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ASPR Weekly - March 4, 2014
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2014 ASPR Board of Directors Call for Nominations Now Open

JASPR Feature: Watching the List

March Webinar – Coaching for Successful Interviews

2014 ASPR Benchmarking Survey – Preparing You for Tomorrow’s Challenges

Leadership Profile: Michelle Seifert


2014 ASPR Board of Directors Call for Nominations Now Open

http://aspr.org/associations/10362/files/ElectionsAhead.jpgThe ASPR Board of Directors call for nominations is now open!

This year we will elect the Secretary and two Members at Large. The Members at Large positions up for election are the Vice President of Engagement and the Vice President of Governance. The terms for these positions will begin in August 2014 and end in May 2016. The reason for the term ending in May 2016 is due to the transition of the ASPR Annual Conference from August to May. The official transition of Board Members occurs at the ASPR Annual Business Meeting, which is held at the Annual Conference.

General Eligibility Requirements

In order to be eligible for nomination and election to the ASPR Board, candidates must be ASPR members in good standing for a minimum of one year prior to the election. Candidates must also be current active members on at least one ASPR Committee for at least 12 months prior to the Call for Nominations. Active committee participation is defined as attending 75 percent of the committee meetings (a waiver may be granted in recognition of contributions made outside of committee meetings for those that may not meet the 75 percent requirement). Board Members must be willing and able to travel to leadership meetings and the Annual Conference (expenses reimbursed), attend monthly Board Meetings via phone, and carry out the duties and responsibilities delineated in the official job description.

Additional position specific eligibility criteria must also be met due to the newly defined roles and responsibilities that resulted from the recent governance restructure:

Secretary
Required:

  • ASPR member for a minimum of three years

Preferred:

  • Familiarity with Roberts Rules of Order
  • Experience dealing with ethics complaints and resolution
  • Fellowship certification
  • Demonstrated leadership experience
  • Served as a Board member or Committee Chair of ASPR or one of its Chapters

Vice President – Engagement
Required:

  • ASPR member for a minimum of three years
  • Experience leading marketing and branding initiatives

Preferred:

  • Knowledge of social media and other electronic communication platforms
  • Understanding of website design, search engine optimization and website analytics
  • Fellowship certification
  • Served as a Board member or Committee Chair of ASPR or one of its Chapters

Vice President – Governance
Required:

  • ASPR member for a minimum of three years
  • Served as a Board member or Committee Chair of ASPR or one of its Chapters

Preferred:

  • Experience developing policies and procedures
  • Experience with nomination and election processes
  • Experience with development and implementation of onboarding programs
  • Fellowship certification
  • Demonstrated leadership experience

Job descriptions

Secretary
Vice President – Engagement
Vice President – Governance

Important Dates

Nomination Due Date: April 1, 2014
Ballots/Candidate Bios E-mailed: May 27, 2014
Ballot Due Date: June 10, 2014
Winners Notified: June 13, 2014
Results Announced: June 17, 2014

To submit a nomination, please complete the Nomination Form online. All nominations are due by 5 p.m. CST April 1, 2014. You may nominate yourself or another eligible member of ASPR. Before nominating someone else, please make sure that he or she meets the general and position specific eligibility criteria and is agreeable to serving if elected.

If you have any questions regarding the Election process, please contact ASPR Executive Director, Jennifer Metivier, M.S., FASPR or call 800-830-ASPR (2777).


JASPR Feature: Watching the List

By Donna Ecclestone, Associate Director, Physician Integration/ Onboarding, Duke University Medical Center, Durham, NC

Donna EcclestoneWho’s the latest on the list? That’s the question on the minds of healthcare leaders across the country. They want to know the newest members on the growing list of hospitals and health systems announcing layoffs. Unfortunately, no one seems to be immune regardless of size or location.

In the Nov. 12 issue of Modern Healthcare, David Dranove, professor of health industry management at the Kellogg School of Management in Evanston, Ill. stated, "Hospitals are labor-intensive. And if we are going to see cost cutting in hospitals, the first place to look is in labor.”

The American Hospital Association states that the number of organizations implementing labor cuts will continue to grow, especially with the 2 percent across-the-board cuts in Medicare payments enacted through sequestration. Other catalysts include new reimbursement policies, aging populations, consumerism, and a national slowdown in healthcare spending due to higher out of pocket costs. With these mounting pressures, hospitals and health care settings are being forced to streamline their financial resources.

The figures are frightening. National data from the Bureau of Labor Statistics show that the average monthly hospital hiring is down 81 percent compared to 2012. In fact, the healthcare sector as a whole actually shed jobs in September – a historical turn.

How does this news affect our industry? When our mission is focused on recruiting the best candidates for our organizations, will the funding be available to support our recruitment efforts? Will the hospital be able to supply staff members for new providers to allow them to be successful? Also, let’s not forget reputation and image. Does having your organization plastered in news articles because of an announcement of staff reductions affect a potential physician’s interest? And what about our recruitment departments’ staffing, structure and expenses? How could these changes affect how we operate?

ASPR Past President, Brett Walker, Director of Physician Recruitment at Indiana University Health, has experienced significant changes within his organization over the past few years. Indiana University Health and Indiana University School of Medicine created a new academic multi-specialty group, Indiana University Health, which is the largest system in the state. Recent changes due to the Affordable Care Act, declining inpatient volumes, and increased market competition forced Indiana University Health to leverage system resources, implement economies of scales, and create a leaner, more efficient organization. Changes include new justification protocols implemented for all positions where all new hires must now be reviewed and approved by labor management.

Unfortunately, global staff cuts were implemented as well. Walker’s office was not immune, which meant that each remaining recruiter in his department had to take on more searches. Additionally, since his department’s recruitment budget is globally funded, it was significantly reduced. To offset this reduction, Walker introduced new reimbursement guidelines for recruitment expenses. For instance, there is now a limit on the number of people Walker’s office will cover at recruitment dinners. Each department must supplement the difference for any guests over the allowance. Walker’s department is also seeing an increase in advanced practice provider recruitment, requiring recruiters to forge closer relationships with Human Resources on those opportunities. This could be a trend other organizations in our industry experience in the future.

Fortunately, the recent news of cuts has not affected the volume of candidates, or their interest in Indiana University Health. Walker contributes this consistency in recruitment to the organization’s reputation as a leader in healthcare and its strong brand. In fact, the cuts may be viewed in a positive light. By creating a leaner organization, Indiana University Health will be positioned for future success when the dust settles.

Let’s face it - every organization is going to feel the hit of policy changes. This is a period of transition for everyone in healthcare. In-house physician recruitment professionals need to adopt and promote best practices and be part of the solution. Maximize, centralize and economize. Work smart. Be good stewards of system resources. Do more with less. Be process driven and detail oriented. These are all themes we have learned through our fellowship programs and at our annual conferences. Now it is important to educate others and put these themes into action for there are leaner times ahead.

References:

Carlson, Joe (2013, November 12). Job losses from cost-cutting likely to continue, though ACA may not be to blame. Modern Healthcare.

Leonard, Kimberly (2013, September 20). Is Obamacare to blame for hospital layoffs? USNews. Retrieved from http://health.usnews.com/health-news/hospital-of-tomorrow/articles/2013/09/20/is-obamacare-to-blame-for-hospital-layoffs-is-obamacare-to-blame-for-hospital-layoffs


March Webinar – Coaching for Successful Interviews

Register today for this FREE webinar February 26 at 1 p.m. EST. Can’t make it? View it later on demand!

Presenter: Sheri Shaw, Physician & Advanced Provider Recruiter, Indiana University Health Physicians

Sponsored by: Description: HealthcareSource

Have you ever had someone at your organization ask an inappropriate or even illegal question during a physician interview? Does your interview team ask the same questions over and over boring your candidates and requiring them to repeat themselves? Do they understand what questions will best elicit needed information from your candidates?

A successful physician interview requires the concerted efforts of many players. Everyone involved must know their part and how they fit into the big picture. Pregame planning is a necessity. This session will review interviewing techniques that you and others in your organization may use resulting in successful interviews for both you and your candidates.

Learning Objectives:

  • Understand how to utilize behavioral interviewing
  • Learn what questions are illegal
  • Obtain tips on developing a seamless interview without repetition of questions
  • Learn how to coach interviewers on best interviewing techniques

2014 ASPR Benchmarking Survey – Preparing You for Tomorrow’s Challenges

http://aspr.site-ym.com/resource/resmgr/Images/billians_benchmarking_screen.png

Physician turnover is on the rise. The average number of days to fill a vacancy continues to increase. The number of positions that remain unfilled at year-end is climbing as more organizations compete to recruit from a limited pool of physician candidates. Healthcare is evolving and physician recruitment has become increasingly competitive. Recruitment departments are stretched thin and tasked with more responsibilities than ever before so it is critical that you understand the statistics and are keeping up with the trends.

Is your organization prepared to face these challenges ahead? Your participation in the 2014 ASPR Benchmarking Survey ensures that your organization’s information is included in the ASPR Benchmarking Report, which will provide you with:

  • Access all data reported from recruiters nationally.
  • Select search data from comparable organizations, populations, region, etc.
  • Drill down compensation data by education, title, supervisory responsibilities, certifications, etc.
  • Compare up to three data sets side by side.
  • Export data for report generation or quick chart creation in Excel.

The ASPR Benchmarking Survey and Report help make sense of the statistics, enabling you to make decisions that will help your organization thrive during difficult times. This data will help your organization evaluate and improve upon your provider recruitment processes and success rates.

Participate in the 2014 ASPR Benchmarking Survey today!


Leadership Profile: Michelle Seifert

Michelle SeifertMichelle Seifert, AASPR, is the Director of Physician Recruitment at the Cleveland Clinic Main Campus. She has been with the Clinic since the inception and development of the department in 2001 and enjoys the challenges of recruiting for all specialties. In addition to her responsibilities for physician recruitment at the Main Campus, Michelle has oversight of the Resident and Fellow Initiative as well as addressing pursuit of candidates that will bring a more diverse physician population to the Clinic. Prior to joining Cleveland Clinic, she was the Manager of Corporate Development and Director of Financial Reporting for an affiliate of Team Health. Her scope of responsibilities included New Business Ventures, Acquisition Analysis, Financial Reporting, Recruitment and Marketing.

Michelle was elected Treasurer of the ASPR Board of Directors in 2013 and began her term in August 2013. In addition to her role on the Board, she is an active member of the Academic In-House Recruiter’s Network (AIR) and has held leadership roles with the group - Treasurer 2008 to 2010 and Vice President 2010 to 2012. In her spare time, Michelle volunteers with the Cleveland Go Red for Women Corporate Leadership team, the American Heart Association, and Junior Achievement. A team player at heart, Michelle values being part of ASPR because it has helped her build a professional network where she learns and collaborates with other accomplished peers. She enjoys serving on the Board because she is gaining a wealth of knowledge and perspective from engaging with others on the Board and Leadership Team.

Michelle finds her career extremely rewarding and gives this advices to new recruiters, "Physician recruiting is not a typical '9 to 5' job. To be successful, you must be trustworthy and be a strong communicator. You also have to be detail-oriented to keep track of all the steps in this complex process. Above all, keep a positive attitude no matter what is thrown your way.”

Important Dates
MAR
26
Webinar: Coaching for Successful Interviews

APRIL
23
Webinar: How to Analyze and Use ASPR Benchmarking Survey Results


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