|
||||||||||||||
 |
||||||||||||||
|
|
Academy News: October 2005New physician recruitment Recruiters and fellows-in-training (FITs) seeking employment are increasingly concerned about the recruitment process. Many concerns have increased because of the short supply of newly trained allergists available to replace those who are planning early retirement. In this column, I will address some generally accepted recruitment approaches, using feedback from those who have recently experienced the process. I am fortunate to utilize the expertise of Brian A. Smart, MD, FAAAAI, who presented a session at the 2005 Practice Management Workshop that addressed many of these issues. To ensure compatibility, the recruitment process must be an in depth procedure that provides both parties with an understanding of personalities and work habits. Expectations of a new associate must be clearly delineated up front to avoid future conflict. An open and honest process, right from the start, will help ensure success. Turnover, which in physician groups is as high as 10%, is costly both financially and emotionally. Physician departures are highest (29%) in the first two years, with 54% of departures occurring within five years. This might suggest a lack of diligence present in the preliminary stages of the process. Studies have demonstrated that the most common reasons cited for voluntary departure include practice issues and pressures of clinical practice (41%), spouse issues and location (23%), and compensation issues (20%). Pay special attention to these areas. Advice for the hiring physician/practice An established practice should create an effective marketing program to “sell” the community. Materials on schools, housing, recreation, economy, etc., should be provided. The plan should also be geared to address the needs of the spouse or significant other. In addition, establish the qualities that set you apart from other practices, and share that information with prospective associates. The initial compensation and benefits package should be formally outlined before the process begins. Also, all partners in a group should understand the areas that are negotiable, to avoid inconsistency in presentation. One designated negotiator should speak for the group, and all specific inquiries should be deferred to that individual. A sample employment contract should be available to allow for review and discussion, even before a formal employment offer is tendered. Financial issues are the most significant for any potential employees, so they should be openly addressed during the initial interview process. Any practice interested in recruiting a new partner should be willing to make all financial records accessible to any viable candidate. These records are essential to help a candidate evaluate the status and economic health of a practice. I am amazed by the number of FITs who say that practices will not open their books for review. It’s similar to buying a business—you wouldn’t just trust the word of the seller that everything is fine. All candidates should be reviewed carefully. Check references and recommendations with follow-up phone calls. Alternative options for reviewing a candidate’s background should be considered as well, such as calling friends or colleagues who might have been involved in a candidate’s training. An initial phone interview with any viable candidate will help you quickly determine if there are any obvious incompatibility problems. Schedule these calls in the evening to minimize distractions and interruptions. Formal interviews should be carefully planned prior to the visit. All physicians in the group should set time aside to interview the candidate, with support staff involved and available to answer questions as well. Remember, these employees will also interact with the new associate, so their input is essential. Make sure you addressing the concerns of any spouse or significant other who might also come along for this process. Advice for the job seeker
These answers will help you understand the type of practice and quality of physicians you could be joining. Be sure to investigate the practice yourself. Ask trusted colleagues or mentors about the practice’s reputation. During the interview, watch for organization, professionalism and efficiency. Find out how many physicians have left the practice, and try to contact them and see why they left. Have a qualified attorney carefully review the employment contract. Lastly, find out up front how you become a full partner, and how, when and by whom the buy-in is determined. Once the recruitment process concludes, the practice must have an organized retention program to keep the new associate. In my next column, I will focus on this aspect of the process. I also hope to focus on approaches to practice valuation to help explain issues of allergy practice buy-ins and buy-outs, once partnership is offered. I look forward to your feedback. Feel free to contact me via e-mail with your comments at grodoc@aol.com. |
||||||||||||
|
© 1996-2008 · All Rights Reserved · American Academy of Allergy Asthma & Immunology |
||||||||||||||
