• Prospective candidates want to know their short and long term earning potential. Be prepared to show physicians a performa outlining what their 1st, 2nd and 5 year earning potential may be, based on well-defined and realistic performance standards. If possible, use actual numbers from a practicing physician. ·
• Assure the candidate that they will have full administrative and clinical support. Ideally, during the interview arrange a visit to the office in order for the physician to meet the clinical and administrative support staff.
• Provide a well planned community tour with a reliable and experienced relocation specialist. During the tour the specialist should provide extensive community information that will allow the entire family to "view" the community, housing, schools, shopping and recreational activities.
• Invite the candidate and spouse to an informal luncheon or dinner with key decision makers and other members of the community who share common interests with the candidate. This provides an outsider's perspective of the group and hospital as well as gives the recruit a chance to meet others active in the community.

Once hired, the new physician may not relocate for 6-9 months. During this time, changes of heart and uncertainties are not uncommon. Keeping in touch with both the candidate and spouse is crucial during the waiting period.

• Assist the candidate with the state licensing and credentialing process by assigning someone to work with the physician in collecting the necessary documents, getting copies certified and assuring that deadlines are met.
• Stay in touch with the physician and spouse to assure they receive appropriate school and daycare information and enroll their children in the area schools.
• Send the local newspaper to the candidate before he relocates. This allows the family to feel connected to the community and gives them a sense of local events and resources.
• Minimize relocation hassles by negotiating a discounted rate with a reputable relocation company that can be offered to all new physicians. Assist with scheduling and being available for carpet cleaning, appliance delivery, utility arrangements or other details of moving to a new residence.
• If the group or hospital has a special function or event (anniversary celebration, holiday party, office picnic), invite the candidate, spouse and if appropriate children. The price of paying for travel expense is minimal compared to the camaraderie that develops between the new physician and colleagues during these events.

Once the physician arrives your challenge is to keep not only the physician but the entire family happy.

• Keep the written and verbal promises and commitments that were made to the physician during the hiring process. Nothing discourages a physician more than not having initial promises honored.
• Institute an orientation program for the physician explaining the services available, office/hospital procedures, clinical pathways and practice guidelines. It should include an introduction to the staff, billing practices, coding and medical transcription procedures, employment benefits and payroll information.
• Provide a mentor for the new physician. This keeps the physician from feeling alone and allows a forum for the physician to ask questions, seek advice on practice operations and receive additional support.
• Don't forget the spouse. Assign a mentor to keep in touch with the spouse on a regular basis and invite them to informal lunches or activities. Be available to offer advice on dry cleaning, daycare, local bank services, babysitters and other local community information.
• Involve the physician in committee and board meetings and allow them to express their opinions, concerns and suggested improvements to the practice.
• Introduce the new physician to the community on both a personal and business level. Include both the physician and their spouse in both social and educational events as well as fundraisers. Send announcements to the local newspapers businesses and professional groups introducing the new physician to the area.
• Have a Physician Review Program in place that provides performance evaluations. This allows both management and physicians the opportunity to discuss any concerns, satisfactions and improvements that should be taken under consideration. This avoids any unpleasant surprises down the road.
• Be open with congratulating your new physician on a job well done!
• If management is making a policy chance, discuss the changes with the physicians prior to putting the plan in place to avoid unknown surprises to the physician.

With a good physician retention program you can greatly minimize the risk of unpleasant surprises or hearing the dreaded words "I am leaving the practice in four weeks". Continue to review and update your physician retention plan. Conducting physician satisfaction surveys can be extremely helpful in receiving important input to keep your retention program successful.