| Successful physician recruiters work with an efficient, | | | | establishing a good rapport with the individual, the |
| consistent process to find and place the best | | | | recruiter matches their credentials with the job orders. |
| candidates. They know that a recruiter must perform | | | | The way a recruiter presents an opportunity many |
| many roles: sourcing, marketing, client management, | | | | times will determine whether or not the candidate will |
| documentation, and retention, as well as specific | | | | accept or decline an interview. By conveying |
| recruiting activities. To manage this process effectively, | | | | excitement about the opportunity, and by sharing all the |
| they follow specific steps proven to achieve success, | | | | details about the job, the candidate becomes |
| and closely monitor their activity. | | | | enthusiastic about an interview with the company. |
| The best recruiters perform well on both sides of the | | | | At the end of the day, successful recruiters do one |
| business: finding top-notch recruits and cultivating and | | | | thing...get candidates in front of decision-makers. They |
| managing clients. They excel at matching the right | | | | do this by identifying the hiring manager during the |
| candidate to the right position, which leads to further | | | | marketing process, and by enthusiastically presenting |
| business through referrals from happy clients and | | | | the potential candidate. The hiring manager must learn |
| physicians, as well as a client base that is pleased to | | | | why the recruiter feels a particular candidate is ideal |
| do business with the recruiter again. | | | | for the job, and this goes beyond credentials and work |
| Through cold calling, referrals, and industry specific | | | | experience. The manager also wants a person with |
| websites, a recruiter finds candidates for placement. | | | | the personality and culture to click with his or her new |
| First the recruiter determines their level of interest: if | | | | co-workers. They want to know what the physician's |
| the candidate is interested in someday making a | | | | references have said, and what the physician's goals |
| career change, but is not open to it right now, the | | | | and strengths are. |
| recruiter saves the prospect's information and checks | | | | The next step is key...the prep. The most successful |
| back periodically to see if the situation has changed. | | | | recruiters prepares both the physician and the client for |
| If the candidate is ready to make a move now, the | | | | the interview. The day before the interview, the |
| recruiter conducts a preliminary information-gathering | | | | recruiter should spend some time with the candidate |
| interview and logs the data for later use. He or she | | | | sharing any further information discovered about the |
| obtains the curriculum vitae (CV) and references, and | | | | hiring organization and the decision-maker. Role-playing |
| performs a background and credentials check. The | | | | with interview questions are a great way to prepare |
| information collected from the candidate is analyzed | | | | the physician; the recruiter can then give the candidate |
| for any issues, such as insufficient credentials or | | | | suggestions for improvement and teach any needed |
| negative feedback from references. In this case, the | | | | interview skills. |
| recruiter must decide whether the issues are significant | | | | Likewise, the recruiter will spend time with the client to |
| enough to stop the process, or whether the issues are | | | | ensure a smooth interview process. |
| merely noted for future reference. | | | | After the interview, the best recruiters will always |
| At the same time, the successful recruiter is also | | | | follow up with both the candidate and interviewer. He |
| identifying clients and cultivating relationships with | | | | or she must find out not only whether the candidate |
| hospitals, organizations, and physician practices. The | | | | has any concerns, but also what went right. Next the |
| same techniques of cold calling, referrals, and web and | | | | recruiter talks with the client to address their concerns |
| media searches can provide many leads to practices | | | | as well. The information is vital to complete the |
| and organizations with open positions. In addition, | | | | placement and start the process of making a job offer |
| cultivating good relationships with organizations that | | | | and negotiating terms. If it just will not work, the |
| don't have a current opening will pay off when a | | | | recruiter receives valuable information about what the |
| position is available - the hiring manager will contact the | | | | manager and candidate are looking for, to fine-tune the |
| professional recruiter first. | | | | search process. |
| Good recruiters prepare several scripts that they use | | | | Sometimes a second interview and usually a site visit |
| to make marketing presentations to potential clients. | | | | is necessary. The recruiter builds good relationships by |
| This ensures that they say all they mean to say, in the | | | | coordinating any travel and itinerary arrangements that |
| way they mean to say it. On a marketing call, the | | | | are needed. If the physician will need to relocate to |
| recruiter explains the benefit to the client in working | | | | accept the position, it is helpful to put together a packet |
| with their company, and responds to any questions or | | | | of information about the new area. The recruiter must |
| objections. A good recruiter knows there is only one | | | | also coordinate obtaining a state license and any |
| objection that can't be countered: maybe! | | | | credentialing needed for the job. |
| Once the new client agrees to work with the recruiter, | | | | A good recruiter's job doesn't end when the candidate |
| an agreement is signed. The recruiter obtains all details | | | | is placed. He or she should follow up with both the |
| about the job, the practice and the location. A | | | | physician and hiring manager to be sure all is going well. |
| workable job order is one in which three criteria are | | | | During the first month, a weekly call can head off any |
| present: | | | | potential problems and ease the transition not only with |
| 1. There is evidence of cooperation. The client is willing | | | | the candidate but also with their family. Then the |
| to respond to the recruiter in a timely manner. | | | | recruiter should contact both parties on a month |
| 2. There is a sense of urgency. The client "feels the | | | | schedule for the first six months. At the one-year |
| pain" of not having this position filled. | | | | anniversary mark, the recruiter should check again to |
| 3. It is a marketable position. The specialty is in the | | | | be sure the placement is satisfactory. |
| recruiter's area of expertise. | | | | Successful recruiting is a rewarding challenge. |
| Recruiters maintain a searchable database of the | | | | Recruiters can change people's lives, for the better or |
| open positions and records the activity made on each | | | | for the worse. If they do the right things at the right |
| job order. | | | | time, listen to wisdom, and perform the job properly, |
| Matching physicians with open positions is as much an | | | | they build a satisfying career. In addition, they provide a |
| art as it is a task to be done in the recruiting process. | | | | vital resource to client companies and candidates. |
| After working hard to recruit a qualified candidate, and | | | | |