It’s been two and a half years since I realized the pressures of work had been getting the better of me for too long. I needed to make a change. The prime source of my duress was an unrelenting and constantly expanding radiology worklist.

I’d always loved my work as a radiologist. Getting things right—and fast—for patients and their treating physicians was one of the most satisfying sources of joy in my life. But 15 years into my private practice career with a large, multihospital health system, my worklist was making every day feel simultaneously monotonous and frenetic.

Originally published by Michael Walter on Radiology Business

At some point in your career, if you are lucky, you find somebody approachable who’s blazed trails and navigated difficulties in ways you can model. I can speak to this because I was fortunate enough to meet a humble high achiever who not only inspires me but also took an interest in helping me along. Her guidance has made all the difference to me—personally as well as professionally.

There’s no shortage of options for radiologists pursuing CME credits. In fact we sometimes find ourselves facing “overchoice,” a condition correctly predicted in 1970 by the late futurist Alvin Toffler. The phenomenon can cause us to browse, stall and procrastinate—only to make an impulse purchase just to get it over with.

Originally published by Michael Walter on Radiology Business

Imaging providers are continuously filling holes in their radiologist coverage schedule. Maybe the only neuroradiologist is out sick, for example, or two-thirds of the staff all want to attend the same conference.

This is typically when groups turn to locum tenens, but the high cost, time-consuming logistics, and unpredictable performance can be a thorn in the side for imaging leaders wanting to deliver high-quality patient care in a streamlined and efficient manner.

More than 41% of radiologists separated from at least one practice over a recent four-year period, according to the Journal of the American College of Radiology, underscoring the specialty’s increasingly mobile nature.

Medical facilities bear the brunt of the costs associated with this transiency. Competition for a finite pool of qualified physicians is contributing to salary increases, with the average annual salary for radiologists exceeding $400,000 for the first time in 2019, up 3.6% over the previous year.

But salary growth is only a part of the burden for administrators. When a radiologist leaves, there’s the expense of recruiting and hiring a replacement; until the vacancy is filled, remaining staff must shoulder the stress of additional workload, including managing and training an interim locum tenens or a new hire. Any time a physician departs, there’s potential disruption for patients under their care.

The 2021 radiologist job market finds radiologists at the mercy of those who would hire them. The imbalance has a lot to do with a certain public health crisis, so it may prove temporary. Regardless, radiologists seeking a new challenge would be shrewd to slow down their job search at least long enough to survey the situation.

Got five minutes? I’ve got some thoughts to share.

One hard lesson learned during the pandemic is that healthcare providers must be agile­—ready to respond quickly and decisively when inevitable crises strike. When it comes to managing radiology staff in particular, some unique challenges and opportunities surfaced in the wake of COVID-19.

If your Curriculum Vitae isn’t all it could be, you may as well be stacking trophies in a cave. I say this as a longtime radiologist recruiter who firmly believes a CV is something of an unavoidable add-on. Much more important is who you are as a physician and a person.