A qualified, competent and dependable manager is critical to the success of your medical practice. You
will be sure to find one if your hiring process is organized and the partners are committed to it. The time
and effort spent will pay dividends in the long run.
Someone is in charge. If you are truly committed to finding the best candidate available, then one
of the partners needs to assume the responsibility for leading and coordinating the hiring process. This
position of practice manager is far too important to be left to chance, default or expediency. The best
candidates out there are, by nature, well organized and they will most likely refuse your most lucrative
offer if they sense you do not have your act together.
Advertise. Unless you have an excellent word of mouth network, you should advertise the position.
Ads should be brief, for example: "Medical practice manager wanted for busy, five physician practice
located in CNY. Send resume in confidence to PO Box #." The anonymous PO Box will keep you from being
bombarded by phone calls. You can advertise in your local paper or in trade publications like the Medical
Group Practice Management Association (MGMA) Journal.
Have a written job description. Nothing is better than having written expectations before anyone
starts. If you are looking to attract a more qualified manager than your last one, then you probably need
to upgrade the title, qualifications and responsibilities. You should be clear as to whom the manager
reports to. If you are satisfied with the existing qualifications, be sure the list of responsibilities
is still relevant.
Be sure the salary and benefits are competitive. You will truly get what you pay for when it comes
to your manager. The MGMA publishes a management compensation survey. You can also check with your practice
consultant or accountant who might provide a salary range based upon their experience with other clients.
Prepare for the interview. Do all the partners agree on who you are looking for? After sorting through
the resumes, select the top 3-5, based upon experience and qualifications, for interviews. Involve as many
partners as possible in the interviews. But if a partner is going to be involved, he/she has to commit to
being available for all the interviews. Be sure each partner has a copy of the resumes in advance. Have a
list of questions that you will ask each candidate. Allow about an hour for the interview. Start on time
and end on time.
Ask good questions. Let the candidate do most of the talking and let them sell themselves. Do not
feel compelled to sell your practice to the candidate. Don't waste time having the candidate repeat
what's already on their resume. This is usually a time waster and an indication you are not prepared. The
best candidates will be impressed by provocative and thought provoking questions. Where do you see the
practice of medicine going? What is it about physicians that frustrate you as a manager? (Good one.) What
qualities are you looking for in your employees? How have you influenced the culture or working environment
of a practice? Do people consider you a leader? What do you know about our practice? Who do you see as our
competitors? What do you think is most important to us as physicians? How have you implemented change? What
would cause you to resign? Why should we hire you over the other equally qualified candidates?
Keep score. Develop a simple, one page evaluation form. For example, rate the candidate from 1
to 5 on: educational background, overall practice experience, leadership qualities, financial skills,
IT skills, philosophy, verbal communication skills, and vision. Partners attending the interview should
complete their form while the interview still fresh in his/her mind. The candidates' total score will
quantify the process.
Offer the job. If there is consensus on the best candidate, make the offer verbally,
then in writing if accepted. The offer letter should simple state the expected starting date,
salary and benefits. It is not a contract. Don't burn bridges. Be sure to inform the other candidates
who interviewed of your decisions and thank them for their interest. You never know how your manager
will work out.
