Recruitment and Retention for Rural Health Facilities
Rural communities often face challenges in maintaining an adequate health workforce, making it difficult to provide needed patient care or to meet staffing requirements for their facilities. Therefore, rural healthcare facilities need to be proactive and strategic about recruiting and retaining personnel.
Recruitment focuses on attracting current health professionals and students to open positions or to future positions. Retention focuses on keeping healthcare professionals employed in their healthcare facilities and communities.
Successful recruitment and retention practices can minimize the number and duration of staff vacancies, which can, in turn, save money, improve quality of care, and ensure that services are provided in the community.
This guide covers recruitment and retention issues including:
- Strategies and incentives to help communities attract healthcare providers
- Organizations and programs that support physician recruitment and retention
- Statistics on vacancies in rural areas
- Information on compensation, benefits, and incentives that rural facilities might offer to potential employees
Frequently Asked Questions
- Where can rural communities get help in recruitment and retention activities?
- What is recruiting for retention?
- Why might healthcare professionals be reluctant to practice in a rural setting?
- How can telehealth and other technology be used to make rural practice more attractive to candidates?
- What are the impacts of staff vacancies on rural healthcare facilities and the communities they serve?
- What are options for recruiting international healthcare workers to rural communities?
- What kinds of benefits and incentives can be included to make compensation packages desirable to potential employees?
- How can I research what a competitive salary would be for a given health occupation in my region?
Where can rural communities get help in recruitment and retention activities?
As one of the largest and most comprehensive recruitment and retention resources, 3RNet (National Rural Recruitment and Retention Network) is a nonprofit network funded by the Federal Office of Rural Health Policy and member dues. Members are located in 49 states and the Commonwealth of the Northern Mariana Islands, and include the Indian Health Service, the Cherokee Nation, and the Department of Veterans Affairs. According to Executive Director Mike Shimmens, more than 1,000 medical professional placements are achieved annually through 3RNet’s recruitment tools, with 90% of these in designated shortage areas.
Some of the services 3RNet offers include:
- A website where members maintain their state and regional pages
- A database with about 50,000 profiles of providers, including medical students, interested in rural services
- A blog about recruitment and retention in rural and underserved areas
- Educational webinars
- Consultation with 3RNet staff
- Strategic planning resources
The main focus of 3RNet’s efforts is to facilitate the placement of primary care physicians in organizations known as “safety net providers.” These include:
- Critical Access Hospitals
- Rural Hospitals
- Federally Qualified Health Centers
- Public Health Agencies
- Free Clinics
3RNet's Annual Report, 2015-2016 includes their placement statistics and describes major accomplishments by staff and member organizations. 3RNet also publishes An Employer's Guide to Workforce Programs, which provides an overview of Health Professional Shortage Areas (HPSAs), loan repayment programs, and the Conrad 30 J-1 Visa Waiver program.
To contact the 3RNet member office in your state, visit 3RNet Member Locations.
What is recruiting for retention?
Recruitment and retention are closely linked. Recruiting healthcare providers and acclimating them to a community and facility are expensive, and often lengthy, endeavors. It is important to recruit providers who are well-suited to the community in which they will work, and to be proactive in retaining those providers. This is called recruiting for retention.
According to 3RNet, recruiting for retention involves having strategies in place, thinking long term, and ongoing planning. It is often said that the best recruitment strategy is a good retention plan. Strategies should focus on keeping rural healthcare providers employed in their healthcare facilities and communities for a long time, thus avoiding turnover.
The most important steps in recruitment and retention of rural health professionals are planning and preparation. Unfortunately, in rural communities these steps are sometimes neglected. Often turnover is high due to lack of planning. Rural communities may find themselves without a provider on short notice. Communities that spend time and money on both recruitment and retention are more likely to achieve success. Retention-building efforts should be a constant and ongoing process combined with a community team approach.
Recruitment efforts should first and foremost strive to make an appropriate match for candidates, their families, healthcare facilities, and the community. Factors that contribute to a good fit include:
- Mission/purpose of the facility aligned to provider's purpose
- Region of the country desired
- Size of town/community desired
- Amenities that match family interests, such as outdoor recreation, arts/culture
- School availability and quality, if there are or will be school age children
The Community Apgar Program, developed by collaborative partners in Idaho, is a tool for improving rural communities’ recruitment and retention of family practice physicians, nurses, and hospital administrators in Critical Access Hospitals and Community Health Centers. It identifies and weights factors important to each community regarding physician recruitment and retention and assists with specific strategic planning and improvements.
Before recruitment efforts begin, such as placing an ad in a national journal or working with a recruiter, attention should be given to planning and preparation when recruiting for retention. This includes:
- Assessing the community’s need for a rural primary care provider, physician, physician assistant, or nurse practitioner
- Securing the support of the community. This may include school principals, bankers, and other community members who can help promote their organization and their community to potential candidates.
- Forming a recruitment and retention committee
- Budgeting for retention, something that is often not done but is extremely important
- Interviewing the candidate and his or her spouse, if any, to determine how closely they match the community and the culture
- Preparing for the site visit
- Evaluating whether the current environment makes staff feel valued and identifying areas for improvement
Many rural communities are finding that “active” recruitment efforts pay off. Some traditional efforts like placing advertisements would be considered passive methods. Active recruiting refers to efforts to proactively find and build relationships with potential candidates. This allows both the provider and the facility to assess whether there would be a good match between them.
Why might healthcare professionals be reluctant to practice in a rural setting?
Healthcare providers who are considering a job opportunity in a rural community may have a range of concerns such as:
- A heavy workload, with a large number of patients to see and patients who require more care
- Difficulty taking time off
- Few opportunities for continuing education
- Professional isolation
- Challenges in maintaining professional boundaries
A healthcare provider's family will also bring concerns to the table when considering a rural job offer. Family concerns may include:
- Limited job opportunities for spouses
- Travel distances to attend school
- Lack of afterschool programs and daycare
Rural healthcare facilities and communities can help job candidates consider some of the rewards that balance out the challenges of a rural position. Rural practitioners can experience a greater sense of mission and accomplishment because they serve in an area of need. They may also find they can develop stronger relationships with patients whom they come to know in many other contexts in the community. There are also personal rewards for both providers and their families: a lifestyle that has a slower pace, greater access to the outdoors, and other factors that make rural life an appealing choice.
The 2011 Journal of Rural Health article “If Only Someone Had Told Me…”: Lessons From Rural Providers discusses the challenges and rewards of rural practice as identified by current rural healthcare providers.
How can telehealth and other technology be used to make rural practice more attractive to candidates?
Using technology to lessen isolation and provide support to the rural health workforce can make working in a rural setting more attractive. For example, South Dakota's Avera Health eCARE Emergency service uses two-way video equipment in rural emergency rooms to communicate with and get support from emergency-trained physicians and specialists at a central hub, 24/7. In Alaska, an e-ICU system allows rural providers to collaborate with Anchorage intensive care unit staff, who assist in monitoring and treating patients. For more examples, see RHIhub’s Telehealth Use in Rural Healthcare guide.
Having electronic health records and other health information technologies in place can be an important factor for younger providers who have learned to practice medicine with those tools in place. For more information on electronic health records, see RHIhub’s Health Information Technology in Rural Healthcare guide.
What are the impacts of staff vacancies on rural healthcare facilities and the communities they serve?
Quality of care is harder to maintain when the facility is understaffed. Staff may be working with fewer people to cover the same number of patients and/or working longer hours. In addition, using temporary staff may impact quality and coordination of care. In some cases, vacancies can even result in certain services not being available in the community until the position is filled.
Impacts associated with vacancies may include:
- Limited healthcare services to residents throughout the community as well as the surrounding area
- Increased costs due to overtime pay for other staff
- Increased costs of coverage through locum tenens physicians (short-term physician staffing assignments) or other traveling personnel
- Costs of recruitment and training of new personnel
What are options for recruiting international healthcare workers to rural communities?
Many communities recruit foreign medical graduates to fill physician vacancies. The Conrad State 30 Program allows each state’s health department to request J-1 Visa Waivers for up to 30 foreign physicians per year. In addition to the J-1 Visa Waiver, non-immigrant H-1B visas can sometimes be used to fill employment gaps.
For more information on recruiting foreign medical graduates, see RHIhub's Rural Healthcare Workforce topic guide.
What kinds of benefits and incentives can be included to make compensation packages desirable to potential employees?
Added benefits and incentives can help organizations recruit and retain employees. These may include:
- Insurance benefits
- Health insurance
- Dental insurance
- Vision insurance
- Life insurance
- Professional benefits
- Coverage of malpractice insurance
- Payment for licensure fees
- Payment for association dues
- Payment for continuing education
- Other benefits
- Retirement packages
- Paid time off
- Sick leave
- Leave for volunteer work
- Sabbaticals for research, education, or mission work
- Sign-on bonuses
- Retention bonuses
- Bonuses for meeting certain goals
- Other incentives (especially for rural and underserved areas)
- Low-interest home loans
- Relocation expenses
- Practice set-up costs
- Assistance with finding spousal employment
- Assistance with locating daycare
Underserved locations may qualify for loan repayment, which can be a significant incentive. According to Mike Shimmens, Executive Director of 3RNet, offering loan repayment or forgiveness is critical in recruiting primary care physicians to practice in underserved areas. Many of those reviewing online job boards and websites are especially interested in this benefit.
Shimmens expressed his concern that,
“The number of primary care physicians available to serve in underserved areas is trending down while the demand is increasing. Finding physicians to practice in these areas of need is becoming incredibly more important and more difficult to do.”
For further information, see the RHIhub topic guide on Scholarships, Loans, and Loan Repayment for Rural Health Professions.
How can I research what a competitive salary would be for a given health occupation in my region?
Professional, recruitment, consulting, and government organizations often survey healthcare providers or employers for compensation information. Participating in these surveys is a good way to gain access to their results. Research or educational organizations may also survey new graduates regarding starting salaries.
Recruitment and professional organizations may charge for wage data and some professional organizations limit access to compensation information to members only.
Key sources of salary information include the Occupational Employment Statistics: Wage Data by Occupation from the Bureau of Labor Statistics (BLS), which provides average salaries by occupation and industry with some breakdowns by state and metropolitan area. See the BLS article Using OES Occupation Profiles in a Job Search for additional information on how to use their wage data.
Here are some additional resources that provide national data. Some include further breakdowns:
Behavioral Health Occupations
- 2014-15: Psychology Faculty Salaries
- 2015 APPIC Match: Survey of Internship Applicants
- 2011 Behavioral Health Salary Survey (available for purchase)
- Salaries in Psychology 2009: Report of the 2009 APA Salary Survey
- The School Psychology Workforce
- AANP 2015 National NP Compensation Survey (available for purchase)
- An Analysis of the Labor Markets for Anesthesiology: Earnings (see page 24)
- Trends in the Earnings of Male and Female Health Care Professionals in the United States, 1987 to 2010, Extract from JAMA (data from Current Population Survey)
- 2013 AAPA Annual Survey Report
- Twenty-Ninth Report on Physician Assistant Educational Programs in the United States, 2012-2013: Salaries (see pages 27-37)
- AAFP Facts About Family Medicine: Mean and Median 2014 Individual Income
- AAMC Survey of Resident/Fellow Stipends and Benefits Report, 2014-2015
- MGMA 2017 Provider Compensation and Production Report (available for purchase)
Last Reviewed: 3/15/2017