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PubMed2000

Employment references: walking scared between the minefield of defamation and the specter of negligent hiring.

In present day reference checking, many of the same organizations that seek as much information as possible about people they wish to hire resist giving out more than a bare minimum of information to other organizations. The strongest force driving this minimal reference information release is fear of legal action taken because of something said about an individual (defamation, supposedly). Many employers appear so frightened of being sued for libel or slander that they share nothing of substance, usually not realizing that in trying to protect themselves against defamation charges they are increasing their legal risk associated with negligent hiring charges. However, truthful reference information can be provided with minimal risk if it is provided in good faith, given only to someone who has a legitimate need to know, is related strictly to job in character, and is not communicated maliciously. Also, reference always must be answered completely objectively with information verifiable in the individual's personnel file.

Confidentiality↗
PubMedDate not supplied

Fired? Here's an exit strategy.

Who gets fired in a boom job market? People are fired more often for things they failed to do than for mistakes they made. The new rules of engagement are: There is no probationary period; resistance to technology is a quick ticket out; a lack of emotional commitment to the role you're hired to play is usually fatal; personality defects that keep others from producing are not tolerated. The most common reason for being fired, however, is lack of fit. Whether you're laid off or fired, don't ask for explanations. The fact is, the people with the power to get rid of you don't want you to stay. What matters is maximizing what they'll do for you on departure. To get the most favorable terms with the least financial and ego damage, here's a game plan: (1) Get a favorable reference--in writing--from your boss; (2) gather work samples and good performance appraisals you've received; (3) negotiate for as much severance pay as possible; (4) negotiate for outplacement assistance; (5) gather contact names from co-workers; and (6) leave in style.

Employment↗
PubMedDate not supplied

Navigating the job search superhighway.

The recent Cyberforum on "Navigating the Job Search Superhighway" gave 131 American College of Physician Executive members the opportunity to discuss the job search process, addressing questions and sharing what they've learned through their experiences in the medical management job market. Several comments that convey the essence of the discussion are listed, representing the various viewpoints of the participants. The words are from physician executives who have gone through the job search process and from some who have been involved in hiring decisions. The topics range from the value of experience to the importance of having a management degree to tips on networking to preparing for the interview. The final section on contract negotiation is a composite of comments on the subject during the Cyberforum.

Humans↗
PubMedDate not supplied

Winning the interviewing game.

Those who don't "interview well" are not likely to receive the job offer, despite their qualifications. A job interview is actually a fierce competitive activity that offers only two grades: an A or F. By nature, physicians are competitive; they like to win. Infrequent interviewees are prone to making easily corrected mistakes, such as showing no enthusiasm or having poor eye contact. The key for interviewing success is preparation--doing research, developing a personal statement, and role-playing practice interviews. View the interview as a sales call whose bottom-line goal is to achieve an offer, or at least to let you leave with the option to return for future discussions.

Interviews as Topic↗
PubMed2001

Medical examinations and appeals for NJ public service workers.

The state of New Jersey has more than 200,000 employees in merit system jobs, who are covered by the Department of Personnel's formal hiring mechanism, including a medical examination and appeals process in which physicians play an important role. The State Medical Examiners Panel provides an innovative and practical approach to supply the Merit System Board with independent and objective findings and medical recommendations regarding the appeals. This article summarizes this process and discusses the structure, functions, and outcomes of the medical examiners Panel.

Coroners and Medical Examiners↗