What are the best retention strategies for physicians in community health centers?
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Physicians are essential to the delivery of quality health care in community health centers (CHCs), but they also face many challenges and risks of burnout. How can CHCs retain their physicians and ensure their satisfaction and well-being? In this article, we will explore some of the best retention strategies for physicians in CHCs, based on the literature and best practices.
One of the most obvious factors that influence physician retention is compensation and benefits. CHCs often struggle to compete with other health care settings in terms of salary, bonuses, incentives, and fringe benefits. However, CHCs can offer other forms of compensation and benefits that are attractive to physicians, such as loan repayment programs, flexible schedules, paid time off, retirement plans, and malpractice coverage. CHCs should also conduct regular market surveys and benchmarking to ensure that their compensation and benefits are fair and competitive.
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ROSEMARY E.
I help doctors become unlimited—unshackled—so they can enjoy their lives while also pursuing their wildest dreams.
Fair and adequate compensation that’s adjusts with inflation is important. When you pay physicians well, it communicates that you value them. People are less likely to leave a place where they feel truly valued.
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Natalie Esterman
Regional Risk Manager at Advantage Care Physicians
Appropriate compensation and performance based incentives-very important, however, many other factors are crucial. Ability to discuss ongoing issues and address conflicts/complaints. Providers like to know that if there is a patient/staff complaint, administration investigates and addresses complaints, but does not throw providers under the bus; same with sentinel events. Smooth operational processes help retain providers, as well as quality and risk policies that help with safe healthcare delivery. Team work is essential.
Another key factor that affects physician retention is the organizational culture and climate of the CHC. Physicians want to work in a place where they feel valued, respected, supported, and empowered. CHCs can foster a supportive and collaborative culture by providing regular feedback, recognition, and appreciation to physicians, as well as opportunities for professional development, mentorship, and leadership. CHCs can also promote a culture of teamwork, communication, and trust among physicians and other staff members, as well as with patients and communities.
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ROSEMARY E.
I help doctors become unlimited—unshackled—so they can enjoy their lives while also pursuing their wildest dreams.
Working as a physician is stressful enough, so the work environment should be collegial, supportive, and accommodating. When the work environment feels safe and comfortable, it really makes it easier to spend the long hours at work. It also makes it easier for people to be able to laugh with each other. Laughter is a great stress reliever and bond-builder. When people can laugh together, they can build friendships, which then also has the benefit of improving employee retention.
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A major source of stress and dissatisfaction for physicians is the heavy workload and the lack of work-life balance. CHCs often serve high-need and complex populations, which can result in long hours, high patient volume, and high administrative burden. CHCs can address workload and work-life balance issues by implementing strategies such as optimizing staffing levels and mix, streamlining workflows and processes, adopting technology and innovation, and providing wellness and resilience programs. CHCs can also respect and accommodate physicians' preferences and needs regarding their schedule, location, scope, and pace of work.
Physicians are more likely to stay in a CHC if they feel that they have a voice and a stake in the decision-making and governance of the organization. CHCs can engage physicians in decision-making and governance by involving them in strategic planning, quality improvement, policy development, and resource allocation. CHCs can also create formal and informal channels for physicians to express their opinions, concerns, and suggestions, and to participate in committees, boards, and leadership roles. CHCs can also solicit feedback from physicians regularly and act on their input.
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ROSEMARY E.
I help doctors become unlimited—unshackled—so they can enjoy their lives while also pursuing their wildest dreams.
Encouraging physician autonomy and control is so critical to retention of physicians. When physicians have no control over how they work and how things are done, it really is very disrespectful to and dismissive of their professional status, especially as their license is necessary for any healthcare facility’s existence. Lack of control or voice loudly proclaims that the physician is not a valued person but just a commodity. It is also important to understand that lack of autonomy or control is a common reason for physician burnout and physician attrition.
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Physicians who work in CHCs often share a common mission and values of providing accessible, affordable, and quality health care to underserved and vulnerable populations. CHCs can align their mission and values with physicians by communicating and reinforcing their vision, goals, and core values, and by demonstrating their impact and outcomes. CHCs can also support physicians' personal and professional values by providing opportunities for community engagement, advocacy, research, education, and diversity and inclusion.
Physicians want to work in a CHC that offers career growth and development opportunities that match their interests, skills, and aspirations. CHCs can offer career growth and development opportunities by providing physicians with access to continuing education, training, coaching, and mentoring programs, as well as scholarships, fellowships, and grants. CHCs can also provide physicians with career paths and progression plans, as well as opportunities to expand their scope of practice, acquire new competencies, and take on new roles and responsibilities.