Business Solutions: Is Medicine Still a Calling? Insights from Physician Purpose and Satisfaction
Download MP3Well, hi, everyone. I'm Daniel Williams, senior editor at MGMA and host of the MGMA Podcast Network. We are back with another MGMA business solutions podcast, and we have returned guest, and I'm so excited about that. So first of all, we're gonna be discussing a new report from Jackson Physician Search and LocumTenens.com. The title of this is Is Medicine Still a Calling?
Daniel Williams:I love that title. The report is based on responses from more than 1,200 physicians and advanced practice providers, and it looks at how clinicians today view purpose satisfaction in their work. So joining us today, return guest, as I said earlier, Helen Falkner, Regional Vice President of Recruiting at Jackson Physician Search, and Doctor. Miechia Esco, chief medical resource officer at LocumTenens.com. First of all, welcome to you both.
Dr. Miechia Esco:Thanks, Danielle. Great
Daniel Williams:to you.
Dr. Miechia Esco:It's good to be back.
Daniel Williams:It's great having y'all back here, so thank you so much for that. So to start us off, let's talk about this report. It raises the central question, is medicine still a calling? I love that title. I wish we could trademark that.
Daniel Williams:That's awesome. I love that. So this is seen through the voices of clinicians. We see a complex but revealing picture. Doctor Esco, let's just start with you.
Daniel Williams:Give us an overview of what led to this research, and then if you wanna pass it on to Helen, I'd like to hear from both of y'all what your original involvement was with this project.
Dr. Miechia Esco:Yeah. So just a little bit of, background. You know, JPS and LTE.com are always looking at medicine and staffing through a very broad lens. And so it's not only just to understand staffing, but to really understand those are that are the real fiber of the industry, which is the physicians and APPs. So through that lens that, you know, we're always looking for creative ways and really thoughtful and meaningful ways to understand, you know, how we interact and, you know, how the physicians are doing.
Dr. Miechia Esco:So we look at the concept of purpose in medicine and how physicians feel about it. And then the light of mounting systemic challenges, you know, shrinking margins, m and a, tech and EMR, productivity demands, and, you know, for sure, burnout and moral injury, we took a step back and said, hey, let's think about is medicine still a calling? What do you think, Helen?
Helen Falkner:Yeah. I mean, really to echo what doctor Esco, what you've said, especially on the physician recruiting side, we're always very interested in understanding provider attitudes. And we've conducted studies in the past that explore provider thoughts on things like compensation, work life balance, burnout, onboarding, retirement, and other key retention factors. And with this study, we really wanted to understand the overall perception of medicine as a calling and specifically to understand provider sense of purpose. And, you know, I think not only does purpose have a profound impact on a person's overall well-being, but it can also significantly boost job satisfaction.
Helen Falkner:And when a provider feels their work is meaningful and it aligns with their personal values, they tend to be more engaged and motivated. And, you know, in a in a market where we're in a growing position shortage, those are all really important considerations when looking at provider retention and recruitment.
Daniel Williams:With that said, so we've talked about the purpose, the origin of it, but now let's talk about the results. So, Helen, I'll start with you. Was there anything that surprised you, once you got the results back?
Helen Falkner:No. So, you know, given my experience as a not just a physician recruiter, and I've been doing this for fourteen years, but also as the daughter of a physician, the results were really unsurprising. The report emphasizes what I hear so often from providers, the fact that a reduction in administrative burdens, improving work life balance, fostering peer to peer connections or mentorship opportunities are really key drivers for physician satisfaction, which leads to better engagement, and that contributes to improved patient care. So, there was not a lot that I was surprised by, and I was actually really pleased to see that 77% of providers surveyed, said the positives of practicing medicine still outweigh the negatives.
Daniel Williams:Wow. Okay. Doctor. Esco, as a clinician and your insight, anything surprise you or that you found interesting from the results?
Dr. Miechia Esco:You know, I agree with Helen. There wasn't a lot that surprised me, but something that I really kind of tuned into was the generational differences, particularly with the baby boomers. Because, you know, as a practicing, locum vascular surgeon, I run into lots of baby boomers along my way. And it's surprising that such a high percentage had a five out of five passion, purpose, motivated, would do it again once, you know, everyone around them to be a physician. And so I think there's a lot we can learn from our baby boomers.
Dr. Miechia Esco:You know, they're masters at navigating challenges. They've seen it all. They've been there and done that, but they still remain deeply rooted to the craft. So, I think it made me kind of take a step back and look at their trajectory and their journey and their experiences a little bit deeper.
Daniel Williams:Okay. Dr. Esco, you brought up a term there. You said they'll have a passion for medicine when they get started. The report shows that for many, can fade over time.
Daniel Williams:Talk about that either through your own experiences or through what you've seen in the report itself and help us understand that.
Dr. Miechia Esco:Yeah. So the study showed that almost fifty percent kind of across the board had some degree of feeling that their calling was was weaker than initially. You know, the study, we looked at also what those initial motivating factors for going into medicine were. You know, the top two were helping others and kind of the intellectual challenge, you know, the scientific pursuit. So if you think about it, as time goes on, when the ability to fully carry out those two, you know, spending time with patients, spending time just, you know, learning about, you know, new medicine, new technology, just because of the day to day demands.
Dr. Miechia Esco:When that becomes diluted, so does the sense of calling. I think, that's likely the reason we're seeing that. I don't think if we kind of at a purist standpoint took a look back, it would necessarily be that high. But I think what's happened is, you know, our primary motivating factors becomes diluted, so it becomes more challenging.
Daniel Williams:Having heard that, Helen, and been involved with the research as well, what can organizations do then to help align what physicians are looking for when the organizations are in that hiring mode? What can they do to help align to ensure that that passion, that drive, that purpose doesn't fade, that people really feel that fulfillment in working for their organizations?
Helen Falkner:I think there's a number of ways for organizations to better align. To me, if I had to put put it into four buckets to improve alignment, I would say number one, it's engaging in open and ongoing dialogue with providers to better understand what drives and fills them professionally. That insight allows organizations to tailor roles or practice environments to better meet their clinicians' core needs and values. I think second would be creating a culture of support. So beyond recruitment, and we have done some studies on the importance of onboarding, and it's even beyond the onboarding, but ensuring that providers feel genuinely supported in their roles.
Helen Falkner:This could be through things like accessibility to leadership, professional development opportunities, having the conversation about work life balance. I think those are, you know, all really important contributors to long and retention. Third would be leveraging mentorship. The report talks about this, know, mentorship comes up a lot as a as a theme throughout the report. And assigning a mentor within the organization not only strengthens the onboarding process for new providers, but we've seen it lead to better long term engagement.
Helen Falkner:It fosters a sense of belonging and support and purpose. And then finally would be the setting of realistic expectations. And what I mean by that is it's important to acknowledge that utopia doesn't exist, in medicine or in any other profession, and no opportunity or candidate is a perfect match, which is why it's so important to engage in that open dialogue. I would encourage both providers and administrators to aim for what I call the 70% mindset. Meaning that if 70% of or more, hopefully, of key priorities for both sides are met, that should be enough to lay a good foundation for the two parties to align on purpose and long term fit.
Daniel Williams:Thank you for that. Dr. Esco, I want to go back to that quote y'all shared that 77% of clinicians said the positives of the job still outweigh the negatives. So when we put that into perspective and we think about really challenging times when stuff gets difficult, when it gets really challenging, when there's friction or lack of joy on the job, what can help clinicians stay connected to their purpose in these really difficult situations?
Dr. Miechia Esco:Yeah. I just want to it kind of touches on what Helen was speaking about. And it's important that our institutions have a strong culture and very kind of defined goals that are very clear about their mission. That creates a significant change in how the physician can maneuver in that environment and carry out their calling. So when the study says seventy seven percent positive outweighs the negatives, it's really understanding and creating that environment.
Dr. Miechia Esco:And I'm sure that those environments are supportive to allow the clinician to have interactions, those relationships with work life balance, giving time for intellectual pursuit and problem solving. And ultimately, you know, physicians and APPs, particularly physicians are deeply connected to the Hippocratic Oath. And in that oath, we have a commitment to service and well-being of others and to science and intellectual pursuit. So being able to carry out those things that we kind of made the oath to in a supportive environment that's open and understanding, I think is the key. And that's why the positives cannot weigh the negatives.
Daniel Williams:Yeah. Helen, one of the issues can be if there's a disconnect, if there's unhappiness for that 23%, what are ways that health care organizations can help support that connection, to help support those clinicians so they know that they're connected to the organization, to their patients, to their calling.
Helen Falkner:Yeah, and at risk of sounding like a broken record,
Daniel Williams:I think
Helen Falkner:things like a good mentorship program, opportunities for professional growth, and making sure that provider providers feel heard and supported. I think about some of the long standing relationships that I have with with clients that I've recruited for for a long time and and what makes those organizations successful. And they really have those three things in common. They have some sort of mentor program or peer to peer program. There are a lot of opportunities for professional involvement outside of just the day to day clinical care.
Helen Falkner:They have active programs to try to lift their physicians, those interested into leadership roles. And then, you know, that all, contributes to making physicians and advanced practice providers feeling more heard and like they actually have a voice in their practice. And then the work life balance, that's continues to be a buzzword.
Daniel Williams:Yeah.
Helen Falkner:And, you know, these organizations also recognize that more and more providers are placing a higher prioritization on work life balance. And I think when institutions can be flexible and mindful of that, it goes a long way. And then again, you know, just you add in giving clinicians a voice in decisions and helping them lean into what they love, like teaching or leadership, those can also help drive engagement.
Daniel Williams:Okay. I've got a few more questions for y'all. So Dr. Esco, the report showed that certain specialties, behavioral medicine and women's health, reported higher purpose, higher sense of calling than some other specialties there. What can other clinicians learn from the results that were shown?
Daniel Williams:What's happening in those particular specialties?
Dr. Miechia Esco:That's right. So behavioral health was sixty three percent and women's health was seventy percent that all had, you know, strong sense of purpose and passion, would do it again and even, you know, encouraging others to go into medicine. If you take a step back and look at those specialties, they have a very deep human connection at a person's most vulnerable time. And these are times that can change the trajectory of their lives. And, you know, as Helen has said, I hate to sound like a broken record, but it goes back to those patient interactions, having, the connection to others, you know, being vulnerable.
Dr. Miechia Esco:You know, another part of the study, connection is the cornerstone of sustained sense of calling, passion, purpose, retention, everything. So I think the reason why those specialties show that is because they have that connection.
Daniel Williams:I want to stick with that topic. Were talking about connections made with patients. So Helen, I want to direct this to you. The report does show, and it makes sense, that clinicians, physicians, they want to have that connection with patients. There are things that get in the way.
Daniel Williams:We know some of these, the administrative tasks, the pajama time, all these things are doing so many things besides that face to face time or that time working with patients. What can organizations do to help support physicians so that they will have that bandwidth, that space to be able to provide the best care and quality care for patients?
Helen Falkner:Yeah, I mean, it's no secret that over the past decade, the amount of time that physicians spend on administrative responsibilities has almost doubled. And the increased burden, I mean, it significantly impacts a provider's ability to focus on patient care and does continue to be a key contributor to burnout. I look at my own father who's a boomer physician. He's within the last few years of his career. And listening to some of his complaints over the years, it's never about patient interactions or the patient care.
Helen Falkner:It's always centered on the pajama time.
Daniel Williams:Yeah.
Helen Falkner:And the amount of time that he has to spend on charting and documentation, which think in a sense is at times maybe pulls away from the joy of practicing medicine. And I think one of the best things that organizations can do is to try to take as much of that administrative burden off of clinicians as possible. So things like better support staff, improved workflows, using technology to streamline charting and documentation, so that providers can actually spend time with patients solving problems, building relationships, doing the things that they came into medicine, the reason that they came into medicine can allow clinicians to feel more connected to their purpose. And then creating team based care models where clinicians are supported by nurses, scribes, other support staff, where that frees them up to be able to focus again on what they do best, which is providing excellent patient care.
Daniel Williams:Okay. I have one more question and I want to hear from both of you. I had it to touch on mentoring, but we've already touched on mentoring a good bit. If there's even a deeper conversation about mentorship, I'd love to hear that. But I'd also offer you both a blank canvas if you had a major takeaway that you'd wanna share with this MGMA audience.
Daniel Williams:So, Helen, I'll start with you. It can be on mentorship or you can go in a different direction as well that you think can be most impactful to our medical practices out there.
Helen Falkner:Yeah, I can touch on the mentorship because I think it's important to acknowledge that mentorship works the best if it's real. And organizations need to be intentional when creating mentorship programs and making sure that they're taking care to match clinicians based on shared interests or goals. And it should be more than just who raises their hands to participate. And also providing some structure in the relationship to guide conversations while still encouraging the relationship to grow naturally. Organizations need to focus on building real connections, and I think that will help contribute to helping their providers feel or continue to feel a great sense of purpose.
Helen Falkner:And I am optimistic about the report, because while medicine does remain to be a deeply meaningful profession, but people, physicians, still are engaged. And I think that if as organizations, if organizations can continue to focus on reducing administrative burdens, looking at and prioritizing working with their providers on work life balance, we can keep providers motivated and engaged in their work.
Daniel Williams:Okay, thank you. And Dr. Esco, I wanted to let you have the final word here. Same thing, you can speak on mentorship or use this to talk about other aspects of the report and what you saw in it.
Dr. Miechia Esco:Yeah. Just a few things. I I agree. You know, with mentorship, you know, and the study showed, and this is also something organizations can do, is to really look at support across generations. You know, organizations can foster those relationships to create, you know, to have creative, flexible and transitional staffing models.
Dr. Miechia Esco:So if you have a baby boomer that's looking at transitioning out to retirement within five years, you know, really focusing on partnering with a younger physician. I think those are really key things. One thing I think, if nothing else is taken away from the study, yes, medicine is still a calling. And the two things that physicians, really thrive on are patient interactions and intellectual pursuit. So in the ecosystem of your organization, how can you really foster that and really honor and protect, the physician patient relationship, I think that's, that's a start to really making things much better.
Daniel Williams:Alright. Well, Dr. Esco, Helen Falkner, thank you so much for joining us on the MGMA podcast today.
Dr. Miechia Esco:Thank you, Danielle. Thanks, Danielle.
Daniel Williams:All right, everyone. That is going to do it for this episode. I do want to bring up again the research paper is titled Is Medicine Still a Calling? We will provide a direct link to that in the episode show notes. We'll also create an article that you can read the highlights of this conversation.
Daniel Williams:We'll provide a link there as well, and you can just find it by going to mgma.com and searching there. So until next week, thank you all for being MGMA podcast listeners.
