When interviewing a potential new physician or staff member, conventional wisdome says that you should ask most of the questions. To boost your odds of success, however, experts advise deeper reflection into your practice's goals and what you have to offer those who join your team.
For starters, take some time to assess your practice compared to your ideal office three, five, 10 and 20 years from now, Melissa Byington, president of the locum tenens division of CompHealth, recently wrote in Physicians Practice. When you consider those goals, define whether you are looking for a physician colleague, subordinate or business partner.
"The way you articulate your vision will set the stage for how your candidates see themselves as part of that vision," she wrote.
Similar logic can be applied to hiring staff, according to a recent post from Great Leadership.
Citing recent research from Development Decisions International revealing that only 51 percent of new staff hires are confident they've chosen the right job, DDI manager Jazmine Boatman wrote in the post that candidates need more information about the day-to-day work they'll conduct at your organization in to determine if you're offering a job that they will be good at, they will enjoy and that they will stay in for a long time to come.
Finally, don't be afraid to mention potential drawbacks about the position you're looking to fill, such as the location of your practice or other potential obstacles, Bylington advised.
Instead, as you gather feedback from candidates about perceived cons to joining your practice, prepare a series of talk tracks to address each concern head on. At the same time, be sure to make a list of unique strengths and benefits your practice can provide to physicians and employees, she added.