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A Few Recent Placement Successes

Healthcare Providers

SIU School of Medicine
Psychiatrist
Endocrinologist
Springfield, IL

Sentara Medical Group
Orthopedic Surgeon
Harrisonburg, VA

Texas Tech University Health System
Neurologist
El Paso, TX

Executive

Shirley Ryan AbilityLab
Scientific Chair, Legs & Walking Lab
Chicago, IL

Infinity Hospice
Executive Director
Reno, NV

Absolute Care
Medical Director
Greenbelt, MD

Absolute Care
National Director of Behavioral Health
Baltimore, MD

Just a few of our current opportunties

Healthcare Providers

Sentara Medical Group
Urology
Harrisonburg, VA

AbsoluteCare
Internal Medicine
Baltimore, MD

Shirley Ryan AbilityLab
Section Chief, Traumatic Spinal Cord Injury
Chicago, IL

SIU School of Medicine Faculty Positions
Neurosurgery
Non Invasive Cardiology
Internal Medicine
Gastroenterology
Orthopedic Surgery
Urologic Oncology
Springfield, IL

Texas Tech University Health Sciences Center
School of Medicine
Pediatric Critical Care
Amarillo, TX

Rainbow Hospice
Lead Palliative Care Physician
Chicago, IL

Learn More

Executive

Baptist Health
Chief Medical Officer
Physician Advisor
Little Rock, AR

Springfield Clinic
Chief Financial Officer
Springfield, IL

Texas Tech University Health Science Center
Chair of OBGYN
Transmountain Campus Chair of Internal Medicine
El Paso, TX

Learn More
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Recent Posts

How to recognize and address physician burnout

Physician burnout has become an increasingly common phenomenon in the healthcare industry. Burnout is defined as a response to chronic interpersonal stressors on the job. The three key dimensions of this response are overwhelming exhaustion, feelings of cynicism and detachment from the job, and a sense of ineffectiveness and lack of accomplishment. In a 2018 study of over 15,000 U.S. physicians, 42% reported feeling burned out. The personal effects of burnout include increased risk for cardiovascular disease, shorter life expectancy, misuse of alcohol, broken relationships, depression, and suicide. In addition to negatively affecting physicians, burnout also has a detrimental effect on patient outcomes. Physician burnout is associated with a lower quality of patient care, reduced patient satisfaction, and double the risk of involvement in patient safety incidents. Plus, when physicians leave due to burnout, finding and training replacements is costly for organizations.

The American Medical Association (AMA) has compiled a list of seven warning signs that physicians can use to determine if they might be on the road to burnout:

  1. You have a high tolerance to stress
  2. Your workplace is exceptionally chaotic
  3. You don’t agree with your boss’ values or leadership
  4. You’re the emotional buffer for your patients
  5. Your job constantly interferes with family events
  6. You lack control over your work schedule and free time
  7. You don’t take care of yourself

Physicians spend much of their time and effort caring for others and often neglect to care for themselves. Self-care activities that physicians can use to combat burnout include exercising to reduce stress, spending time with loved ones, or taking part in other restorative activities. Talking with counselors or other mental health care professionals to address feelings of burnout is also recommended.

While healthcare organizations may feel that physician burnout is a personal issue, much of what contributes to burnout is related to a physician’s working environment. Institutions can and should address organizational-level stressors to help keep physician burnout at bay. Promoting self-care, creating a culture of collegiality and community, and allowing time for work that is personally meaningful to the physician can help. The Mayo Clinic has instituted these and other organizational strategies to promote engagement and reduce burnout. As a result of those efforts, their rate of physician burnout is one-third lower than the national average. Another resource example comes from the American Medical Association. Their free, open-platform program called STEPs Forward™ was created to help physicians and organizations improve their working environments and help prevent burnout.

Neither physicians or healthcare organizations can afford to ignore the personal, professional, and financial costs of physician burnout. Addressing the issue should be a shared responsibility; physicians cannot be expected to shoulder burnout alone, especially when organizational stressors are a significant contributor. Institution-level changes to combat the problem will have a positive effect on both the wellbeing of physicians and the bottom line. And physicians who acknowledge their own needs and invest in self-care will benefit both personally and professionally.

Jordan Search Consultants specializes in matching the right candidates with the right healthcare organizations. If you need recruitment assistance, give us a call at 866-750-7231 or email us here.

 

 

 

How Healthcare Organizations Can Engage Medical Students & Residents

As organizations strive to meet the demands of a healthcare landscape shifting toward value-based care and a burgeoning patient population, they will also need to take into account the United States’ aging population. By 2030, the number of Americans over 65 will have increased by 50%. This demographic includes a significant amount of physicians. One-third of currently practicing physicians will be of retirement age in the next decade, affecting the supply of available doctors. In order to prepare for what lies ahead, including the looming provider shortages, healthcare organizations will need to adjust their recruitment strategies. Forward-looking establishments will incorporate tactics to attract and engage medical students and residents – the future of the physician workforce.

For medical students, early exposure to unfamiliar geographical areas or particular specialties can introduce them to possibilities they may not have considered before. One way to accomplish this is through immersion programs. These programs benefit the students by providing hands-on experience early on in their studies, one-on-one mentorship with established physicians, and exposure to the realities of caring for a patient population. One such example can be found in North Carolina. The North Carolina Academy of Family Physicians partners with the five medical schools located in the state to provide summer immersion programs for students who have completed their first year of med school. These two- and four-week programs offer the students exposure to Family Medicine and on-the-ground experience working alongside a practicing physician. In Pennsylvania, Altoona Family Physicians has created programs for med students at all stages of their training. They offer clerkships, summer preceptorships, and shadowing opportunities which allow the students to do sub/acting internships, fulfill rotation requirements, and explore specialty electives. In addition to the programs themselves, there are also desirable extras like free housing, free food at the cafeteria, and daily teaching lectures – targeted benefits that draw medical students from across the nation to their organization. It’s no coincidence that these two examples are aimed at attracting doctors to primary care and family medicine – specialties on the front lines of patient care. A recent Association of American Medical Colleges (AAMC) report projects a shortage of up to 49,300 primary care physicians by 2030.

Programs designed to attract more residents to your organization also provide future payoffs since a majority of residents will stay in the area where they did their residency. This is especially salient when it comes to organizations located in rural areas. By increasing resident placement opportunities, organizations can also expand the pool of local physicians – and future job candidates. Mercyhealth in Rockford, Illinois, recently created two residency programs to draw residents to the area and increase access to healthcare for patients in hospitals and clinics. Their internal medicine residency program is also affiliated with the University of Illinois College of Medicine, offering residents access to the university’s library services, the capacity to conduct research, and other academic benefits.

As healthcare organizations work to enfold residents into their ranks, they also need to keep in mind the Millennial mindset. An important characteristic of today’s Millennials is the desire for both mentorship and a collaborative work environment. Organizations with healthcare leaders who can model leadership styles to meet these expectations will have an advantage in retaining members of this workforce. Leaders who are able to embrace simultaneous leadership – accepting input from their team and engaging in open discussion while still remaining the acknowledged authority to make final decisions – will allow Millennials to feel respected, mentored, and fully engaged in their work.

Healthcare organizations who are willing to invest in medical students and residents through meaningful hands-on experience, mentorship, and effective leadership styles will see a payoff from these efforts. Organizations who engage future providers early will have a significant edge in their efforts to recruit them later. Need help finding the right candidate for your organization’s present and future needs? Jordan Search Consultants can help. Give us a call at 866-750-7231 or email us here.

 

 

A Conversation About Population Health

With David B. Nash, MD, MBA, Founding Dean of the Jefferson College of Population Health (JCPH)

In 2015, Jordan Search Consultants interviewed David Nash, the Founding Dean and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy at the Jefferson College of Population Health (JCPH) and an innovator in defining the term physician leader and training methodologies for these professionals. Three years later, the healthcare industry is still evolving. As we move away from the traditional fee for service model, from volume to value-based payment systems, and the health of populations becomes a central focus, physician leadership becomes even more salient.

Population health is broadly defined as the health outcomes of a group of individuals, including the distribution of such outcomes within the group. Population Health Management is defined as the aggregation of patient data across multiple health information technology resources, the analysis of that data into a single, actionable patient record, and the actions through which care providers can improve both clinical and financial outcomes.

A quick Internet search reveals that today approximately 12 universities across the nation offer graduate degrees in population health, although Jefferson College of Population Health at Thomas Jefferson University was the first. As a physician leader at the forefront of this population health evolution, Dr. Nash has some unique perspectives to share.

Q: How has the focus on population health shifted in the three years since we last spoke?

A: Population health is much bigger today than it was three years ago. The journey from volume to value is well underway and the navigators on this journey are those who have been trained in the science of population health management. My friend and colleague, Dr. Rita Numerof, founder of Numerof & Associates, a healthcare strategy consultancy based in St. Louis, and her team release the results of their State of Population Health Survey each year. Four hundred C-suite healthcare executives responded; 95% of these respondents rated population health moderately, very, or critically important.

Q: How are healthcare organizations addressing population health?

A: The tenor and tone of population health is more harried and higher pitched as we start 2019. Those at or below the poverty line are not healthy, and the U.S. is the only western nation where this is the case. The income disparity is wider than at any point in American history and so this conversation becomes increasingly important. Volume-based healthcare is not sustainable and value-based is; we can no longer mop up the floor, we must shut off the faucet. The population health management construct provides a way to deliver better care at lower costs and requires transparency and accountability for outcomes across the continuum of care. Healthcare organizations are shifting to this way of thinking and they are hiring healthcare consultants and physician leaders trained in population health management to help them. This includes a paradigm shift for data collection, capacity building, and innovative partnerships. Numerof’s third annual study (conducted in collaboration with our organization) finds that while nearly all healthcare providers see population health as an important next step, the shift in the business model has proven difficult to achieve due to institutional hurdles and concerns over financial losses.

Q: What type of physician leadership is needed to achieve this shift?

A: In addition to flexibility, a willingness to learn and to listen, a deep understanding of organizational culture, and an interest in, and ambition for, healthcare improvement is needed. Physicians who will lead us into this population health era need to be change agents and well trained in change management. More frequently, we are seeing organizations appoint a Chief Population Health Officer who has specific data and analytics training and who can interpret and close the feedback loop with other physician leaders across departments. These leaders know that they must incorporate social determinant data into their approach to healthcare and gain clarity around what healthcare problems we are solving and for whom. Lack of clarity, lack of action, and lack of leaders trained in population health management are the reasons many initiatives fail.

Q: How can we best train the physician leaders so necessary to the future of healthcare?

A: Leaders at all levels must be flexible, courageous, and resilient. They must develop an understanding of diplomacy and behavioral economics to work with colleagues to improve efficiency and healthcare outcomes. Population health is not a new concept; in an era where healthcare costs are skyrocketing it is no surprise that there is a resurgence of interest to deliver better care at lower costs. The leaders who will make this possible will help rethink the business model to keep populations healthy and costs contained. Achieving lower costs and better health outcomes requires ensuring patients are getting the right care at the right time and at the right place in the care continuum.

Q:  Are you seeing an increase in enrollment since well-trained leaders in population health are so essential to taking healthcare organizations to this value-based model?

A: It is the 10thanniversary of the Jefferson College of Population Health (JCPH) and enrollment has continued to increase each year. We now offer two degrees in population health: a Masters in Population Health Management and a Masters in Population Health Intelligence. The latter requires a more in-depth mastery of population health analytics, predictive analytics, and augmented intelligence. These analytics have become increasingly important as population health leaders need to know exactly how and what to extract from a tsunami of data.

Q: How can we best recruit and retain these physician leaders?

A: Leaders are attracted to innovation, action, and commitment. Millennial physicians have a deeper understanding of social determinants of healthcare and want employers to be aware, educated, and provide resources to address and tackle these issues. In a 2018 Millennial Survey conducted by Deloitte, millennials and those in generation Z wanted to drive societal and economic change. The companies and leadership teams most aligned with them in terms of purpose, culture, and professional development are likely to attract and retain the best young talent. This is true in the physician space as well.

Q:  We are seeing more and more healthcare organizations providing “wraparound care.” Do you believe this will continue?

A: Wraparound care is the future of primary care. Eventually, all healthcare organizations will practice under the wraparound care model—and it will be for everyone, not just the severely or chronically ill, high-utilization patient population.

Q: How do you think physician education will change in the coming years?

We must start training physician leaders in medical school. Population health management needs to be integrated into the medical school curriculum. The pushback health education reformers always get is that to add something we must also take something away. My argument is that you don’t need to take something away; instead, you need to revise the format of the education. Do away with lectures and utilize more online tools. By changing the format, you can add in topics essential to today’s physician leader. The question is not whether population health is the future but rather, when will population health be the guiding principle at every healthcare institution and at what pace will this change occur?

David B. Nash is the Founding Dean and the Dr. Raymond C. and Doris N. Grandon Professor of Health Policy at the Jefferson College of Population Health (JCPH). JCPH is dedicated to developing healthcare leaders for the future. A board-certified internist, Dr. Nash is internationally recognized for his work in public accountability for outcomes, physician leadership development, and quality-of-care improvement. Repeatedly named to Modern Healthcare’s list of Most Powerful Persons in Healthcare, his national activities cover a wide scope. Dr. Nash is a principal faculty member for quality of care programming for the American Association for Physician Leadership (AAPL) in Tampa, FL. He serves on the NQF Task Force on Improving Population Health and the John M. Eisenberg Award Committee for The Joint Commission. He also is a founding member of the AAMC-IQ Steering Committee, the group charged with infusing the tenets of quality and safety into medical education. Dr. Nash was recently appointed to the Board of the Pharmaceutical Quality Alliance (PQA) in Washington, DC.

Dr. Nash’s work is well known through his many publications, public appearances, and online column on MedPage Today. He has authored more than 100 peer-reviewed articles and edited 23 books, including Connecting with the New Healthcare Consumer, The Quality Solution, Demand Better, and most recently Population Health: Creating a Culture of Wellness (2ndedition). He was the inaugural Deputy Editor of Annals of Internal Medicine (1984-1989). Currently, he is Editor-in-Chief of American Journal of Medical Quality, Population Health Management, P&T, and American Health and Drug Benefits.

 

Jordan Search Consultants

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113 Church Street, O’Fallon, Missouri 63366
call 866-750-7231 or email us

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