PROVIDER RETENTION PLAN
Physicians and Advance Practice Providers
Provider s go where they are invited.
Provider s stay where they are well- treated.
Provider s grow where they are cultivated.
Is a Provider Retention Plan really necessary?
Provider recruitment and retention is becoming increasingly difficult each year. More hospitals,
group practices, and managed care organizations work harder to recruit and retain the best and
brightest providers. As competition continues to grow, we are seeing more aggressive provider
relations programs to strengthen relations with providers.
With 84% of the hospitals and thousands of group practices and most managed care companies in
America recruiting, many feel it has become a recruitment war. In 2012 there are 76 opportunities
for each new Family Medicine provider completing training (Merritt Hawkins). And now direct
recruitment costs average $20,000 per provider. This does not include relocation expenses. The
following costs associated with provider turnover must also be considered:
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Patient Access
Patient Turnover
Gross Billings Lost
Inpatient Revenue Lost
Specialty Referrals Lost
Nationally, physician turnover rates hover around 8-10%. AHP’s is higher.
Causes of Provider Turnover
It is rare for a provider to have experienced one catastrophic event that causes them to seek other
employment. Most typically, it is a combination of several things that build over time.
Typical causes of turnover:
 Lack of or “bad” chemistry with the partners (#1 reason nationwide)
 The practice didn’t fulfill their professional needs / different than expected
(longer hours, weekend hours, volumes, outreach expected, in-patient duties)
 Absence of feedback during the critical time of the honeymoon
 Desire to be closer to family / never becoming a part of the community
 The provider and/or spouse never became comfortable with the rural environment
 Lack of control over their practice
(i.e. Scheduling, referral authorization, being excluded from the decision making process)
 Lack of two-way communication/lack of appreciation/ the feeling of abandonment
Provider Retention Begins During Recruitment
Provider retention really begins early in the recruitment process. Retention efforts that should be
included during the recruitment/interview process include:
 Screening candidates for the best all around “fit”
 Establishing mutual expectations during the interview and reiterating these before an offer is
made (i.e. Patient load, call schedule, committee time, timeframe to a full practice, etc.)
Ensuring that candidates know what to expect
 Screening the Spouse for career objectives or requirements
 Integrating “retention” into the interview process. Communicating to candidates upon interview
that one of the primary goals of the recruitment process is retention
Justification for a Three-Year Plan
The highest turnover is during the first three years on the job among well-paid professionals in all
industries, including medicine, and is especially high during the first year. To retain the highest
percentage of new provider s, organizations should plan to work with them for three years.
a. Continue to build relationships with the providers
b. Help them adjust professionally and develop their practices
c. Help them adjust personally to their new environment
The key to provider retention is to maintain regular contact with provider s and their
spouses to stay abreast of how they are adjusting, and to anticipate any problems that may
develop. The most critical element in any retention plan is a mechanism to “check in” on
the provider’s expectations.
Recruiting cannot be considered completely successful until the provider is on staff and productive
to the point of providing a service to the community and producing enough revenue to pay back
recruitment. Therefore, the recruitment function should include responsibility for seeing that the
provider and his or her family are not only recruited, but are successfully acclimated to their new
location. At all times you should keep in mind the needs of the providers’ spouses and families
because frequently providers’ satisfaction depends on their families’ adjustment. Retention efforts
will not be wasted because is it is far less costly to save one promising recruit than to find another.
(Three Year Plan and Checklists following)
Three-Year Provider Retention Plan and Checklist - PROVDER NAME:
I.
Initial activities – Pre-Start, Onboarding and Orientation: Three Months
 CEO/COO calls and sends a handwritten note welcoming the provider to the practice upon receipt
of the new provider’s signed contract.
 Select a “mentor” (non-clinical) for the new provider, if warranted and wanted to help him/her
assimilate into the community and medical culture. Recruiter sends the Physician Liaison a copy of
the Provider’s CV and a brief memo regarding the provider, spouse/family, start date, new address,
hobbies, etc.
 Recruiter sends a note advising that the Physician Liaison will be contacting them for future
connections and activities.
 Offer the spouse a ‘buddy” if needed for the provider’s spouse. If interested in participating, select a
Spouse Buddy and let the spouse know that their Buddy will contact them prior to arrival. Recruiter
speaks with Spouse Buddy on specific needs of the spouse and the family (includes start date, new
address and contact information). Items of interest include hobbies, interests, community
connections, birthdays, babysitters, churches, social/cultural activities, parks and recreation, etc.
 VP or Director and Practice Supervisor checks in with new provider on such operational issues as
lab coat, business cards, equipment, scheduling and staff complement.
 Recruiter keeps in touch with the provider and spouse routinely to “check in” on relocation
preparations, send company newsletters, etc. Recruiter is available to act as a resource in preparing
the provider and family for relocation.
 VP or admin team will call the new provider to keep him/her informed of developments in the
group/department before arrival.
 VP or Director ensures that the provider’s office is cleaned and ready (furniture, telephone and
computer lines installed, starter office supplies, etc.), exam rooms are cleaned and stocked, mailbox
in mailroom, and that appointment cards have been ordered.
 Marketing meets with provider and issues a memo introducing the new provider one week prior to
their start date.
 Recruiter follows up with the Physician Liaison via telephone call to ensure that calls to the new
provider are being made.
 Provider Orientation on the new provider ’s first day of work
 Physician Liaison meets with new provider on Orientation day and checks in during the first week of
employment to provide information, guidance and support.
 VP or admin team along with Practice Supervisor welcomes the new provider to his/her office
including the profile and picture poster, flowers for desk, etc.
II.
Year One Plan
 Recruiter calls to welcome provider and their family within the first week of relocation. Sends a
“Welcome” basket to the home on the new provider s first day of work to include the family in the
feeling of celebration; to include local food items of interest and listing of store recommendations
and local services/resources. Spouse Buddy calls to welcome spouse/family within the first week of
relocation
 New provider (and family) attends a small dinner party with Physician Liaison and Recruiter,
inviting the key practice leaders.
 CMO introduces the new provider at the general Medical Staff Meeting (biography to be included
on the agenda).
 Physician Liaison introduces the new provider to employed and independent providers. Specialty
physicians are introduced to PCP physicians per usual policy and procedure. As feasible, the
Physician Liaison takes the new provider to satellite offices to introduce and to facilitate networking
between the satellite clinics and main clinic.
 If needed, Recruiter works with the Spouse Buddy to organize a luncheon within two months of the
new provider’s start date.
 First Three Months: meeting with CEO/COO to get feedback on practice development and discuss
problems or any other topics relevant to their practice (provide feedback on progress and information
on the hospital, foster on-going communication and to ensure that the new provider feels valued to
the group and community; build goodwill between the new provider and Administration.
 Physician Liaison meets with new provider quarterly to continue to provide information, guidance
and support. Meeting times to be determined between providers and Liaison.
 Practice marketing: Marketing and Communications issues a press release to the local newspaper,
places print and radio advertising, introduces the new provide on the telephone on-hold audio, in the
Main Clinic elevator display cases, Satellite Clinic bulletin board/waiting room displays, IntraNet
and website (posting of biography card), other advertising, promotions and special events as
appropriate. Presentation through Medical Affairs Office if appropriate.
 Recruiter calls the spouse on a quarterly basis to see how she/he and family are acclimating to the
community and new lifestyle.
 VP or Director or AVP meets with provider on a semi-annual basis for status and assimilation.
 Annual meeting with the CEO/COO is held.
 Spouse Buddy calls the spouse on a quarterly basis to see how she/he and family are acclimating to
the community and to informally help with introductions and information about the community,
social events, shared recreational activities. Also, to continue to answer questions, provide
information and personal support.
 Spouse Buddy sends birthday cards to spouse and children on respective birthdays
 Recruiter surveys the new provider after six months to see what improvements could be made in the
onboarding and orientation process.
 Recruiter surveys both new provider and spouse after six months to see what improvements could be
made in the relocation and practice orientation processes for future implementation.
 Recruiter surveys the new provider after one year to see what improvements could be made in the
Provider Retention Plan for future implementation.
 Recruiter surveys the spouse after one year to see what improvements could be made in with the
Spouse Buddy for future implementation.
 Recruiter follows up with all parties via email or phone call to ensure that schedule is being followed
and to obtain feedback on progress and concerns.
III.
Year Two Plan
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Regular meetings with the Physician Liaison, determined on an individual basis for frequency
Annual meeting with VP or Director or AVP.
Bi-annual meetings with the practice manager.
Spouse Buddy calls the spouse on a semi-annual basis to “check in”.
Recruiter calls the Spouse on a semi-annual basis to “check in”.
Annual meeting with the CEO/COO.
Evaluation of Marketing plan for further growth if needed
Recruiter surveys the new provider after two years to see what improvements could be made in the
Provider Retention Plan for future implementation.
 Recruiter follows up with the CEO/COO, Provider Liaison and Spouse Buddy via email or
telephone call to ensure that schedule is being followed.
IV.
Year Three Plan
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Bi-annual meetings with the Physician Liaison.
Spouse Buddy calls the Spouse on a bi-annual basis to “check in”.
Recruiter calls Spouse on a bi-annual basis to “check in”.
Annual meeting with the VICE PRESIDENT Director
Recruiter surveys the new provider after three years to see what improvements could be made in the
Provider Retention Plan for future implementation.
 Recruiter surveys the Spouse after three years to see what improvements could be made in the
Spouse Buddy Program for future implementation.
 Recruiter follows up with the CEO/COO, Physician Liaison and Spouse Buddy via Evaluation
Form or telephone call to ensure that schedule is being followed.
V.
Post-Employment
An Exit Interview will be conducted by the Recruiter or AVP with all providers who voluntarily leave the
organization (may use the HR form). If the information revealed in these sessions indicates a pattern of concern,
they will share it with the administration so that improvements can be made in the Provider Retention Plan.
Anticipated Budget for Three Years:
Welcome Basket
Decorate Office/flowers
Dinner with key practice leaders
Spouse Networking Luncheon
Total for 3-year plan:
$50
$25
$300
$100
$ 475 per provider
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Coordinated and Monitored for Completion – Signature
Luke Skywalker, Manager, Physician Recruitment and Retention