In addition to physiatrists available on a permanent basis, Farr Healthcare, Inc. also has available Locum Tenens Physiatrists.
There is a PA available seeking work on Long Island – Please contact me for more information
Why use Farr Healthcare?
Physician recruiting is a unique, often challenging process. There is a shortage in most physiatry subspecialties and physiatrists tend to favor urban locations. Farr Healthcare provides the following services which exceed the typical hiring entity’s talents and time abilities:
- Presents your position, given knowledge about the current market, such that its qualifications, compensation and features are described to best market the job competitively
- Advises you on changes or improvements to the screening process given our broad and vast experience in this regard
- Screens candidates and provides insightful information based on our decades of experience and network to identify the best candidates
Learn more on Farr Healthcare.
FARR HEALTHCARE DATABASE – 2018
- 13,250+physiatrists with practice and area preferences for most of them
- 4,650+ email addresses
Total number of Board Certified physiatrists in 2017: 12,155
Physiatry residency programs as of 2017: 83
Total number of residents in 2017: 1,325
Number of residents going into fellowships: 107
Male versus female: Residents – 60% male, 40% female
Ages 31 to 35 years – 61% male, 39% female (10/2012)
Fellowship programs as of 10/2012: The 2 fellowship programs in which the highest percentage of physiatrists have completed training are pain medicine (29%) and interventional spine (26%). Other programs in which physiatrists have completed training include sports medicine (18%), spinal cord injury (12%), pediatric rehab (10%), brain injury (8%), neuromuscular medicine (5%), and hospice and palliative medicine (1%). As of 10/12
From Farr Healthcare, Inc. experience, the numbers vary from area to area:
New Graduates: $175,000 plus incentive
Medical Director: $250,000 plus incentive
BOARD CERTIFICATION PROCESS
The written exam is administered annually in August. It can only be taken post-residency. Applications must be received by the preceding January. 405 senior residents took the exam in 2012. 90% successfully pass the examination the first time.
The oral examination may be taken only after one year of clinical practice fellowship, research, or a combination of these activities in PM&R is completed following residency. The exam can be taken in May; the deadline for registration is the preceding November 15th. 399 first year graduates took the exam in 2013. 84% successfully pass the examination the first time.
The pain exam is administered by the American Board of Physical Medicine and Rehabilitation is in September. The pain examination deadline is the preceding February. 78 physiatrists took the American Board of Physical Medicine and Rehabilitation’s pain boards in 2012. Approximately 90% passed.
Candidates must satisfactorily pass both the written exam and the oral exam in order to be certified by the American Board of Physical Medicine and Rehabilitation. A physiatrist must be recertified every 10 years.
Permission to use must be authorized by Farr Healthcare, Inc.
Testimonials about Farr Healthcare, Inc.:
“Thank you for your fine work and great referrals. It has been a pleasure working with you.”
Nancy Roberts,RN, Director of Physician Services, Providence Medford Medical Center, Medford, OR
“Recently we hired a physiatrist for the Albuquerque market using an excellent recruiter. Her name is Linda Farr. She has been recruiting only physiatrists for many years, so she knows these specialists all over the country. She will first create a job description with your input and then starts sending you resumes. She will conduct the preliminary interview and send you a copy immediately, which I found extremely valuable in helping to decide who to bring out for a formal interview. She will continue to send people your way until you have someone under contract. She is the best recruiter I have ever worked with.”
David Lyman, M.D., M.P.H., Regional Medical Director, Concentra
“We would like to express our gratitude to you for helping us to successfully recruit our new physiatrist. After almost two years of recruiting efforts, we turned to her. Within just a very few months, we have a new physician who appears to be the perfect fit for our group.”
Dr. Jeff Hecht and Staff
Here’s a list of questions to ask physiatrists you are interviewing for a position with you:
1. Give me an example of your leadership skills.( If your job qualifications involve leadership.)
2. Give me an example of your problem-solving skills.
3. Wht is your secret to handling difficult patients?
4. For experienced candidates: How have you contributed to the growth of your medical group’s practice?
5. For experienced candidates: What would you change about your current situation?
6. What are you most proud of regarding your professional accomplishments?
7. How does this opportunity compare with others that you are considering?
8. What do you think of our community and its amenties?
9. If an offer were extended, what would you be looking for in terms of a compensation package?
10. What attracts you about our opportunity?
11. Where are you considering practice opportunities?
12. What are you seeking in your new position?
Why Recruiting Fees are Non-Refundable
A toaster oven, I can understand.
If it breaks, you simply return it to whoever sold it to you and get a full refund. The same is true with a flat-screen TV or a weed whacker. Satisfaction guaranteed or your money back.
So why should the placement of a candidate be any different when working with a physiatry recruitment company? If the available physiatrist doesn’t live up to expectations after being hired, shouldn’t the employer be able to return the candidate to the recruiter and get his placement fee back?
The answer is no—for three very good reasons.
First of all, a candidate is a person, not a piece of merchandise. And the last time I checked, it was illegal to buy and sell other human beings. You can own a weed whacker. You can’t own a person.
When an employer agrees to hire a qualified candidate as a result of a referral by my physiatry recruitment company, it’s not as though the candidate is changing hands from one owner to another. The candidate and the employer are simply agreeing to work together, exchanging the employer’s money for the candidate’s time and services.
Besides, the two principals have had the opportunity to interview each other and engage in due diligence prior to making a decision of their own free will. To compare a candidate to a weed whacker is like comparing an apple to an orange.
Secondly, there’s a limit to what I can guarantee.
For example, I can guarantee that the available physiatrists I refer meet the employer’s requirements, with respect to their background and ability. I can guarantee that I’m complying with employment law. But I can’t guarantee the future performance of other people or how effectively they work together. If I had that sort of power, I would have arranged for world peace a long time ago.
When it comes to physiatry recruitment companies, I can be enthusiastic about putting a deal together—assuming there’s a match. But the actual decision to hire or accept employment is beyond my control. And I can’t guarantee that which I can’t control.
Finally, a major part of my decision to accept a search assignment is based on my prediction of the outcome. Whatever my pricing model, the last thing I want is to spend time on a project that’s problematic or is doomed to fail. And if the fee for my services is contingent upon making a placement, I’m going to make darned sure I can fill the job before I spend 20, 40 or 100 hours of my time working on it.
The most compelling reason not to return my fee is that the professional activities that take place in physiatry recruitment companies —the sourcing, screening, qualifying, appointment-setting, closing, interview prepping, debriefing, offer negotiation and counteroffer-defense—all take time. Lots of time. And the time I spend on behalf of my client’s employment and hiring needs cannot be recovered. That time is gone forever.
Negotiating your terms and conditions
When an employer asks about your guarantee, simply explain that if the candidate leaves for any reason other than lack of work, you’ll do everything in your power to find a suitable replacement within a reasonable period of time; and that doing so represents not so much your obligation, but rather a good-faith act of courtesy, dedication and loyalty to the client.
I’ve found that most employers understand that in a contingency arrangement, the recruiter assumes all the risk, and can’t recover his costs associated with a placement that turns sour. Like everyone else, recruiters have bills to pay.
In either case, the risk is shared, with both parties having made an investment in a successful conclusion.
If I’m going to climb onto a high wire, it’s only common sense to insist on a net.
– Adapted from an article by Bill Radin
Bill Radin is a top-producing recruiter whose innovative books, tapes and training seminars have helped thousands of recruiting professionals and search consultants achieve peak performance and career satisfaction.
STEPS TO BRINGING ON A NEW AVAILABLE PHYSIATRIST
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; Mondays and Friday visit allow the weekend for this activity
3. Make the travel arrangements or reimburse the available physiatrist 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.
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