We write frequently about social recruiting and the feedback we’ve gotten from physician recruiters is this: you know you have to implement social recruiting, but you’re still a little unsure about where to start. So we thought we’d go back to the beginning with a few basics. 

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A new study from Harvard Medical School says that women are 17% less likely to have full professorships at US medical schools, in part because they are younger than their male counterparts. 

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The physician workforce is evolving and the locum tenens workforce is growing. A few months ago we published the article: Why more physicians are considering a locum tenens career. We noted that regardless of why or how a physician vacancy exists, healthcare facilities have to maintain patient care quality – so they regularly hire part-time or temporary locum tenens physicians to fill the gap. Several recent surveys, including one from The Physician Foundation, found that 46% of doctors will change their practice styles within three years and 9% plan to work locum tenens.

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Over the next seven years, an estimated 6.5 million new healthcare jobs will be have to be filled, according to the Bureau of Labor Statistics. A large number of those positions will be for physicians and based on the current state of physician hires it doesn’t bode well for the industry. That’s where Karen Height comes in.

Height has been the Sourcing Director for Banner Health for nine years now, but strangely her background isn’t in recruiting. She has a degree in Journalism and has worked in media management and advertising for years. She even managed a local television station in Colorado. So why is she a physician recruiter thought leader? Her record of success says it all.

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Scott Robbins calls himself a “Human Capital Executive" and he’s been hugely successful for 18 years. He’s known for his wildly out-of-the-box thinking, which is precisely why Scott joined Matrix Medical Network almost four years ago – they're boldly changing the way healthcare is delivered.

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Attracting passive candidates is the Holy Grail for most physician recruiters. A mere 14 percent of physicians are searching job listings or actively looking for employment, so your pool of passive candidates is a whopping 86 percent!

You’re tasked with sourcing quality physicians in a market where physician turnover is starting to climb, and more and more job offers are being declined due to competitive offers or even counter offers from current employers. Physician shortages also abound, and increases in the number of new physicians entering the workforce remain modest. 

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Wall Township on the New Jersey Shore is just one hour from Manhattan, but it’s truly a world away.

Jamie Haines, MA, a physician recruiter and onboarding specialist at Meridian Health knows this only too well. She says the easy part of recruiting for Meridian Health’s six-hospital system in New Jersey is also the hard part: “We’re close to New York City, but we are NOT New York City. We’re in suburbia. So unless physicians hail from this area, they don’t know what a great place the Jersey Shore is.”

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When Steve Jacobs got his first call about an opportunity to be a physician recruiter, he didn’t realize it was an actual career. He was six years into this recruiting position with a consulting firm when the client came to him with another special request: they wanted to start an in-house recruiting department and Jacobs was to take the lead. Over the next seven years, he built a great recruiting program and built new programs on as needed.

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In an effort to better connect and serve U.S. hospitalists, Doximity and the Society of Hospitalist Medicine (SHM) recently penned a partnership that combines their clinical and digital strengths in order to provide hospitalists with better tools to collaborate and care for their patients.

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When you work with Cary Sullivan, there’s one thing you can be certain she’ll say a lot: “I’ll take it on.” 

Sullivan started working in healthcare for a physician practice at just 16, then she landed a spot at an HMO in Buffalo, New York when she was 21. She says the HMO had great vision and it was a perfect fit for her. Sullivan worked in the member services department and then central medical administration, and because she was doing a job that was new and undefined she moved desks frequently. At one point she ended up at a desk in the MIS department – surrounded by graduate students (one of the HMO’s founders taught at SUNY). She joined in football betting pools with the MIS department. She even baked for them. In return, they taught her how the databases were organized. She became proficient at pulling data and presenting graphs that told a story with data. It was undoubtedly a win-win.

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