Every health care organization measures recruitment and retention. HR teams work to offer competitive packages based on salary, benefits, PTO, and CME allowances. These details matter. But for today’s physicians, these are simply the baseline. The physicians entering and shaping today’s workforce expect more. They have new lines of questioning related to the amount of evening and weekend coverage, call schedules, administrative time, and available support staff. Today’s physicians will not accept the expectations that defined the “days of the giants.” They set boundaries, prioritize their families, and expect employers to support them. They may not always spell out what they need, but if those unstated needs aren’t met, they are likely to leave. Some will go to a friendlier organization, some will leave medicine completely.
If health care leaders want to recruit and retain top talent, they must raise their game. Driving physicians to work longer and harder is not a growth strategy, it’s a recipe for burnout, turnover, and declining quality of care. Physicians know that working in health care isn’t easy. They aren’t afraid to work hard but they want to do so with a good team. They want to feel supported, they want to feel “heard”, and they want transparency. They want to take care of patients and not drown in administrative tasks.
There is one question that I recommend every physician ask when they are looking for a place to bring their talents. This question exposes the heart of an organization’s culture and this is a question that you as a health care leader should be prepared to answer: “What is your physician well-being strategy?” If your organization can’t answer this clearly and confidently, candidates will notice. And they should. A vague reference to a “wellness committee” signals that physician well-being is an afterthought, not a core value.
A thoughtful answer might include:
- Integration: Physician well-being is woven into the mission, not relegated to an optional committee.
- System focus: Well-being is understood as a byproduct of operational design and efficiency, not an individual’s resilience.
- Measurement: Burnout, engagement, and intent-to-stay are tracked as core organizational metrics.
- Collaboration: Policies are assessed for downstream effects, with input gathered directly from frontline physicians.
- Empowerment: Local teams have authority to shape workflows that best serve their patients and staff.
- Support: Coaching, professional development, and burnout surveillance are offered alongside structural change.
- External validation: Programs such as the AMA’s Joy in Medicine Recognition demonstrate accountability and commitment.
As a chief wellness officer, a colleague introduced me to the Joy in Medicine program. In 2025, our organization pursued certification and achieved Bronze status. At first, the recognition felt dissonant; many days at work still feel anything but joyful. Administrative burdens, prior authorizations, EHR demands, and staffing shortages remain very real. But over time, I came to see the certification differently. It isn’t a trophy that declares victory, it’s a public commitment to continuous improvement. It signals to physicians, current and prospective, that leadership is serious about removing barriers, reducing inefficiencies, and protecting the meaning and purpose of medical practice.
A physician well-being strategy is not a “nice to have.” It is critical to a health care organization’s success. Health care will always be demanding. We cannot remove every stressor. But we can design systems that support those who deliver care. When you can articulate a clear, authentic physician well-being strategy, you don’t just attract talent, you create a workplace where physicians want to stay, grow, and give their best. Be an organization where the leaders care about physicians the way physicians care about their patients.
Jennifer Shaer is a pediatrician.
