PracticeLink Magazine

Spring 2019

The career development quarterly for physicians of all specialties, PracticeLink Magazine provides readers with feature articles, compensation stats, helpful job search tips—as well as recruitment ads from organizations across the U.S.

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Page 60 of 91 S PRIN g 2019 61 the J ob S earch issue "Get a feel for if the practice supports your individual growth," Gupta says. "Is mentoring available? Do they support an entrepreneurial mindset? Are they welcoming of doctors bringing in new ideas or suggesting new equipment?" Gupta suggests listening carefully to employers' answers and evaluating their motivations: "Are they bringing you in just because they need labor, or are they genuinely interested in [your professional] growth?" A nother area to consider is continued education and training. Most organizations encourage physicians to continue learning, but not all offer financial assistance or scheduling accommodations for continuing medical education (C M e ), me d ic a l con fe re nce s or mem b ersh ip s i n me d ic a l organizations and societies. What is the company culture like? A job is more than just a means of employment. It's also an opportunity to form friendships and grow socially. Every company has its own culture. Your interviewers will likely give you an overview of the social atmosphere, including informal after-work gatherings, community events, annual outings or sports leagues and recreational activities. That's good information, but you should try to learn more. "You really should be allowed the opportunity to speak with several members of the practice privately, even if only on the phone after the interview," says Amador. "That is the best time to ask about the culture of the group and what social aspects do or don't exist." He adds that if the company discourages you from speaking with current staff, it may be a red flag. Because you're a n outsider, employers may not readily open up about the true culture of a workplace, and it can be difficult to ask directly. However, indirect questions can still shed light on the company's true culture. For instance, you can ask how the company celebrates employee achievements, how long most employees have been with the company, and what the company has done recently in terms of community involvements and employee events. Researching the employer online and on social media can also be helpful, as these types of events tend to attract media coverage. How will this job impact my future employment? In an ideal world, you'd never have to job hunt again. But even if you find a fulfilling position, it's likely that you'll eventually look for another job. So it's important to u ndersta nd the restrictive covenant— more commonly known as a non-compete clause. A restrictive covenant limits where you can work after leaving your employer. For example, you may be prohibited from working at a similar type of practice within a 10-mile radius for three years after terminating your employment. Gersten recommends reviewing this carefully, saying, "[Find out] about any geographic distance or specific prohibitions with the non-compete." The length and geographic area will be carefully spelled out in your contract, but it's still a good idea to Don't forget those important to you Changing jobs affects not only you, but also those close to you. It's reasonable to expect that your spouse, significant other or family members may want to ask questions or take a tour. b e ready to raise questions on their behalf. Here are some areas to consider: • Will your spouse, partner or family member need help finding a job? • Are there social or community expectations for the spouse or significant other? • Can your prospective employer arrange for a realtor to show your family around and help find a home or apartment? • Do you need information on schools, childcare, special needs resources or youth recreation opportunities? • What are the maternity and paternity leave policies? Is there any on-site child care? • Do you need to learn about senior care options?

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