appointment

cards

Add name to inter-office mail for

department

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Notify switchboard of pager/phone number

Schedule formal tour of work area

Work with Payroll and HR to ensure first paycheck is on time

Review scorecard of department within the first two weeks of employment

Review physician dashboards within the first two weeks of employment

Review practice financials within the first two weeks of employment

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Schedule meetings with mentor,

physician lead, dept. Chair, VP and

others involved in the on-boarding of

new physician.

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We are constantly reviewing and

revising all of the current processes,

from requesting a new physician to

be hired to the on-boarding process.

Reviewing and revising all processes

is necessary to remain in the forefront

of attracting new physicians to our

organization.

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Physician Recruitment

Accomplishments since

September 2006

Since my moving into the management of the department in Sept. 2006, and with the help of physician leaders and various departments within the System, we have hired approximately 125 physicians for the organization.

FY07 we hired 88 physicians and so far FY08 we have hired 37 physicians.

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We have improved processes from the decision to recruit to the on-boarding process.

To hire the 88 physicians FY 2007, we scheduled 288 interviews.

The average attrition rate for Carilion in 2007 was 7.41%, compared to a national rate of 8%.

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With changes in how we advertise, where we advertise and to whom we advertise, we are now recruiting on a national level. The following map shows all of the states for the physicians hired from September 2006 through April 2008. They are from various cities across the United States.

Interestingly, the majority are from cities on the east coast (as per the map on page 73). The blue flags indicate each city the physicians were living at the time of recruitment.

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With the start up of the new medical

school, and the need to recruit

physicians who want to do clinical

work, teaching and research, we have

to change our focus to national

searches for new physicians.

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We are advertising and using web sites to attract physicians nationally, however, there are other ways we can find physicians. We will be successful with some new ideas, and not so successful with others. We have to keep working to be creative in attracting new physicians to our area.

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Future Recruitment Plans

I am scheduled to visit Cleveland Clinic to review their recruitment processes. While they have shared that they currently employ 10 in-house recruiters, versus our 4, and that they hired 100 physician last year, versus 88 for us, I feel we can learn from them to help us move to another level in recruitment.

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A discussion planned for the Cleveland Clinic visit is to decide on how we can share candidates. They have residency programs similar to ours. They do not retain a number of their residents due to location, cold weather, family, etc. We want to discuss how we can work together to develop a relationship that would allow for the sharing of open positions, within each of our Clinics, and how we can share physicians.

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If the concept with sharing jobs with Cleveland Clinic works, I would plan on visiting other major Clinics, such as Mayo, Scott and White, etc., to have the same discussions.

We should not look at those Clinics as competition. While they can be considered as such, when we look at studies of where physicians finally settle for their careers, it is based on location and family.

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Develop a Residency Initiative

This initiative will be to have one of our

recruiters develop relationships with all

of our residents and residency directors.

Open communication about Clinic job

openings will be shared on a regular

basis to keep residents informed of

positions within the Clinic.

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We are also working with the Military

Officers Association of America (MOAA) to

develop a relationship with many different

areas of the military. The MOAA helps

physicians who are transitioning from the

military to civilian lives find physician

employment. We are now posting jobs on

their web sites and scheduling exhibits to

target military physicians of all specialties.

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Retention Planning

In the near future, my team will be rolling

out a 3 – 5 year retention plan.

Studies show that it takes a physician at

least 3 years to become comfortable with

his/her job.

In our research of other Clinics and

Systems, we are finding that retention

planning is needed to ensure the physician

base we need to remain successful.

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Physician Staffing Plan

My team is also working on a 3 – 5 year

staffing plan. Each Clinic department will

be participating. We will be looking at

retirement replacements, new service

needs, and replacements of any attrition

that is on the department risk list. These

positions will be included in formal

business plans for each Clinic department.

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Meet the Team

Tammy D. Hager, Director of Physician Recruitment and Retention

Tammy Hager graduated from the University of Berkley in Michigan, with a Bachelor’s degree in business. She is currently completing her Master’s degree in Healthcare Administration with Ashford University. With 20 plus years of practice management experience, she has held leadership positions with several large healthcare organizations across the country. She joined Carilion in 1996 as a Practice Manager for Carilion Medical Group (CMG), moved into a Regional Practice Director with CMG in 1997, and became Executive Director for CMG in 2004. In 2006, she accepted the position as Director for Physician Recruitment and Retention, following the announcement of the transition of Carilion into a Clinic model. Tammy completed a two year fellowship with the Healthcare Advisory Board in Washington, D.C., sponsored by Carilion. She is a member of the Medical Group Management Association (MGMA), American Medical Management Association, American College of Medical Practice Executives (ACMPE), Association of Staff Physician Recruiters, and National Association of Physician Liaisons (NAPL).

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Rhonda Creger, Senior Staffing Consultant

Rhonda Creger is the Senior Consultant in the department and has 19 years of recruitment experience. Originally employed at Wythe County Community Hospital for 9 years, she transferred into the Physician Recruiter position in 1998 for Carilion Medical Group. She was responsible for starting the in-house recruitment processes. She is a Certified Medical Staff Recruiter (recertified 2007) and will soon be recognized as a fellow through the Association of Staff Physician Recruiters. Rhonda is completing her BA/MBA with Ashford University. Rhonda enjoys academic recruitment, and is Secretary of the national special interest group, Academic In-house Recruiters.

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Andrea Henson, Staffing Consultant

Andrea Henson graduated from Salisbury State University in Salisbury,

Maryland in 1985 with a Bachelors Degree in Communication Arts. After

moving to Texas in 1986 she was employed by the Texas Employment

Commission as an Employment Interviewer until 1988. From 1989 until

1992 Andrea stayed home to raise her son Kyle. In 1992 Andrea became

employed with the Virginia Employment Commission as an Employment

Interviewer for 6 months until she was recruited to be the Human

Resources Manager at the Virginia Veterans Care Center in Salem, Va. In

1994 Andrea started working for Carilion Human Resources in

Recruitment where she was the Nurse Recruiter for 2 years until 1997

when she transferred to HR Consulting. Andrea was a consultant for

several areas in the system to include CMG, RAC/BAC, Finance, HIM, and

Strategic Development. In 2005 Andrea transferred to Carilion Physician

Recruitment as a Physician Recruiter.

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Penny Daniel, Staffing Consultant

Penny Daniel transitioned to Carilion Professional Staffing Consultants in

November 2006. Penny brings over 20 years experience in the medical

field and practice management to the recruitment team. Penny joined

Carilion Health System in 1996 as the Site Manager of one of our Internal

Medicine office practices with Carilion Medical Group. In 2000, Penny

moved into the Site Manager position of our 15-provider multi-specialty

office in Martinsville, one of Carilion's largest medical group practices.

Penny most recently served as the Regional Practice Director of the

South Region for Carilion Medical Group, overseeing the daily operations

and management of Carilion's practices in the Martinsville and Franklin

County areas.

Penny holds an Associate Degree in Business Management and is an

active member of Medical Group Management Association, MGMA, and

American College of Physician Medical Executives, ACPME, as well as the

Association of Staff Physician Recruiters, ASPR . She is pursuing her

Certification in Medical Staff Recruiting.

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Karyn Farrell, Staffing Consultant

Karyn Farrell graduated from Virginia tech with a Bachelor’s degree in Sociology and Minor in History. She originally worked for the Department of Social Services as an employment services worker. She was hired in Carilion Human Resources in 1997 as a recruiter and has recruited for many departments in the organization. In 2002 Karyn received her certification as a Professional in Human Resources. In May 2007, she joined Professional Staffing Services as a Physician Recruiter/Consultant and plans to become a Certified Medical Staff Recruiter (CMSR).

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Rebecca Rakes, Professional Staffing Coordinator

Rebecca Rakes began her career with Carilion in 1999 in a Carilion practice in Rocky Mount. She moved into a management role in 2003 and managed three locations. She served on various committees, received her Medical Certification in Coding and mentored new managers hired within Carilion Medical Group. She is currently completing her Bachelor’s degree in business through National Business College. Rebecca joined Professional Staffing in May 2007 and helped to develop processes for physician-on-boarding and retention. She is a member of the Medical Group Management Association (MGMA) and National Association of Physician Liaisons (NAPL).

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Summary

Managing and operating a physician recruitment program can be challenging, yet rewarding. This past year the department has made many changes in processes and staffing. Making sure physician candidates have smooth interviews and transitions to employment is the main goals of the team. We are looking forward to continued improvements and successful physician hires for Carilion Clinic.

Documents

Managing And Operating A Physician Recruitment Program