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Believing that you may be pushing too hard in your contract negotiations is a common concern. You may fear that hard feelings will develop even before employment begins. But if you are convinced of your value. fight for the terms you feel are important to personal job satisfaction.
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If you should consider working with an exectuive search rectruiter / head hunter that you trust and has come personally recommended.
If you should consider working with an exectuive search rectruiter / head hunter that you trust and has come personally recommended. They will take much of the legwork out of the initial candidate search and could increase your odds of selecting the right physician for your practice by carefully evaluating and porescreening candidates. Whether you use a search foirm or not, prepare yourself for a process that will unfold along the following lines: 1. Carefully spell out precisely what you’re looking for in a new physician, 2. review qualified applicants’ CVs, 3. scehdule and conduct telephone interviews to pre-qualify best candidates, 4. schedule and conduct face-to-face interviews for best candidates, 5. conduct a post-interview analysis 6. prepare an offer for the desired physician(s) 7. enter into employment agreement negotiations and contract signing.
They will take much of the legwork out of the initial candidate search and could increase your odds of selecting the right physician for your practice by carefully evaluating and porescreening candidates. Whether you use a search foirm or not, prepare yourself for a process that will unfold along the following lines:
1. Carefully spell out precisely what you’re looking for in a new physician,
2. review qualified applicants’ CVs,
3. scehdule and conduct telephone interviews to pre-qualify best candidates,
4. schedule and conduct face-to-face interviews for best candidates,
5. conduct a post-interview analysis
6. prepare an offer for the desired physician(s)
7. enter into employment agreement negotiations and contract signing.
When trying to lure a valued physician into your practice, first determine what deal elements are most importantn to them. Is is base compensation or equity and long-term returns? Are they motivated more by life-style value or financial?
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Some may view a letter of intent as a “casual/non-binding” document, however certain provisions within the document may have legal effect. Many letters of intent state that the parties agree to engage in good faith negotiations of the terms of the definitive agreements.
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Twelve of the most common negotiation mistakes that might jeopardize a deal are: 1. Recruitment package is not finalized, but the candidate is ready to talk seriously 2. Letter of intent is not finalized
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When mailing information to interested candidates, include an overview of the practice’s specialty, geographic location, history, ancillary services, backgrounds of the current physicians, types of equipment used, support for continuing medical education, and all issues that apply to the clinical aspects of your practice.
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Win-win is definitely achievable, but only when both parties enter into negotiations in good faith and both with a clear and dfensible idea about what their deal-breaker issues are.
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When negotiating employment terms with a small group practice, it may be up to you to insist that your agreement be put into writing. By all means don’t just let it slide.
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Remember, you are negotiating all the time during the recruitment process, and there are predictable responses to the maneuvers that take place in a negotiation.
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Employment Agreement negotiations from the Practice Perspective
In any game, there is always a great advantage to getting inside the head of your opponent. Although employment agreement negotiations should never be approached from an adversarial standpoint, we think you will benefit greatly from an appreciation for what motivates an employer during the recruitment and job offer negotiation process.
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