ASK THE CAREER COACH
What Every Interviewer Wants to Know About You
By William B. Rabourn Jr.
Q: I have interviews scheduled with several practices that are looking for a new associate. What key questions should I be prepared to answer?
A: Potential employers want to know if you're a good fit for their practice. Are you willing and able to do what they need their new associate to do? To find out, they'll likely ask how you see your practice taking shape. The question — and your answer — are multifaceted.
Questions and Answers
Employers want to know what type of practice you prefer. Do you see yourself in a large, multispecialty setting, a large subspecialty setting, or perhaps a three-person general ophthalmology group? Do you want to see a mix of patients or focus on children or the geriatric age group? Would you like to develop a referral-based practice?
Your interviewer also will want to know if you prefer the anterior segment subspecialty, posterior segment or both. Don't be surprised if he asks if you're willing to see all types of patients, at least initially. He may want you to ease the workloads of several doctors in different practice areas.
He may ask how you'd like to divide your working time. For example, do you want to spend 4 days per week in the clinic and 1 day performing surgery, or do you prefer some other schedule and mix of responsibilities?
Another common question centers on your willingness to travel to satellite offices to see patients. Satellite offices tend to be 20 to 45 minutes away from the main practice office. The practice owners may want you to work in one or more satellite locations each week.
| Testing 1, 2, 3 Although it's not commonplace, you may be asked to take a personality or similar psychological test. Consider this beneficial. It can give the practice a better idea of whether or not you're a good fit. It can serve as an extension of the interview, providing further insights into your personality and work style. There usually is no right or wrong answer, but the test should reflect your true beliefs and personality, so honesty is the best policy. Most of the time, the testing is outsourced to a professional testing company, an employment agency or even a law firm. Some practices consider these types of tests intrusive and worry that job candidates will be offended. However, I think personality tests should be used more often. From the practice's point of view, hiring a new physician is a costly endeavor, doubly so when it doesn't work out. Placing ads, sending letters, conducting interviews, flying candidates in and possibly taking them to dinner can cost tens of thousands of dollars. If you're hired and leave after only a few months or a year, the practice is right back in the same boat. However, its problems are compounded. You would have been seeing patients and building your own base. You also may have been the only doctor in the practice performing a certain type of procedure. With you gone, the practice has to find a way to care for your patients. With so much at stake, I advise practices to spend the extra money on testing. Why not find out all they can about you, the person who will be treating their patients and may someday become their partner? |
Your Assets
In addition to learning about your preferences and goals, the hiring manager will want to know what you'll bring to the practice. Interviewing physicians may ask how you spent your educational time, what aspects of practice were interesting to you, what you liked, what you didn't like and why.
| It's OK if you've done fewer procedures than other candidates. It's more important not to suggest that you're more proficient than you really are. |
More specifically, they'll ask what types of procedures you've performed, how many and what techniques you used. Some doctors in training have the opportunity to perform a couple of hundred cases. Other doctors, perhaps simply because their programs have access to fewer patients, finish their schooling having done less than 100 cases. Still others will spend more time in the clinic than in the operating room. Remember that it's OK if you've done fewer procedures than other candidates. It's more important not to suggest that you're more proficient than you really are. Your interviewers will have a good idea of your proficiency based on your number of cases, so just be honest. Also, be sure to tell them what types of cases you'd like more experience with and assure them that you're confident in your ability to become proficient in all required areas.
Other Things to Think About
First, geography is a topic that likely will come up, as in, "we live and work here, where do you want to live and work?" Are you comfortable with relocating from the East Coast to the West Coast or vice versa? If you're accustomed to the culture of a small Midwestern town, how do you feel about living in a major metropolitan area or vice versa? Are you a skier or a surfer? It's important to the practice, and to you, that you're happy in the community.
Second, you may be asked to provide video of a procedure or procedures you've done. If cosmetic surgery is your area of expertise, you may be asked to show before and after pictures.
Third, during your visit, you may have the opportunity to see patients along with the practice's physicians. If you do, notice everything you can about how they work. Note how they interact with staff members and patients. Paying attention to the overall picture will help you determine if your practice styles are compatible.
Be Yourself
No matter what questions you're asked during your interview, remember that there are no right or wrong answers. Just be honest about who you are and what you want to do.
I'm sure you already have some idea of what you'd like your next career step to be. But an idea isn't enough. It's important to take the time to crystallize the details in your mind before an interview. Careful consideration will help you present your plan more effectively to others, and a clearly presented plan is a well-received plan. A complete plan demonstrates that you came prepared for your interview and you know what you want. In the early stages, that's all an employer can ask of you. nMD
| William B. Rabourn Jr. is the founder and managing principal of Medical Consulting Group in Springfield, Mo. The Medical Consulting Group team possesses a wide range of expertise in staff training, development of ambulatory surgery centers, and practice development, management, financial operations, efficiency and marketing/advertising. You can e-mail Mr. Rabourn at bill@medcgroup.com. |
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