Sometimes, it’s obvious that a practice may not be the best for you. Other times, its more difficult to tell. Try to find out about physician and staff retention in the practice. I can often help you to find out this information and more which may be a bit sensitive for you to ask directly.

There is no perfect practice. Rather, just like with marriage, there is someone for everyone. However, there are signs to look for and questions to ask yourself when considering a new practice. First, do the doctors get along and seem to have common goals. Is there a good flow and energy between the doctors and the stall’?
lf the practice is busy and therefore has a lot of referral sources, then that’s a positive sign. If not and the practice is asking you to develop referrals, this is more of a challenge and you should try to find out all you can about the referral network during your discussions with the practice.

Here are some tips about when you go for an interview.

Arrive Ahead of Time– Make sure you arrive about 10 minutes ahead of time. It used to be that being on time was the norm. Now hospital/practices note when candidates arrive ahead of time for an interview. A message of strong interest and professionalism is shown when you arrive 10 – 15 minutes early.
Don’t Make any Negative Comments – Even though you may have been right in a work situation that had a negative result, don’t speak negatively or even about a negative situation when on an interview. Just the mention of a negative situation is not positive. It draws attention to the possibility that your interpersonal skills are not that great.
Ask Questions that will Land you the Position – Of course, you should ask informed questions during an interview. Don’t ask questions for which the answers could be obtained by online research. Listen during the interview and don’t ask questions that were already discussed. Some hospital/practice representatives are watching for how well you listen, a skill critical to being a good practitioner and business associate. Asking good questions shows the hospital/practice your true interest in the opportunity. However, there are some questions that will actually help you get the position. Questions such as ‘What could I say that would convince you that I am the one for the position?” or ‘What are you looking for in the person to take this position?” Ask questions and make statements that will show that you are authentic and confident.

No one is perfect! However, an organization wants to contract with the physiatrist who is the best person they meet during the interview process. The best person has many qualities to include someone who interacts well with other doctors, staff and referral physicians, particularly in difficult or uncomfortable situations. Here are some suggestions to help you show the best side of yourself during your interview:

1. Interview Preparation Eliminates Stress
The best way to impress the hiring organization is to know as much as possible about them and their culture and about the work responsibilities. It’s best to know how the interview will be conducted, e.g. one-on-one or as a group. Identify interview mistakes such as a typo on your cv, getting stumped by a question, running late, etc. Then identify how you will act in each situation.

2. “Fess up or Hush Up If You Can’t Speak Up”
No one wants to seem like they don’t know the answer to a question, so they guess or mumble an answer. It’s OK to say “I don’t know, but I’d be happy to learn” or “I’m really not sure but I will think about it and get back to you.” It is not only OK but often very effective to politely ask for clarification on a question/scenario you don’t understand. When you ask for clarification, it may make the question clearer and enable you to provide a great response.

3. Play down mistakes
If and when you become flustered, don’t let it affect the rest of your time spent with the organization. A thank-you note is always in order after an interview and you can use it to reemphasize any points you think are appropriate. This action and other professional dialogue after an interview can change an organization’s average thoughts about you into positive thoughts. Any mistake during an interview should be addressed and then you can move on. Use your insight to determine whether a mistake requires further attention or not.

The job search process is time-consuming, requires patience, and can be stressful. Mistakes happen. Stay confident. Be yourself. Have a sense of humor.

Self-confidence is very important during the interview process.  Use the interview to distinguish yourself from others and highlight your strengths.  As the saying goes, if you don’t believe in yourself, other people won’t believe in you either.

When answering questions or during the interview discussion show that you relate to the interviewer.  Nod your head during the discussion on points you agree.  Make an empathetic comment when you answer a question.

Try to find out during your initial phone conversation what the practice is searching for.  There is usually a key component that they’re looking for in the new person.  Use the interview to address who you are and that you have what they’re looking for.  You will have to convince the interviewer that you have what they’re looking for or else someone else may get the position.

Everyone likes people who are happy, enthusiastic and easy to talk with.  The same situation applies to your interview.  Try as much as possible not to be nervous and instead be relaxed and show your naturally good qualities.  If you don’t have these qualities, display them in the interview and work towards them in life.

Interview Questions
By Linda Farr
The interview is often your only face-to-face meeting with the entity that you may end up spending several years or more working with. You’ll probably have spoken by phone with the entity before the interview so you’ll have some idea of their interests and what you might be asked at the interview.

Q: Tell me about yourself.

A: Use this as an opportunity to highlight your strengths. Don’t tell them what you’re done since you were born. It is ideal if you can inform the interviewer of your strengths by telling real-life scenarios you’ve experienced.

Q: What are your expectations of this position?

A: lf you have a clear understanding of the job expectations, then the answer is simple. However, most times you won’t. Don’t be afraid to tell them that and turn the question around to them.

Q: Why do you have an interest in this position?

A: Use this question to show the entity your knowledge of them. If, for example, their focus is Workers Compensation, then link that to your abilities in Workers Compensation. One of the practices that I worked with in Phoenix was concerned if the new doctor could tolerate the heat there. In this case, use this question to address any possible negatives of the position and how you enjoy what to others might be negative.

Q: Any question that you don’t have an answer for!

A: Don’t stumble to come up with an answer that you’re not sure of.   Interviews cause people to want to provide answers for every question. However, it is the wise interviewee who will confess that he/she doesn’t know. You could say “I don’t know, but I’d be happy to learn” or”I’m not sure but I’ll get back to you.”
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Being prepared for an interview is vital to the success of the practice search process. Part of the preparation is practicing how to answer the questions during the interview. Here are some examples of interview questions and how to respond.

Q: Why do you want to change employment?

A: Don’t give them a horror story about your current employer. No one wants to hear negative stories. Negative stories in interviews make the person who is telling them seem negative. Instead give a generic answer such as: “I am looking for professional growth.”

Q: What do you wish to change about your present position?

A. This is another question where you dontyvant to present negative information. Frankly, interviews are not the place for much, if any, negative information. A good response could be “I’m looking for more inpatient world’ if you’re interviewing for a position which involves inpatient work and you’re currently doing more outpatient work.
Q. What are your professional goals?

A. Your goals should jive with the goals ofthe practice, e.g. to help grow the practice, to make patients satisfied with their visit, being active in the community. Therefore, to respond successfully, you must do your homework to find out what the practice’s goals are. This may not be available as is but you can make deductions about it from your initial conversation with the practice and the website. For example, the practice physician may have talked with you on the phone about how the practice just added a tluro suite. Given this expense, its no doubt a concern ofthe practice to pay offthis expense so their goal is to build the interventional referral base. Professional goals can be: patient education, to become Board Certified, to become a partner.

Q. What would a colleague say about your strengths and weaknesses?

A. This is another trick question. Most interview questions are seeking information which the answers indirectly provide the essence ofthe interviewee’s character and values. For example, you might respond to this question that your yveakness is that you’re impatient. Rather than say that you’re impatient, its better to say that you strive for perfection and that at times you become impatient with yourself when trying to get something done on time and well.
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How do you complete a successful practice search? The answer to this question begs the reader to define success. Everyone has a different definition of suc-cess, therefore, the parameters of a suc-cessful search will be very personal.

You must consider your vision of success to include your goals and the path you must take to accomplish them. Take the time to sit down and contemplate your val-ues. What is important and how important is it – finances, practice location, size, style, and type: proximity to family and friends, etc. Once you’ve identified your values, your practice search will be headed to-wards a successful completion.
Once you’ve identified your ideal practice situation, it’s time to find the ideal opportu-nity. The obvious methods are through the classified ads in the PM&R Journal and The Physiatrist, the AAPMR’s Job Board, recruiters, the Job Fair and bulletin board advertising at the Annual AAPMR Meet-ing.
Practice opportunities can also be found through a more active and, often, more productive approach. Talk with former classmates who are now in practice about opportunities they are aware of within
their own practice or elsewhere in their community. You should also talk with doctors in the area where you wish to practice
On to the interview . . . be prepared to discuss the current health care environ-ment. Engage in dialogues with practic-ing physicians so you can speak to the needs and issues of the practice. Give examples of how you can contribute to the practice’s ongoing success.
Know your references from the start. However, if the interviewer asks for them, you should request a day or two lead time so that you can notify your references of the impending calls. Also tell your references of the needs of the position and how your skill set matches them. You might need to coach them about the strengths they should empha-size.
In conclusion, take time in advance to identify your ideal practice situation. This soul-searching process will direct and streamline your practice search and save you time in the process. Your practice search will be much more enjoyable and rewarding.

A doctor asked me yesterday what he might expect in locum tenens compensation.  The compensation varies but I’d say the average is approximately $1,000/day.  Typically, lodging and transportation are also provided.

If you’re a hiring entity wanting a locum tenens doctor, please consider using our services.  Although we concentrate on permanent recruitment, we find possible locum tenens doctors sometimes during our searches.

You think that what you say during the interview process is the key to whether you get the job or not. That’s true but the way you end the interview is also critical to getting the job as well as to moving the process along. The interviewer should be in charge of the process but you particularly have the opportunity to lead at the end of the interview. This is the point where you can ask what the next step will be. For example, good closing statements should include a summary of the qualities and abilities you bring to the table followed by lines such as “When should I expect to hear from you?” or “What can I do after you offer me the job to most help the practice?” The interviewer will be impressed with your ambition and control of the situation. While other candidates are asking about benefits at the end of the interview, you are confirming your desire to be a contributing member of the organization and someone who has the ability to lead.

Why are you, or might you in the future, consider a job change? I’m sure there’s a multitude of reasons however the number one reason should be to advance your career. Career advancement should be the number one reason because other items such as greater compensation or being closer to family should follow either in the new job or the one thereafter. Seeking a new job solely for any other reason may be a detriment to your career advancement. A new job can offer career advancement from a number of different perspectives such as learning, visibility, and/or a growth opportunity.