7 health systems finding success in physician recruitment, retention

Health systems across the nation face unprecedented challenges with staffing: ongoing physician shortages, rising burnout, and the persisting aftershocks of a public health emergency that reshaped care delivery. But several health care organizations are facing these challenges with innovative solutions and are finding ways to thrive. Their approaches differ—from creating stronger pipelines for new graduates to reimagining leadership and well-being—but they share a common goal of building environments where physicians feel valued, supported, and inspired to stay.

Recruitment and retention have become top strategic priorities in health care. Systems that once relied on reputation alone are now investing deeply in culture, mentorship and innovation to attract and keep top talent. They are also recognizing that meaningful progress requires listening to physicians and offering flexibility, professional growth and tangible well-being support to reduce administrative burdens and improve work-life balance.

As the leader in physician well-being, the AMA is reducing physician burnout by removing administrative burdens and providing real-world solutions to help doctors rediscover the Joy in Medicine®.

The following organizations—all part of the AMA Health System Member Program, which provides enterprise solutions to equip leadership, physicians and care teams with resources to help drive the future of medicine—show examples of such efforts to increase recruitment and stabilize retention. 

From rural hospitals to urban academic centers, these systems are proving that even amid workforce challenges, it is possible to recruit—and retain—dedicated physicians by making their work more purposeful, more sustainable, and better supported. Here’s how these leading health systems are meeting these challenges.

1. Bayhealth is leveraging community engagement to help bolster recruitment

   1. The patient population that Bayhealth serves in Central Delaware is growing rapidly. But recruiting physicians can be a challenge sometimes given that Bayhealth isn’t located near any of the state’s major metropolitan areas.
   2. “Our approach is to analyze where the biggest gaps are, because the needs are many, and then aggressively try to bring folks in to fill those gaps,” said John Fink, MD, MSHQS, Bayhealth’s vice president for quality and medical affairs.
   3. This calls for having the right resources to support physicians “so that when they come in, they can hit the ground running and, and get working,” he added. Read more about Bayhealth’s community-focused strategy for boosting recruitment and retention. 

2. CenterWell and Conviva Senior Primary Care are investing in education and leadership

   1. Fostering continual learning helps grow leaders and leads to retention of physicians. Lee Epstein, DO, witnesses such progress firsthand in his associate medical directors. 
      
      “These physicians showed the ability to provide excellent care for their patients. Once given the opportunity for leadership roles, they continue to provide the same level of care toward their patients and lead by example,” said Dr. Epstein, chief medical officer for Conviva Senior Primary Care in Palm Beach and the Treasure Coast of Florida. 
      
      By doing so, they inspire their teams to be the best physicians they can be. “Everyone on the team, especially their leader, is working towards optimizing patient outcomes. This instills a sense of pride and accomplishment,” Dr. Epstein said. 
      
      Physician education and leadership development also reduce burnout by breaking up the day and providing variety, he said. “Whether it is allowing our brain to shift from direct patient care to learning, or administrative duties, this varied routine can help clinicians reset and feel refreshed when switching from different task types.” Read on for more details about CenterWell’s strategic plans and how they are carried out. 

3. HCA Healthcare is offering training and support tools to ease burdens

   1. At HCA Healthcare, success with physician recruitment and retention is far more than a numbers game. It is the result of an approach fueled by listening, leadership and innovation.
   2. For the Nashville, Tennessee-based health system, that includes making use of augmented intelligence (AI)—also known as artificial intelligence—tools that reduce physician burdens, training more than 5,400 resident and fellow physicians across the nation, and embedding physicians in every facet of its business decision-making.
   3. With 190 hospitals, more than 2,500 care sites across 20 states, and care delivered by over 44,000 physicians, HCA Healthcare’s leaders are working to build something bigger than a top-notch physician workforce—they are on a mission to create a professional culture that works for doctors and delivers for patients. Find out more about HCA Healthcare’s sweeping and successful approach to encouraging retention through support. 

4. Ochsner Health brings in the physician's voice and focuses on well-being

   1. When it comes to recruitment, Ochsner Health faces the same enduring challenges as other health care organizations. There is a limited number of physicians and specialties in the different markets, observed Melissa M. Love, MA, Ochsner’s system vice president of professional staff services and the Office of Professional Well-Being. 
      
      Something special about Ochsner Health is its geography. Located on the Gulf Coast, Ochsner facilities are in the path of hurricanes. This reality can give some prospective hires and their families pause. None of these challenges have stopped Ochsner Health from becoming a high performer among health systems.
   2. As the demand continually changes for physicians in certain specialties, Ochsner Health has adapted its recruitment strategies to meet those needs. Discover how Ochsner is ensuring teams have tools and meaningful support to provide care at a high level, no matter the challenges they face.

5. Rush University System for Health focuses on innovation, mentorship and community

   1. At a time when physician burnout and workforce shortages are pressing concerns, Rush University System for Health’s ability to maintain and grow its team of exceptional doctors and other health professionals has become a model of resilience and innovation. 
      
      “We are driven by providing the highest quality care in the country with a focus on clinical excellence which is attractive to those considering joining the Rush team,” said Paul Casey, MD, senior vice president and system chief medical officer for Rush University System for Health. “The most important thing that impacts one's decision to stay at an organization is the culture of the team, and our culture emphasizes wellness as much as it does excellence.”
      
      This reputation acts as a beacon, drawing physicians who want to be part of something meaningful toward Rush University System for Health. Read more about how Rush’s mission in action fuels recruitment and retention.

6. Sanford Health is partnering with universities to elevate recruitment

   1. Like all health care organizations, Sanford Health has various recruitment needs that change annually, depending on retirement or turnover. But the general approach is to recruit high-quality physicians who have a connection to Sanford Health’s communities and region.
   2. While many recruits hail from the Midwest, others from outside the region “come here and don't realize what we have, and then they appreciate the quality of life it offers and stay,” said Joshua Crabtree, MD, chief physician at Sanford Health.
      
      Retaining staff is another key objective. 
      
      “We’ve got high-quality physicians, and we want to make sure—because there are opportunities all over the country—that they want to stay with us,” he added. Read on to learn about how Sanford Health is growing its numbers through educational pathways and a unique locum tenens program. 

7. Sutter Health is using learning opportunities to lessen physician turnover

   1. As the threat of a doctor shortage continues in the U.S., Sutter Health has managed to drive down its physician turnover rate from 9% to 2–3% over three years while reducing burnout and saving clinical time hours. Its strategy? Creating an ecosystem that fosters a culture of learning, growing, education, leadership and curiosity-driven research. 
      
      Several of its programs seek to encourage physicians to be leaders, not just locally but also at the department, hospital and system levels, creating a leadership journey for them and supporting them throughout, said Todd Smith, MD, an orthopaedic surgeon in Modesto, California, and chief physician executive for Sutter Health.
   2. Sutter Health focuses not only on its patients, but also on its people, looking for ways to support residents, fellows, physicians and other health professionals in their growth throughout their careers. Whether it's learning opportunities, or getting involved in graduate medical education, research or leadership, one of the things that sets Sutter Health apart is real commitment to physician leadership. Learn more about Sutter Health’s recruitment and retention strategies.

AMA STEPS Forward® open-access resources offer innovative strategies that allow physicians and their staff to thrive in the new health care environment. These resources can help you prevent burnout, create the organizational foundation for joy in medicine and improve practice efficiency. 

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