physician demographics and related concerns . Additionally , administrators should be aware of policies that can create specific effects , such as those that allow physicians to opt out of taking emergency call after reaching either a threshold number of years on staff or a threshold age . In this example , the call burden is shifted to younger / newer physicians .
These are only a few of the considerations hospitals and physician leaders should be mindful of when conducting succession planning . Other considerations include financial / budgetary , medical group structure , physician impairment , and potential legal issues .
Establishing the Plan So , what does an effective planning process look like ? The following steps are recommended for administrative and physician leaders :
• Evaluate physician succession risks in the context of community needs . Develop a robust work force plan rather than just counting the number of physicians needed in the market . Even if the market has the right balance of physician specialties , it might not represent the right mix with regard to organizational culture , work style , and clinical hour expectations .
“ Succession risk in the medical field is very real and will continue to increase during the coming years .”
• Consider the status of the current market supply . Evaluate whether your practice could redistribute patients in the wake of a physician departure , or if the group would be at risk of being under-staffed .
• Focus on service line planning rather than individual replacements . Shift the focus to an organizational level in order to evaluate risks more broadly and allow physicians to be more open and engaged on the topic .
• Develop a strong Medical Staff Development Committee . Provide a formal avenue for succession planning to become part of the organizational culture .
• Engage proactively with hospital leaders . For hospitals where succession planning is not yet part of workforce planning , physician leaders should be proactive in signaling to administrators that their practice is actively addressing the issue . Additionally , practices should pursue any financial assistance the hospital may provide for recruitment efforts .
Succession risk in the medical field is very real and will continue to increase during the coming years . Preparation starts with proactively planning to ensure smooth transitions for physicians and patients alike . Taking a community-focused approach that addresses service line needs rather than targeting individual physician replacements allows physicians to engage in the process while ensuring community needs are met . ■
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