1. Integrating Newly Employed Physicians:
Positioning for Practice Success
Ann Maloley
Barlow/McCarthy
June 13, 2013

2. What are Physicians
Thinking About Today?
• Practice environment is changing
• Signing a good contract
• Managing a practice
• Marketing a practice
• Competition and distractions
• Lifestyle and options
• What else?

3. Internal Requirements for Success
• Commitment from the top
• On-boarding and integration planning must be a way of life
• Clear objectives and desired outcomes
• Involve the physician
• Action plan must be results-oriented
• Staff participation

4. Audit Your Current Approach
Yes No
The on-boarding lead/team is introduced prior to
the physician’s arrival.
Our integration strategy is driven by the physician’s
needs.
Internal roles are defined and there is clear
understanding of these roles.
We work together with practice leaders to
determine practice strategy.
We ask the physician how we did…and how we’re
doing.

5. Mix of Activities Depends On…
Employed
- Local
Private
Practice -
Local
Referral
Network
Primary
Service
Line
Secondary
Service Line
Joining
Existing
Practice
Starting
New
Practice
Full On-boarding
Hospital Orientation &
Contractual Paperwork
Practice Orientation
Community
Introduction & Family
Welcome
Cultural Introduction
Marketing & Referral
Development
Internal Stakeholder
Introductions
Financial/Business
Plan Review

6. Balancing Employed vs. Non-Employed
• Legal implications
– What does your organization allow?
• If you don’t have this guidance – ask for it

7. Sample Guidelines

8. Human Resources Marketing Physician Relations
A Job for Everyone
- Functional on-boarding - Marketing strategy - Practice knowledge
- Cultural orientation - Branding expertise - Manage the relationship
- Educate on employee - Tools & messages for - Tools & messages for
management/performance consumers physicians
Define accountabilities for other areas

9. Site Visit
#1/#2
Offer
Extended
Projected
Start Date
Signed Contract
Received
Recruiter introduces
On-Boarding Lead
and other key points of contact
Transition to
Internal Leads
When Do You Come In?

10. Hospital Orientation
Physician Orientation Schedule
Name
Specialty
Primary Contact
Practice Location
Special Interests
Department/Program/
Service
Topic Key Communication Points
Session
Time
Prior to
Start
Within 7
Days of
Start
8-30
Days
CORE SESSIONS
List here
OPTIONAL SESSIONS - BASED ON PHYSICIAN SPECIFICS (e.g. specialty, interests, etc.)
List here

11. Practice Orientation
Practice Orientation
Category Responsibility Outstanding Needs/Questions Necessary Follow-up
Completion
Date
Start-up Meeting with Partners
Office Set-Up
Administrative Details
Practice Management/Staffing
Call Schedule
Billing and Coding
Information Systems
Medical Records
Hospital Interface

12. Community Orientation
Community Orientation
Community
Leader
Organization/
Business
Role, Purpose
in Orientation
Meeting with (1) Physician
(2) Physician and Spouse or
(3) Entire Family
Contact
Information
Scheduled
Date and
Time
Coordinator

13. How Did We Do?
• On-boarding team session
– Did we meet the priorities and goals gathered from the
new physician at the onset?
– What were the barriers to scheduling the interactions?
- How can we overcome those barriers next time?
– Was the process handled orderly and seamlessly?
- If not, what improvements need to be made?
• Check with spouse and family

14. Ask the Physician
• How was your experience?
• What was most valuable?
• What didn’t happen that you wish did?
• What will be important to you as you continue your
integration?
• Insights starting from the early stages of recruitment?

15. Document For Next Time
Post On-Boarding Assessment
Positive Experiences
1)
2)
3)
Areas of Vulnerability
Issue Department Where Issue Occurred Ideas for Resolution Member Assigned to Address

16. Turnover Vulnerabilities
• Tenure
• Reason for departure
• If moving, why?
• Trends by specialty? By practice arrangements?

17. The ultimate goal is to build a foundation to get
the physician busy as soon as possible.
From On-Boarding to Practice Development

18. Increasing Practice Development Success
Cultivates Organizational Engagement
Support
Tools & Messages
Revenue
Relevance
Collaboration
Visible &
Present
Payoff
Hospital
Engagement
Practice Support
Loyalty
Administrative
Attention
Patient
Satisfaction

19. 1 - 5 Years 5 - 15 Years 15 - 30 Years
Different Needs at Different Stages
General Start-Up Assistance Increase Earnings Reduce Expenses
Staff Management Training Increase Referrals Retirement Planning
Budgeting, Expense Control Strengthen Management Skills Greater Ease of Business
Establish Business Goals Expansion of Services More Free Time
Marketing Marketing Adding Associates
Capital Employee Productivity

20. Key Elements…straight from a doctor:
Winning their Hearts and Minds
• Excite them by positioning your organization’s initiatives as
physician initiatives that result in better patient outcomes and/or
improved physician satisfaction
• Plan a social movement to change “This is how we practice here”
• Use language that reflects the desired relationship
• Chose the right messenger
• Anticipate barriers

21. Start-Up Growth Optimization
Formalize Your Efforts
Announcements CME Programs Practice Evaluation
Web Site Development Media – Paid and Earned Business Analysis
Open House Events In-Practice Promotions Assessment with the Physician
Direct Mail to Patients Hospital Engagement Hospital Engagement
Interactions with Referring MDs Adjust and Repeat
Social Media Presence
Community Engagement
Office Staff Engagement
Brand Engagement

22. Physician Perspective & Buy-In
• Expectations and future goals
– Words to describe the position you would like to claim?
– How and for what would you like to be known for?
• Special clinical designations or certifications?
• Where does your business come from?
• What is important to you in a staff?
• Value‐added services that will make the experience different?
• What do you see as your role in marketing your practice?
The physician needs to understand his role in this function

23. Positioning? Messages?
Referral Drivers? Benefits?
Audience? Relationships?
Primary Care
Specialists
OP Surgeons
Customized Approach:
By Specialty

24. Each Practice Has a Unique Personality
• Due diligence to understand
the current dynamics
• Model that stays true to
the clinic’s personality
• Engage the physician
• Plan that is embraced by the other physicians and staff
• System that tracks and measures progress

25. Physician Integration Plan
Physician/Practice Name
Specialty
Primary Contact
Practice Location
Expertise, Special Interests, Unique Distinction
Business Objective
Marketing Objective
Tactic/Tool
Target
Audience
Geographic
Reach
Positioning &
Key Messages
Accountability
Timing/
Schedule
120 day 6 mo 12 mo
Budget
Core Activities
Review pro forma to be reminded of volume targets and any relevant factors to a year-one marketing plan.
Customized Activities – Based on Practice Specifics (eg. specialty, new or existing, etc.)

26. What Do You Want to Measure?
Immediate Short-term Long-term

27. The Evolution of
Metrics
Activity
Focused
Outcome
Focused
Strategic
Focused

28. Agenda Item Discussion Led By Prep/Details
Plan Review/
Status Report
New Market Learnings
Market changes
Competitive forces
What’s Working?
1.Operations/Practice Mgmt
2.Practice growth
3.Patient relations
Trends and data to
support the input
New Opportunities
1.Practice growth
2.Customer experience
3.Community connectivity
Proactive ideas
Response to market or
competitive activity
Gaps/Concerns
1.Practice growth
2.Customer experience
Trends and data to
support the findings
New Steps in the Plan
1.Review upcoming tactics
2.New tactics from discussion
3.Staff development
Update the plan and send
to the team following the
meeting
Keeping
the Plan
Alive

29. Leadership’s Role in Retention
• Lead a physician-centric culture – articulate the vision to all
levels of the organization
• Respond quickly to issues and needs
• Involve them in decisions, ask for their input
• Support leadership development
• Recruit loyal mentors
• Measure satisfaction of new physicians separately

30. Keys to Success
• Smooth hand-off
• Start strong
• Customized by key criteria
• Checkpoints along the way
• Support their practice development
• Family integration
• Tweak as you go

31. Taking the First Steps
Status Action
Organize the team - Internal agreement on the role you will play
Define the customization
Understand the practice development plan and pro forma
Script your initial conversations with the new physician
Inform providers and staff of your strategies and process
Benchmark and measure progress

32. Thank you!
Ann Maloley
amaloley@barlowmccarthy.com