Category Archives: Recruiting and Retention

23 March 2017

The Role of Professional Development in Physician Engagement

Sheridan’s Chief Quality Officer Gerald Maccioli, MD, MBA, FCCM sees physician engagement as essential for all stakeholders. He spoke with Becker’s ASC Review recently about the value of investing in comprehensive professional development opportunities for physicians to keep them engaged. 

“We all want the quadruple aim—which includes a satisfied population of physicians,” he said in the Q & A. “If engagement isn't developed, you are never going to get to that. It will always be a push and pull rather than a rolling together phenomenon.”

Dr. Maccioli explained that physicians are highly educated problem solvers for whom development and...

27 July 2016

The Challenges of Staffing a Rural Hospital Successfully

Population health management is a challenging proposition in any location, but especially so in rural areas, which comprise nearly 20 percent of the U.S. population and more than 95 percent of the country’s land. Health care resources are more limited and the population is more spread out than in urban settings. The patient base at rural and nonurban hospitals also tends to be smaller, older, poorer, and less healthy than that of urban hospitals, which means there is little opportunity to mitigate financial risk. The inability to take advantage of the economies of scale enjoyed by urban healthcare systems affords little opportunity for cost reduction. Add in shrinking Medicare reimbursements, and it becomes...

7 June 2016

The Physician Burnout Epidemic, Part 2: How Physician Leaders Can Help Combat Burnout

In Part 1 of this series we reviewed the root causes of the alarming increase in physician burnout. Part 2 focuses on the important role physician leaders can and must play in helping to not only stem but also reverse the pervasive tide of dissatisfaction and burnout among doctors affiliated with health systems, hospitals and large physician services companies.

Research has shown that physician leaders have a major impact on burnout in those who report to them. In the April 2015 issue of Mayo Clinic Proceedings, researchers Tait D. Shanafelt, M.D. and colleagues shared the results of their study evaluating the impact of organizational leadership on the professional satisfaction and burnout of individual...

22 December 2015

Why Innovative Emergency Departments Recruit and Retain the Best Doctors

An earlier Sheridan blog post discussed hospitals’ need for defined and strategic recruitment and retention programs, especially in emergency medicine. The ugly truth is that emergency medicine will continue to be an “undersupplied specialty” for at least 20 more years. Since emergency medicine physicians also experience the highest rate of burnout among all specialties, it’s clear that recruiting and retaining the best of the best in emergency medicine will be a significant challenge for hospitals and health systems moving forward.

According to a recent Medscape article, “feeling like just a cog in a wheel” was the sixth leading cause of burnout for physicians in 2015. Of all...

5 November 2015

How to Build a Stable Emergency Medicine Department

Evidence indicates that emergency medicine will be an “undersupplied” specialty in the U.S. for at least 20 more years. The number of physicians who are board-certified in emergency medicine is unlikely to meet the staffing needs of U.S. hospital emergency departments – staffing needs which, if requiring at least one physician present in the ED 24 hours a day, demand 40,000 physicians with such training. In 2005, there were only 22,000 EM board-certified physicians, meaning that only 55 percent of the need was filled. Supply is not estimated to meet demand until 2038 at the earliest.

These data highlight the dire need for hospitals to retain the board-certified physicians that they already employ and...

8 October 2015

The Value of Medical Society Membership for Large Group-Employed Physicians

In an era of rapid consolidation in healthcare, industry organizations are having a harder time sustaining their membership — particularly when it comes to physicians working within large groups like healthcare systems or outsourced physician services providers like Sheridan Healthcare. Large group members are, in many ways, protected and supported by their employer, leading them to believe that they have less need for support from a medical society.

However, healthcare providers should remain committed to their individual development beyond the enrichment opportunities furnished by their employers. Medicine is not a static field, so it’s critical to stay engaged in the conversations and transformations...

21 October 2014

What Hospital CEOs Really Want

Sheridan Healthcare recently participated in a Q&A discussion where hospital CEOs shared with each other their strategies for addressing a myriad of healthcare topics. A key takeaway from the session – CEOs want long-term partnerships that help them reach their growth objectives. These meaningful partnerships must include transparency, collaboration and growth.

Hospital CEOs expressed the importance of transparency on the part of their outsourced service providers, so they are comfortable with hiring practices, compliance procedures, and the performance metrics used as an extension of their hospitals’ departments.

Great partnerships make life easier for hospital...