A recent workforce study from LocumTenens.com and the Advisory Board revealed a paradox that’s raising eyebrows across healthcare leadership: even clinicians who report job satisfaction are considering leaving their roles.
On an episode of the MGMA Business Solutions Podcast, host Daniel Williams sits down with Chris Franklin, President of LocumTenens.com, and Alison Sawyer, Vice President of Strategy and Innovation, to unpack this data. Together, they discuss workforce trends and shifting clinician priorities while exploring strategies for medical group leaders to attract and retain top talent.
A Paradox in Today’s Healthcare Workforce
The standout finding from the joint study was clear yet counterintuitive: a significant number of clinicians who say they’re satisfied with their jobs are still planning to leave.
“The majority of the respondents, in fact, 76% actually told us that they were in fact satisfied with their current job,” Sawyer highlights. “But nearly a third of the clinicians who responded… also stated that they were considering leaving their current role within the next 24 months.”
This finding challenges the traditional assumption that satisfaction equates to retention. Instead, it signals a much more fluid and competitive labor market than many organizations may be prepared to navigate.
It’s More Than Just Pay
So if satisfaction alone isn’t enough, what are clinicians looking for?
“We actually provided all of the clinicians that responded to our survey with a laundry list of items… Not surprising, compensation was at the very top of that list,” Sawyer says. “But what we found is that compensation alone is not enough to compete for the clinician market anymore.”
Franklin elaborated on the top priorities by adding, “Work-life balance is all about time. It’s about time off. It’s about time with family… Scheduling flexibility is not about working less — it’s about managing when they work… 83% of respondents indicated that schedule flexibility was highly important to them.”
Other high-ranking factors included geographic location and non-compensation benefits like malpractice insurance, health coverage and paid time off.
Flexibility as a Strategic Advantage
One of the most actionable insights for healthcare leaders is the emphasis clinicians place on flexibility.
Franklin advises, “We suggest being competitive on compensation — [it] gets you to the table… but really being a champion of flexibility is the key.”
He also emphasizes the importance of clear communication: “When somebody says, ‘I’m looking for a more flexible environment,’ well, what does that mean exactly?”
Flexibility, according to Franklin, also means ensuring systems are in place that allow clinicians to truly disconnect when they’re off-duty — reducing “pajama time” where providers are catching up on charts after hours.
Generational Myths Debunked
While it’s common to assume that generational differences drive vastly different workplace expectations, the study told a different story.
“I, as a millennial, was completely disappointed when we found out that we’re not unique at all,” Sawyer jokes. “Across all of the groups that responded, the same five factors rose to the top.”
The only meaningful differences came at the generational edges: Younger clinicians under 30 prioritized organizational culture slightly more than geographic location, while clinicians over 60 swapped non-compensation benefits for clinical autonomy — reflecting values formed during their early years in private practice.
Sawyer concludes, “If you are failing on any of these five things, you are failing universally across every demographic.”
Don’t Overlook Your Most Experienced Talent
One of the more eye-opening statistics was that even seasoned clinicians are considering exit strategies.
“If you look at the demographic group that’s between 51 and 60… one third of those clinicians indicated that they would consider leaving,” Franklin notes.
This finding is critical given the productivity gap left by retiring physicians. “You hear… having to replace retiring physicians with one and a quarter, one and a half, 1.75 — almost a two-to-one ratio from a productivity perspective,” he adds.
Retention strategies often focus on early-career professionals, but this data suggests senior physicians deserve equal attention — not just to preserve experience but to maintain care continuity.
The Role of Staffing Firms
The survey also found that clinicians who engage with staffing firms report higher levels of job satisfaction.
“A great staffing partner can really help a healthcare organization focus on — and not just fill,” says Franklin. “The process is really relationship-based, taking into account what’s important on all sides… versus it being just more of a transactional type of approach.”
This speaks to the power of tailored matchmaking, where clinician and organization priorities are aligned for long-term success — not just a quick placement.
To continue the conversation, LocumTenens.com and MGMA are teaming up for an upcoming webinar, “Cracking the Clinician Code: Insights to Attract and Retain Top Talent Today,” taking place July 29.
Sawyer previews this event by highlighting, “We’re going to deep dive into the research… and offer some practical takeaways for anyone who’s listening — healthcare leaders who want to improve recruitment, engagement and retention,”
Register now at mgma.com/webinars or access the direct registration link in the podcast show notes.
Resources:
- LocomTenens.com and Advisory Board Study - Survey Insights: What to Know About the Clinician Workforce Today
- MGMA Webinar - "Cracking the Clinician Code: Insights To Attract & Retain Top Talent Today"
- July 29th at 1:00 PM ET (11:00 AM MT) - Learn more and register here
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