Healthcare Recruiters Offer Job-Hunting Tips

Physicians beginning their job search often have many factors to consider. Steve Marsh, managing partner and co-founder of the Medicus Firm, a physician recruitment company based in Dallas and Atlanta, suggests doctors use a four-step process in order to make the best decision.

  1. Write it down- Marsh recommends that physicians write down what they want in a position. The list should include community, practice, income, region, and lifestyle. Lynn Peterson, manager of physician recruitment at the Fairview Health System in Minneapolis, says that physicians should also envision their ideal work day and the kind of patients and complexities they want to treat.
  2. Explain it- Next, Marsh says doctors should explain why each factor is important. By articulating whether a factor is important, doctors can gain a better picture of a possible position.
  3. Rank it- physicians should list their top three priorities in job. Recruiters warn against choosing money over all other factors, since doctors may end up working in a remote location or with difficult call schedules.
  4. Determine if the job is right- Doctors should avoid taking a position based on a single priority. Waiting for the perfect job also isn’t the best move, according to Troy Fowler of Merritt Hawkins, a national physician recruiting firm based in Irving. When a job feels right during the interview and checks off many of the boxes, the physician shouldn’t spend more time looking at other positions.

In terms of the most popular states that physicians choose to work in, Texas proves to be a popular destination. 48 percent of the physicians surveyed by Merritt Hawkins preferred to relocate to California, Florida, New York, North Carolina, Texas or Washington.

One comment on “Healthcare Recruiters Offer Job-Hunting Tips

  1. In addition to these excellent points, I would add: Ask a lot of questions.

    Recruiting is the equivalent of getting married after 4 or 5 dates. It is amazing how many critical questions do not get adequately addressed in the recruitment physician process which can include a lot of pressure to close the deal.

    When the placement does not work out — and it happens far more often that the industry is willing to admit — it is usually because of issues about which major assumptions were made: that the physician fully understands the comp plan, that there are no important issues left in the “we will work that out, don’t worry” category, and that there is a robust onboarding program in place with assigned navigators/coaches to help the physician learn the organization and the always present medical politics.

    Successful recruiting requires a disciplined and communication. Remember that the average clinical physician is a novice in these sorts of transactions and misunderstandings are not that uncommon.

    Reply

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