Everyone remembers the uncertainty they felt when starting a new job; myriad questions remain unanswered, such as: Will I like the work? Will I get along with my colleagues? Is the practice culture a good fit? What about the local lifestyle?
At the same time, practice owners and hiring managers often have similar feelings of trepidation. Will the new doctor perform as expected? Will he or she work well with the rest of the team? Will this be a long-term solution to our staffing issue?
One of the best parts of hiring a new doctor for your practice is the chance to make sure the answer is “yes” to all of these questions right out of the gate. The trick is to hire with the future in mind and plan, plan, plan. A detailed employee contract and a transparent interview process can nip most problems in the bud.
Of course, everyone wishes they had an ironclad hiring structure; the problem is, there are almost too many facets to consider when hiring a new doctor: compensation, workload, training, partnership terms, office space, marketing, … the list goes on. Not only that, but you must also plan for the what-ifs. Like it or not, you must address tail insurance coverage, restrictive covenants, and practice property rights in the event the new hire doesn’t work out. Ignoring these aspects of the employee agreement could make an enemy of the new employee and leave your practice vulnerable if the deal goes south.
This month’s featured article, “A New Physician: Future Friend or Foe?” can help you avoid just such a situation. Debra Phairas, an experienced health care practice consultant, discusses how to build an appropriate employee contract and hire smartly. If you take her 10 tips to heart, you will be well on your way to fostering a long-term partner-friend relationship with your new employee.
If your practice is already chock-full of talent, this issue also offers plenty of great information to help you differentiate your practice and flourish, choose smart investment options, and avoid Medicare audits.
