Working with a search firm.
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Administrative Personnel↗
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Finding heroes and heroines: fads, fantasies, and foibles of search and screen committees.
Search and screen committees have many agendas other than finding candidates for a job vacancy. They are essentially political processes whereby special interest groups inside and outside the organization can express opinions, monitor diversity, and review and fine-tune the organizational culture with respect to planned change. Search committees reflect the fads of the institutional culture, have fantasies about the kinds of persons they will attract to the position, and commit foibles that may affect the outcome of the search.
Contract Services↗
Preparing for job interviews.
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Interviews as Topic↗
Physician glut. Physicians--the next victims of "downsizing?".
Should physicians really be polishing up their CVs or preparing to enter another line of work? In a word: No. What a recent survey makes clear is that, while managed care is driving physicians from some markets, jobs are still available in other markets traditionally underserved by physicians. This is not to suggest that the physician employment market has gone unchanged. Many physicians, particularly specialists, have taken income hits, and some specialists truly are in need of work. Primary care physicians, however, have seen their stars rise and are now in a position to work wherever they want. Physicians may no longer be able to practice within 50 miles of where they were raised or where they were trained, as has been their wont. Instead, they will have to do what other professionals have long done--go where job opportunities take them. In short, they will have to add a career strategy to their scientific mindset, and that means an aggressive job search, coupled with a strong consumer orientation.
Consumer Behavior↗
Between jobs: the search for a management position.
Being out of work for physicians traditionally has meant that period after a severe illness or disability and before resumption of practice. As physician executives, we should think of the unthinkable. It also can mean being unemployed. That possibility is quite real, and yet we are ill-prepared to handle it. By inference from the national unemployment rate, there may be 200-300 members of the College who are "between jobs" at any given time.
Career Mobility↗
Networking--getting to know more people.
One of the first and often the most difficult tasks for job seekers is increasing their networks--the number of people they know. A large percentage of people get jobs because people knew them and thought they would be good at it. People must know who you are and what you do in order to recommend you for a job. Networking should be an ongoing process, so that when you need a new position, you have people you already know that you can contact.
Career Mobility↗
Working with an executive search firm: Part I--The candidate's perspective.
This article is the first in a two-part series on how to work with executive search firms. Part one describes how the physician executive can build an effective relationship with an executive search firm as a candidate or potential candidate. Part two will cover how the physician executive can work with an executive search firm--either as a client or as a member of an executive search committee--to attract high-quality management talent.
Career Mobility↗
Interviewing for a position.
The interview may be the barrier that stands between you and an exciting new career. It's a time when we all want to seem intelligent, charming, eloquent, and full of dazzling stories of great achievements. But, in fact, many have experienced anxiety that left them stuttering over answers or chattering aimlessly trying to calm themselves. Preparing ahead of time and practicing the interview will give you the best chance of making a good first impression on an organization.
Career Mobility↗
Wanted--seasoned veterans. Diamonds in the rough need not apply.
Health care organizations looking for physician executives prefer seasoned veterans--doctors who have already done the job. They want job-specific experience. Most organizations do not provide training grounds and orderly career ladders for aspiring physician executives. The Permanente Medical Groups, Family Health Plans, and some very large group practices are exceptions, but, for the most part, rising medical directors in these organizations stay with them. Most hospitals are not large enough to have associate or assistant medical directors or an environment that could provide a training ground for rising physician executives. On the other hand, hospitals, larger group practices, health insurance companies, and managed care organizations provide ample opportunities for nonphysician managers to train, gain experience, and climb the ladders. How can the novice physician executive break into the world of management and begin establishing management credentials? The author provides some key steps that can lead to success.
Certification↗
Health care downsizing: a survival guide.
One would be hard pressed today to find a profession that has not experienced the effects of downsizing. Health care management is no exception. Although physicians were once regarded as relatively safe from layoffs, it is now estimated that "at least" 10 percent of physician executives will fall victim to health care downsizing in 1995. Furthermore, with a 14.3 percent turnover rate of hospital CEO positions in 1994, reversing a two-year drop, health care downsizing appears to be on the upswing. This article analyzes downsizing in the health care industry and gives some advice on how physician executives can deal with it successfully.
Career Mobility↗
The purpose of a job interview is a job offer.
Perhaps empathy has been overdone in recent years. Most of us would admit to some cynicism or disbelief when we hear the words, "I know how you feel." Having said that, however, I actually do know how you feel. If I can't identify exactly where you are coming from, I do know where you are likely to be going and how bumpy the ride is likely to be. I'm a physician and a physician executive. I am also an executive search consultant who is daily in the field interviewing physicians who may or may not be the right individuals for a client's situation. If I don't exactly feel your pain, at least I know its sources. I know how difficult it is to make the move from challenging clinical work to an administrative role in health care. While, as a group, physicians are multiskilled and multitalented, it's an unfortunate fact that some of the skills and talents that made you an excellent physician may be blocking you from succeeding in an executive capacity. My hope is that, through an occasional entry in this column, I can share my experiences and relate the remarkable wisdom of the impressive physician executives whom I meet every day. The first issue I'm opening up for discussion is employment interviewing: Why the interview is so important, what the interviewing process is, and how you can become more adept in this critical skill area.
Career Choice↗
Bringing reality to the job hunt process. Interview by Barbara J. Linney.
A substantial percentage of the positions that open in medical management are filled through the use of recruitment firms. This is especially true of more senior positions, but it applies across the full spectrum of openings. If the working arrangement between the recruitment firm and the potential candidate is to be effective, certain key ingredients are necessary. The author interviewed a selection of principals of recruitment firms that operate extensively or exclusively in the medical management sector of executive recruitment. What she discovered about their "wish lists" for candidates' characteristics and levels of job hunting sophistication are summarized in the following statements.
Career Choice↗
Career Rx: counsel on a "hairy" subject.
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Job Application↗
How to write a winning resume.
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Career Mobility↗
Career Rx: don't just get a life--write it down!
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Career Mobility↗
Will you be ready when the pink slip arrives?
Are you prepared to ride the waves of change? Will you be ready when the pink slip arrives? Health care executives who can jump a little higher and run a little faster will go further in the draft. Those of you who are prepared for change will always be appealing to recruiters and prospective employers. How can you ride these turbulent waves and not capsize? This article explores some suggestions for positioning yourself: Proper positioning with the inevitable changes in mind will help you move your career in a forward direction.
Communication↗
Why acting managers rarely survive.
Can acting managers win the job? Or are the scales tipped so far in the outside candidates' favor that it's not worth venturing into this shaky territory? If you want to be your former boss' successor, take note of the cautionary tales offered here. From power and control issues to strategies for protecting yourself if the unmentionable happens--you lose the position to some outsider--insights are offered on why you should think twice about accepting the acting manager job.
Employment↗