Physiatry Physicians Looking for a Practice Opportunity?
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FARR HEALTHCARE DATABASE
11,738 physiatrists with practice and area preferences for most of them
3,070 email addresses
PHYSIATRY FACT SHEET
- Total number of Board Certified physiatrists: 9,195
- Residents completing training annually: 369
- 59% of residents are male; 41% are female.
- New Graduates: $160,000 plus incentive
- Medical Director: $250,000 plus incentive
- The above numbers are based on my experience and vary from area to area.
- Per salary.com: $176,340 25th percentile, $197,369 50th percentile, $215,508 75th percentile
BOARD CERTIFICATION PROCESS
The written exam is administered annually in August. It can only be taken post-residency. Applications must be received by the preceding January. 90% successfully pass the examination the first time.
The oral examination may be taken only after one year of clinical practice fellowship, research, or a combination of these activities in PM&R is completed following residency. The exam can be taken in May; the deadline for registration is the preceding November 15th. 89% successfully pass the examination the first time.
The pain exam is administered by the American Board of Physical Medicine and Rehabilitation is in September. The pain examination deadline is the preceding February. 83 physiatrists took the American Board of Physical Medicine and Rehabilitation’™s pain boards in 2008.
Candidates must satisfactorily pass both the written exam and the oral exam in order to be certified by the American Board of Physical Medicine and Rehabilitation. Physician must be recertified every 10 years.
Compensation can be 15% – 20% lower in major metro areas due to the oversupply created by many residency programs and attractive lifestyle of the metro areas.
Interventional/pain management is the favored subspecialty of new graduates with most residents going into such a fellowship. Once they finish their fellowship, they usually only want to do procedures. It ‘s getting harder and harder to find physiatrists who want to do inpatient work.
PLANS OF 2008 GRADUATES
62% of senior physiatry residents applied for a fellowship.
For those who did not accept a fellowship, their plans were split between heading into private practice and accepting a position at an institution. Over half of the residents responded that they would be moving away from the area where they worked as a resident. There is a decline in residents entering certain subspecialties. Pain saw the greatest loss with 52% respondents interested in it last year and 19% this year. Musculoskeletal medicine saw gains. Rehab, neurorehab, cancer rehab and general rehab saw an increase with 19% claiming an interest in these subspecialties. Spine maintains a similar level of interest.
From the Physiatry’s Academy, Spring, 2009
Above information also from the Physiatry’s Academy and Board
Testimonials about Farr Healthcare, Inc.:
“Thank you for your fine work and great referrals. It has been a pleasure working with you.”
Nancy Roberts,RN, Director of Physician Services, Providence Medford Medical Center, Medford, OR
“Recently we hired a physiatrist for the Albuquerque market using an excellent recruiter. Her name is Linda Farr. She has been recruiting only physiatrists for many years, so she knows these specialists all over the country. She will first create a job description with your input and then starts sending you resumes. She will conduct the preliminary interview and send you a copy immediately, which I found extremely valuable in helping to decide who to bring out for a formal interview. She will continue to send people your way until you have someone under contract. She is the best recruiter I have ever worked with.”
David Lyman, M.D., M.P.H., Regional Medical Director, Concentra
“We would like to express our gratitude to you for helping us to successfully recruit our new physiatrist. After almost two years of recruiting efforts, we turned to her. Within just a very few months, we have a new physician who appears to be the perfect fit for our group.”
Dr. Jeff Hecht and Staff
Here’s a list of questions to ask physicians you are interviewing for a position with you:
1. Give me an example of your leadership skills.( If your job qualifications involve leadership.)
2. Give me an example of your problem-solving skills.
3. Wht is your secret to handling difficult patients?
4. For experienced candidates: How have you contributed to the growth of your medical group’s practice?
5. For experienced candidates: What would you change about your current situation?
6. What are you most proud of regarding your professional accomplishments?
7. How does this opportunity compare with others that you are considering?
8. What do you think of our community and its amenties?
9. If an offer were extended, what would you be looking for in terms of a compensation package?
10. What attracts you about our opportunity?
11. Where are you considering practice opportunities?
12. What are you seeking in your new position?
Why Recruiting Fees are Non-Refundable
A toaster oven, I can understand.
If it breaks, you simply return it to whoever sold it to you and get a full refund. The same is true with a flat-screen TV or a weed whacker. Satisfaction guaranteed or your money back.
So why should the placement of a candidate be any different? If the person doesn’t live up to expectations after being hired, shouldn’t the employer be able to return the candidate to the recruiter and get his placement fee back?
The answer is no—for three very good reasons.
First of all, a candidate is a person, not a piece of merchandise. And the last time I checked, it was illegal to buy and sell other human beings. You can own a weed whacker. You can’t own a person.
When an employer agrees to hire a qualified candidate as a result of my referral, it’s not as though the candidate is changing hands from one owner to another. The candidate and the employer are simply agreeing to work together, exchanging the employer’s money for the candidate’s time and services.
Besides, the two principals have had the opportunity to interview each other and engage in due diligence prior to making a decision of their own free will. To compare a candidate to a weed whacker is like comparing an apple to an orange.
Secondly, there’s a limit to what I can guarantee.
For example, I can guarantee that the candidates I refer meet the employer’s requirements, with respect to their background and ability. I can guarantee that I’m complying with employment law. But I can’t guarantee the future performance of other people or how effectively they work together. If I had that sort of power, I would have arranged for world peace a long time ago.
I can be enthusiastic about putting a deal together—assuming there’s a match. But the actual decision to hire or accept employment is beyond my control. And I can’t guarantee that which I can’t control.
Finally, a major part of my decision to accept a search assignment is based on my prediction of the outcome. Whatever my pricing model, the last thing I want is to spend time on a project that’s problematic or is doomed to fail. And if the fee for my services is contingent upon making a placement, I’m going to make darned sure I can fill the job before I spend 20, 40 or 100 hours of my time working on it.
The most compelling reason not to return my fee is that my professional activities—the sourcing, screening, qualifying, appointment-setting, closing, interview prepping, debriefing, offer negotiation and counteroffer-defense—all take time. Lots of time. And the time I spend of behalf of my client’s hiring needs cannot be recovered. That time is gone forever.
Negotiating your terms and conditions
When an employer asks about your guarantee, simply explain that if the candidate leaves for any reason other than lack of work, you’ll do everything in your power to find a suitable replacement within a reasonable period of time; and that doing so represents not so much your obligation, but rather a good-faith act of courtesy, dedication and loyalty to the client.
I’ve found that most employers understand that in a contingency arrangement, the recruiter assumes all the risk, and can’t recover his costs associated with a placement that turns sour. Like everyone else, recruiters have bills to pay.
For employers who absolutely insist on a money-back guarantee, I suggest you offer a couple of different pricing models: You can either pay me on a time-and-materials basis, billed at $200.00 an hour; or you can pay me a non-refundable deposit to cover my initial costs before I start the search.
In either case, the risk is shared, with both parties having made an investment in a successful conclusion.
If I’m going to climb onto a high wire, it’s only common sense to insist on a net.
- Bill Radin
Bill Radin is a top-producing recruiter whose innovative books, tapes and training seminars have helped thousands of recruiting professionals and search consultants achieve peak performance and career satisfaction. Bill’s extensive experience makes him an ideal source of techniques, methods and ideas for rookies who want to master the fundamentals—or veterans ready to jump to a higher level of success.