Perfect? Well, maybe not perfect, but with careful planning, screening and an eye for detail, it is probable that you will get the best person for position.

PLANNING

This may well be the most important aspect of physician recruitment. A well thought out Medical Staff Development Plan will serve as a map for what specialties to recruit and for what people will do best in open positions. Ideally, a three to five year plan will allow for the best plan, as recruitment tends to gain momentum from year to year. Once there is a cogent plan in place, determine what resources are needed to accomplish the stated goal. Only the biggest organizations can afford the staff of in-house recruiters, databases, and support staff necessary to effectively recruit good candidates. A good alternative is a reputable recruitment firm that has established ties with residency programs and has maintained good relationships with previous recruits. Many physicians will have more than one job in a career and they definitely tell their friends about their recruitment experience, be it good or bad.

Once a firm has been identified, take the time to develop a clear understanding with them what the expectations and goals are and what the time frame is. Establishing this at the beginning of the relationship will make for smooth interactions as the pace picks up. Determine what kinds of candidates will be best for the positions open, establish reporting methods and time frames and have a clear understanding for which party is to accomplish which tasks. All of this groundwork will lay the foundation for recruitment efforts that will produce strong candidates for consideration by your organization or group.

SCREENING

Once the candidates are identified, it is important to carefully screen each physician that will be considered. A telephone conversation is always a good initial step. Make sure to obtain a current Curriculum Vitae (CV), if you do not have one prior to the conversation. During that initial conversation, have the candidate review his/her educational background, work background (if applicable), and goals for future practice. You will get a feel for the person’s ability to interact and can have a good feel for whether to invite the candidate to a personal interview.

Before a face-to-face interview, make sure to carefully review the CV looking for gaps in education, and review dates for reasonableness. It is best to have in hand references on the individual before you go to the time and expense of an interview. Work closely with the recruitment firm at this junction to determine personality fit and the candidate’s lifestyle desires and goals.

Require that the final candidates complete an actual employment application that will allow your organization to conduct a background check, whether it is a credit check or a query of the National Practitioner Data Bank. With careful, complete screening, you are less likely to encounter unpleasant surprises late in the recruitment process. Do not be tempted to skimp on this process or downplay its importance.

THAT EYE FOR DETAIL

This is not a usual step in any recruitment process in any textbook. But it is an important item that can make or break signing a contract on a good candidate.

Be prepared. When a candidate is scheduled for a visit, make sure to have all arrangements completed. Reserve airline tickets, rental cars, hotels, and restaurants. This will be a time to showcase your opportunity, but you will also need to sell your city, town, state or region. A job is simply one aspect of a person’s life and all aspects need to be satisfying or they will not remain. This is when the screening will play to your benefit. If you know what the physician’s hobbies are, you can highlight opportunities for recreation. As well, it is beneficial to highlight items that might be of interest to the candidate’s spouse or family. The entire family needs to be happy in the decision for the physician to remain happy over a long period of time.

Have a good itinerary developed and have some written summary of your opportunity. Include any related hospital information, relevant practice financial information and Chamber of Commerce packages, city or state magazines and calendar of local events. If possible, mail this information ahead of the visit. If not, try and get it to the candidate upon his/her arrival so there is a chance to review it before the interview.

During the visit, insure that the candidate meets all the people that will have an impact upon starting in the position. Give all the physicians in the group a chance to meet individually with the candidate. Other important parties might include the Office Manager or Administrator, the Hospital President, the Department Chair, important referring specialists. This is the best time for the candidate to get a good feel for what life will really be like.

Make sure that you have a reasonable, understandable, fair contract and be prepared to present the contract upon a unanimous decision to offer the candidate a job. It is important to have a signed contract as quickly as possible because most candidates look at multiple opportunities simultaneously. A verbal commitment does not mean that the candidate will take your position. Be sure to be responsive to all questions and requests. Once you have that signed contract, your work is just beginning! But, you have the best person for the job………..