Insights on Reducing Physician Turnover
 Physician Retention White Paper (Printable Format)
IMPROVE PHYSICIAN RETENTION AND BOOST YOUR BOTTOM LINE
In Their Words: The Real Story on Physician Turnover
Table of Contents:
Executive Brief
Physician Dissatisfaction Growing
More Groups Tackling Physician Turnover
Supporting Work-Life Balance
References
Executive Brief
A growing U.S. physician shortage means organizations are demanding more of staff
and contracted physicians at a time when physician frustration is on the rise.
Surveys conducted in 2006 by both LocumTenens.com and the American College of
Physician Executives (ACPE) indicate that issues like low reimbursement levels, high
workload volume and loss of autonomy are challenging physicians to find great satisfaction
in practicing medicine.1
At a Glance—
Strong correlations have been
noted among physician, employee
and patient satisfaction. 84% of
the 2,500+ physicians who
responded to a recent survey said
a physician retention plan was“very important” or “important” to
physician satisfaction.
Of the 10% of responding physicians
who reported their organizations
had retention plans in place,
more than half (56%) said current
plans do not meet their needs
adequately.
Physicians are most vulnerable in
the early years. A 2005 survey by
the American Medical Group
Association (AMGA) and Cejka
Search found that, among the
physicians leaving a group, 47%
left in the first three years
Physician turnover in the U.S. reached 20% by the end of 2004. In addition to
financial costs of roughly a quarter-million dollars, healthcare organizations pay for
losing a physician in “soft costs” like lowered employee morale, disrupted work flow,
inconsistent patient care and damage to reputation, referrals and recruiting efforts.2
Smart healthcare organizations are figuring out that retaining physicians already on
their payrolls might be just as important as recruiting new physicians to their facilities.
Recent surveys indicate that targeted physician retention initiatives are increasing among U.S.
medical groups. The number reporting they have targeted retention initiatives in
place increased from 48% in 2004 to 58% in 2005, according to American Medical
Group Association membership surveys.3
However, LocumTenens.com’s recent survey results indicate many physicians are not
feeling the effects of stepped-up physician retention efforts just yet.
While 84% of the 2,500+ physicians responding to the online survey said a physician
retention plan was “very important” or “important” to physician satisfaction, only 10%
said their organizations employed targeted physician retention initiatives. Among that
10% of respondents, more than half (56%) said that existing retention plans did not
meet their needs adequately. Comments shared by almost a third of survey respondents
(800+) focused primarily on lack of respect, autonomy and work-life balance.
As for which perks the “ideal” physician retention plan includes, the survey results
showed clearly that no one size fits all. Some of the more innovative plans adapt privileges
and benefits to different stages in the physician’s life. Other healthcare organizations
utilize locum tenens physicians routinely to avoid “burning out” their staff and
contracted physicians.
Essentially, creating a “culture of retention” requires management to demonstrate
that it values physicians as people. When leadership ensures its physicians can fulfill
both financial and emotional needs in the workplace, it increases organizational commitment
and improves physician retention, securing its most valuable asset.
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