Guidelines and timelines can ease your recruiting anxiety and help you find that “right fit”.

– Kim Campbell

Recruiting a dermatologist for your practice can be an intimidating task. Competition can make finding applicants challenging, let alone finding a dermatologist who is the right fit in personality and expertise for your practice. Before you post an open position, consider these guidelines and timelines that can ease your recruitment anxiety and speed you on your way in finding that “right fit”.

FIRST STEPS

First, take some time to decide your goals for your practice as well as what you are hoping to get out of the recruiting process. What does your practice need? How will you know who is the right person for the job?

Also, know what you have to offer the candidate. How are you going to encourage the candidate to join you? With no shortage of career paths for new dermatologists and those looking to make a career change, articulating your practice selling points is key.

Initial Questions to Start the Process:

• What are the positives about the practice?
• What does the practice have to offer a dermatologist?
• What qualities are you looking for in a dermatologist?
• What are the responsibilities, schedules and locations?
• Do you have enough patients, staff and space?
• What skill sets would add value to the practice?
• Are you looking for part-timers only?
• Do you need to cover a particular day of the week that others are not willing to commit to?
• Are you looking for someone with an entrepreneurial bent or someone who simply desires to work hard and clock out when the scheduled day is finished?
• Should your prospect have his/her own patient or referral source following that can supplement your current practice?

While it may take some thoughtful consideration, don’t shortcut this part of the process! Answering these questions will help clarify your path, which will make it easier to know what you’re looking for in a dermatologist. You can use these thoughts as standards by which you can evaluate candidates.

Since recruiting and on-boarding a dermatologist is an expensive process, consider hiring a dermatologist as a long-term investment. Give it the time and energy you take when making capital purchases. The more effort you place into clarifying your wants and needs the easier time you will have in finding a good, long-term fit for your practice.

Be patient and play the long game. Your goal should be to create a retentive and motivating practice environment, whereby both the new dermatologist and the practice succeeds. While it may be tempting to hire the first dermatologist who is interested in the position, take time to determine if the candidate would be a long-term fit.

Also, if you take the time now to establish a recruitment process, you will have a much easier time with future recruiting efforts. You can even include this process in your procedure manual.

STEP 1: DEVELOP A NEW DERMATOLOGIST BUSINESS PLAN

While recruiting can sometimes become a personal process, make sure to keep the business side of things top of mind.

What are the capital requirements? Cost includes base salary plus about 25 percent for insurance and taxes and an additional five to six percent for supplies. Revenue minus cost will be your profit.

Integrating a new dermatologist into your practice can be a balancing act on all fronts. A cost analysis will make sure all expenses are clear and accounted for.

Expenses may include:

• Salary and bonus
• Malpractice insurance
• Benefits
• Office space
• Additional staff
• Billings and collections
• Clinical supplies

Compare these liabilities with the assets of obtaining an additional dermatologist. Assets should include improved quality of care, which may involve new or different services, possibly extended locations and hours, or a reduced workload for existing dermatologists. Ensure that increases in revenue offset expenses.

Calculate the following:

• Charges per dermatologist
• Charges per patient visit
• Overall costs per dermatologist
• Staff costs per dermatologist
• Medical and office supply costs

These figures will help delineate the return on investment and other financial information that are important in this decision making process.

STEP 2: START YOUR SEARCH

Once you’ve completed your financial review, it’s time to start recruiting. Take time in creating your job description so you can vet applicants in the early stages. Once you have received applications and the deadline has passed, spend time reviewing each application individually.

Applicant Review Process:

• Check CV for qualifications and experience
• Ascertain valid credentials
• Conduct a screening phone call for qualified applicants
• Set an in-person recruiting visit

STEP 3: meet and greet

The recruiting visit is an opportunity for both the candidate and the practice to ask questions. All the partners and any other decision makers (if applicable) should all be in attendance. This process is integral in showing the professional structure of the practice and how the new provider will fit in, as well as ensuring all decision makers have a say in the process.

Important questions to ask:

1. How did the applicant find out about the opening?
2. Why this location?
3. Where are they relocated from or intend to reside when they relocate?
4. What are their interests?
5. What are their short-term career goals?
6. What are their long-term career goals?

Oftentimes after the meet and greet, both sides require some time to digest all of the information. Conduct a post-visit interview to re-address any further questions.

When deciding whether to offer a candidate a position, keep in mind the costs of an improper selection. From the recruiting costs, interview costs and credentialing, to attorney fees and moving costs, it can all add up quickly. Most important, though, is the possibility of a loss of patients and perceived professionalism for your practice if the new provider makes a mistake or is not a good fit, or if you become known for high turnover.

Once you think you’ve found a good fit, you can proceed to contract negotiations.

STEP 4: DEFINE CONTRACT TERMS

Due diligence and adequate disclosure of compensation terms during the recruitment process can make the contract process easier. However, with accountability, structure and support, the transition will be smooth for everyone involved. Discuss policies, job description and responsibilities to be sure everything is clear.

Ron Lebow, Esq., of Lebow Law, P.C., who represents dermatologists across the country, points out that, “Candidates are often surprised when an assurance is given on certain matters but the prospective employer refuses to write it in the agreement. This sends a message to the candidate of untrustworthiness and can sour the prospect if another prospective employer comes across as more accommodating. Show fairness in your agreement, while hedging your risk where there is reason to.”

Negotiating Tips:

• Start from a strong place in your contract but leave room for negotiation and concession
• Emphasize benefits and expense coverage when available
• Know your market, including competitive salaries in the area
• Calculate your bottom line
• Incentivize with percentage compensation or bonus formulas
• Consider the threat of competition if the provider leaves and determine your patient catchment area

Now that you have carefully considered and planned, it’s time for your practice to do what it can to help the new dermatologist be successful. Provide feedback and success measurements, coaching and counseling when necessary. Obtain recruit feedback from leadership and peers, initially monthly then quarterly. Monitor patient satisfaction surveys and online reviews. Be consistent, measure productivity and handle problems appropriately. Be motivational and consistent—most new providers fail when the practice does not provide respect, recognition and support.

STRUCTURED, ANALYTICAL COMPREHENSIVE By following a structured, analytical and comprehensive recruitment strategy, you’ll have an easier – and less stressful – experience in finding the next right hire for your practice. However, keep in mind that recruitment doesn’t end when the candidate signs the contract. Mentor your new hire so that you will have a mutually beneficial relationship for years to co