PracticeLink Magazine

SUM 2018

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 44 of 87 S UMMER 2018 45 the I nterv I ew issue doing together in your spare time usually confirms what we have already heard about why you're a good fit for our community. Google searches can also fill in the blanks for employers. I once had a terrific practicing candidate with a three-month gap on his C v . Gaps like this can be a red flag because they are often associated with substance abuse rehab. He had quit his job and listed his availability date as three months in the future. After a Google search, everything made sense. He remains unnamed here because he prefers that no one on planet Earth remember he was (excruciatingly briefly) a contestant on reality tv show "The Bachelorette," which required him to stop practicing for three months. We'll talk to more than just your references "There is an extended, diverse pool of people involved in vetting a candidate," explains Brian Pate, M.D., chair of pediatrics at K u School of Medicine-Wichita. "You can't predict who they might know at your training facility." Pate says it's common for other department physicians, staff or facility administrators with ties to your training institution to have feedback about a candidate's reputation. "The important thing to know is that, unlike formal references from your program director and faculty, the informal opinions afford 360-degree exposure," he says. "If a physician is accountable and professional only to those above him or her…we often learn about it." Once during a hospital tour, Pate says a faculty member recognized a candidate as a former peer. "We unexpectedly received detailed feedback of how this individual was perceived as difficult to work with by peers, learners and hospital staff," Pate says. "This information contributed to the overall impression of the applicant." He encourages physicians in training to remember that preparing for a successful interview begins with a daily commitment to professionalism and best practices in their current positions. R icks agrees. "It su rprises me that candidates don't realize how much networking goes on in physician recruiting," she says. "Most health systems a r e o n a s h a r e d candidate management system. …If a candidate interviewed at a sister hospital in another state and didn't get the job, I can call my colleague and find out how that interview went and get details that might not have made it into the database." It works the other way, too. "Networking can be a real plus for candidates who have made a good impression," Ricks says. And a referral from a trusted colleague grabs a recruiter's attention. Sh a re d d ata ba ses ca n a lso revea l discrepancies between a candidate's account of competing offers — and the truth. For example, physician recruiter Christopher Link recalls a candidate who was considering one offer from a group in the Midwest and another from Link's employer in a different state — both h CA facilities. "Maybe [the candidate] simply didn't believe us when we told her that we stay in close touch as soon as we see that a candidate is engaged with another h CA hospital. It simply doesn't make business sense for two hospitals in the same system to get into a bidding war," Link recalls. "[The candidate] repeatedly tried to leverage our offers against each other using partial truths and omissions about the other offer in an attempt to secure better terms." We're evaluating you on your presentation When recruiters and administrators talk about "presentation," they don't mean beauty, style or media-perfect diction. But how you choose to present yourself when you make a first impression matters — because your judgment is what's really on display. How you choose to present yourself when you make a first impression matters— because your judgment is what's really on display.

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