Pinstripe, Medical, RPO

Building a Medical Group from the Ground-Up

Industry Trend
The acquisition of successful, physician-driven medical groups is emerging as a key strategy for hospitals and healthcare systems seeking to increase market share, maintain consistent revenue streams and provide quality patient care. The effective launch of a medical group hinges in part on an organization’s ability to quickly deploy a high-performing Human Resources infrastructure. To ensure the successful transition of independent physician practices into the newly consolidated group, the HR infrastructure must be unique to the physician organization—rather than a replica of infrastructures common to hospital or healthcare systems.

Customer Challenge
In 2006, The Reading Hospital and Medical Center developed The Reading Hospital Medical Group as a means of integrating independent physician practices into its organization. Executive leadership at Reading had identified an opening to create a new, robust entity in which physicians could practice and thrive while enhancing the scope and quality of care available to the community. To seize this opportunity, Reading faced the daunting task of designing and implementing a new Human Resources function. The latter would need to service a medical group initially projected to include 35 physicians and 150 staff members scattered across 13 locations. The new HR function would play an indispensable role in supporting the rapid growth anticipated for the new medical group.

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