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7 Tactics for Minimizing Losses on Employed Medical Practices

Posted by Matthew Smith on Jan 8, 2013 11:10:00 AM

Written by Sabrina Burnett, Vice President, and Cami Hawkins, Managing Associate, Health Directions | Published by Becker's Hospital Review

Employed Physician PracticesHow much money do hospitals lose on employed physicians? According to the New England Journal of Medicine,operating shortfalls range from $150,000 to $250,000 per provider during each of the first three years of employment. But for many hospitals, these initial losses are just the tip of the iceberg. 

Mistakes that occur early in the physician employment process can add to hospital costs while decreasing long-term revenue. For example, poor financial modeling can mask future problems with practice expenses. Missteps in contracting and billing can reduce practice payments. Misaligned incentives can permanently suppress practice revenue. All told, these early mistakes can swell the total cost of physician employment. Hospitals that pursue even a modest employment strategy can easily lose several million dollars per year. 

How can hospitals avoid excessive financial losses? The solution is to create a comprehensive physician onboarding process that preventively addresses the main causes of high costs and low revenue. The following seven tactics will help hospitals minimize losses by effectively integrating newly employed physicians. 

(Please click on the button, below, to continue reading)

Topics: Clinical Integration, Employed Physicians, employed physician practices, Employed Medical Practices, Physician Practice Solutions, Physician Onboarding, Physician Practice Acquisition, Physician Employment Models

New Study: 68% of Surgeons Now Choosing Employment

Posted by Matthew Smith on Dec 21, 2012 11:29:00 AM

Archives of SurgeryA new study released by the journal, Archives of Surgery, reveals that the number of surgeons who reported having their own self-employed practice decreased from 48% to 33% between 2001 and 2009, and this decrease corresponded with an increase in the number of employed surgeons.

Sixty-eight percent of surgeons in the United States now self-identify their practice environment as employed.

Between 2006 and 2011, there was a 32% increase in the number of surgeon in a full-time hospital employment arrangement. Younger surgeons and female surgeons increasingly favor employment in large group practices. Employment trends were similar for both urban and rural practices.

According to the study, general surgeons and surgical subspecialists are choosing hospital employment instead of independent practice. The trend is especially notable among younger surgeons and among female surgeons. The trend denotes a professional paradigm shift of major importance.

Topics: Employed Physicians, employed physician practices, Physician Employment Models, Surgeons

5 Questions with an Employed Physician: Keys for Onboarding Success

Posted by Matthew Smith on Dec 5, 2012 11:32:00 AM

Employed PhysiciansThe trend of hospital physician employment continues and the process of transitioning a formerly independent practice is critical to the long-term success of the hospital/physician relationship. Once the “deal” is negotiated, legal contracts are drafted, signed, and executed, the process of physician “onboarding” begins. Onboarding involves all of the operational and cultural changes needed to adapt the practice to a larger organization structure and management mindset. Issues that seem minor or unimportant to hospital management may be extremely important to the recently employed physician.

Business Valuation Resources (BVR) recently interviewed two experts: Health Directions Physician Advisory Board member James P. Valek, MD, and Lucy Zielinski, VP, Health Directions, about some of the key components that make an onboarding process successful.

BVR: Can you provide an example of where a disconnect may occur in the hospital/physician relationship?

James P. Valek: Some hospital administrators do not understand the things that practicing physicians consider important. Ideally, the hospital administration and the doctors will sit down, discuss and agree on the details that make the doctors practice special. Here is an example of something that may seem silly, but it was important to me nonetheless: We had designed our office very thoughtfully and included a beautiful fish tank. This tank was specifically in place to reduce patient anxiety in the waiting area. One day, about nine months after the acquisition, a hospital administrator approached me and said, “Dr. Valek, we're taking out the fish tank. It’s not cost effective.” It was a done deal—no discussion. I was flabbergasted. The fish tank was a key feature in our office, and a lot of thought went into its placement because I valued its calming effect on patients; many of our patients over the years had commented on it, and I wanted to keep it. We ultimately kept the fish tank in place, but we could have avoided that entire situation with better upfront communication.

BVR: Who typically brings up these issues in a meeting?

Valek: Well, are there meetings? Typically, physicians rarely have meetings; they see patients. If physicians are lucky enough to be employed by an organization that actively wants to hear what they think, there would be meetings. If so, both parties bring up the issues. Administrators should not be afraid to tell doctors their specific concerns. However, administrators need to communicate in a style that works with doctors. Doctors are taught to be autonomous and patient care comes first. That may make us lousy team players, but if we are respected and listened to, it makes for easier negotiations.

Zielinski: In my experience, physicians are very interested in resolving problems, but often feel left out of any meaningful discussions and ignored. If given the chance, physicians will diagnose and think these problems through. If administrators are responsive, this will help strengthen physician relationships.

BVR: Is poor communication among administrators and physicians a deal breaker?

Valek: I've seen poor communication break down a deal, and situations were allowed to fester to the point where another party comes in and acquires that physician.

Again, it is important that hospitals acknowledge physicians’ most important needs, such as practicing styles. For example, for some physicians it's very important that they practice with the same medical assistant every day, because it is an important piece of their practice. Obviously, an administrator would want a one-size-fits-all program, but that can be difficult to achieve.

Zielinski: The hospital and the physician have to blend well as far as culture is concerned. Philosophy of care is important– how physicians treat patients; the volume of patients they see; what kind of patients they see; how long they spend with the patients. Is it a half-hour physical? Is it an hour physical? These types of questions are crucial because asking physicians to change their philosophy or how they practice is tough. You want to do that homework beforehand, because there's a honeymoon period and then the fun starts.

BVR: So how do you identify what's important and what's not during an acquisition?

Ziellinski: When I work with hospitals and physicians during an acquisition, I ask the physician, “What's important to you?” “How do you want to practice?” “What are some of your goals for the future?” “What's working now, and what's not working?” Factors that are becoming more important in setting expectations for physicians revolve around ACO participation and clinical integration requirements. Are the physicians motivated to participate in these programs? I get to the meat of those sorts of details and then ask myself “is this a good fit?” Because I want the acquisition to succeed for both parties– it has to be a “win-win.”

Valek: Doctors also want to understand the data administrators give them. There is rarely a situation where the hospital says, “Here's your monthly numbers and let's sit down and talk about them.” Some doctors just dismiss the reports because they don’t understand the data.

BVR: What does a hospital look for in a physician practice acquisition?

Zielinski: From a hospital's perspective, quality and productivity are important. In addition, many hospitals look for physicians who are leaders, because they will do a better job at leading the other physicians in the entire physician group. I see a lot more physicians who are involved in administrations and get stipends to be on committees, task forces, etc. The physician leader may be a practicing physician but also acts in an administrative way. Physician leaders help the other physicians through the whole process and assists with the transition and onboarding piece. In these situations, however, physician leaders should talk to the other physicians peer to peer, because the physician-to-physician relationship is important.

The hospitals need to consider all the operational aspects of the practice. How is the practice currently operating? What will change once they become a hospital employee? Here's an example: If the physician performs a professional courtesy for a patient—which they shouldn't be doing—but if they're treating patients a certain way, or discounting, that will change. If they're charging patients who don't have insurance $20 for a visit, that may change and the whole dynamic of the operation changes.

Valek: That’s true. Hospitals want to look at finances during the onboarding process. For example, most doctors in private practice use as many ancillary services as they can to generate income. However, once the physicians become employed that income disappears and revenues drop.

Zielinski: HR is another important piece to consider. What kind of the benefits will the physician employees receive? How are vacations and time off structured? What is and isn’t permitted at the work site? What other policy and procedures exist? These are important questions that need to be addressed early on before the ink is put to paper.

Even after the formal onboarding process is completed, the need for ongoing communication with the physician is important. In a sense, the onboarding process never ends if the goal is to have a successful employed physician relationship.

Topics: Employed Physicians, employed physician practices, Hospital Physician Employment, Physician Onboarding, Onboarding, Physician Employment Models

Top 9 Physician Recruitment Perks Offered (Other Than Salary)

Posted by Matthew Smith on Nov 29, 2012 11:05:00 AM

Physician RecruitmentSalary is the most basic component of any physician recruitment and compensation package, but what are the most common benefits outside of salary that hospitals and practices offer physicians? 

According to Merritt Hawkins' 2012 report of physician recruiting incentives, there are several primary perks, including signing bonuses and payment for continuing medical education. Here are nine of the most common benefits, based on the study's examinations of physician job searches last year.

1.    Malpractice insurance (offered in 99% of searches)
2.    Pay for continuing medical education (98%)
3.    Health insurance (97%)
4.    Relocation allowance (95%)
5.    Retirement benefits (82%)
6.    Signing bonus (80%)
7.    Disability (75%)
8.    Education forgiveness (26%)
9.    Housing allowance (5%)

Strategic Provider Planning, Specialty Mix

Topics: Employed Physicians, employed physician practices, Physician Practice Solutions, Physician Recruitment, Physician Onboarding, Physician Acquisition, Physician Acquisition Strategy, Physician Practice Acquisition, owned physician practices, Physician Employment Models

AMA Develops Guidelines for Physicians Entering Hospital Employment

Posted by Matthew Smith on Nov 13, 2012 1:00:00 PM

Hospital Physician EmploymentThe American Medical Association during its semi-annual policy meeting has adopted guidelines for physicians entering into contractual employment arrangements.

With physicians increasingly becoming hospital employees, almost a third of final year residents now list hospital employment as their first choice of practice setting, according to the association. The hospital physician employment guidelines cover such areas as conflicts of interest, advocacy, contracting, hospital-medical staff relations, performance evaluations, and compensation.

Under the conflicts of interest guidelines, for instance, employed physicians should be free to vote, speak and advocate on any matter regarding patient care interests, the profession, health care in the community and independent exercise of medical judgment, according to the association. “Employed physicians should not be deemed in breach of their employment agreements, nor be retaliated against by their employers, for asserting these interests.”

A contracting provision spells out the rights that AMA believes patients and physicians have when a physician leaves an organization, including rights to medical records:

“When a physician’s employment status is unilaterally terminated by an employer, the physician and his or her employer should notify the physician’s patients that the physician will no longer be working with the employer and should provide them with the physician’s new contact information. Patients should be given the choice to continue to be seen by the physician in his or her new practice setting or to be treated by another physician still working with the employer.

“Records for the physician’s patients should be retained for as long as they are necessary for the care of the patients or for addressing legal issues faced by the physician; records should not be destroyed without notice to the former employee. Where physician possession of all medical records of his or her patients is not already required by state law, the employment agreement should specify that the physician is entitled to copies of patient charts and records upon a specific request in writing from any patient, or when such records are necessary for the physician’s defense in malpractice actions, administrative investigations, or other proceedings against the physician.”

The employment and contractual guidelines are available here.

Strategic Provider Planning, Specialty Mix

Topics: Employed Physicians, Hospital Employment, Hospital Physician Employment, Physician Recruitment, Physician Employment Models

More Wyoming Doctors Opting for Physician Employment Model

Posted by Matthew Smith on Oct 23, 2012 12:26:00 PM

By Becky Orr, WyomingNews.com  [email protected]

physician employmentThe days of doctors owning their practices soon may be as rare as house calls and low-cost care. More independent doctors across the U.S. now work for hospitals.

The trend is happening in Cheyenne too, as more doctors are joining the staff of Cheyenne Regional Medical Center through its Cheyenne Regional Physicians Group. Doctors say joining a hospital’s staff enables them to focus on medicine without worrying about the business headaches.

Merritt Hawkins, a national doctor recruiting group, surveyed medical residents across America in 2011. It found that only 9 percent said they were ready for the business side of a practice. Hospitals benefit from the recent trend because they can treat more patients and make more money. Doctors who work for hospitals can refer patients to these hospitals for tests and procedures.

Hiring doctors also helps hospitals compete with outside health-care systems. Doctors can provide the medical care that patients need to stay in their communities. But critics warn the trend may raise patient costs and fees. They say it creates monopolies and could hurt the bond between doctors and patients.

The trend shows no signs of slowing down. In just two years it is predicted that hospitals will account for more than 75 percent of all new doctor hires in America, Merritt Hawkins reports. Five years ago, about 25 percent of the country’s doctors were employed by hospitals or large physician businesses, said Dr. John Lucas, chief executive officer at Cheyenne Regional Medical Center.

Now 50 percent work for hospitals. In three or four years, about 75 percent will do so, he added. "The days of the independent doctor who’s fully autonomous are pretty much coming to a close,” Lucas said. CRMC’s Cheyenne Regional Physicians Group employs doctors who once were in private practice. It also hires new doctors to the area to fill medical specialties that the community needs.

Only a few doctors joined the group when it started a few years ago. But by fiscal year 2013, 55-75 doctors n about 40 percent of Cheyenne’s physicians n likely will work for the group.

Why they join

Judy Newton of Cheyenne is retired from a career in health care. She worries about the hospital acquiring doctors who once had their own practices and says it has affected Cheyenne.

“A tremendous amount of good doctors left town because of what’s happening,” she said. “I can tell you that it seems to demoralize them.” She was speaking of doctors who left private practice.

“They are now at the beck and call of the board of the hospital and can be fired,” she said. “When they had their own practice, it was their practice,” she said. Patients could have fewer choices for health care if more doctors work for the hospital, Newton added. “If you only have one cardiology unit and it all belongs to the hospital,” choice is limited, she said.

Cheyenne Regional is not forcing doctors out of private practice, Lucas said. Nor is it trying to get all of the city’s independent doctors under its control, he added. Instead, doctors are asking the hospital to hire them, said Paul Panico, the hospital’s executive vice president and chief operating officer.

About 70 to 80 percent of new doctors in America want to work for hospitals or health systems, he said. Their reasons include uncertainty over health-care reform and reimbursements from Medicare and other insurers.

New doctors also seek hospital employment to give them more normal hours and time for family, Lucas said. Many times doctors find that their reimbursements from Medicare are cut, Lucas said. “Their reimbursement is better if they work under the hospital’s umbrella,” he added. Many doctors start their careers with medical school debts up to $250,000. They don’t want added debt from setting up a private practice, Lucas said.

The Cheyenne Children’s Clinic formed 42 years ago and joined the hospital group in 2009, said Dr. William Horam, one of its pediatricians. The transition from private practice took five years and wasn’t entered into lightly, he added. It began when the practice tried unsuccessfully to hire another doctor. Prospects were not interested because the practice couldn’t pay enough. The clinic joined the hospital and has since hired four pediatricians. It now has 10 pediatricians, one midlevel physician’s assistant and a nurse practitioner.

“We became competitive,” Horam said, adding that the hospital provided financial stability. “We see that we are aligned with a health system that enables us to have a very good quality of care for our patients.” The then-private practice wanted to be part of an electronic medical records system. But the $400,000 cost was out of reach. CRMC is creating a system now that the Children’s Clinic and others can use.

Health-care reform

“Our strategy in Cheyenne is to achieve clinical integration,” Lucas said. That means doctors and the hospital must communicate better. Doing so will help stop duplication of care. The federal Affordable Care Act is a large driver of the changes under way in medicine. But even if the act is repealed, health reform will move ahead, Lucas said. Panico added that there will continue to be pressures to reduce costs. Explained Lucas, “We want doctors to sit at the table with us to make sure the community needs are being met.

“Our goal is to have high levels of physician engagement and satisfaction. We want to support the doctors. That’s the ultimate objective, whether they are employed or independent.

“We want this to be viewed as a great community to work in for doctors.” The hospital does not want to be the doctors’ boss, Lucas said. “We want them to be our partners,” he added. It costs hundreds of thousands of dollars for CRMC’s physician group to hire a new doctor, he said. But the hospital also helps private doctors add physicians. “We’ve been doing that for years,” Lucas said.

Before it can help a private practice, CRMC must get approval from the federal government, based on community need. The hospital provides sign-on bonuses for new doctors at private practices that it has helped, along with about $90,000 to help pay medical school loans.

It does the same when it hires doctors. “We’ve got to be working together to provide the best quality at the lowest possible cost because the country’s going bankrupt with the health-care system,” Lucas said. Do fees rise?

Having doctors on the hospital payroll should mean lower patient costs because expenses are spread over a larger patient base, officials say.

But doctors joining hospitals actually can increase patient fees, according to the Aug. 27 Wall Street Journal. An article focused on a patient who had a routine echocardiogram at his cardiologist’s office. He found that a second test cost four times as much as the first exam he had just six months earlier.

The first test cost $373; insurance paid $1,605 for the second. The tests were the same, given at the same office by the same cardiologist. But the private practice had sold to a hospital system between the first and second test.

The difference in payments has to do with how Medicare reimburses hospitals and doctors for outpatient services under Medicare Part B, said Alison Szot in an email. She works for Medicare News Group, an online agency that provides information about Medicare to the public. She wrote that when a hospital acquires a physician’s practice, the practice can be classified as part of that hospital’s outpatient department. That “enables the hospital to be reimbursed by Medicare at a higher rate for office visits,” she added. Medicare pays a doctor at a freestanding practice based on a doctor fee schedule. It pays a facility fee to the hospital and a reduced fee for the physician’s services, she wrote. “The combined fees paid for visits to hospital-based practices can be much higher than rates paid to freestanding practices, as the WSJ piece reported,” Szot said.

Lucas agreed that hospitals can make more money by charging a facility fee. But CRMC does not plan to use this approach, he said. “We’re not going to do anything to cause prices to go up,” he added. “We’re a public hospital here. We’re not about making money for Nashville or Wall Street. We’re about producing value to our community members.”

Rulon Stacey, president of University of Colorado Health (formerly Poudre Valley Hospital System), said Medicare allows hospitals to get higher reimbursements. “But those things are going away quickly,” he said. “We don’t expect that those will be available in the long term.”

Facing competition

The local hospital faces competition from other health-care systems, notably from Fort Collins, Colo. “All we can do is run a good system,” Lucas said. “Our goal is to keep patient care here where it is appropriate. “We want to support the doctors. That’s the ultimate objective, whether they are employed or independent.”

The changes are “massive, monumental and painful,” Lucas said. “Not everyone is happy about it,” he added, but he noted that the hospital is not the cause of the change. “We’re just trying to do a good job to make sure that we’re sustainable.

“If we don’t do all these things, we won’t be sustainable. We’ll have to hand over the keys to somebody that can get all this done, which is not what the community wants. I think our community wants local control of the delivery system.”

Topics: Employed Physicians, Hospital Employment, Hospital Physician Employment, Physician Practice Solutions, Physician Onboarding, Family Physicians, Physicians, Physician Employment Models

Revenue Cycles of Employed Physician Practices: Questions to Ask

Posted by Matthew Smith on Oct 19, 2012 9:13:00 AM

Employed Physician PracticeAsking the following questions can help healthcare leaders evaluate the revenue cycle strengths and weaknesses of employed physician practices.

Scheduling

  • Does the practice verify insurance info (using batch eligibility) prior to appointments?
  • Are the patients informed of payment expectations prior to arrival for their appointment?

Registration/Check-in

  • Is the staff trained to collect co-pays, deductibles and past-due balances at check-in?
  • Does the practice have a written financial policy that is provided to all patients?

Coding

  • Does the practice verify coverage for specific services?
  • Does the practice update procedure and diagnosis codes annually, as well as perform a coding audit?

Charge Capture/Claim Submission

  • Does the practice capture 100% of office and hospital charges?
  • What is the lag time from date of service to date of claim submission?
  • Are claims submitted daily?

Cash Application

  • Does the practice use electronic funds transfers (EFTs) and electronic remittance advices (ERAs)?
  • Does the practice load payer allowables and track payment variances?

Denial Processing

  • Does the practice track denials?
  • Does the practice monitor write-offs and have an appeals process?

Accounts Receivable Follow-up

  • Does the practice follow up on all outstanding balances: payer and patient?
  • Does the practice have a dashboard report that is reviewed monthly and compared to industry standards?

Topics: Employed Physicians, employed physician practices, Revenue Cycle, owned physician practices, Physician Employment Models

Q&A with James Valek, MD: Keys for Successful Physician Onboarding

Posted by Matthew Smith on Oct 17, 2012 11:01:00 AM

Q&AThe trend of hospital physician employment continues and the process of transitioning a formerly independent practice is critical to the long-term success of the hospital/physician relationship. Once the “deal” is negotiated, legal contracts are drafted, signed, and executed, the process of physician “onboarding” begins. Onboarding involves all of the operational and cultural changes needed to adapt the practice to a larger organization structure and management mindset. Issues that seem minor or unimportant to hospital management may be extremely important to the recently employed physician.

Business Valuation Resources (BVR) recently interviewed two experts, Health Directions Physician Advisory Board member James P. Valek, MD, and Lucy Zielinski, VP, Health Directions, about some of the key components that make an onboarding process successful.

BVR: Can you provide an example of where a disconnect may occur in the hospital/physician relationship?

James P. Valek: Some hospital administrators do not understand the things that practicing physicians consider important. Ideally, the hospital administration and the doctors will sit down, discuss and agree on the details that make the doctors practice special. Here is an example of something that may seem silly, but it was important to me nonetheless: We had designed our office very thoughtfully and included a beautiful fish tank. This tank was specifically in place to reduce patient anxiety in the waiting area. One day, about nine months after the acquisition, a hospital administrator approached me and said, “Dr. Valek, we're taking out the fish tank. It’s not cost effective.” It was a done deal—no discussion. I was flabbergasted. The fish tank was a key feature in our office, and a lot of thought went into its placement because I valued its calming effect on patients; many of our patients over the years had commented on it, and I wanted to keep it. We ultimately kept the fish tank in place, but we could have avoided that entire situation with better upfront communication.

BVR: Who typically brings up these issues in a meeting?

Valek: Well, are there meetings? Typically, physicians rarely have meetings; they see patients. If physicians are lucky enough to be employed by an organization that actively wants to hear what they think, there would be meetings. If so, both parties bring up the issues. Administrators should not be afraid to tell doctors their specific concerns. However, administrators need to communicate in a style that works with doctors. Doctors are taught to be autonomous and patient care comes first. That may make us lousy team players, but if we are respected and listened to, it makes for easier negotiations.

Zielinski: In my experience, physicians are very interested in resolving problems, but often feel left out of any meaningful discussions and ignored. If given the chance, physicians will diagnose and think these problems through. If administrators are responsive, this will help strengthen physician relationships.

BVR: Is poor communication among administrators and physicians a deal breaker?

Valek: I've seen poor communication break down a deal, and situations were allowed to fester to the point where another party comes in and acquires that physician.

Again, it is important that hospitals acknowledge physicians’ most important needs, such as practicing styles. For example, for some physicians it's very important that they practice with the same medical assistant every day, because it is an important piece of their practice. Obviously, an administrator would want a one-size-fits-all program, but that can be difficult to achieve.

Zielinski: The hospital and the physician have to blend well as far as culture is concerned. Philosophy of care is important– how physicians treat patients; the volume of patients they see; what kind of patients they see; how long they spend with the patients. Is it a half-hour physical? Is it an hour physical? These types of questions are crucial because asking physicians to change their philosophy or how they practice is tough. You want to do that homework beforehand, because there's a honeymoon period and then the fun starts.

BVR: So how do you identify what's important and what's not during an acquisition?

Ziellinski: When I work with hospitals and physicians during an acquisition, I ask the physician, “What's important to you?” “How do you want to practice?” “What are some of your goals for the future?” “What's working now, and what's not working?” Factors that are becoming more important in setting expectations for physicians revolve around ACO participation and clinical integration requirements. Are the physicians motivated to participate in these programs? I get to the meat of those sorts of details and then ask myself “is this a good fit?” Because I want the acquisition to succeed for both parties– it has to be a “win-win.”

Valek: Doctors also want to understand the data administrators give them. There is rarely a situation where the hospital says, “Here's your monthly numbers and let's sit down and talk about them.” Some doctors just dismiss the reports because they don’t understand the data.

BVR: What does a hospital look for in a physician practice acquisition?

Zielinski: From a hospital's perspective, quality and productivity are important. In addition, many hospitals look for physicians who are leaders, because they will do a better job at leading the other physicians in the entire physician group. I see a lot more physicians who are involved in administrations and get stipends to be on committees, task forces, etc. The physician leader may be a practicing physician but also acts in an administrative way. Physician leaders help the other physicians through the whole process and assists with the transition and onboarding piece. In these situations, however, physician leaders should talk to the other physicians peer to peer, because the physician-to-physician relationship is important.

The hospitals need to consider all the operational aspects of the practice. How is the practice currently operating? What will change once they become a hospital employee? Here's an example: If the physician performs a professional courtesy for a patient—which they shouldn't be doing—but if they're treating patients a certain way, or discounting, that will change. If they're charging patients who don't have insurance $20 for a visit, that may change and the whole dynamic of the operation changes.

Valek: That’s true. Hospitals want to look at finances during the onboarding process. For example, most doctors in private practice use as many ancillary services as they can to generate income. However, once the physicians become employed that income disappears and revenues drop.

Zielinski: HR is another important piece to consider. What kind of the benefits will the physician employees receive? How are vacations and time off structured? What is and isn’t permitted at the work site? What other policy and procedures exist? These are important questions that need to be addressed early on before the ink is put to paper.

Even after the formal onboarding process is completed, the need for ongoing communication with the physician is important. In a sense, the onboarding process never ends if the goal is to have a successful employed physician relationship.

Topics: Employed Physicians, employed physician practices, Hospital Physician Employment, Physician Onboarding, Onboarding, Physician Employment Models

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