PracticeLink Magazine

Summer 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.

Issue link:

Contents of this Issue


Page 25 of 83

26 S UMMER 2019 ▼ T HE In T E rv IE W ISSUE D E P A R T M E N T S Financial Fitness J e FF HI n DS, MHA JUS t I n MO n GL er Money talks How to address the compensation discussion with prospective employers. "DO YOU HA ve A n Y SALA r Y e XP e C t A t IO n S O r re QUI re M ent S t HA t we SHOULD K n O w ABOU t ?" Conversations about compensation expectations or requirements are some of the most difficult (albeit some of the most important) topics to be discussed with a potential employer — and you can bet they'll come up during the interview process. A s the i nter v iewee hopi ng to secure the coveted job offer, it's crucial that you fully understand the dynamics surrounding this question and the potential ramifications that exist regarding how and when the discussion occurs. When to talk money The general rule is to let the potential employer initiate the compensation discussion. A candidate initiating this conversation too early may run the risk of coming across as being too aggressive or motivated only by money — traits that could deter the employer from seriously considering you. Though it does vary by employer, it is not uncommon for some variation of the compensation question to arise as early as the initial phone interview. While the specific numbers are not likely to be discussed or disclosed that early in the process, the question is typically used as a screening mechanism to filter out any candidates up front that may not be a viable option. Candidates expressing unrealistic expectations can be eliminated earlier in the process before the employer has to spend additional time and resources to bring that candidate onsite. Regardless of how early the question arises, you should be prepared to respond accordingly. How to best answer To determine your best response, you must consider both the employer's motive for asking this question, and how your answer may affect the eventual offer. Any number you throw out has the potential to be too high or too low. If you disclose a number that is too high, they may immediately dismiss you from consideration if they have other candidates of equal caliber with lower expectations. Conversely, if you disclose a number that is too low, you could significantly decrease your potential offer if they were initially prepared to offer more than what you disclosed. As such, your primary goal is to attempt to get the employer to disclose their number (or range) first. This can be accomplished in many cases by simply turning the question back around to the employer. The response could be as simple as: "This is my first position out of training, and I'm not entirely sure what I should be expecting or what is appropriate in your

Articles in this issue

Links on this page

Archives of this issue

view archives of PracticeLink Magazine - Summer 2019