Career and Life Planning Guidebook for Medical Residents

Evaluating Skillset: As healthcare organizations are responsible for delivering thebest qualityofpatient care, evaluating and hiring the best quality physicians for the task is critical. Employers will not pursue candidates who lack either the right skillset or the right references to confirm those desired skillsets. Having the right skillset may get your foot in the door, but it will not guarantee you an interview . Evaluating for “Sweet Spot” – Production and Patient Satisfaction: During the interview, most employers will assess whether you can build a patient panel which will at least maintain your income once you come off the guaranteed salary, while also meeting patient quality measures and completing administrative tasks, such as charting. On the other hand, employers understand that candidates who have a philosophy of seeing three patients a day will not meet financial goals while the candidatewho envisions seeing 75 patients a daywill not generate acceptable patient satisfaction scores. Evaluating “Flight Risk”: Employerswill evaluate the likelihood of you staying long-term. For the most part, employers believe candidates who have strong ties to the area are much more likely to stay long term and therefore make stronger candidates. If you don’t have ties to the area, you’ll need to build your case for why the opportunity and community is right for you and why you see yourself practicing and living in the community long-term. Often, employers are concerned about candidates whoseek to liveoutsidethecommunityinwhichthey would practice. The further from the practice the candidate wants to live, the greater the concern an employer will have about the candidate’s likelihood of investing themselves in that community. Once a candidate experiences a long daily commute, they frequently decide to look for a position closer to home and leave after the first year or two. Having the right skillset may get your foot in the door, but it will not guarantee you an interview. SECTION II: T MINUS TWO YEARS CAREER AND LIFE PLANNING GUIDEBOOK FOR MEDICAL RESIDENTS 246