When Lauren Hughes was only 4 years old, she knew she was going to be a doctor. As a child she recalls being interested in science and loved being around people, so it seemed like a natural goal. Now at age 29, she has a master’s degree in public health, is in her fourth year of medical school at the University of Iowa, and wants to specialize in family medicine.
“I really love all ages … primary care offers,” explains Hughes. “Plus there’s lots of flexibility and I really like to keep my options open.”
But as altruistic as her outlook may seem, Hughes has a few requirements of her own. What does she want? A big paycheck? A fancy house? No, what she wants most is time. Her dream job, she says, is a position in family practice that offers enough scheduling flexibility so she can pursue her passion of healthcare policy advocacy. “Of course I want a comparable salary to wherever I’m living — heck, right now it would just be nice to have a paycheck,” Hughes says, chuckling. “But really my top priority is finding a job that is flexible and interesting to me. I need to have a job that allows me to pursue an outside life.”
She hasn’t yet fielded her first offer, but she’s not concerned: “I’ve always been the kind of person who, if I don’t see what I want, I’ll figure it out. I know there are ways to craft what I want to do.”
Hughes is not alone in her pursuit of work-life balance. In fact, as a member of the newest generation of physicians, she typifies this changing attitude — one that might take some getting used to. Unlike generations past, today’s new physician work force (a combination of Generations X and Y) approach the work place very differently. They aren’t motivated by the traditional carrots, like promotions or money and, instead, are seeking balance between their work and personal lives.
“This generation is more in the employee mindset,” explains Pam McKemie, senior vice president of Locum Tenens recruitment firm. “The last few generations graduated from medical school and hung out a shingle on Main Street. Unless someone is a strong, capable entrepreneur, you’re not going to see that as much today. Generation X/Y says ‘Ya know, I’m not willing to give up the next 30 years of my life to this.’”
So what’s a practice that has positions to fill to do? First you may want to make sure you really need a new physician. Is it possible to fill the demand with a nonphysician provider? Or is there a way to expand the practice’s current hours? If not and once you’ve determined that your need is real, start by looking at things from their perspective. They are coming into practice at just the right time — for them. As the physician shortage gets worse, these new doctors are courting attractive offers from practices and hospitals of all sizes, cultures, and locations.
And it’s not just money that’s being dangled before them — it’s time and lifestyle as well. So as much as you may be eyeing young potential doctors to help you build a practice and give you some relief, realize they also are sizing you up to see how their lives will be better by joining you.
Time is on their side
Of course time is important. The older half of today’s young doctors — those born between 1961-1978, known collectively as Generation X — watched their parents endure long hours to climb their respective ladders of success. Growing up, Generation X, more than any other, came home to empty houses after school and missed time with their parents. It was a lifestyle that, apparently, didn’t hold much appeal.
“Their parents worked long hours, and the divorce rate soared in the 1970s. In turn, Gen Xers said ‘We’re not gonna do that’ and came into the work force introducing the idea of work-life balance,” explains Amy Lynch, consultant, author, and Generation Y specialist. And while it may have been a struggle for Generation X to pave the way, notes Lynch, for Generation Y (those born between 1979 and 1994) seeking balance is a no-brainer. “It’s an evolution about attitudes about time. For [younger generations] personal time is money. They would rather live with debt than not have time with their family and friends.”
Indeed, work-life balance has been cited as one of the most important considerations among young physicians. According to the 2007 Physician Retention Survey by Cejka Search and the American Medical Group Association (AMGA), the number of physicians who choose to work part-time increased from 13 percent in 2005 to 19 percent in 2007. More of these young doctors are likely to be women who, historically and statistically speaking, will be more likely to seek part-time or flex-time work arrangements.
“These women are … talented [doctors]. They’re nurturing and caring, but when it comes to families, mothers are still the primary caregivers,” explains Brian McCartie of Cejka. “You’ve got a gender shift and have to remember the [doctors] coming out today are planning families.”
So recruiters, practices, and hospitals are responding. Joanne Johnson, the director of recruitment for the Adirondack Medical Center in Saranac Lake, N.Y., reports that almost 5 percent of its more than 50-physician staff work part-time and three of its current open positions offer that flexibility, whereas 20 or even 10 years ago it was unheard of for the medical center.
“This generation is looking for a different quality of life,” says Johnson. They want lighter schedules, a balanced life, and more time with their families. We have to respect that.”
But how do you actually provide that type of flexibility and stay on top of the workload?
There’s no single answer but here are some solutions that practices have successfully adopted:
- Two for one. Hire two part-time physicians to fill one position. This works well with husband/wife teams of the same specialty or if you have two people who really know they only want part-time.
- Make use of the semiretired. Consider hiring older doctors who want to reduce their work schedule. They can come in a day or two a week, or perhaps work Saturdays. These physicians are often less interested in big salaries than in pleasant work environments and the chance to stay involved. If you have older doctors on staff now, create a schedule where they work heavier schedules during summer or school vacation months, assuming they don’t have school-age children. Reverse the schedule during the school year.
- Safety net. Use a hospitalist to care for your inpatients, giving you more time to focus on your office-based practice.
