Goodbye, Physician Relations; Hello, Business Growth

After Boydell and her team came up with the concept, they conducted a system-wide assessment to determine whether the organization was ready for the strategy that they envisioned. They visited each of the 24 entities and spoke to leadership about their views on the value of physician relations.

"We also did an assessment with each of the folks doing a physician relations role to find out what their goals were, what results had they been given, and what the majority of their day was spent on," she says. "Thanks to the assessment, we knew where we were and where we needed to get to. We understood how the organization would support this strategy in the long run."

Once the assessment was complete, Boydell submitted an implementation plan for THR leadership approval. It was granted, and deployment began in 2009. The intricate deployment stage consisted of many steps:

• Working with human resources to create a new organization structure
• Creating job descriptions for new positions, such as Physician Growth Specialists
• Putting a cohesive incentive plan in place across the whole organization
• Determining the best tools to use for tracking success
• Setting activity-based goals and volume-based goals

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