Robb B
Healthtexas. 1990 Mar;45(10):12-5.
Gone are the days when the hospital with the best physicians' lounge got the best doctors in town. Today's competition is far more sophisticated, and you might argue, more critical for hospitals' survival. Physicians evaluate not only the hospital itself, but its management, services, equipment, competitive position, financial incentives and even the town itself before making a decision where to practice. From the hospital's point of view, making the right impression on the right physician can be a life-or-death matter. Nearly 80 percent of all hospitals in the United States are actively recruiting physicians. And you can bet that 100 percent are trying to retain the physicians they already have. Especially difficult for rural hospitals are recent statistics showing that fewer than 10 percent of doctors who grew up in small towns return home to practice. How can you compete against these odds, especially if your hospital, city or town might have a few drawbacks? Those most successful in recruiting and retaining physicians share the same attitude--ask not what a physician can do for your hospital but rather what your hospital (and particularly your community) can do for a physician.
拥有镇上最好医生休息室的医院就能招来镇上最优秀医生的日子一去不复返了。如今的竞争要复杂得多，而且你可能会说，对医院的生存更为关键。医生在决定去哪里行医之前，不仅会评估医院本身，还会评估医院的管理、服务、设备、竞争地位、经济激励措施，甚至所在的城镇。从医院的角度来看，给合适的医生留下正确的印象可能是生死攸关的事情。美国近80%的医院都在积极招聘医生。而且可以肯定的是，100%的医院都在努力留住现有医生。农村医院面临的特别困难之处在于，最近的统计数据显示，在小镇长大的医生中，只有不到10%的人回家乡行医。你如何能在这种不利情况下竞争呢，尤其是如果你的医院、城市或城镇可能存在一些缺点？那些在招聘和留住医生方面最成功的医院都有相同的态度——不要问医生能为你的医院做什么，而要问你的医院（尤其是你的社区）能为医生做什么。
