As the anesthesia staffing crisis persists across healthcare settings, ASC and perioperative leaders are putting more emphasis on investing in members of the anesthesia care team to maintain a high standard of care quality and keep facilities running smoothly.
Aaron Kalin, DO, medical director and chair of anesthesiology at Adventist Health + Rideout in Marysville, Calif., recently joined Becker’s to discuss his strategies for finding and keeping the best and brightest in anesthesia.
Editor’s note: This response has been lightly edited for clarity and length.
Question: What is your strategy for attracting and retaining top anesthesia talent?
Dr. Aaron Kalin: My organizational non-negotiables regarding strategy for attracting and retaining top anesthesia talent are as follows:
Attracting
- Extremely competitive compensation for MDs and CRNAs. The [Medical Group Management Association] and [Anesthesia Medical Group Association] data sets are incredibly dated and do not reflect the current market demand.
- Sign-on/promissory note for a three-year commitment. Meaning, if you complete the three years, no payback. Otherwise, 25/35/40 amortization.
- Provide hybrid contract options blending employed and independent contractor (1099) roles. You must be adaptable on call vs. daytime services.
- Need to guarantee full-day compensation even for lighter caseloads to appeal to those prioritizing work-life balance.
- Offer non-restrictive call. Meaning, folks don’t need to sleep in the hospital. I lease a house about five to 10 minutes off campus for the call providers.
- Display contract steadiness and stability. I’ve held the exclusive anesthesia contract for eight-plus years.
- Zero noncompete covenants.
Retaining
- Build a collaborative atmosphere with open communication, involvement in decision-making, and regular check-ins to combat burnout. Provide access to mental health resources, stress management programs, and wellness initiatives to support long-term well-being.
- Create leadership pathways at all levels and mentorship programs to encourage career progression and loyalty.
- Conduct annual compensation reviews to align with benchmarks. Monitor clinician satisfaction through feedback loops, every six months.
- Display contract steadiness and stability. I’ve held the exclusive anesthesia contract for eight-plus years. Folks don’t worry about the contract changing hands.
By aligning these strategies above, I have been extremely effective at mitigating locum utilization and keeping turnover extraordinarily low.
At the Becker’s 32nd Annual Meeting: The Business and Operations of ASCs, taking place October 29-31 in Chicago, ASC leaders, surgeons and healthcare executives will explore strategies to drive growth, enhance operational performance, navigate reimbursement challenges and prepare for the future of ambulatory surgery. Apply for complimentary registration now.