Clinical Recruiter

The Opportunity: VirtuCare partners with rural and community hospitals to build sustainable outpatient specialty clinics — keeping care local and restoring community trust. For many of the patients we serve, our clinician is the only urologist within an hour’s drive. Every one of those partnerships depends on finding the right physician and getting them credentialed, scheduled, and supported before the hospital ever feels a gap. This role is where that starts. You find the clinicians. You build the relationships years before we need them. You are the reason a committed clinic date has a name attached to it. Where You SitThis role reports to the President of Hospital Relations and works closely with our CEO and CMO, who carry the peer-to-peer physician conversations. VirtuCare runs the clinician lifecycle as a shared model. You own the front of it outright and connect to the rest — handing off a candidate who is ready, not a name on a list. What You Own1. Lead Generation and Sourcing The headline accountability. When a coverage gap appears sixty days out, there is already someone in the pipeline who fits it. Generate and develop leads through direct outreach, cold calling, referrals, advertising, targeted mailings, internet sources, professional societies, receptions, and convention exhibits. Source urologists and advanced practice providers through residency and fellowship networks, and build ongoing relationships with residency programs. Research surrounding hospitals, practices, and markets to identify physicians worth approaching — particularly when a new hospital contract is starting up. Build ahead of the need. The clinicians we want are practicing full-time somewhere else; the conversation that fills a March date starts in October. Run nurture campaigns against a segmented network so that candidates who are not right today are still warm when a matching seat opens. Prepare for and attend regional receptions and convention exhibits. The standard: every open requisition has qualified candidates moving through it, and no program is ever recruiting from a cold start.2. Recruiting Plans and Requisition Ownership Every vacancy gets a plan, not just activity. Build a comprehensive recruiting plan for each specific vacancy — sources, messaging, target list, and fill-by date worked backward from the 12-week clinic timeline. Participate in start-up protocol for new hospital contracts, and stand up recruiting for a new program before it goes live. Maintain a current profile for every facility in your assigned programs: demographics, credentialing requirements, coverage pattern, and compensation range. Conduct compensation surveys and canvass new market areas to inform rate expectations for all markets, sharing data and insights with our CFO. 3. Screening, Interviews and Selection A candidate who reaches the CMO should already be a real possibility. Initiate contact and timely follow-up with every prospective candidate, and document all actions in the CRM.Screen and refer qualified applicants who meet hospital and state licensing requirements — licensure, board certification, subspecialty skills and procedure mix, geographic willingness, and actual availability against the coverage days we need filled. Coordinate interviews and attend them as needed. Evaluate each candidate for both position fit and organizational fit; a clinically strong candidate who is wrong for how we work is still a no. Conduct timely follow-up interviews with all applicants, and close the loop with every candidate including the ones we pass on. Physician networks are small and long-memoried. Identify appropriate references and complete written reference checks. During contracting, every clinician completes a disclosure questionnaire covering malpractice claims history, licensure actions, and similar risk management questions. Walk the candidate through it, follow up on any answer that is incomplete, unclear, or affirmative, and route anything that needs a closer look to the Director of Clinician Services and the CMO before the file reaches credentialing. Collect the intake form and supporting documents before any warm introduction, so that no one meets a candidate cold. Move a qualified candidate from first contact to warm handoff within five business days. Collaborate closely with the CFO, who sets approved rate ranges, negotiates and closes as needed, and helps bring candidates over the finish line. 4. CRM and Data Integrity If the pipeline only exists in your head, it does not exist. Maintain the integrity of the clinician database in HubSpot — every candidate, stage, and next action current, clean enough that anyone can answer "where does this candidate stand" without asking you. Capture source information accurately on every record. Source data is how we learn where placements actually come from. Use the system to run reports, searches, and target lists rather than rebuilding them by hand. Maintain a do-not-contact list with documented reasons. We do not keep candidates sitting in the pot.5. Reporting Recruiting status is written down and sent on a schedule. Nobody should have to ask where a search stands. Report pipeline health weekly: open requisitions, candidates by stage, days open, and fill-by dates at risk. Prepare a monthly recruitment activity report covering all relevant activity across your programs. Send a recurring status report to the medical directors at every facility with an open position, copied to VirtuCare leadership. Prepare recruiting presentations for leadership meetings and program reviews. Contribute to the annual recruiting analysis — source effectiveness, advertising, mailings, exit interviews, and new hire surveys — and use it to shift where effort goes. Conduct facility site visits as appropriate. The Seam with our Operations TeamThe President confirms coverage. The Director opens the requisition. You build the pipeline. The President of Hospital Relations is responsible for defining coverage and overall partner success. The Director of Clinician Services sets the requisition and the fill-by date, and holds the coverage schedule. You fill those requisitions and build the team. The CEO and CMO carry peer-to-peer physician outreach and the clinical close; you build and run the system that feeds it, and you keep every candidate moving. The CFO is responsible for setting rates, and negotiating when needed. You are not measured on shifts covered — you are measured on whether qualified, screened candidates get to the finish line, and are always there when a seat opens.

Working Pattern: Business hours, with evening flexibility reserved for physician conversations