By: Allison McCarthy, MBA
“In any team sport, the best teams have consistency and chemistry.” – Roger Staubach
From the indifferent leader (who just doesn’t get what onboarding “is for”) to the Medical Director (who is supportive but uninvolved), people expect onboarding will just get done without their support. Whether you’re in an academic medical center or a group practice, getting your team to understand – and appreciate – the value of onboarding is key to ensuring a positive experience for that new physician.
- Have a Plan. To successfully take a new recruit from relocation through the first year, you need a “roadmap,” an integrated plan that outlines each step of the process, as well as the players’ roles and responsibilities. By formalizing your plan, you also help your “insiders” see all that it takes to fully integrate that new physician into the organization and community.
- Identify an Executive Champion. Next, find someone to “champion” your plan. You may assume it would take high-level support from a CEO, CMO or similar, but your champion doesn’t have to be a higher-up. Whatever his or her title, identify a dedicated person to communicate the expectations and gain the support of others.
- Induct Recruits. When new recruits are signed, review the onboarding plan together so they have a chance to share their thoughts regarding areas they feel they need the most support. Even if the recruit is a well-seasoned physician, take the time to listen and see how you can best help him or her transition into the new practice setting.
- Use Your Team’s Feedback. You can gain valuable insight from talking with those who’ve interacted with the recruit. What did they learn? What did they observe? What feedback did they hear? Consolidating and reporting those insights with your tracking results will provide a full picture of the recruit’s actual experience joining your organization.
- Validate the ROI. Your organization has made a significant investment in the recruit, so be sure to inform leaders about the new physician’s practice development progress. Highlight the actual dollars saved in terms of financial subsidy when a physician ramps up more quickly than expected.
- Nurture Ambassadors. Talk to staff outside of your recruitment and onboarding team and look for those who really “get it.” Also, remember to take time to recognize team members who’ve gone above and beyond.
- Remember the Medical Staff. Your new recruit’s success greatly depends on support from their colleagues, so help the medical staff see that they benefit as well. Whether that new PCP can be a source of referrals or that new specialist can a fill an expertise gap, explain the hire in terms of what’s in it for them.
- Deliver. The easiest way to foster buy-in is to produce results. If you continue to work on the above and successfully integrate new physicians into your medical community, the numbers will speak for themselves: cost-savings, retention rates, productivity and financial gains. When those numbers begin to shift, you’ll create an increasing number of advocates and cheerleaders.