Europe is currently facing a healthcare workforce crisis. An aging workforce, anticipated retirement, difficulties filling certain specialties, and the migration of professionals to other healthcare systems have made talent retention one of the sector’s major challenges.

The European Association of Young Doctors (European Junior Doctors) has called for greater emphasis on motivation, professional development, and physician autonomy to support the retention of physicians, according to the report “From Obligation to Motivation: Transforming Practices for Retaining Medical Talent in Europe.”

According to the Medical Demographics Study 2025, the Spanish Medical Association reported that Spain needs better workforce planning, dynamic adjustment of medical residency positions, greater use of AI and telemedicine, and more opportunities for professional development and team leadership to support the sustainability of the healthcare system. However, what really influences a physician’s decision to stay at a hospital or medical center?

According to Daniel Bailén de la Fuente, head of Talent Acquisition at HM Hospitales, Madrid, Spain, ​a private hospital group in Spain, keeping physicians in the organization requires more than offering them a job.

Speaking with El Médico Interactivo, he said, “Retaining talent means that the professional wants to pursue their career within the group. It’s not just about staying in a job, but about finding an environment where they can provide high-quality care, grow professionally, and be part of a solid healthcare initiative.”

“There are three core pillars: patient care, teaching, and research. The focus is always on patient and patient care but teaching and research are the key factors that make the difference in attracting and retaining talent,” said Alicia de la Cuerda, director of the HM University Center for Health Sciences Hospitals and vice dean of the Faculty of Health Sciences at Camilo José Cela University, Madrid. According to de la Cuerda, the opportunity to combine clinical practice with teaching and research is one of the key factors physicians consider when choosing a healthcare facility.

Key Strategies for Retaining Medical Talent

Salary remains important, but according to the experts, it is no longer the only decisive factor. According to Bailén de la Fuente, physicians increasingly value aspects such as work organization, clinical workload, work-life balance, opportunities for growth, and professional recognition. “We try to understand what each professional is looking for and what value proposition we can offer to achieve a genuine fit,” he said.

According to de la Cuerda, many physicians want to work in organizations where they can practice with security and autonomy. “They want their work to be recognized and how they practice being valued. They also seek a well-organized, innovative environment where they can practice safely without feeling constrained.”

Continuing education has become one of the main factors in retaining healthcare professionals. The opportunity to pursue a doctorate, earn a master’s degree, participate in research projects, or teach is an increasingly valued incentive. “Priorities have changed. Salary is still important, but it is no longer enough. Today, physicians are looking for genuine opportunities for professional development and growth,” said Bailén de la Fuente.

Especially among young specialists, access to a university and research environment can tip the balance between two otherwise similar job offers.

Work-life balance is also a recurring priority among physicians. Although many aspects of healthcare require physicians to be physically present, work arrangements still offer greater flexibility.

One of the least visible factors, but with a major impact on professional satisfaction, is leadership quality. Many department heads are recognized for their clinical expertise, even though they have not always received specific training in team management. “A good leader is the key to making the whole system work,” said de la Cuerda. 

For this reason, she believes that organizations should identify individuals with leadership potential and provide them with specific training. “When you find someone with management and leadership skills, they can completely transform a department. Positive leadership multiplies team commitment,” she said.

Professional burnout remains one of the main threats to the sustainability of healthcare systems. Addressing this requires more than focusing on the individual physician; the organization of work also needs to be reconsidered. De la Cuerda said, “It is impossible for someone who has spent so many years training not to become completely burned out by the conditions in which they practice.”

Among the necessary measures, she highlighted the need to review patient caseloads, ensure sufficient time for patient care, and allocate part of the workday to teaching or research. “In other countries, there is dedicated time during the workday for research or teaching. We must rethink how we organize our work if we want to take care of those who heal others,” she said.

“Competitive working conditions, work-life balance, leadership, professional recognition, and genuine opportunities for growth are the key factors today for retaining healthcare professionals,” Bailén de la Fuente said.

De la Cuerda added that the future lies in balancing the three pillars of the medical profession: “Patient care will continue to be the main focus, but it must coexist with teaching and research. We need to design roles that allow professionals to develop these three dimensions according to their individual profiles. That is the best strategy for attracting and retaining talent.”

This article was translated from El Médico Interactivo on Univadis, part of the Medscape Professional Network.