Eyeworld

OPHTHALMOLOGY BUSINESS 86 January 2017 by Liz Hillman EyeWorld Staff Writer ahead of time is valuable. Industry representatives can be a good source of information, he added. One perhaps less anticipated topic that interviewees should brush up on is fraud and abuse laws, said William Koch, administrative direc- tor, Texas Retina Associates, Dallas. "Physicians in residency and fellowship programs receive little to no training on compliance or, more importantly, fraud, waste, and abuse laws or regulations. Practices are starting to incorporate this conversa- tion into the interview process," Mr. Koch said. "New physicians can be a liability to the practice if untrained or unaware of these expectations. The key is to judiciously maximize reimbursement while limiting lia- bility to the practice, in addition to knowing and understanding these statutes in case the practice comes under some type of scrutiny, which is on the rise." Candidates should also come prepared to explain any gaps in em- ployment or why they might have held several positions within a short period of time. "Those are potential red flags. There could be good reasons for fit as part of a pre-existing team. They want to know how you'll contribute to their success, and you need to find out how they can con- tribute to a successful launch of your career," Dr. Burger said. The first step in preparing for a job interview is to know yourself. "Why are you pursing aca- demics over private practice or vice versa? Why do you want to practice in a big city vs. a small town? Also expect to ask a lot more questions this time around," Dr. Burger con- tinued. "Often applicants focus on the big things—partnership, guaran- teed compensation, etc.—but forget about the everyday clinic basics. Who hires and fires your staff? How do decisions about adoption of new technology get made in the practice? What about purchasing new machines? How do referrals get assigned?" For Audrey Talley Rostov, MD, Northwest Eye Surgeons, Seattle, doing one's homework and coming in with knowledge of the practice shows genuine interest and is some- thing she looks for when interview- ing candidates. Dr. Garg said finding out about the practice's clinical interests, patient population, insur- ance mix, and number of locations When it's all about finding the right fit, here's how to prepare for an interview P hysicians spend more hours a day with practice colleagues or fellow faculty members than their own families. So it's not unusual that the job interview process has been described as similar to dating to find the right spouse. "The interview is the best way to figure out if someone is a good 'fit' for the practice," said Sumit "Sam" Garg, MD, medical director, Gavin Herbert Eye Institute, University of California, Irvine, California. "Hiring an individual is like a marriage. You need to make sure that you will be able to get along with this person day in and day out." That said, if you're heading into your early career job interviews thinking the experience will be like residency match interviews, think again. "A job interview is completely different," said Berdine Burger, MD, Carolina Eyecare Physicians, Charleston, South Carolina. "Re- member, when interviewing for a job, the real question is how you'll The job interview: Putting your best foot forward T he interview can make or break your chances of being extended a contract offer. It potentially represents the start of a career-long relationship that may span decades. A mutual fit is paramount to your success as a prospective member of the practice or academic department as well as for the group's continued produc- tivity and cohesiveness. The interview is a chance to ask any and all questions related to the practice, ranging from seemingly mundane day-to-day aspects of the busi- ness to the long-term practice outlook. Sumit "Sam" Garg, MD, Berdine Burger, MD, Audrey Talley Rostov, MD, and William Koch provide insights into several different aspects of a job interview and a few pitfalls to avoid. Prior to the interview, attempt to learn as much as possible about the practice itself as well as the practice's setting. Additionally, take time for introspection to determine your own desires in a potential position. This preparation demonstrates a level of interest desired in a prospective practice colleague or faculty member; it will also allow you to ask meaningful questions of the practice and make the most informed decision when signing an employment contract. In next month's column, we'll discuss employment contract negotiation, and practice and ASC buy-ins/outs. Charles Weber, MD, YES connect co-editor YES connect continued on page 88

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