1. Why physicians are leaving their first jobs early

New physicians are leaving their first jobs sooner than expected, with those finishing training since 2018 averaging less than two years in their initial roles, compared to six years for more experienced peers. A survey of over 250 physicians and administrators conducted by the Medical Group Management Association revealed a disconnect between early-career doctors and healthcare organizations regarding expectations and satisfaction.

While compensation plays a significant role, cited by 50% of physicians-in-training as a reason for leaving, 35% pointed to dissatisfaction with organizational ownership or governance. Organizations with high-performing governance models, strong reputations, and competitive compensation packages are more likely to retain physicians for five years or more. However, only 45% of administrators reported that at least 75% of their physicians stayed beyond three years, and 5% reported that none did.

With rapid technological advances, including AI, healthcare organizations are encouraged to involve younger physicians in decisions around new tools and systems. The survey suggests that including early-career doctors in these transitions can foster greater engagement and long-term commitment. 

(Physicians Weekly, April 15, 2025)

2. Locum tenens gains momentum as a strategic career path

In a recent interview, Cory Kleinschmidt, industry veteran and founder of Locumpedia, shared how the locum tenens model has shifted from a stopgap solution to a strategic career choice. The model provides physicians with flexibility, higher earnings, and the ability to select assignments that align with their personal and professional goals. As 1099 independent contractors, locum tenens physicians can work in diverse environments, though they also carry the responsibility of managing their own taxes and administrative tasks. Many, however, find the tradeoff worthwhile for the autonomy and income potential it offers.

The conversation also spotlighted the rapid growth of the locum tenens industry, now one of the fastest-growing segments in healthcare staffing. The model provides a path forward for physicians facing burnout, particularly in the aftermath of the COVID-19 pandemic. Kleinschmidt noted that many mid-career physicians (about 63%) are working locum tenens for the flexibility and supplemental income it provides. Notably, 13% of new physicians begin working locum tenens immediately after completing their residency, drawn by the opportunity to focus on patient care while reducing bureaucratic burdens.

Specialty demand in locum tenens reflects broader healthcare needs. Neurology, cardiology, anesthesiology, psychiatry, radiology, and family medicine are among the most sought-after fields. Demand is driven by an aging population and increased awareness of mental health. AI is also playing a role in shaping future demand, particularly in radiology, where AI is seen not as a replacement but as a tool that enhances the capabilities of skilled professionals.

(OJM Group, April 20, 2025)

3. Unconventional careers offer physicians flexibility and income growth

Traditional guidance for boosting physician income, such as pursuing high-paying specialties or private practice, often overlooks the full range of available options. While those paths may work for some, they aren’t practical or appealing for every physician. Unconventional jobs, whether part-time or full-time, provide physicians with alternative ways to increase earnings while enhancing their professional satisfaction. 

These roles span diverse settings and responsibilities, ranging from correctional health to telemedicine, consulting, and medical writing. Many of these opportunities allow physicians to leverage their training in flexible, low-overhead environments, often at higher hourly rates than traditional roles. You can also gain experience that you might not have received in a more conventional role, like leadership opportunities. Additionally, many unconventional roles offer competitive compensation for a limited time commitment and can be pursued alongside full-time clinical work.

As these roles often align more closely with personal interests, many doctors find greater satisfaction, leading to increased engagement, reduced burnout, and higher income over time. Whether as a side gig or a new career direction, exploring unconventional roles allows physicians to take charge of their income and professional future.

(The White Coat Investor, April 9, 2025)

4. Physician wellness should be a strategic priority for healthcare

Physician well-being must be treated as a strategic necessity, not simply a moral concern. Dr. Jessie Mahoney, a longtime leader in wellness and operations, argues that actual change in healthcare requires aligning wellness efforts with the priorities of healthcare leadership. Instead of focusing on grievances or idealized versions of medicine, Mahoney urges physicians to understand how physicians and leaders are trained to think. This shift, she suggests, is critical to fostering lasting improvements in healthcare culture.

Physicians are well-positioned to lead this shift, but must first recognize how traditional mindsets centered on self-sacrifice can reinforce burnout. She encourages physicians to reframe wellness as essential infrastructure, not an abstract goal. Change is more likely when wellness is tied to outcomes that leaders are accountable for.

Dr. Mahoney emphasizes that wellness is not a luxury or an individual issue; it’s foundational to the healthcare system’s ability to function effectively. By learning to “speak the language of leadership” and linking well-being to key institutional outcomes, physicians can drive meaningful reform. Wellness efforts succeed when they are tied to tangible goals, such as financial sustainability, quality metrics, and long-term workforce viability.

(KevinMD, April 4, 2025)

5. Retired physicians step in to support rural communities amid shortage

Facing a growing shortage of physicians, projected to reach 86,000 by 2036, rural communities are turning to a valuable but often overlooked resource: retired doctors. Physicians like Dr. Jeff Chappell and Dr. Douglas DeLong have returned to practice on a part-time basis, not only to stay active but to help meet the critical needs of underserved areas. For Chappell, now 65, a part-time role in Escalante, Utah, enables him to continue serving patients while mentoring a nurse pursuing a physician assistant designation. DeLong, practicing in Cooperstown, New York, also returned to the field after retirement to stay engaged and support his community.

Rural healthcare faces unique challenges, from geographic isolation to aging populations with complex needs. Younger physicians often overlook rural practice, deterred by student debt, lifestyle preferences, and limited exposure during their training. Advocates like Dr. Nancy Babbitt are working to shift that perspective by introducing medical students to the personal and professional rewards of rural medicine.

Despite its challenges, rural medicine offers meaningful patient relationships and a deep sense of community. For physicians like Chappell, returning to practice has brought fulfillment without the burden of long hours or financial strain. He summed up his experience, sharing a sentiment echoed by others, finding renewed purpose in their later careers: “Life is good.”

(The Daily Yonder, March 11, 2025)

6. Five years after COVID: How the pandemic reshaped US healthcare

Since the World Health Organization declared COVID-19 a pandemic five years ago, the US healthcare system has undergone lasting changes. Fierce Healthcare recently looked back on what’s shifted, what’s stayed the same, and what’s still unfolding. The crisis accelerated changes in care delivery, making systems more adaptable and collaborative. And while healthcare gained new national prominence, we’re still divided on the best path forward. 

The workforce faced historic strain, with over 3,600 health workers dying in the first year and many more leaving due to burnout. These shortages drove labor costs up and disrupted the delivery of care. In response, many organizations invested in mental health support, flexible work models, and legislation to aid providers. Nurses and physicians gained visibility and began organizing for better conditions. Telehealth emerged as a critical solution, now used in nearly a third of ambulatory visits at major systems. Hybrid care models and virtual work arrangements have gained traction, helping to address ongoing provider shortages and access gaps.

Digital tools, such as AI scribes and remote monitoring, have helped reduce the administrative burden, but long-term sustainability depends on thoughtful implementation. As the industry advances, experts are advocating for policy changes to support these innovations and ensure they enhance care access, improve provider well-being, and promote system-wide efficiency.

(Fierce Healthcare, April 3, 2025)

7. Rural healthcare faces growing gaps as independent physicians exit

A recent report from the Physicians Advocacy Institute (PAI) highlights a concerning trend: between 2019 and 2024, nearly 2,500 physicians left rural healthcare. This shift is straining access to care in communities already underserved and amplifying the challenges rural facilities face in maintaining consistent medical coverage.

Consolidation, primarily driven by Medicare and Medicaid payment policies, has accelerated the decline of independent physician practices. As private practices close, larger hospital systems often become the default provider. However, in rural areas, where margins are slim, these systems often scale back services, leaving patients with fewer options and longer wait times.

PAI is calling for policy changes that support independent practices and help stabilize care delivery in rural communities. They argue that reducing incentives for consolidation could help preserve patient access, contain costs, and maintain the physician-patient relationships that are the cornerstone of rural medicine.

(Medical Economics, April 23, 2025)