Interviewing for a professional opportunity is a delicate process and should be undertaken in the spirit of professionalism and good faith. Candidates should begin by assessing a practice’s most general characteristics and work around to the details, saving contract negotiation for interviews closer to when an actual offer might be made. These questions will help you assess a practice’s health and viability and determine if it is a practice you want to join.

About the process of interviewing
Before the first interview
At the interview
Questions you might be asked
Factors to Consider

*NEW* CURIOUS ABOUT WHAT PHYSICIANS ARE LOOKING FOR WHEN HIRING? READ THESE ARTICLES PROVIDED BY THE AAFP AND MEDICAL ECONOMICS.

About the process of interviewing
Interviewing is a two-way process of discovering whether or not you and the potential practice are a good fit. The potential partner/employer will be trying to assess your clinical skills and whether or not your personality and work style meet their expectations of the ideal candidate.

One physician manager recently discussed the hiring process with CAFP. He asks himself three questions about the physicians he interviews:

• Do they know their stuff?
• Can they get along with staff and physicians?
• Will patients like them?

This is your opportunity to “sell” yourself.

Before the first interview
Do your homework and assess your interests about where you want to practice, what type of practice you’re looking for, and so on. Iidentify the ideal practice characteristics before you send out your resume or decide to interview for particular opportunities.

Cover letters should be concise, engaging, and persuasive. Be sure to communicate why your background and interests have led you to apply for the position and why you would be a good fit. Limit the cover letter to one page and have a friend or colleague proofread it for spelling and grammatical errors.

Develop a resume or CV that highlights your accomplishments and skills. Consult online sources for examples of resumes and CVs and follow their templates.

At the interview
Schedule the interview on a day that you will be rested; never interview post-call. You should always be prompt for a job interview, so leave yourself plenty of time to get there. Plan for the unexpected: getting lost, having trouble finding parking, etc. Dress appropriately and professionally for the interview.

An interview is like a first date. Try to relax and enjoy yourself as much as possible. Be natural but professional, and establish rapport with the people who interview you.

A quality family physician has good people skills, so show your friendly side. Make eye contact and smile as much as possible. Think about it this way: the person interviewing you is likely thinking, “What are our patients going to think of this person? Will they like him/her?” Try to demonstrate attention to detail, inquisitiveness, and follow-through -- essential attributes for physicians.

Listen carefully to the questions you are asked, and always assess what the interviewer is trying to discover about you through his or her questions. Be as responsive as possible in your answers. Try to give examples from your work or life to back up what you say, and be concise with your answers.

Questions you might be asked:

• Why do you think you are a good fit for this practice?
• What are your strengths?
• What are your weaknesses? What steps have you taken to improve?
• Describe a few difficult patient interactions and how you dealt with the situations.
• Describe how you respond to pressure at work.
• Tell us about your experiences working with non-physician personnel, how do you see their roles in providing care to patients?
• Pretend you joined our group, and it’s a year from now. You’re happy. Why is that?
• Where do you see yourself in five years? In ten years? How does working in our practice fit with your professional goals?
• What do you like most about your specialty?
• If you could turn back the clock what would you do differently?
• What are your interests outside of practicing medicine?
• Tell me something about yourself that’s not on your resume/CV.

Demonstrating stability, maturity, and commitment are critical, and this involves looking beyond the day-to-day elements of practice. You won’t be joining a practice alone -- you’re also joining a community. What can you contribute to the community?

Factors to Consider

In making a decision about which practice to join, there are many other factors to consider:

Community factors

• Does the location meet your family’s needs/desires?
• What are the community’s demographics?
• Is it a growing, or underserved, community?
• What is the cost of living in the community?

Practice characteristics

• What is the working relationship like between doctors. Is there collegiality among physician peers?
• What is the scope of practice like? Do you want to do OB? Gastro?
• Do physicians in the practice have the option to care for their hospitalized patients?
• Is there support and cooperation between medical specialties in the area?

Quality of care

• How is the quality of care measured by the practice?
• How does the practice encourage improved patient outcomes?
• How are consultations and referrals handled? Any restrictions?
• Are complete and accurate medical records kept in the practice, and are they available for review?
• What preventive tools are used in the practice?
• To what extent are evidence-based, peer-reviewed guidelines used?
• Will you have a voice in determining clinical policies?

Office management

• How efficient is patient scheduling?
• How far in advance are physicians in the practice booked?
• How long, on average, does a patient sit in the waiting room?
• How is patient satisfaction measured?
• What is the billing/collection ratio?
• Does the office staff like working there?
• How often are staff meetings held?
• Is the staff committed to patient care?
• How is staff commitment encouraged and reinforced?
• What is the staff turnover rate?
• Is the equipment adequate for the scope of medicine you wish to practice? If not, would the practice buy needed equipment?
• Is the facility comfortable? Could you work there efficiently?
• What type of information systems are in place, and are they suitable to meet the practice’s long term needs?
• Will you have a voice in office policies? Who has ultimate responsibility for office management?

Practice stability

• When was strategic planning last conducted, and what type of plan is in effect?
• What kind of reserves or financial backing does the practice have?
• What is the ownership agreement?
• What is the turnover rate of physicians, and who has left within the past five years? Can you talk with any?
• Will there be opportunities for “buy in”? At what price?

Work expectations

• How many patients will you see each day?
• Are productivity requirements flexible enough to ensure that patients needing extra care and attention receive it?
• How are work-ins and emergency visits handled?
• Is the call schedule fair? Is it weighted according to seniority?
• How many days per week do you work?
• Do you receive paid vacations? CME time and/or financial support for professional education?

Practice economics

• How are practice finances monitored, and by whom?
• Is the practice busy enough?
• What is the number of patients leaving the practice each month? Why do they leave?
• What is the percentage of capitated patients?
• How many HMO contracts are there? What would be, or has been, the effect of losing one?
• Are health plans/IPAs/medical groups in the area accepting new physicians? What type of billing system is used?

Practice costs

• What is the total overhead and how is it divided among the physicians?
• How does the practice fund capital expenditures?
• What is the ratio of full-time employed support staff per full-time employed provider?
• Will current revenues be used for retirement of any partners? If yes, when?

Access to risk pools

• Are you at risk for utilization of outpatient services?
• Is efficient management of care rewarded? If so, how?
• Does the medical group accept pharmacy risk?

Compensation

• What is the salary guarantee and how long does it last?
• What are your anticipated earnings at the first, third, and fifth years of practice?
• How are bonuses administered? Are there quality incentives?
• How are administrative, vacation, CME, and holidays calculated?
• What is the retirement plan?
• What are the health, dental, and disability benefits?

Legal matters
A written employment agreement should cover:

Before signing any employment contract, have it reviewed by an attorney or practice management consultant. We suggest you take advantage of CAFP's Employment Contract Review Service.