Background: The 2016 State of Hospital Medicine report showed that the average hospitalist compensation model is composed of 80% base pay, 15% productivity, and 5% performance. Much variation exists by region in the make-up of the performance component with a rise in measures focused on patient satisfaction and readmission and significant differences in weight given [...]

Background: The use of early warning systems (EWS) to augment clinical care is of increasing interest with recent publications showing EWS algorithm alerts coupled with clinical response actions to have significant morbidity and mortality benefit.1 At Stanford Hospital we are developing an alert and response EWS using a machine learning (ML) model predicting clinical deterioration [...]

Background: Pay-for-performance incentives allow for engagement and motivation of participating physicians. Hospitalist compensation structure commonly combines base salary with performance and/or productivity-based incentives. Frequently used quality measures are value based purchasing metrics, patient satisfaction scores, adherence to guidelines and quality of medical documentation. Selection of metrics is strongly influenced by what is measurable and available. [...]

Background: The importance of accurate patient care records for effective communication and medical education is well documented. However, medical documentation as a tool for financial compensation is not emphasized in graduate medical education. We performed a review and analysis of resident charting errors during inpatient rotations to determine the potential revenue loss and economic impact. [...]

Background: Academic hospital medicine (HM) faculty typically follow clinician educator tracks with academic hospitalists seeing education as their primary motivation for joining academic programs. According to the 2020 State of Hospital Medicine survey, shifts and clinical work hours for academic HM faculty expectations are similar to community practice (ref). Many academic HM faculty are on [...]

Background: Quality incentive programs are increasingly used in hospitalist groups and can drive improvement in focus metrics (1,2). Due to the nature of hospitalist work including frequent signout and handoffs, group rather than individual metric attribution can be considered for certain metrics and incentive targets set for either individual or group performance. Purpose: We investigated [...]