Two orthopedic surgeons discuss five things about a candidate that should raise red flags for practices during the recruitment process.
1. Multiple practice locations on their resume. If surgeons have moved around a lot in their practice, this may be a sign that they are unable to work well with others, says Richard Lim, MD, a spine surgeon and partner at Midwest Orthopaedic Consultants in Orland Park, Ill. If a strong candidate has several different locations listed on a resume, inquire with the physician and former partners about the circumstances surrounding each move.
2. Average recommendations from references. Contact the surgeon's references and if they are anything but glowing, be wary of the candidate. "Candidates will usually only solicite recommendations from people who will give them glowing recommendations," says Dr. Lim. "But if the recommendation is only lukewarm, this may be a sign that the surgeon could be problematic."
3. Negative reviews from former colleagues. One of the best ways to assess a candidate's personality is by speaking with former colleagues, such as department chairs, nursing supervisors or medical chiefs at their previous hospital. "Be careful and listen to what these people have to say," says Dr. Lim. "Any negativity is really under-representative of how bad a candidate might be. You want someone who these people will be beaming about."
This may require some additional time and effort to investigate, but in the end it will be worth it. "You're not going to find out everything just by meeting the candidate," says David Ott, MD, president of the nine-physician group Arizona Orthopaedic Associates in Phoenix. "It's about trying to do what is right for the group and right for the physician. We tell candidates that it behooves them for the partnership to be as happy as it can be."
4. Needing an exception to the rule. Make sure to discuss the mission of the practice upfront and don't make any exceptions, even for the most promising young physician or veteran with an impeccable reputation. For example, the partners at Dr. Ott's practice are general surgeons and they must see all types of patients. Bringing on a physician partner who underwent a specialized fellowship or who preferred to subspecialize would be disastrous because they'd be working against the rest of the group to only perform specific procedures.
"Wherever your practice is, you have to make sure you are honest with yourself about whether this candidate would fit," says Dr. Ott. "Don't compromise because that will only lead to more friction. The things that seem like minimal problems when you start become major problems if you don't address them."
5. No time spent in the community before an offer. Encourage candidates to spend time in the community where your practice is located and see whether it's a good place for them and their families. Provide them with contact information for patients or former partners to get a better feel for the practice's reputation. "New physicians should take the time to talk with people out in the community about the practice," says Dr. Ott. "They should talk with surgeons who have left the practice and figure out why. Go out into the community and see what the practice is known for, whether it has a good or bad reputation."
Don't bring on a physician partner based only on clinical abilities. Make sure the physician will be happy in your practice and living in your community. "There might be a good orthopedic surgeon who doesn't fit well with us and that's not good for either party," he says.
Related Articles on Orthopedic Practices:
5 Things to Do Before Beginning New Orthopedic Surgeon Recruitment
Successfully Attracting and Recruiting the Best Physician Partners: Q&A With Tony Edwards of Orthopedic Marketing Group
5 Points on Recruiting Young Physicians to Orthopedic Practices
2. Average recommendations from references. Contact the surgeon's references and if they are anything but glowing, be wary of the candidate. "Candidates will usually only solicite recommendations from people who will give them glowing recommendations," says Dr. Lim. "But if the recommendation is only lukewarm, this may be a sign that the surgeon could be problematic."
3. Negative reviews from former colleagues. One of the best ways to assess a candidate's personality is by speaking with former colleagues, such as department chairs, nursing supervisors or medical chiefs at their previous hospital. "Be careful and listen to what these people have to say," says Dr. Lim. "Any negativity is really under-representative of how bad a candidate might be. You want someone who these people will be beaming about."
This may require some additional time and effort to investigate, but in the end it will be worth it. "You're not going to find out everything just by meeting the candidate," says David Ott, MD, president of the nine-physician group Arizona Orthopaedic Associates in Phoenix. "It's about trying to do what is right for the group and right for the physician. We tell candidates that it behooves them for the partnership to be as happy as it can be."
4. Needing an exception to the rule. Make sure to discuss the mission of the practice upfront and don't make any exceptions, even for the most promising young physician or veteran with an impeccable reputation. For example, the partners at Dr. Ott's practice are general surgeons and they must see all types of patients. Bringing on a physician partner who underwent a specialized fellowship or who preferred to subspecialize would be disastrous because they'd be working against the rest of the group to only perform specific procedures.
"Wherever your practice is, you have to make sure you are honest with yourself about whether this candidate would fit," says Dr. Ott. "Don't compromise because that will only lead to more friction. The things that seem like minimal problems when you start become major problems if you don't address them."
5. No time spent in the community before an offer. Encourage candidates to spend time in the community where your practice is located and see whether it's a good place for them and their families. Provide them with contact information for patients or former partners to get a better feel for the practice's reputation. "New physicians should take the time to talk with people out in the community about the practice," says Dr. Ott. "They should talk with surgeons who have left the practice and figure out why. Go out into the community and see what the practice is known for, whether it has a good or bad reputation."
Don't bring on a physician partner based only on clinical abilities. Make sure the physician will be happy in your practice and living in your community. "There might be a good orthopedic surgeon who doesn't fit well with us and that's not good for either party," he says.
Related Articles on Orthopedic Practices:
5 Things to Do Before Beginning New Orthopedic Surgeon Recruitment
Successfully Attracting and Recruiting the Best Physician Partners: Q&A With Tony Edwards of Orthopedic Marketing Group
5 Points on Recruiting Young Physicians to Orthopedic Practices