Staff Development Plan / Manpower Study

Developing recruitment strategies that target necessary areas and specialties in need.

Questions you need answered:

  • What physicians do you need to recruit?
  • Do you know which physicians are planning on leaving the area or retire?
  • What kind of data do you need to push recruitment initiatives while managing physician push-back?
  • Based on the current physicians’ perceptions, what providers and services are needed to fill the holes in the market?
  • You have affiliated physicians, but do you know which ones are sending the majority of their patients to your competitor?
  • What would improve relations between the physicians and the hospital?
  • What are the current boundaries of your service area?
  • Are there points of leverage that you do not yet know about that could grow and fortify your market share?

Why you need a manpower study

There is an ongoing battle to provide quality care to the residents of a community and maintain profitability and market share in the process. This is a multifaceted dilemma and maintaining relationships with enough key health care providers that will team up with you is critical!

These days, physicians are like migrant workers. They do not have the same kind of skin in the game that they did back when they owned their practices and worked 60 hours a week including following each others patients in the hospital. The blood, sweat, and tears made it so they could not just walk away from their practice.

Now they are often times employees looking for work-life-balance. They would rather have hospitalists follow patients or not admit so they can avoid being on call. They specialize in practicing medicine, creating high value with their time, rather than managing the day to day of the practice. At the same time, there is always someone in their ear telling them about greener pastures, which of course augments turnover. Amidst this, there are other hospitals, ambulatory surgery centers, and urgent care centers carving away market share. Relationships with providers in the network are sometimes managed through hospital employment, or hospitals assisting local clinics with recruitment, but even this brings complicated regulations for recruitment and employment.

This begs the question: as the hub for the medical network, how do you cultivate a medical network to make your community grow healthier while staying “in the black”? It is a multifaceted problem that requires a dynamic solution. One prong of that solution is a physician recruitment and alignment plan that is a working plan.

It is key to know what providers you need, how supply and demand will evolve over time, and to maintain the relationships with the providers so they continue sending patients to your hospital for services.

We conduct a census on all physician services in the clinics and hospital, indications of insufficient capacity, growth, to what hospitals they are referring patients, and some insights into how they think things could be done better.

We look at demographics to estimate demand for care. Then take a look at mortality and morbidity to see what residents are sick and dying from and how that stacks up with the rest of the state. That gives an idea of particular holes that need to be filled.

Those variables can be paired with the standard ratios recommended for provider types and the perceived need according to the medical community. Indications of insufficient capacity and turnover are then factored in. From there your recruitment team can look at adjusting expected attrition in the various disciplines over 5 years and plan your recruitment goals.

Benefits of a Staff Development Plan

  • Developing recruitment strategies that target necessary areas and specialties in need
  • Garnering an objective view of the market from current practitioners
  • Recognizing areas of opportunity for increased market share and referrals
  • Identifying current primary, secondary, and tertiary markets
  • Improving forecasts of future supply and demand of medical services through analysis of practice output, staff composition, and wait times
  • Providing discussion points for revenue generation, cash flow optimization, and income maximization
  • Understanding the role advanced practitioners play in the delivery of care and how to leverage their capabilities to optimize patient flow
  • Access to personalized software allowing one to maintain a current picture of medical services

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