Focus: Physician Recruitment e-Newsletter

Do not contact the candidate promptly when you receive the CV or resumé. This will highlight your lack of interest and allow another medical group to hire him or her before you.

Instead, make it a priority to review CVs and resumés upon receipt. Respond to the candidate within 48 hours so he or she is aware of your interest.

In your first conversation with the candidate, discuss the negative rather than the positive aspects of the position.

It is important to stay focused on the benefits of the position for your organization and for the candidate's career growth.

Do not schedule a prompt interview and do not pay for the candidate's interview expenses.

Act promptly to keep the candidate's interest and make him or her feel important. Your competition will reimburse for interview expenses and so should you.

Ignore the needs of the candidate's spouse or significant other.

Instead, include this key person in the process; it will be appreciated and may be exactly what it takes to recruit the candidate.

Allow the candidate to eat dinner and tour the community alone.

A dinner with future colleagues or community members with similar interests and a community tour with a knowledgeable resident of the area will help the candidate get connected and able to envision life in your community.

Make sure the candidate does not have an opportunity to meet all the members of the practice or department members.

Instead, provide opportunities for the candidate to meet and greet, such as a luncheon with the department or group members.

Be lax in deciding on your interest in and follow-up with the candidate after the interview.

Your delay will allow another practice time to recruit the candidate. It will also leave the candidate feeling unsure about your level of interest.

Fail to promptly provide the candidate with a complete offer/contract when promised and let the candidate have as long as he or she wants to commit or decline.

At this stage in the recruitment process, it is critical that you deliver on your promises. Give the candidate a reasonable but established deadline to reply to your contract offer.

Renege on promises made – orally or in writing.

Instead, be diligent in recording the specific conditions to be met by the hospital or practice, and ensure they are included in contractual language.

Do everything you can to leave out that personal touch when working with the candidate.

Everyone has a need to be wanted. If you go the extra mile for your candidate, you have a greater chance of filling your open position and retaining that physician for the long run.

Top 10 Ways to Lose a Candidate