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.

A resident asks if the relative prestige of the training program matters when looking for a job.

If you’re looking for a job at a prestigious academic institution, or in a very competitive area such as New York City or are competing for a fellowship spot, I think that it is worthwhile to be at a top-rated residency program. Otherwise, I rarely have employers asking me for graduates from the top-rated residency programs. Most employers such as hospitals and rehab companies don’t even know which residency programs are ranked best.
Private practices typically don’t have a preference for residents from top-rated residencies. I don’t see more job offers to graduates of top-rated residencies. I also don’t see graduates from top-ranked residency programs commanding higher compensation. I more often hear of a preference for a resident because he/she came from the same residency program as the employer.
Employers most often prefer residents who have a connection with their area. It can be through family, the residency program being in the same state, hobbies that match the area’s features, etc. Employers want a doctor who will stay for the long-term and doctors who are familiar with the area tend to stay longer.

Here is some advice to consider when being interviewed.   Listen to the questions being asked.  Relax as much as possible so that you can understand the questions being asked.  It’s not good to provide an answer that doesn’t address the question.  This happens when we’re not listening well.    I’m not talking about not understanding the question in which case you should ask for it to be rephrased.  I’m talking about the unconscious situation when you don’t realize that you didn’t hear the question.   So you might want to not only practice answers to questions but to practice repeating the question if you’re working with a someone who’s posing sample questions to you.  They can then tell you whether you listened and have stated the question correctly.

STEPS TO BRINGING ON A NEW PHYSICIAN

1.  Prepare an itinerary for the candidate’s visit to include names and titles of the people the candidate will be meeting.  Provide this itinerary to the candidate before the visit.

2.   Allow for time for the candidate and significant other to see the community; Monday and Friday visits allow the weekend for this activity

3.  Make the travel arrangements or reimburse the candidate quickly for travel receipts presented

4.  Have a basket of local goodies in the hotel room upon the candidate’s arrival.

5.  Fill their hands with paraphernalia, e.g. brochures on the area, local newspaper, housing, etc.

6.  Ask if a babysitter will be needed

7.  Remember that this person must be sold on the facility, your physicians and the community and made to feel they will be proud to associate with them!

8.  Make sure there are no mixed signals during the interview process.  Prepare staff to avoid this if necessary.  Make sure all involved on the agenda will be saying the same things re:the job, area, medical community, policatial and/or third party culture, etc.

9.  Don’t allow the candidate to meet with a potentially hostile practice representative.

10.  Be on time for dinner.

Usually, I don’t recommend a cover letter.    Most of the individuals who review curricula vitae do not have the time to review more than the curricula vitae.  The only time I would recommend a cover letter is if you have something to feature about yourself which isn’t in your curriculum vitae.

I can’t provide you with a sample cover letter as it has to be specific to you but what follows is a sample of a cover letter minus your specifics.  It might be helpful to include your philosophy of practice and goals, if you know enough about the practice that you’re sure they’re a match with it.

Date

Name and Address to whom you are sending the letter

Dear ____________:

I would very much like to learn more about your practice opportunity, to include your needs and the goals of the opportunity.   I am certain I have the background and commitment to fill this position.

Body of the letter specific to your skills, experience, training, etc.

Thank you for your kind consideration.  I look forward to hearing from you.

Sincerely,

More and more entities are asking behavioral-type questions during the interview. I even had one practice require that candidates talk with an employment psychologist. These questions require more thought than the standard questions so you should prepare your answers. They delve into your personality. Here are some behavioral questions:

1. Describe your approach with patients? Show empathy and compassion in your response. Note items such as attention to listening, interest in patient education, and engaging the patient in conversation when responding to this question.
2. Tell me about a specific patient who came to you unhappy with the care they received elsewhere. How did you handle it? Once again, show compassion and empathy when answering this question. Your answer will inform they how you deal with worried patients. The same attitude should be displayed in your answers to the following questions too.
3. Please describe a difficult patient, family member or colleague with whom you had to work and how you handled the situation.
4. Please describe a difficult patient, family member or colleague with who you had to work and how you handled the situation.
5. Tell me about a specific patient who came to you unhappy with the care they received elsewhere. How did you handle it?
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Perhaps you wonder what kind of questions might be asked about you when a reference is done. Some of the typical questions follow. It’s best to prepare your reference before your reference receives the call. Tell your reference who will be calling and their position. Coach your reference on the qualifications the practice opportunity is seeking and how you match/exceed the qualifications.

How does he/she rank with other you have worked with?
How would you describe his/her clinical judgment?
How well does he/she know her limitations?
What type of practice would best suit him/her?
How would you describe her abilities as a team player?
What number of patients can he/she see per day?
What will a patient’s first impression be upon meeting her?
How curent is he/she with specialty knowledge, CME and/or reading?

Sometimes I’m asked what the future holds in physiatry needs. When one considers that the vast majority of physiatry residents are going into interventional fellowships, one might conclude that the market demands this service and it is being satisfied. On the other hand, we may be at a saturation point of interventional specialists. One might also conclude that the need for inpatient physiatrists is growing even though some rehab units and facilities have or are in the process of closing.

The upcoming election will have a strong impact on the future needs. With Obamacare, one might predict very large health care systems like Kaiser. Either way, the matter of economies of scale predict large physiatry health care systems and large physician groups. Everything seems to be consolidating. Some solo practitioners have called me looking for work as it’s too dificult to maintain referrals and deal with the business side of the practice.
My stance is to provide a variety of services so that you are not affected by the downturn of any particular service. Census’s vary, the ability of private payments vary, and the payment for interventional services changes so, as such, one has to be flexible and responsive to the marketplace.