There’s a great deal of talk today about the difficulties of finding a job, but any ENT physician in private practice knows that hiring someone for a position can be an equally daunting task. For a practice owner, new faces are always a welcome addition to the office, but when there are more physicians and administrative staff coming and going in your practice than patients, there’s likely a problem with the hiring process.
Explore this issue:September 2012
Susanne Madden can attest to that fact. As president and CEO of The Verden Group, a practice management consulting firm in the medical sector, she’s witnessed issues with nonstop physician turnover firsthand, particularly among solo practitioners. “We had a client who had hired and fired and hired and fired … and it didn’t work out because there were mixed expectations,” she said. “They were each on two totally different pages.”
Making sure a new hire is on the same page as the decision makers in the practice is a step that starts in the candidacy stage, and by recognizing certain red flags from the gate, practice owners can eliminate the employee revolving door.| | | Next → | Single Page