Rebekah Driggers, Director, Physician & Specialty Recruitment, Moses Cone Health System
Thomas McKeever, Jackson Healthcare’s National Sales Director
|
|
As the Director of Physician & Specialty Recruitment at Moses Cone Health System, Rebekah Driggers is responsible for leading a successful in-house physician and specialty recruitment program. Rebekah’s success is highlighted by 81 physician hires and 43 midlevel hires since 2007. She has exceeded stretch targets every year, accomplished through diligence, creatively sourcing excellent candidates, and being fiscally responsible. Rebekah has a proven healthcare recruitment track record with over 10 years of experience, including completing an Administrative Fellowship at Moses Cone Health System. Prior to joining Moses Cone Health System, Rebekah owned Rotha’s Formal & Tuxedo, where she was responsible for all aspects of the company, transforming it into a profitable business within 3 years. She earned an MBA from Wake Forest University, Babcock School of Management and a BA degree from High Point University.
TM What prompted you to consider an executive position within healthcare?
RD: I was in the health system for 10 years. I was in corporate recruitment for five years. And within those five years, I knew I wanted to expand my role; and in order to do that, I decided to do the MBA program at Wake Forest University. An issue with the program at that time, though, is that they didn’t have a healthcare concentration, but now they do. So I took the regular MBA course of study, and after graduating in 2003, I knew I needed more experience than just recruiting. So I did our in-house administrative fellowship program, which is modeled after a physician fellowship program. You do a lot of different projects and rotate through different areas in the organization as part of the program.
TM: That is an internal program here within the health system, correct?
RD: Yes, it is and they actually have similar programs at Wake Forest, Duke, and different large health facilities, and we have one as well. At that time we had two fellows. Ours is a fellowship program that’s a two-year program where every week or two you are paired up with an executive within the health system. So, for example, I was paired up with our CEO, our CFO, our COO, and all of the different vice presidents within the health system. I attended the board meetings, took minutes, and did projects for them. Starting out, the projects were simple, but as time went on they became more complex.
TM: That is quite interesting.
RD: Yes, it is. It taught you about the whole healthcare delivery model. And the experience helps you determine where you want to become an executive in healthcare.
TM: Yes, it should certainly help you test the water and ask, “Is this something I really want to do?”
RD: And it gives you the working knowledge that is so important. And you have the opportunity to ask questions and absorb a lot of the knowledge within your rotations time spent with those executives. So that was my beginning familiarity with hospital administration.
I must admit I wasn’t really thinking about physician recruitment at that time. My predecessor had been in this role for seven years. She left to take an Associate Vice President role at another organization. So it was something good for her, and regarding the timing of this position, it’s just something that happened to work out. I was always looking for something with a dynamic that would allow me to do a lot of different things
TM: Certainly you have that in your role now.
RD: With the many components of my job, I feel like I have my own business…even though it’s within the Health System. I admit having an entrepreneurial spirit. I’ve run a business in my “past life” before I came here. So I have that in my blood anyway. That’s the way I look at it: I’m doing a recruitment business within the Moses Cone Health System. I think that’s one of the reasons why I’m very successful within the organization. I treat [the business of recruitment] as if it’s mine.
TM: Absolutely. As we conduct these interviews on a variety of different levels within health systems, it’s always interesting to see some of the common threads that run through each of the individual’s backgrounds and passions. But you also see some variances and nuances. And your perspective, in some ways, is like looking at your own P&L, your own service line, and your own business within the health system. That’s fantastic.
With all the experience you’ve had here at the health system…and with respect to all the surveys you see each year regarding physicians not encouraging family and friends to go into health care, do you encourage your friends and family—based upon your personal and professional experience—to pursue a medical career, either clinically or administratively?
RD: I absolutely encourage people to go into health care because it’s such an important job, clinically or otherwise…but I think that’s the beauty of health care. We’re providing such a valuable service for the country and our community, if you will. That’s what makes it so neat. So even though I’m not the caregiver, I’m bringing those people to the organization. So I feel like my role is very critical.
TM. Absolutely. That’s an excellent perspective.
RD: And I think that is where people can derive job satisfaction—if they feel that what they are doing matters and makes a difference every day. That is really satisfying and different from being in a role that makes you ask, “What is my purpose?”
TM: …or it’s nebulous or hard to define or not tangibly in front of you…
RD: …or if it’s something that you can’t connect with a “higher purpose,’ it can lead to an empty feeling.
TM: When you consider your daily workload—certainly not a 9 to 5 job—what do you think are some of the biggest challenges you face as you look to build, expand and augment the medical staff? I’ve been most curious to hear from individuals who have been so successful in this role for so long: What have you seen as challenges today as compared to what was challenging five, six or seven years ago?
RD: I think the market has changed--it’s more competitive. You want to be timely in terms of responding to your physicians. Certainly the challenge is: “Is there enough of me to go around?” That might sound a bit like a cliché, but I’m sure that’s a concern of every executive.
TM: Using time most productively is definitely a common thread we hear voiced.
RD: Unfortunately, you have to pick what’s important when, in reality, every search is important. Sometimes you have to go by what is crucial now. As you discuss the prioritization of your day, the nature of health care, by default, it seems that almost every position is mission-critical.
TM: When you talk about your impact on the community and the health system here--and the medical staff—and the entire departments you’ve brought in--and the impact of bringing on different physicians that have become caregivers to the entire community as such an integral part….your answers are a perfect segue into my next question. Where do you think, throughout the course of your day, that your time is spent least productively?
RD: I’m a “big picture” person. So the little nuances and tactical things often take up so much time. Accomplishing them is important, of course. I wouldn’t count them as things that waste time. It’s just that you’re not able to get onto the next thing [until you finish them].
So, for example, finishing that offer and getting all the paperwork in place is very important. But it takes time; so you’re not able to get onto the next thing until you deal with those things that are not as “fun.”
TM: Dealing with paperwork is probably the number one thing we hear that is viewed as a less productive use of time. When I’m talking to a physician, one hour of treating physicians equals one hour of paperwork. For a hospital CEO, it’s the coding and billing paperwork that’s so time-consuming. If they could get rid of that percentage of paperwork, it would free them up to deal with more of the “exciting” things, as you have alluded to. So with that in mind, where do you think your day is spent most productively? What is one aspect of your day that you feel is most beneficial?
RD: When I’m able to follow up immediately with physicians and make those phone calls and get back with them: that’s really key and crucial because that communication with those physicians is very critical. They’re important and don’t have a lot of time. So it’s important to me to be able to respond by answering e-mails and phone calls promptly. On the other side, it’s crucial to communicate with my clients. We recruit both in-house within the health system and for outside in the community.
TM: Again, you view this somewhat as your own company.
RD: Exactly. So today I spent an hour with one of our physicians. I’ve never met him before, but while recruiting for his practice, I was able to meet him in person. That was great--better than an e-mail or phone call. Over lunch we talked about his recruitment need and what he’s looking for in a candidate. The communication process was valuable. We were done in an hour and he got to eat lunch, too!
It was very productive. Two things happened. I got business done in terms of getting my recruitment process started with him. But also, it also allowed me to get to know him…because we talked about other things--some funny stories and why he decided to join the health system and those kind of things.
Absolutely. It was incredible. So having that one-on-one time was so valuable. That was probably the highlight of the week. And a lot of time you don’t get that because the physicians are busy with patients.
TM: Yes, everyone is so busy.
RD: Yes, however, the practice felt like it was important enough for us to sit down and talk things over. And that is something that I do as a practice; I invite that upfront conversation when I’m starting the recruitment process. For one thing, they can put a face with a name, and it really sets the expectations so that I have a clear picture of what to look for in candidates.
TM: Yes, that’s very similar to why we come on-site to conduct interviews—to obtain the interpersonal information that our readers look for.
Rebekah, what do you think as you look at some of the different departments and growing the medical staff as you have, what do you think are the most positive aspects of health care delivery that you have here?
RD: We have such a diverse medical staff in terms of the variety of specialties. For a community-based system, it’s incredible. We do not have to refer a lot of patients elsewhere.
TM: That’s wonderful, what an amazing resource.
RD: Absolutely. And that’s a huge recruitment tool. That’s the one thing that a lot of our physician candidates say impressed them—the fact that we have so many specialties and subspecialties right here, including a Level II trauma service. We’re very much a full-service health care delivery system. There are a few things we don’t do. I feel that in our area, we definitely compete in terms of location. If you don’t have the right location, or if doctors don’t have a tie here, you’re not going to [be able to attract good candidates]. It’s usually not for a lack of services or they’re turned off to Greensboro. Bar none, our medical staff is clearly an asset.
And we can’t underscore quality enough. One of the things we require is board certification within five years. Not all places do, and that also raises the bar. Not only do we have the subspecialty services, it’s the quality of those services that matters.
TM: Certainly. So for a physician that has come from a Harvard or Yale background they know they’re coming to a medical staff where it’s going to be peer-to-peer interaction. That’s absolutely wonderful. Is there from the practices you recruit for or within administration here at the health system, is there one concern from a recruitment standpoint that you hear predominantly over others? Or maybe a chief concern from your constituents in the health care field that you talk to across the country?
RD: One thing I’m sure you’ve heard about is the shortage of physicians. And another concern as we work through budgets is the shortage due to retirements. So there is an aging physician population. And with health care reform, those are real concerns.
TM: That’s an excellent, perfect answer…because it segues into the next question. What are some of the recruitment strategies that your health system has put into place to address the physician shortage—both today and with regard to the looming shortage of physicians across the country?
RD: Well, one thing we are doing is that we are in the process of transforming our community health clinic into an FQHC—a federally qualified health center. With that, we will be getting more funding through that program. So with that we will be able to enhance our recruitment process because it covers such things as loan repayment as well as loan forgiveness.
In addition, we have our family medicine and internal medicine residency programs. In fact, our family medicine residency program has been going strong for around 25 years.
TM: That’s such a fantastic resource for you.
RD: And the residency programs are another resource and strategy allowing us to serve our communities well. And, of course, that’s another pipeline for recruitment as well.
TM: I’m sure you get to know the residents well.
RD: Absolutely. Sometimes they don’t stay after finishing residency; but while they are here, we have opportunity to train them as they serve our community.
TM: Sure, and one thing that we have seen in recruiting for our clients for over thirty years is that you don’t’ need us to come in and tell you who’s in your back yard because you know who that physician is. But as you alluded to earlier, if they are not tied to the area, it really may not be the right fit. Concerning physicians that you’ve trained here, maybe they have relocated to another part of the country. But either they were born here or at least there’s an academic tie back to this area that can draw them back here. So it’s still another great tie to have to physicians across the country.
If you could give a recruitment firm such as ours one bit of advice, what would that be?
RD: Lower your fees.
TM: Done! As we’ve looked at 2010 projections and viewed our services competitively, one of the things we’ve done is to work with group purchasing agencies across the country. As you’ve see from one of the surveys on cost reduction and revenue enhancement, we’ve been able to partner with our clients across the country by asking, “What can we do to help you reduce your costs and increase your revenue?” Certainly within a recessionary economy, we’re all trying to do more for less. Furthermore are there any recruitment data or information publications that you would like to see in the future? Is there one bit of information that you can’t seem to get your hands on that you would like to see be produced?
RD: That would be to produce something that explains competitive call pay for physicians. That’s a hard one to find information on.
TM: Normally the answer I get to that question is very static. That was an excellent answer. Next, what do you find most rewarding about your career?
RD: I would say the relationships that I build with both with my practices as well as the physicians that I bring into the area. The physicians that you bring in you get to establish a relationship with, but they’re off and running. They’re busy and you’re busy and you do separate a little bit. You probably have more relationships that are more long-term with your practices that you recruit for because of working directly with those physicians. And usually that’s who you’re working with—those physicians. In some respects, I’m almost like a “marriage counselor.”
TM: Certainly that has to be such an interesting dynamic for you.
RD: It really is, because the physicians spend more time with each other than they do with their spouse. So it is, in a way, a job of finding them a partner for work.
TM: …somewhat like an arranged marriage.
RD: You have to find the right person and the right fit of personalities. There all of those nuances that make it beyond just a job description. There is something to be said for “fit” within a group. Not only for the practice, but for the physician coming in. If they’re not a good fit, they won’t stay. They’re going to be miserable, and as soon as their contract is up, they’re going to find something else.
TM: And then you’re left with a potentially bigger problem.
RD: And then you’re back to square one. Nobody has a crystal ball. Things happen and situations change. People’s lives change. I think most people start jobs with the best intentions, and they’re looking for a place where they can be happy. Maybe they’re not looking for “forever.” And a lot of times people are upfront with me about that, mentioning, “Well, I may go into a fellowship [program] and look for a hospitalist position in a couple of years.” That’s fine. Or they may be looking for the last place to practice, where they want to retire from. Sometimes it’s just a situation where people’s lives change, and for whatever reason, it doesn’t work out. What is rewarding is when it does [work out] and the groups are happy. I like to hear that “Dr. So-and-so” is working out well and is productive and really liked. That’s very rewarding.
TM: That’s a constant reaffirmation of your success. Anyone needs to look at not only the financial aspect, but the self-fulfillment and personal satisfaction that you get from your job. That has to be there.
RD: Certainly. You know, I’ve had a lot of recruits this year, partially because the hospital is realigning its hospitalist program. But within that, it’s more than just finding the numbers. It’s finding that right fit. For example, for the hospitalist program, we have interviewed around 65 people. So we have really looked widely, but that is what it takes to place 14 people in one practice.
So I keep coming back to our medical director, Dr. French. He’s been working so hard, having dinner with so many people. (In fact, at one restaurant, they were thinking of naming a dish called “Dr. French.”) He’s been working crazy hours, and it’s my job to get people so he won’t have to work so hard.
TM: Sure; it’s cause and effect.
RD: I take it personally when I hear he’s working after call. I caution him, “You’re going to burn yourself out.” And that’s the kind of relationship that’s really fulfilling, when I can tell the doctor, “You need to go home.”
TM: That’s an interesting dynamic. You’re really the go-between for the practice and administrators and the doctor’s family when they’re going through a very significant life change and making a huge decision. You’re definitely the point person between the physician and his or her family.
RD: Yes, I’m their “mother hen”…
TM: They are concerned with where the kids go to school, what neighborhood they should live in…
RD: Sure, I feel like I’m taking care of them. I want to try to find them the best resources. Like a mother hen, you want to really take care of them. I want to make sure that they do get settled into Greensboro and are matched up with the people who can help them.
For example, I work with a couple of really good realtors that do the community tour. They’re people that I trust that I know will take care of them. They’re the real estate experts. They do a great job and you need those other people that you can pass the doctors off to and make sure that they help meet their needs—whether it’s for a rental or a house once they relocate.
###