The Talent Acquisition series by UpDoc began with an outcry from practice owners and managers of all levels, declaring in primarily the private practice communities, that talent acquisition and retention being one of the biggest, unwavering, and seriously expensive business pains for the profession.
For lack of better venues, here at UpDoc, we decided to create a channel where voices could be heard to help build a consensus, to bring insight to practice management, and to hopefully demonstrate that the struggle is more in common than it is isolated when it comes to what workforce development — particularly the aspect of Talent Acquisition and Talent Retention, and what next right steps we might take as an industry to better forge a collaborative approach to the job market as a whole.
Highlight narrative input included:
Deal Breakers, otherwise seen in Deal Makers / Deal Qualifiers via the absence of such negatives included thoughts and queries such as:
- Does the employer have questionable or perhaps, unethical billing and patient booking practices?
- “I want 1 on 1 patient care.” or “1 on 1 patient care, with enough time to meaningfully treat — not to be told how to treat.” (again, perhaps an absence of negative vs. presence of positive)
- There was also a phrase of desire for the employer to “Not be a mill.” This phrase “not a mill” was tied closely with the idea that mills were “unethical,” that they “overbooked” or demanded “unreasonable/insane productivity standards,” and that billing practices were perhaps questionable or even fraudulent in nature. Alarming.
There was also a lot of positives required and/or requested of employers, some thoughts included:
- The desire for flexible working hours. This was of particular note for respondents who identified as a single parent or working mother.
- Continuing down this vein was the idea of advantageous PTO benefits to supplement for parents in challenging circumstances; even notes of emerging part time needs which benefits by where employers might be able to piece together an aspect of their clinical supply chain to cover patient volume while matching needs for such employee demographics.
- A reasonable location and commute was many times, a qualifier for talent to even begin thinking about applying for a position.
- A transparent and clear expectation based on Career Growth Tracks and a Culture of Excellence seemed to go hand in hand — very few respondents mentioned one without thoughts of the other.
- Another positive that was highly desired was that of caseload autonomy; the idea also included clinician control of time spent with patients as well as the respective treatment plan.
There is a LOT more discussion, data, and detail in the report. If you’re ready to dive in, please use the form below and sign up to receive the 2021 Talent Acquisition Report!
