Best Friend's Guide For Doctors

Best Friend’s Guide
to Finding a Practice
T R A N S F O R M I N G H E A L T H C A R E C A R E E R S
Best Friend’s Guide to
Finding a Practice
Preface
This year marks the tenth edition of The Best Friend’s Guide to Finding a
Practice. Written by the consultants at CompHealth, this guide is designed
to help physicians in their search for a new opportunity. Together, the staff
and management of CompHealth bring to this publication several decades
of combined experience with assisting individuals in securing practice
opportunities that meet their professional and personal objectives.
CompHealth is one of the nation’s largest providers of healthcare staffing

services. Founded in 1979, the company provides temporary staffing and
permanent placement services for healthcare professionals of all types.
We are proud to be able to offer you this book and sincerely believe you
will find it to be a valuable resource in your search. We welcome your
comments and suggestions so that we can make this resource even more
valuable for you. After all, it was for you, the physician seeking a new
opportunity, that we undertook the development of The Best Friend’s
Guide in the first place.
If you have any comments or would like to further discuss new oppor-
tunities for professional growth, please contact Larry Stewart,
President, Physician Search Group, CompHealth, 25 Van Zant Street,
Norwalk, Connecticut 06855. Or call toll-free 800.365.8900.
www.comphealth.com
jobs@comphealth.com
“If your best friend were also the most knowledgeable
person in the world about finding the right practice, this
is the advice you would get.”
Gerard Martin, MD — Director of Research

Henry Ford Hospital
Detroit, Michigan
A successful user of
Best Friend’s Guide
Please direct any request for reproduction of this material to:

Larry Stewart, President
Physician Search Group, 800.365.8900.
CompHealth
25 Van Zant Street
Norwalk, CT 06855-1786
Best Friend’s Guide to Finding a Practice is published by CHG Management, Inc.

and is available for reprint and reproduction only with express consent of the
company. Best Friend’s Guide to Finding a Practice Copyright © 2001, 2002, 2004
CHG Management, Inc. All Rights Reserved.
EEO/AA
Table of Contents
Introduction – Choosing CompHealth . . . . . . . . . . . . . . . . . . . . . 2
Why Use a Recruiting Firm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Action Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Curriculum Vitae . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Recommended CV Format . . . . . . . . . . . . . . . . . . . . . . . 8
Sample CV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Practice Opportunity Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . 25
Negotiating Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
A Physician’s Introduction to Malpractice Insurance. . . . . . . . . . 30
Managed Care and Your Future . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Locum Tenens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Sample Follow-Up Letter . . . . . . . . . . . . . . . . . . . . . . . 42
Sample Letter of Acceptance . . . . . . . .. . . . . . . . . . . . . 43
Sample Letter of Declination . . . . . . . . . . . . . . . . . . . . 44
Professional Organizations . . . . . . . . . . . . . . . . . . . . . . . 45
State Boards of Medical Licensure . . . . . . . . . . . . . . . . 51
DEA Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
State Chambers of Commerce . . . . . . . . . . . . . . . . . . . . 64
CompHealth Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Introduction
Whether you are fresh out of residency or a veteran physician, you may
have questions about finding the practice that is right for you.
CompHealth offers answers to your questions and valuable services that
enable you to locate your ideal practice opportunity.
As one of the nation’s largest providers of healthcare staffing services, we

provide employment opportunities in all 50 states for locum tenens and
permanent placement physicians of most medical specialties, as well as
nurses and Allied healthcare professionals. We have more than 400 ded-
icated staffing consultants who are experts in their field. Each consultant
is focused on a specific specialty and is well versed in current salaries,
market conditions and industry trends. Our consultants can arrange
interviews for you while maintaining your anonymity and help you nego-
tiate the best offer possible.
Our fee is paid by the practice or hospital that hires you. Most inter-
viewing costs are also paid by our clients and there is no cost, risk or obli-
gation of any kind to you.
To help you get started, we’ve compiled this reference guide. It’s an excel-
lent informational tool for finding your dream job. From walking you
through the basic decision-making process to helping you draft your CV,
from uncovering the right opportunity, to signing a contract, the Best
Friend’s Guide to Finding a Practice will guide you every step of the way.
The secret to finding and securing the right practice is to start as

early as possible.
Although your individual experience may vary, the average time it takes
to find a practice is three to six months. In some cases, it can take up to
a year or more. While this may seem like a long time, you will find that
interviewing, negotiating, accepting an offer, credentialing, obtaining
licensure and arranging to move are likely to take much longer than you
might expect—especially when you must coordinate your busy schedule
with the schedules of others. In order to find the practice that’s right for
you, there are two primary considerations you must address:
• What you want to do.

• Where you want to do it.
2
These may seem obvious, but are in fact, complex issues. The decisions
you make now affect your immediate and long-term future. Your first step
is to define the kind of practice you want. Do you want to work in a com-
munity or academic facility? Do you want to work in a single-specialty or
multi-specialty group? What do you require for compensation? Do you
want to be a partner, an employee or an independent contractor? How
busy should your chosen department or practice be? What are your short-
and long-term career goals? Once you have defined what you want to do,
you must give thought to where you want to practice. Climate, topogra-
phy or family and friends may be your primary criteria. The availability
of recreational activities that are important to you, cost of living, quality
of the local schools and the character of the social and economic envi-
ronment are also important considerations. These basic questions should
get your mind working. If you already have firm ideas about where you
want to live and what type of practice you want, you are ahead of the
game. This guide will address both of these areas more fully in the sec-
tions entitled The Community and The Opportunity.
On page 5 is an Action Checklist that outlines the next steps you should
take, as well as the order in which you should take them.
Of course, at any time during your search you are welcome to call a
CompHealth representative at any of our offices: Connecticut,
800.365.8900; Florida, 800.365.8901; Illinois, 800.365.8902; or Utah,
800.328.3666. You can also visit us online at www.comphealth.com.
3
Why Use a Recruiting Firm?
Running your own job search requires a lot of time. Plus, selling yourself
can be difficult for some people. When you use a recruiting firm, some-
one is marketing you to potential employers without any cost or effort on
your part other than providing some basic information about your skills,
experience and preferences. A good recruiting firm can help you:
• Find a job at no cost

• Save time
• Screen opportunities for you so you find the right job faster and easier
• Protect your anonymity
• Contact employers to find more opportunities for you
• Locate opportunities that are never advertised and that you may
never find on your own
• Schedule interviews for you as well as make any necessary
travel arrangements
• Help you negotiate a higher salary and better benefits
4
Action Checklist
Introduction
This section represents a real-world schedule for finding a practice that is
applicable to all job seekers, residents and practicing physicians alike.
Because each individual will move through the Action Checklist at a dif-
ferent pace, the activities are listed in order of priority but not in a spe-
cific timeline, so you can complete the tasks at your own pace. It is
important to allow yourself enough time to assure that it is done to the
best of your capabilities.
Starting early in your search for the right position is important because,
on average, the process can range from three months to more than a year,
which is why starting early is important. With an ample head start, your
odds of finding a practice that is right for you are high. Remember, that
time wasted could have been spent on searching and securing the ideal
opportunity.
Check off when complete:

1. Draft your CV and compile references.
2. Refine your CV. Decide upon the areas of the country and types of
practices you want to explore. Research each state’s licensure require-
ments.
3. Call CompHealth at 888.517.5783 to identify the appropriate practices
and/or hospitals for your interviews. Remember, the call, and all
other CompHealth services, are free to you. Additionally, in the majority
of cases, interviewing expenses are paid by the hospitals and practices where
you interview.
4. Set up interviews with practices interested in you. These opportuni-
ties should meet your objectives in terms of geography and type of
practice. Make travel plans.
5. Interview at desired locations. Be sure to inquire about both the prac-
tice and the community.
6. If necessary, schedule a second interview with your top choices. Make
sure that you get all the information you need to make your final decision.
5
7. Tie up loose ends such as follow-up letters, references, licensure
applications, etc. and think about your decision.
8. Review the contract (your CompHealth consultant can help).
9. Make a decision and commit to a practice.
10. Complete credentialing, state licensure and DEA registration.
11. Find a residence. Negotiate a mortgage/lease.
12. Relax and get ready for your new career opportunity.
13. Start working!
CompHealth represents practice opportunities

in most of the 50 states.
6
Curriculum Vitae
Your curriculum vitae (CV) is the document you will use to present your-
self to potential employers. It details who you are, where you’ve been,
what you’ve accomplished and what you can do. Most prospective
employers will see your CV before they see you. They will use your CV
to make judgments, so you will want to make your CV as effective as pos-
sible. There are two things to keep in mind:
• Present the facts about yourself in a way that will be the most attrac-
tive to your future employer. You may be the best candidate for a job, but
you may not get the chance to interview if your CV doesn’t communi-
cate that. Your CV is the place to emphasize your strengths, accomplish-
ments, skills and talents. A good CV will help a decision-maker decide
in your favor.
• Make your CV as easy on the eyes as possible. Try to use white space
generously to help draw the reader’s eye to important information. Use a
type face that is easy to read. If you have access to a computer (especial-
ly one with a laser printer), compose your CV so it looks as crisp and pro-
fessional as possible. Always use paper that looks good when photocopied
or faxed; i.e., white or light-colored paper.
On the following page is a CV guideline. You can use this format to draft
or update your CV. If you do not have access to a word processor or laser
printer, or are too busy to compose a CV, just complete the next page by
hand and send it to CompHealth. We’ll prepare one for you at no charge!
7
Recommended CV Format
Name:_____________________________________________________
Home Address: Office/Hospital Address:
____________________________ _______________________________
____________________________ _______________________________
Home Telephone:____________________________________________
Home Fax:__________________________________________________
Office Telephone:____________________________________________
Office Fax:_________________________________________________
E-mail Address:_____________________________________________
Current Position(s): __________________________________________
Postgraduate Training: ________________________________________
Education: (List universities, degrees and dates in descending order,
most recent first.)
__________________________________________________________
__________________________________________________________
__________________________________________________________
Certifications and Licensure:___________________________________
__________________________________________________________
Professorial or Teaching Appointments: __________________________
__________________________________________________________
__________________________________________________________
Professorial Society Memberships:_______________________________
__________________________________________________________
__________________________________________________________
Awards and Honors:__________________________________________
__________________________________________________________
Bibliography: (Presentations/publications. List in descending order,
most recent first. List works in progress as well.)
______________________________________________________________
__________________________________________________________
__________________________________________________________
Personal and Professional References: (List three or four names,
addresses and phone numbers. Consider listing your program
director, department chair and a preceptor.)
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
8
Sample CV
David M. Hill, M.D.
Address:
500 Main Avenue
Any Town, State Zip
Telephone:
Home: 313-555-7891 Office: 313-555-4567
E-mail:
davidhill@hotmail.com
Residency:
7/97-6/00 Primary Care Medicine
General Medical Center
Any Town, State
Medical School:
9/93-5/97 State University
Any Town, State
Degree MD
College:
8/89-5/93 University
Any Town, State
BS Biology
Certifications:
Board Eligible in Family Practice
Advanced Cardiac Life Support
Licensure Exams:
National Board of Medical Examiners 1996
Michigan—DEA
Memberships:
American Academy of Family Physicians
Honors:
Alpha Omega Alpha
Chief Resident
9
David M. Hill, MD—Page Two
Bibliography:
Hill, David M.: Biological safety evaluation of a novel dentin bonding

system. Abstract.
Hill, David M., Smith, John S.: Study of Admission Procedures.

Presented to the Florida Chapter of Family Practitioners, 1993.
References:
1. Thomas McNeill, MD
Chairman, Department of Primary Care
500 Main Avenue, Suite 300
Any Town, State Zip
313-555-1212 (home)
313-555-4496 (office)
2. W. Donald Heppes, DO
Program Director
Any Town, State Zip
313-555-3333 (office)
313-555-6864 (mobile)
3. Raymond A. Osborne, MD
Senior Faculty
Any Town, State Zip
313-555-1111 (mobile)
10
The Community
Determining where you want to work
You know the areas of the country where you might want to live. Now it
is time to get specific and pick the town, city or type of town or city in
which you would most like to live. Following are some of the things you
should consider:
• Size of community
You probably have a pretty good idea of the kind of environment where
you feel most at home. Small towns appeal to some doctors, large cities
to others. Still for some, suburban areas combine the best of both worlds.
The size of the community does not necessarily correlate to the need
for physicians. Some rural facilities have strong needs and some city
hospitals have lesser needs. You should consider the kind of environ-
ment in which you will be most comfortable, productive and needed.
• Proximity of friends and family

Do you have friends or family with whom you need to stay close? What
level of contact do you want to maintain? What about your spouse’s
family needs? Is jumping on a plane for a visit at Thanksgiving accept-
able to you and your spouse?
There are a lot of things to consider in this area. For example, consider
whether your parents or in-laws will need you nearby as they advance in
age. Discuss these things with family and friends before making a decision.
• Employment opportunities for your spouse

The question of whose career comes first is a difficult issue. The ideal
move is one that benefits both careers. As a practical matter, however,
this is not always possible.
If your spouse has a career to consider, it is best to have frequent and open
conversations about this subject. There are always trade-offs and there is
a period of adjustment for both spouses, but happy compromises can be
worked out.
Research the community you are interested in at its local

chamber of commerce.
11
• General economic and social structure
Do you want to live in a town with predominantly blue-collar or white-
collar workers or a mixture of both? Or perhaps you want to practice in a
resort, agricultural, academic, metropolitan or rural community
Where will you feel comfortable? The happiest doctors are those who
pick an area where they can feel at home.
• Quality of schools
If you are planning to have a family or have one already, this is something
to think about, even if your children are not yet old enough to go to
school.
The quality of schools varies dramatically from area to area. Plan to call
or visit schools in your areas of interest. Find out how students perform
on standardized tests. Schools often report how much money is spent per
student and what the student/teacher ratios are. These facts will help you
compare and contrast different school systems.
We recommend keeping detailed notes on student/teacher ratios, class

sizes, tracking programs, special programs, etc. Your comparison of dif-
ferent school districts is likely to figure prominently in your planning.
• Housing costs
Is being able to buy a home right away important to you, or do you plan
to wait awhile? In general, if you choose the Northeast or the metropol-
itan areas of California or Florida, housing costs will be higher. However,
resale values will also be higher. If you are looking at opportunities in
areas such as the deep South and the Midwest, you can expect more mod-
erate housing costs.
Housing costs and the availability of homes for sale can play a critical role
in evaluating an opportunity. This is one of the many reasons you will
want to start your job search early. An early start will give you time to
thoroughly evaluate the part housing may play in your decision.
Remember, if you’re not sure about an area, you can always rent.
• Recreational opportunities
Is it important for you to live in a town that has lots of movies and live
theaters, restaurants, golf courses, amusement parks, concerts, major-
league sports teams, etc.?
If the great outdoors is more to your liking, you may want to look for
opportunities away from large cities.
12
• Area and patient demographics
Job satisfaction is vital. Consider the area’s total population, patient pop-
ulation and payor mix.
Is the area’s population able to support your presence in the practice you
would like to join? Is there a good patient/payor mix; i.e., a diversity in
patient population groups and in the payer categories?
Is there a particular demographic group that you would like to serve? If

you have a desire to perform community service, is there a local popula-
tion in need of volunteer medical attention? Make sure that the people
you want to serve are available to be served.
Once you have narrowed your search down to a specific town or towns,
there are certain things you should research in the community. Good
sources for this kind of information are chamber of commerce web sites,
real estate agents, the town hall, and the local library. Here are the pri-
mary areas to investigate:
- Size
How many people live in the town and surrounding area? Is the area
gaining or losing population?
- Economic background and stability

No community is totally recession-proof, but you can help protect your-
self. Is the area attracting new businesses or losing businesses? Look at sta-
tistics such as unemployment, growth rate, diversity of industries, average
family income, housing sales and availability and absorption rates for
office and industrial real estate. This information will give you a good
picture of the economic vitality of the area. The economic health of a
community may have an impact on the economic health of your prac-
tice.
- Cultural/recreational offerings
Is there a museum nearby? A driving range? Major or minor league sports
team? A good theater? Ask around. Look in the yellow pages. Make sure
you have plenty of cultural and recreational options for your leisure time.
- Religious choices
Can your religious needs can be met in this area? Again, real estate agents
are an excellent source for answers to your questions.
13
- Demand for specialty
Demand varies from one geographical area to another for any given spe-
cialty. Over time, the number of physicians graduating in certain spe-
cialties, combined with demographic shifts in the general population,
will dictate the number and kinds of positions available. This also affects
salaries, call schedules and the overall job market. Call CompHealth to
get the latest information about the geographical demand and compen-
sation ratios for your specialty.
CompHealth has a database that covers practices

in all parts of the country. In addition, our consultants know about
demographic trends that may aid you in your decision making.
Call us anytime you have a question:
Connecticut 800.365.8900 • Florida 800.365.8901
Illinois 800.365.8902 • Utah 800.328.3666
14
The Opportunity
What kind of opportunity are you looking for?
Here are some questions to ask before and during the interview process.
• What is the personality of the hospital and group?

What are their credentials? What are they trained in? How is the morale
among department staff members? What are the patients like and how are
they treated by the physicians on staff? How many doctors are there? What
is the typical rotation, the coverage and call schedule?
While these questions are important and should be asked, remember that
what you observe can be more revealing than what you are told.
• Why is the hospital or group hiring?

This is a basic question. You could be replacing a doctor who has retired.
Maybe a doctor has quit. Or perhaps the volume of patients is increasing
and the group needs an additional doctor to help with the increased patient
load.
• Who is in charge and how are decisions made?

If the practice is a partnership, who are the key partners? How are decisions
made? Will you be involved in the decision-making process? If so, when
and under what circumstances can your participation begin? It is in your
best interest to clarify who is in charge, how the decisions are made, and
what your role in the partnership will be.
• What is the practice’s legal arrangement?

How is the practice set up? The three major types of arrangements are:
– Independent contractors
– Partnerships/PC/PA
– Employer/Employee
An independent contractor is an individual in an autonomous business, but

has a close, interdependent and sometimes exclusive arrangement with the
facility. The individual covers all of his or her own expenses, but also reaps
all of his or her own profits. In these types of arrangements, you would enter
the group as an associate for a period of one to five years. After the trial
period, you may become eligible for a partnership. In these circumstances,
it is wise to review your initial contract and subsequent partnership agree-
ment with your CompHealth consultant or legal counselor before signing.
Corporations are legal entities with an executive board, stock, etc. Obtain
legal counsel to make sure you clearly understand your status, obligations
and options within the corporate structure.
15
Employee, as the word implies, means that you are hired by a medical
facility to work for a specified salary. As the IRS tightens its private inure-
ment guidelines, employee status is becoming more popular.
• Does the practice offer a buy-in option?

Buy-in options vary from group to group. If this is something you are
interested in, check with the practice to see if is available or might
become available in the future.
• What is the reputation of the group within the community/hospital?

You would be surprised at what you can learn just by drawing aside nurs-
es or staff members in the hospital and asking what they think about the
group you are considering. A practice’s reputation is something that can
have a major impact on your potential career path, yet it is something
very difficult to evaluate as a stranger. It is to your advantage to ask
around, consulting as many knowledgeable sources as you can find.
• What is the turnover rate?

This can be the most telling statistic about a group. If a group has main-
tained a very low turnover rate over a number of years, it tells you that
the practice is stable and that its doctors are happily employed. However,
should you find that the group has had some turnover, ask more ques-
tions. There may be acceptable reasons or unusual circumstances for less
than perfect retention. This will help you clarify exactly the type of situ-
ation you are entering before making a commitment.
• Are the operational procedures what you would expect?

Where do the patients come from? What is the primary service popula-
tion? How many referring physicians are there and who are they? Who
and where are the closest competitors? At which hospital(s) will you
have admitting privileges? What would your hours be? How many nights
will you be expected to work or to be on call? Does the practice have a
rotating schedule? How many patients will you see per day or month? As
a new member of the group, it is beneficial to have a very clear under-
standing of how you will be expected to fit in and what kind of commit-
ment is expected of you.
• Is there enough support staff available?

Make sure there is adequate support, such as nurses, physician assistants,
lab and x-ray technicians, EMTs and security. A good medical depart-
ment manager or secretary who keeps the department running smoothly
can be invaluable.
16
• What is the hospital and practice setup?
Thoroughly evaluate the hospital or practice setup. Having spent a great
deal of time in hospitals, offices and clinics over the past several years,
your experience and what you like and dislike should help you compare
practices and facilities. Following are some aspects you should investigate:
- Where are patients transferred to/from
- Nursery level
- NICU/PICU availability
- Size of pediatric inpatient unit
- Delivery volume
- C-section attendance
- Pediatric/OB relationship
- Facility design
- Affiliation (public, private, academic)
- Occupancy rate
- Nursing support
- Availability/condition of equipment
- Admitting staff
- Who writes admitting orders
- Level of computerization
- X-ray and lab resources
- X-ray and lab turnaround time
- 24-hour ED availability
- Payor mix
- Ambulance services
- Pathology mix
- Acuity level
- Outreach programs/transport services
- Volume expectancy
There are many more questions you should consider. The key is to be pre-
pared and to not be afraid to ask.
17
Compensation
The issue of compensation may play a key role in your decision-making
process. There are as many different types of compensation arrangements
as there are job offers. They range from flat salaries to a percentage of the
revenue you generate.
As with the legal contract you’ll be entering into, make sure you fully
understand your primary compensation arrangement. For example, Safe
Harbor Laws affect the way non-profit facilities are allowed to compen-
sate employees. In an income guarantee arrangement, be aware that you’ll
be responsible for paying back the full guaranteed amount at the end of
the contract period.
Although we strongly recommend that you avoid talking about compen-

sation in your interview, you should have an idea of what is acceptable to
you and what is competitive for the area. However, try not to quote an
actual figure. Think about your needs now and the ultimate needs of your
family in years to come.
There are many things to consider besides salary. Look at the whole pic-
ture, especially the future potential, both financial and professional. The
number of patients you see per year and any additional responsibilities
should be reflected in your compensation package.
Is the compensation package offered competitive?

This useful checklist will help you determine if the package you have
been offered is competitive and worthwhile.
• Base salary
• Incentive/production bonus
• Malpractice insurance
• Health insurance
• Dental insurance
• Life insurance
• Disability insurance
• Pension plan
• Tax shelter annuities
• CME stipend
• Relocation expenses
• Number of vacation days
• Number of CME days
• Number of holidays, personal days
18
Standard benefits generally have a value of 15 to 25 percent of the salary
component of the package. Moreover, salary and standard benefits are
not the only elements that contribute value to a compensation package.
Packages may include temporary housing, tuition reimbursement and
assistance with repaying student loans. Occasionally, packages also
include other elements such as interest-free loans, partnerships and
administrative stipends. Sign-on bonuses exist but are not very common.
In the end, you have to decide which package is the most advantageous
for you. Almost all the opportunities you evaluate will offer you mal-
practice coverage. Make sure you know whether it is an occurrence or
claims-made policy. If you are covered by a claims-made policy, who is
responsible for the tail policy? (The tail payment is the premium paid to
the insurer when the policy is canceled to cover claims that may be made
in the future.) Most private practices offer claims-made policies. Tail
payments are the exception, not the rule.
There is also the possibility that you will work at a facility that is self-
insured. If this is the case, how much coverage will you have? Will you
have the option of moonlighting at other facilities with this insurance
coverage?
Be sure you consider every element of the offer in-depth. We cover this
topic further in “Contract Negotiation.”
See the more than 4,200 practice opportunities CompHealth has

nationwide at www.comphealth.com
19
The Interview
Scheduling an Interview/Phone Interview
The phone interview is your first contact with your prospective employ-
er; it is a key element in the “first impressions are everything” process.
The goal is for both parties to determine whether a face-to-face meeting
is desired. Make yourself available during the day, be prepared with your
CV and have times and dates that you would be able to meet. Choose a
time during business hours so you can meet the team and see them in
action. And, while you’ve got your prospective employer on the phone,
be sure to ask if you should bring your spouse, and address any other con-
cerns you may have.
Where possible, try to schedule more than one interview in a trip, this will save
you time and expense.
The On-Site Interview

How do you want others to see you?
Few people are born with natural interviewing skills. Nonetheless, suc-
cessful interviewing skills can be acquired. The better prepared you are,
the better the impression you will make when interviewing.
A good interview gives you the option to pursue the position if you wish.
If something in the interview does not sound as if it fits your requirements,
continue to listen to the offer and hold your questions until the end.
Your medical education and training will establish your qualifications

for the job. But the personal style and character you present to your
interviewers will establish, in their opinion, whether or not you will
fit into their practice.
Here are the essential factors to remember for an interview:
• Be prepared
Bring extra copies of your CV, prepared questions you might need
answered, turn off your cell phone and/or pager, bring something to write
on and something to write with and your references.
• Dress appropriately
Doctors are expected to dress in professional attire. Appropriate inter-
view apparel can create a positive image in the eyes of the interviewer.
The classic advice is:
20
Men: Navy blue or gray suits, white shirts, conservative ties, matching
socks and polished shoes.
Women: A business suit, or coordinated skirt and blouse, stockings, and
good shoes.
• Be on time
If you are staying in a nearby hotel, drive to the interview location
beforehand so you are sure you know the way and how long it takes to get
there. If you are driving to an unfamiliar area, make sure you have
detailed directions and double-check them on a map. Always allow plen-
ty of time in case of traffic problems or bad weather. In any urban area,
assume that you will have to pay to park. In all cases, be sure you call the
day before to confirm your interview. Bring along contact information
including your CompHealth representative’s, in case you have addition-
al questions.
• Set interview objectives

Have four objectives for every interview:
1.Do your homework on the area beforehand so you can spend your time
asking important questions about the practice and hospital.
2. Find out what you need to know to determine if the practiceop-
portunity is right for you.
3. Make sure you do everything in your power to make a positive impression.
4. Leave the interview with the option to pursue the position because
you cannot turn down an offer you don’t get.
Remember. You cannot turn down an offer you do not get. At this point
you may also want to check to see if your expenses are reimbursable.
21
• A list of possible questions
One way to accomplish your interview objectives is to be prepared for
the questions that you are likely to be asked such as:
- What is it about this practice or area that appeals to you?
- What are your personal short- and long-term goals?
- What level of compensation do you require?
- When will you be able to make your decision?
- What would your colleagues say about your character and abilities?
- What were the high and low points of your residency training?
- When do you plan on obtaining board certification?
- What kind of clinical responsibilities are you looking for?
- What kind of exposure have you had to managed care?
- What kind of administrative or academic responsibilities are you
looking for?
- How do you feel about teaching? About research?
- What are your interests besides medicine?
- How would you describe yourself as a person?
- How would you handle this specific medical case? (Your interviewers
will then describe a specific patient and set of medical circumstances
and as you what you would do.)
- Why are you looking for a change?
• Be comfortable and confident

Have a well thought out answer for each of these questions and any other
questions you’ve heard might be asked. Focus on positive experiences
rather that negative ones, and be general on any negative questions you
might be asked.
It is important for you to look calm, confident and in control. To create

these impressions dress well, be prepared and look the interviewer in the
eye. If you are well rehearsed, you will be able to relax and be yourself.
• Size up your prospective employer

You want a practice that’s right for you. So while a prospective employer
is evaluating you, you should evaluate the practice opportunity.
Use the following section as a guide for creating your own series of ques-
tions. Have a well-organized list in a format you will find easy to use dur-
ing the interview. Or, you can copy the following section and take it to
each of your interviews.
22
- What is the culture of the group?
- What is the status of the group/practice? Its stability? Mix of

patients? Number and types of procedures? Number of doctors,
turnover rate and annual growth?
- What is the makeup of doctors in the group/practice? Their aver-

age age, variety of residency training, number of board certified
doctors, future physician/staff hiring plans?
- What is the character of the group/practice? Are they active in

the community, do they attend annual conferences and seminars?
- How is the group, clinic or practice managed? Day-to-day plans,

long-term plans?
- Are there any negotiations underway between the practice group

and the hospital or other managed care groups that may affect
compensation or working arrangements?
- What will my responsibilities be? Are there any additional

duties, community work, meetings to attend, clinical obligations,
call schedule, in-house codes or teaching responsibilities that I’ll
be required to perform?
- What is the length of the commitment? What is the average

earnings in the group? Can you expect an increase for becoming
board certified? What is the future earning potential?
- How are decisions made in the group?
- What is the payor and medical workload mix?
- How are patients generated, referral patterns?
This list of recommended questions is not intended to be all-inclusive.

You may have additional questions to add.
CompHealth maintains a database on compensation rates for all

specialties throughout the U.S.
23
Having a list of questions will impress interviewers and provide an easy-
to use script for exchanging information.
Remember that your interviewer may not be a knowledgeable about the

interview process. Having a prepared list puts you in control of the inter-
view. It also helps you remember the questions you want to ask, but might
forget under the pressure of the moment.
• Avoid these common mistakes

–Asking questions about money, benefits, partnership, etc. Wait for
the prospective employer to bring these up first, or wait until deep
into the interview process.
–Asking too few questions about prospective opportunity during the
interview. This can result in the interviewer feeling that you had
little or no interest. Have a list of questions prepared before hand.
–Not being prepared with the proper information about the practice.
Always do your homework and know about the practice before you
show up.
–Not asking for the job if you are interested. If you feel comfortable
with the interview and are interested in taking it to the next step,
let them know why you would be a good fit for the position.
–Arriving late, leaving early or declining to participate in a routine
step of the interview. Have the courtesy to be prompt and com-
plete the entire interview.
–Being critical of administration, the practice or processes. Each
practice or group will do things a little differently, so do not
criticize or suggest changes on matters while you are interviewing.
–Not getting enough information to make a decision during
t he interview. Again, take a list of questions you need to have
answered in order to accept an offer if one is extended.
• How to end the interview

Upon completing an interview, show your gratitude by shaking each per-
son’s hand and asking for their business card. Show interest in the posi-
tion by asking where they are in the hiring process, or what their next
step will be. Make your intentions clear, but if it’s not the right position
for you, let your CompHealth consultant end the process with the
employer.
See the more than 4,200 practice opportunities CompHealth has

nationwide at www.comphealth.com
24
Practice Opportunity Evaluation
The following form will help you evaluate practice opportunities.
Complete this for each practice and compare and contrast the merits of
each situation. Score each practice from one (best) to ten (worst) in each
category.
Practice Opportunity
One Two Three
Professional
Caliber of practice ______ ______ ______
Caliber of support staff ______ ______ ______
Commitment of hospital
management ______ ______ ______
Philosophy of the group ______ ______ ______
Reputation of group
within the hospital ______ ______ ______
Working environment ______ ______ ______
Working atmosphere ______ ______ ______
Group dynamics ______ ______ ______
Work schedule ______ ______ ______
Managed care arrangements ______ ______ ______
Call schedule ______ ______ ______
Equipment/technology in place ______ ______ ______
TOTAL ______ ______ ______
25
Economics
Income guarantee ______ ______ ______
Profit sharing ______ ______ ______
Financial stability of group ______ ______ ______
Privately insured patient mix ______ ______ ______
Government assistance
patient mix ______ ______ ______
Retirement plan ______ ______ ______
Incentive plan ______ ______ ______
Bonus plan ______ ______ ______
Timing for partnership ______ ______ ______
Malpractice coverage ______ ______ ______
Relocation allowance ______ ______ ______
Vacation time ______ ______ ______
CME time ______ ______ ______
Additional income opportunities ______ ______ ______
Competition in market ______ ______ ______
Service area population increasing ______ ______ ______
TOTAL ______ ______ ______
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Lifestyle
Housing ______ ______ ______
Access to hospital ______ ______ ______
Quality of schools ______ ______ ______
Community population ______ ______ ______
Proximity to major metro area(s) ______ ______ ______
Spouse’s career opportunities ______ ______ ______
Proximity to friends and family ______ ______ ______
Entertainment opportunities ______ ______ ______
Recreational opportunities ______ ______ ______
Distance to shopping ______ ______ ______
Distance to house of worship ______ ______ ______
TOTAL ______ ______ ______
SUBTOTALS
Professional ______ ______ ______
Economics ______ ______ ______
Lifestyle ______ ______ ______
GRAND TOTAL ______ ______ ______
For additional forms, contact CompHealth:

Connecticut: 800.365.8900 Florida: 800.365.8901
Illinois: 800.365.8902 Utah: 800.328.3666
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Negotiating Tips
There is one important thing to be aware of when you are accepting an
offer and signing a contract: You are in a negotiating situation. Negotiation
is not a “give me” situation. It is a two-way street of give and take.
Remember, you are in a position to negotiate any offer and make it the
best deal for yourself and the other party. The first thing to find out is
how much room there is for negotiation. Base salary, protected time, ben-
efits, incentives, vacation time, flexible hours, etc., are all elements of a
contract that can be negotiable to one degree or another. Find out how
much room there is for negotiation and review all points at one time.
At any rate, be mindful of deadlines and timelines for the contract that
is being negotiated. The faster you respond to the offer and get the ball
rolling, the more likely the group will be to negotiate terms with you.
Failure to respond in a timely manner can result in a loss of the position.
The flip side of the other party’s negotiating latitude is your negotiating
latitude. Determine a reasonable minimum for yourself in regard to salary,
benefits, obligations, etc. Research the area’s cost-of-living when deter-
mining these numbers. You can look up cost-of-living on the Internet.
Write down your negotiating limits and plan to stick to them. Remember
too, that the other party will probably prepare the contract. The prepar-
er, naturally, will write the contract to protect his or her organization’s
interests. Just make sure your requirements are met before you sign.
It is typical for a contract to have a termination clause, generally 90 to

120 days. This is a common time frame for the medical community.
Many contracts may also include a non-compete clause. This will occur
more frequently in fee-for-service groups and highly competitive areas. A
non-compete clause specifically prohibits a physician from working in a
defined geographical area for a certain period of time if he or she leaves
the group or the group loses its contract.
The best contracts are those that are based on a feeling of mutual trust.
If you have this feeling of trust for the other parties you are dealing with,
it is probably safe to go with your instincts and commit.
There are four different forms that an offer may take:
1. An appointment letter. These tend to be one-page letters. They are

simple and straightforward. They are more common with academic
facilities and are legally binding.
28
2.A formal contract. These documents can be many pages in length. They can
be complex and confusing. Many physicians seek legal counsel to aid in
reviewing the contract before signing. Retaining legal counsel will
ensure that you understand exactly what you are committing to.
3. A letter of intent. These documents articulate the job offer and out-
line many of the elements that will be formalized later in a contract.
These documents can be legally binding. Make sure you know if it is
binding or just an outline for further negotiations before signing.
4.Verbal offers. Some groups believe in doing business with a handshake,

but this is not very common, and it best to have some thing on paper.
Lastly, the subject of negotiation is an important part of the process of

securing a practice. A CompHealth consultant is a trained negotiator
and can give you many pointers to help guide you through the contract-
signing process.
Your CompHealth consultant spends an average of 95 hours a year in

customized training sessions that include communications skills, negotiating
strategies and tactics, marketing, sales, telephone and interpersonal
skills. Each consultant possesses a bank of talents you can draw on
during your search for the right practice.
29
A Physician’s Introduction to
Malpractice Insurance
Medical malpractice insurance is — to say the least — a complex and
confusing issue. The subject can be especially intimidating to new physi-
cians, those faced with purchasing a new policy, or anyone dealing with
an incident or claim for the first time. As the nation’s leading healthcare
staffing organization, CompHealth has been researching and purchasing
malpractice policies for our physicians since 1979. Our in-house quality
assurance and risk management experts have prepared this article to help
physicians gain a better understanding of common malpractice terms and
how policies work. Also included are answers to the questions we’re most
frequently asked by physicians.
Malpractice Terms
Malpractice Insurance
A generic term used to refer to physicians’ professional liability insurance
coverage. A malpractice policy provides protection against liability that
a physician may incur as a result of the rendering of — or the failure to
render — medical services. A typical malpractice policy will pay: (1) the
costs of investigating any claims against an insured physician; (2) the
costs of defending those claims; and (3) the indemnity cost of legal set-
tlements on behalf of, or court judgments against, the insured physician,
up to the policy limits. A physician’s professional liability policy may be
extended to include coverage for his or her corporation (P.C.), as well as
employees. Unless specifically endorsed, coverage is not extended to
include physician assistants, nurse practitioners, nurse midwives, or
CRNAs, and may not provide coverage for residents or locum tenens
physicians. Most policies are written on either a claims-made or occur-
rence basis.
Occurrence Coverage
Although highly uncommon, occurrence malpractice policies cover a
physician for incidents that occur while the policy is in effect, regardless
of when the incident is reported to the insurer.
Claims-Made Coverage
Claims-made policies cover a physician for incidents that occur after the
retroactive date and are reported to the insurer while the policy is in
force. Claims-made policies are predominantly used throughout the
industry.
30
Retroactive Date
In order for coverage under a claims-made policy to apply, the incident
or claim must have occurred after the retroactive date of the policy. For
most physicians the retroactive date is the first date they purchased
claims-made coverage. The retroactive date should remain the same
throughout the renewal process.
Tail
A tail is also known as an extended reporting period (ERP). An ERP may
need to be purchased if a physician ceases to practice due to retirement,
disability, death, or changes carriers and is unable to maintain the origi-
nal retroactive date. The ERP essentially extends coverage to all claims
that arise from care rendered during the policy period (and prior acts
period, if applicable), to include those made during the reporting period.
It is preferable to purchase an unlimited ERP. Some carriers may limit the

ERP and only allow claims to be reported for a specific period (12
months, 36 months, etc.). The carrier will usually charge an additional
premium for the ERP. In some cases, the carrier will provide a free tail to
the physician upon disability, death, or retirement. To obtain the free
tail, the physician generally needs to be insured by the same carrier for a
minimum of five years and agree not to practice medicine in the future.
Umbrella Policy
In addition to a physician’s primary malpractice policy, some doctors also
purchase umbrella policies. The limits for an umbrella policy apply in
excess of the physician’s primary malpractice policy. For example, a pri-
mary policy may provide the physician with a limit of $1 million per
claim. The umbrella policy may provide an additional limit of $2 million.
If a claim of $2.5 million occurs, the $1 million policy will pay its full
limit of $1 million, and the umbrella policy will pay the remaining $1.5
million of the claim. Some umbrella policies have the same terms, con-
ditions and exclusions as the underlying primary policy. Other umbrella
policies have their own separate terms, conditions and exclusions.
Common Policy Questions and Answers

What is the typical length of a policy period, and what do the limits refer to?
Most malpractice policies have a 12-month policy period, however a few
carriers offer six-month policy periods.
All policies have limits of liability. This is the maximum amount an

insurer will pay out under the terms of the policy. The limits are general-
ly offered on a per-claim or per occurrence and annual aggregate basis.
For example, a policy may have a $1 million per-claim limit with a $3
million annual aggregate limit. This is frequently stated as $1 million/$3
million. The most the policy will pay for any one claim is $1 million, and
the most the policy will pay in any one year for all claims reported by that
physician is $3 million.
31
What does a policy typically cover?
A malpractice policy usually provides coverage to the physician (and fre-
quently his or her corporation and employees) for damages resulting from
the rendering of or failure to render professional healthcare services.
Many policies do not specifically define the term “professional healthcare
services.”
Policies usually include any professional healthcare service immediately

related to the care of patients including, but not limited to, the furnish-
ing of food, beverages, medications, or appliances in connection with
such services and the postmortem handling of human bodies. In addition,
most policies also provide coverage to the physician for his or her activ-
ities as a member of a credentialing committee.
Some policies only provide coverage to the physician for the direct med-
ical care of a patient. Such policies do not provide coverage for utiliza-
tion review and case management-type activities. Coverage for these
activities must be added to the policy by endorsement.
Are there limitations on coverage?

Most policies include limitations or exclusions of coverage. The exclu-
sion section of a policy describes the circumstances under which the
physician will not be covered. Common exclusions include:
- Prior acts
- Sexual misconduct
- War
- Suspended, revoked, surrendered, or otherwise terminated license
- Anti-trust
- Pollution/nuclear energy
- Criminal or willful acts
- Under influence of drugs or alcohol
- Ownership/supervision of a hospital/clinic
- Bodily injury to employees
- Punitive damages
- Discrimination
- Liability assumed under a contract
The “liability assumed under a contract” exclusion has become a key lim-
itation under many physician policies. Managed care contracts frequent-
ly require physicians to hold the MCO harmless for the acts of the physi-
cian. Many physicians agree to do this, but do not recognize that their
policy excludes coverage for such contracts. Subject to a review of the
managed care contract, the underwriter may be willing to delete this
exclusion.
32
Is the physician required to pay a deductible?
Most physician policies do not have a deductible. However, many larger
physician groups are beginning to consider policies that include a
deductible provision. The premium for a policy can frequently be reduced
by adding a deductible provision. A deductible is the amount the insured
physician is responsible for paying when there is a settlement or judg-
ment on a claim.
What criteria should I use to select a malpractice carrier?

If given the opportunity to choose your own malpractice carrier, you
should consider the following important factors:
- How long has the carrier been writing physician malpractice
coverage, and will they continue to write coverage in the long term?
- How strong are the financials of the carrier?
- What is the price of coverage?
- Does the carrier offer claims-made or occurrence coverage, or both?
- Is the carrier willing to offer the physician his/her original
retroactive date (if claims-made coverage)?
- What is the definition of a claim under the policy?
- What does the policy cover?
- What is the intent of coverage?
- Who does the policy cover — the physician, corporation,
and employees?
- What and who does the policy exclude?
- What territory does the policy cover? (Most policies provide
coverage for services rendered anywhere in the U.S. However,
some policies will only provide coverage for services provided in
the state where the physician is licensed.)
- Does the policy offer any return premium for favorable loss
experience?
- Does the insurer offer any discounts if the physician attends
risk management programs? What programs are offered?
- What is the insurance carrier’s claim-paying philosophy? Does
the physician have access to legal counsel? Can a settlement
be approved without the insured’s consent?
- What is the insurer’s procedure for reporting claims?
- How are the costs of defending a claim covered by the policy?
- Who is responsible for appeal bonds if an appeal is made? If
an appeal bond is secured, are any of the physician’s personal assets
used as security?
- Will the insurance carrier consider premium discounts if the
physician is new to practice, part-time, or if most activities
relate to administrative duties?
- Under which circumstances can the policy be terminated by
either the insured or insurer?
- Does the insurer extend coverage to residents or locum
tenens physicians?
- Will the insurer consider offering a free tail (ERP) upon
retirement, disability, or death?
33
How are carriers rated? Where can ratings be found?
Carriers are rated based on their financial condition. The most frequent-
ly cited rating resource for insurance carriers is A.M. Best. Best has a two-
tiered rating system consisting of quantitative analysis and qualitative
review.
Under quantitative analysis, each carrier’s financial performance for at

least the past five years is examined and over 100 financial tests are per-
formed. These tests primarily focus on: profitability, leverage/capitaliza-
tion and liquidity. Based on the ratios, Best assigns a value from A++ to
F. It is preferable to purchase coverage from a carrier with at least an A-
rating. It is recommended that coverage not be purchased from an unrat-
ed carrier or one with a rating less than B+.
Best’s qualitative review includes an evaluation of: the company’s spread

of risk exposures, appropriateness of reinsurance, quality and diversifica-
tion of assets, adequacy of loss reserves, adequacy of surplus, capital struc-
ture, management experience, market presence and policyholders’ confi-
dence. Based on these factors, Best assigns a class ranking of 1 to 15. It is
recommended that coverage not be purchased from a carrier with a rank-
ing less than 7.
Remember, the climate of malpractice is different from state to state, and

is specific according to specialty. For further discussion on malpractice
insurance contact the professional society that is associated with your
specialty.
34
35
Managed-Care and Your Future
The nation’s healthcare system is experiencing its most dynamic period
of change. CompHealth, the leader in physician recruitment and place-
ment, is seeing and experiencing this change in the way physicians are
hired, the manner in which opportunities are chosen and how medicine
is practiced.
Managed-care is a reality, which in some way will affect your new prac-
tice. HMOs, PPOs, IPAs, IDNs, the alphabet soup of this health delivery
paradigm goes on and on. It is to your advantage to know the differences
between the diverse types of managed-care organizations and, in particu-
lar, the various health-maintenance organizations.
Never before in the history of our nation’s healthcare system have pay-
ment structure and practice organization been featured so prominently.
Hiring authorities are keenly aware of the business acumen of the physi-
cian candidates interviewed today. Although you may not want to be a
specialist in health economics, it can only help your candidacy to be
knowledgeable about the basics.
Preparation is a constant theme throughout this guide. Before pursuing

any practice opportunity, try to find out what the managed-care market
is like in the area where you are interviewing. There are two important
points that you should take into consideration: 1) What is your philoso-
phy regarding managed-care? And 2) What is your knowledge of man-
aged-care marketing strategies?
If you are uncomfortable with managed-care or do not agree with its fun-
damentals, you may want to reconsider opportunities in areas where
there is an advanced managed-care market penetration (more than 50
percent), such as California, Florida and Minnesota. Likewise, if you are
unclear as to the future of managed-care in the areas of your choice—i.e.:
if managed-care is in the early stages of penetration (less than 50 per-
cent)—you may want to find out more about these organizations that are
presenting themselves in that location. Do they fit your practice param-
eters? Will they assure you of the patient flow that you are looking for?
This is where a CompHealth physician recruiter can be invaluable, as our
recruiters are in regular communication with client hospitals and groups
who will have this information readily at hand.
36
In an industry where hiring procedures are often unclear, CompHealth is
the strategic information source for physicians exploring new opportuni-
ties in the age of managed care. Such sources save valuable and exhaus-
tive research time.
37
Locum Tenens
What is Locum Tenens and how can it benefit you?
Locum tenens, temporary physician staffing, is an alternative to a full-
time permanent practice that allows you to practice medicine on your
own terms. Locum tenens is an excellent option for physicians of any spe-
cialty at any point in their career. Whether you are just finishing your res-
idency and moving into practice, transitioning from one position to
another, or progressing from active practice to semi-retirement, locum
tenens can be a viable option for you.
Locum tenens allows you to:

• Gain real-world experience and build your skills and CV.
• Experience a variety of practice settings.
• Get an insider’s view of practice management and economics with
out the pressure.
• Work as much or as little as you would like and take time off
when you want.
• Fill in the gap between residency and fellowship.
• Make valuable contacts.
• Pay off medical school loans before making more financial commitments.
• Locate the perfect permanent opportunity by living and working in
a community before committing.
• Ease into retirement.
What should you look for when considering locum tenens?

If locum tenens interests you, your first step is to find a reputable firm to
help you find opportunities and coordinate your work assignments. As
you evaluate groups, be sure to ask questions about what they can offer
you with regard to the following:
Number and variety of opportunities.
Do they offer work in one area or all across the country? How many
opportunities do they currently have in your specialty? What kind and
variety of work settings do they offer? How many physicians are current-
ly working with them? Who are their clients?
Knowledge of your specialty.

Do they have a division dedicated to placing physicians in your special-
ty? Do they understand specific requirements, certifications, etc. that
apply to you?
38
Medical malpractice coverage.
Do they cover physicians under a comprehensive policy at no charge?
Does the policy cover any incident that occurs while working for them,
even after the assignment ends?
Licensing services.
Do they coordinate new licensure for you and pay all fees?
Risk management.
Do they have risk management professionals available to you?
Travel.
Do they coordinate all your travel expenses? What kind of housing do
they provide? Do they offer personal travel services as well?
Compensation.
How will you be paid—hourly, daily, weekly? Will you be paid extra for
overtime and call duties? Do they provide tax services including with-
holding and deferment? Will you be paid on a regular schedule, or only
after the firm receives payment from the client?
Credentialing.
Do they credential physicians to recognized national standards? Is their
credentialing service certified by a recognized agency?
Physician support.
Do they offer 24-hour support services? Can you reach someone on the
weekends if you have a problem?
Industry reputation.
How long has the firm been in business? Will they give you the names of
physicians in your specialty to contact?
Permanent option.
Does the firm offer you the option to convert a locum tenens job to per-
manent? Will they facilitate the placement for you?
Bonuses.
Do they offer bonuses for referrals and the length of service? What other
special bonuses or benefits do they offer?
39
Pre-work interview.
Will they coordinate a telephone interview with the client prior to your
locum tenens assignments so you can ask questions and make an
informed decision about whether or not to accept?
Just as when searching for a permanent job, it is best to ask a lot of ques-
tions when contacting locum tenens agencies to make sure you under-
stand all terms, services, and expectations up front. Choosing the right
agency can make all the difference in the experience you will have as a
locum tenens physician.
To learn more about locum tenens, call 800.453.3030.
40
Resources
Strategies for follow-up letters.
After the interview, send a quick follow-up letter to thank the inter-
viewer for introducing the opportunity and to submit your travel expens-
es. The sooner you send this letter, the sooner you will be reimbursed.
The sample letters on the following pages will save you time. Sample let-
ters to accept and decline a practice opportunity are also included. Give
all interviewers the courtesy of a written reply. If you met with a panel
of interviewers, send the primary interviewer your main handwritten
response and all other interviewers either a handwritten or email note.
This will not only differentiate you from other candidates, it also shows
professionalism and overall courtesy.
The letters in this section can help you handle this chore as quickly and
professionally as possible.
41
Sample follow-up letter.
Date
Name
Title
Hospital
Address
City, State Zip
Dear Dr. _________:

Thank you for the opportunity to discuss my candidacy for a position
with your practice. I appreciate the time you spent describing your plans
for the future and how I might become a part of them. Particularly, I was
impressed by ______________________________.
The expenses for my trip and copies of the receipts are enclosed.
Again, thank you for your time.
Sincerely,
Your name
Enclosure:
(If you drive):

Mileage: ___________
(Recommend $0.32/mile)
(If you fly):
Meals: ___________ Airfare: ____________
(Recommend $38 per day)
Parking: ____________
Hotel: ___________ Hotel: ____________
Tolls: ___________ Cab: ____________
Parking: ___________ Meals: ____________
Other: ___________ Other: ____________
Total: $ ___________ Total: $____________
42
Sample letter of acceptance.
Date
Name
Title
Practice
Address
City State Zip
Dear Dr. ___________:

I am pleased to accept the offer to join your practice.
After reviewing many opportunities and taking several interviews, I
know that your practice affords me the greatest chance to achieve my
professional and personal goals.
I am excited about the challenges that face me and look forward to our
next conversation.
Sincerely,
Your Name
Remember: Attach original signed contacts for the client. Be sure to

make copies for yourself and your CompHealth consultant.
43
Sample letter of declination.
Date
Name
Title
Practice
Address
City State Zip
Dear Dr. ________ :

I am writing to let you know that I have accepted an opportunity to
practice in (location). My decision was difficult, but the opportunity to
(specialize in, live near, work with or blank) is more suited to my
long-term goals.
Thank you again for the time spent discussing your practice. I genuinely
enjoyed meeting you and wish you well in the future.
Sincerely,
Your Name
44
Professional Organizations.
If you need assistance finding a number not listed, please call
CompHealth.
American Academy of Child and Adolescent Psychiatry

3615 Wisconsin Avenue, NW
Washington, DC 20016-3007
202.966.7300
www.aacap.org
American Academy of Dermatology

PO Box 4014
Schaumburg, IL 60173-4014
847.330.0230
www.aad.org
American Academy of Family Physicians

11400 Tomahawk Creek Parkway
Leawood, KS 66211-2672
913.906.6000
www.aafp.org
American Academy of Pediatrics

141 Northwest Point Boulevard
Elk Grove Village, IL 60007-1098
847.434.4000
www.aap.org
American Association of Orthopaedic Surgeons

6300 North River Road
Rosemont, IL 60018-4262
800.346.AAOS (2267)
www.aaos.org
American Board of Anesthesiology

4101 Lake Boone Trail, Suite 510
Raleigh, NC 27607-7506
919.881.2570
www.abanes.org
45
American Board of Emergency Medicine
3000 Coolidge Road
East Lansing, MI 48823-6319
517.332.4800
www.abem.org
American Board of Family Practice

2228 Young Drive
Lexington, KY 40505-4294
859.269.5626
www.abfp.org
American Board of Internal Medicine

510 Walnut Street, Suite 1700
Philadelphia, PA 19106
215.446.3500
www.abim.org
American Board of Obstetrics and Gynecology

2915 Vine Street
Dallas, TX 75204
214.871.1619
www.abog.org
American Board of Orthopaedic Surgery

400 Silver Cedar Court
Chapel Hill, NC 27514
919.929.7103
www.abos.org
American Board of Pathology

PO Box 25915
Tampa, Florida 33622
813.286.2444
American Board of Pediatrics

111 Silver Cedar Court
Chapel Hill, NC 27514
919.929.0461
www.abp.org
46
American Board of Psychiatry and Neurology, Inc.
500 Lake Cook Road, Suite 335
Deerfield, IL 60015-5249
847.945.7900
www.abpn.com
American Board of Radiology

5441 East Williams Blvd, Suite 200
Tucson, AZ 85711
520.790.2900
www.theabr.org
American Board of Surgery

1617 John F. Kennedy Blvd, Suite 860
215.568.4000
www.absurgery.org
American College of Cardiology

Heart House
9111 Old Georgetown Road
Bethesda, MD 20814-1699
800.253.4636 ext. 694
www.acc.org
American College of Emergency Physicians

1125 Executive Circle
Irving, TX 75038-2522
800.798.1822
www.acep.org
American College of Gastroenterology

4900 B South 31st Street
Arlington, VA 22206
703.820.7400
www.acg.gi.org
American College of OB/GYN

409 12th Street SW, PO Box 96290
202.638.5577
www.acog.org
47
American College of Osteopathic Obstetricians & Gynecologists
900 Auburn Road
Pontiac, MI 48342-3365
248.332.6360
www.acoog.com
American College of Physicians/ASIM

190 North Independence Mall West
Philadelphia, PA 19106-1572
215.351.2400
www.acponline.org
American College of Surgeons

633 Saint Clair Street
Chicago, IL 60611-3211
312.202.5000
www.facs.org
American Medical Association

515 State Street
Chicago, IL 60610
312.464.5000
www.ama-assn.org
American Osteopathic Association

142 East Ontario Street
Chicago, IL 60611
800.621.1773
www.aoa-net.org
American Osteopathic Board of Surgery

3 Mac Koil Avenue
Dayton, OH 45403
800.782.5355
www.aobs.org
American Psychiatric Association

1400 K Street NW
Washington, DC 20005
888.357.7924
www.psych.org
48
American Society of Anesthesiologists
Headquarters Office
520 N Northwest Highway
Park Ridge, IL 60068-2573
847.825.5586
www.asahq.org
American Society of Clinical Oncology

1900 Duke Street, Suite 200
Alexandria, VA 22314
703.299.0150
www.asco.org
American Society of Hematology

1900 M Street, NW, Suite 200
202.776.0544
www.hematology.org
American Society of Internal Medicine/ACP

2011 Pennsylvania Avenue Northwest, Suite 800
800.338.2746
www.acponline.org
College of American Pathologists

325 Waukegan Road
Northfield, IL 60093
800.323.4040
www.cap.org
Emergency Medicine Residents’ Association

1125 Executive Circle
Irving, TX 75038
800.798.1822
www.emra.org
National MedPeds Residents’ Association

Med/Peds Residency Program
Texas A&M University—Scott & White Hospital
2401 S 31st Street
Temple, TX 76508
www.medpeds.org
49
Radiological Society of North America, Inc.
820 Jorie Boulevard
Oak Brook, IL 60523-2251
630.571.2670
www.rsna.org
Society of Academic Emergency Medicine

901 N Washington Avenue
Lansing, MI 48906-5137
517.485.5484
www.saem.org
United States and Canadian Academy of Pathology

3643 Walton Way Extension
Augusta, GA 30909
706.733.7550
www.uscap.org
CompHealth
25 Van Zant Street
Norwalk, CT 06855
800.365.8900
www.comphealth.com
CompHealth
5352 Northwest 21st Terrace
Ft Lauderdale, FL 33309
800.365.8901
www.comphealth.com
CompHealth
9701 West Higgins Road, Suite 680
Rosemont, IL 60018
800.365.8902
www.comphealth.com
CompHealth
4021 South 700 East, Suite 300
Salt Lake City, UT 84107
800.328.3666
www.comphealth.com
50
State Boards of Medical Licensure.
Alabama State Board of Medical Examiners
PO Box 946
Montgomery, AL 36101-0946
Street address:
848 Washington Ave.
Montgomery, AL 36104
334.242.4116
www.albme.org
Alaska State Medical Board

PO Box 110806
Juneau, AK 99811-0806
907.465.2541
www.dced.state.ak.us/occ/pmed.htm
Arizona Board of Medical Examiners

9545 E Doubletree Ranch Rd
Scottsdale, AZ 85258
480.551.2700
www.azboard.org
Board of Osteopathic Examiners

in Medicine and Surgery
9535 E Doubletree Ranch Rd
Scottsdale, AZ 85258-5539
480.657.7703
www.azosteoboard.org
Arkansas State Medical Board

2100 Riverfront Drive, Suite 200
Little Rock, AR 72202-1793
501.296.1802
www.armedicalboard.org
California Medical Board of California

1426 Howe Avenue, Suite 54
Sacramento, CA 95825-3236
916.263.2499
www.medbd.ca.gov
51
Osteopathic Medical Board of California
2720 Gateway Oaks Dr, Suite 350
Sacramento, CA 95833-3500
916.263.3100
www.dca.ca.gov/osteopathic
Colorado Board of Medical Examiners

1560 Broadway, Suite 1300
Denver, CO 80202-5140
303.894.7690
www.dora.state.co.us/medical
Connecticut Medical Examining Board

PO Box 340308
Hartford, CT 06134-0308
860.509.7648
www.dph.state.ct.us/
Delaware Board of Medical Practice

PO Box 1401
Dover, DE 19903
302.739.4522
www.professionallicensing.state.de.us/boards/medical
practice/index.shtml
District of Board of Medicine

Columbia 825 North Capitol Street, NE, 2nd Floor
202.442.9200
www.dchealth.dc.com
Florida Board of Medicine

4052 Bald Cypress Way, Bin# C03
Tallahassee, FL 32399-1753
850.245.4131
www.doh.state.fl.us/mqa
Board of Osteopathic Medical Examiners

Department of Health
4052 Bald Cypress Way, Bin# C06
Tallahassee, FL 32399
850.248-4161
www.doh.state.fl.us
52
Georgia Composite State Board of Medical Examiners
2 Peachtree Street, NW, 6th Floor
Atlanta, GA 30303-3465
404.656.3913
www.medicalboard.state.ga.us
Hawaii Board of Medical Examiners

PO Box 3469
Honolulu, HI 96813
808.586.3000
www.state.hi.us
Idaho State Board of Medicine

PO Box 83720
Boise, ID 83720-0058
208.327.7000
www.bom.state.id.us
Illinois Department of Professional Regulation

320 West Washington Street, 3rd Floor, LMU dept.
Springfield, IL 62786
217.782.0458
www.dpr.state.il.us
Indiana Health Professions Bureau—Medical Licensing Board

402 W Washington Street, Room 041
Indianapolis, IN 46204
317.232.2960
www.ai.org/hpb
Iowa State Board of Medical Examiners

400 SW Eighth Street, Suite C
Des Moines, IA 50309-4686
515.281.5171
www.docboard.org
Kansas Board of Healing Arts

235 SW Topeka Boulevard
Topeka, KS 66603-3068
785.296.7413
www.docboard.org
53
Kentucky Board of Medical Licensure
310 Whittington Parkway, Suite 1B
Louisville, KY 40222-4916
502.429.8046
www.state.ky.us/agencies/kbml
Louisiana State Board of Medical Examiners

PO Box 30250
New Orleans, LA 70190-0250
504.568.6820
www.lsbme.org
Maine Board of Licensure in Medicine

137 State House Station (US Mail)
2 Bangor Street, 2nd Floor (delivery service)
Augusta, ME 04333
207.287.3601
www.docboard.org/me/me-home.htm
Board of Osteopathic Licensure

142 State House Station
Augusta, ME 04333-0142
207.287.2480
www.docboard.org/me-osteo
Maryland Board of Physician Quality Assurance

PO Box 2571
Baltimore, MD 21215-0095
410.764.4777
www.docboard.org
Massachusetts Board of Registration in Medicine

560 Harrison Ave, Suitre G-4
Boston, MA 02118
617.654-9800
www.massmedboard.org
Michigan Bureau of Medicine

PO Box 30670
517.373-6873
www.cis.state.mi.us/bhser
54
Board of Osteopathic Medicine and Surgery
PO Box 30670
517.373.6873
www.cis.state.mi.us/bhser
Minnesota Board of Medical Practice

2829 University Avenue SE, Suite 400
Minneapolis, MN 55414-3246
612.617.2130
www.bmp.state.mn.us
Mississippi State Board of Medical Licensure

1867 Crane Ridge Drive, Suite 200B
Jackson, MS 39216
601.987.3079
www.msbml.state.ms.us
Missouri State Board of Registration for the Healing Arts

PO Box 4
Jefferson City, MO 65102
573.751.0098
www.ecodev.state.mo.us/pr/healarts
Montana Board of Medical Examiners

PO Box 200513
Helena, MT 59620-0513
406.841.2300
www.discoveringmontana.com/dli/bsd/license
license.htm
Nebraska State Board of Medical Examiners

PO Box 94986
Lincoln, NE 68509-4986
402.471.2118
www.hhs.state.ne.us
Nevada State Board of Medical Examiners

PO Box 7238
Reno, NV 89510
775.688.2559
www.state.nv.us/medical
55
State Board of Osteopathic Medicine
2860 E Flamingo Rd, Suite G
Las Vegas, NV 89121
702.732.2147
New Hampshire Board of Medicine

2 Industrial Park Drive, Suite 8
Concord, NH 03301-8520
603.271.1203
www.state.nh.us/medicine
New Jersey State Board of Medical Examiners

PO Box 183
Trenton, NJ 08625-0183
609.826-7100
www.state.nj.us/njbiz/s-license-medicalexaminers.shtml
New Mexico State Board of Medical Examiners

Lamy Building, 2nd Floor
491 Old Santa Fe Trail
Santa Fe, NM 87501
505.827.5022
www.state.nm.us/nmbme
Board of Osteopathic Medical Examiners

PO Box 25101
Santa Fe, NM 87504
505.476.7120
www.state.nm.us/rld
New York State Board for Medicine (Licensure)

89 Washington Ave, 2nd Floor, West Wing
Albany, NY 12234-1000
518.474.3817 ext. 560
www.op.nysed.gov
North Carolina Medical Board

PO Box 20007
Raleigh, NC 27619-0007
919.326-1100
www.ncmedboard.org
56
North Dakota State Board of Medical Examiners
418 East Broadway, Suite 12
Bismarck, ND 58501
701.328.6500
www.ndbomex.com
Ohio State Medical Board of Ohio

77 S High Street, 17th Floor
Columbus, OH 43215-6127
614.466.3934
www.state.oh.us/med
Oklahoma State Board of Medical Licensure and Supervision

PO Box 18256
Oklahoma City, OK 73154-0256
405.848.6841
www.osbmls.state.ok.us
State Board of Osteopathic Examiners

4848 N Lincoln Blvd, Suite 100
Oklahoma City, OK 73105-3321
405.528.8625
www.docboard.org
Oregon Board of Medical Examiners

620 Crown Plaza
1500 SW First Avenue
Portland, OR 97201-5826
503.229.5770
www.bme.state.or.us
Pennsylvania State Board of Medicine

PO Box 2649
Harrisburg, PA 17105-2649
717.787.2381
www.dos.state.pa.us
State Board of Osteopathic Medicine

PO Box 2648
Harrisburg, PA 17105-2649
717.783.4858
www.dos.state.pa.us
57
Rhode Island State Board of Licensure and Discipline
Cannon Building, Room 205
Three Capitol Hill
Providence, RI 02908
401.222.3855
www.health.state.ri.us
South Carolina Board of Medical Examiners

PO Box 11329
Columbia, SC 29211-1289
803.896.4300
www.llr.state.sc.us/pol/medical
South Dakota State Board of Medical and Osteopathic Examiners

1323 South Minnesota Ave
Sioux Falls, SD 57105
605.334.8343
www.state.sd.us/dcr/medical
Tennessee Board of Medical Examiners

Cordell Hull Building, 1st Floor
425 5th Avenue North
Nashville, TN 37247-1010
615.532.3202
www.state.tn.us/health
Board of Osteopathic Examiners

425 5th Ave North
1st Floor, Cordell Hull Bldg
Nashville, TN 37247-1010
615.532.3202
www.state.tn.us/health
Texas State Board of Medical Examiners

PO Box 2018
Austin, TX 78768-2018
512.305.7010
www.tsbme.state.tx.us
Utah Division of Occupational and Professional Licensing

PO Box 146741
Salt Lake City, UT 84114-6741
801.530.6628
www.dopl.utah.gov/licensing/physician.html
58
Vermont Board of Medical Practice
108 Cherry Street
Burlington, VT 05402
802.657.4220
www.healthyvermonters.info/bmp/bmp.shtml
Board of Osteopathic Physicians and Surgeons

26 Terrace Street, Drawer 09
Montpelier, VT 05609-1106
802.828.2373
www.sec.state.vt.us
Virginia Board of Medicine

6603 W Broad Street, 6th Floor
Richmond, VA 23230-1717
804.662.9908
www.dhp.state.va.us
Washington Medical Quality Assurance Commission

PO Box 47866
Olympia, WA 98504-7866
360.236.4788
www.doh.wa.gov
State Board of Osteopathic Medicine and Surgery

PO Box 47890
Olympia, WA 98504-7866
360.236.4945
www.doh.wa.gov
West Virginia Board of Medicine

101 Dee Drive
Charleston, WV 25311
304.558.2921
www.wvdhhr.org/wvbom
Board of Osteopathy
334 Penco Rd
Weirton, WV 26062
304.723.4638
Wisconsin Medical Examining Board
59
PO Box 8935
Madison, WI 53708-8935
608.266.2112
www.drl.state.wi.us
Wyoming Board of Medicine

211 West 19th Street, Colony Building, 2nd Floor
Cheyenne, WY 82002
307.778.7053
http://wyomedboard.state.wy.us
60
DEA Offices.
Atlanta Division Office
75 Spring Street Southwest, Room 740
Atlanta, GA 30303
404.331.4401
Serves Georgia, North Carolina, South Carolina and Tennessee
Boston Division Office

15 New Sudbury Street, Room E-400
Boston, MA 02203
617.557.2100
Serves Connecticut, Maine, Massachusetts, Vermont,
New Hampshire and Rhode Island
Chicago Division Office

230 South Dearborn Street, Suite 1200
Chicago, IL 60604
312.353.7875
Serves Illinois, Indiana, Minnesota, North Dakota and Wisconsin
Dallas Division Office

1880 Regal Row
Dallas, TX 75235
214.640.6900
Serves Oklahoma and Texas
Denver Division Office

115 Inverness Drive East
Englewood, CO 80112
303.705.7300
Serves Colorado, Montana, Utah and Wyoming
Detroit Division Office

431 Howard Street
Detroit, MI 48226
313.234.4000
Serves Kentucky, Ohio and Michigan
El Paso Division Office

660 Mesa Hills Drive, Suite 2000
El Paso, TX 79912
915.832.6000
Serves New Mexico and Texas
61
Houston Division Office
1433 West Loop South, Suite 600
Houston, TX 77027
713.693.3000
Serves Texas
Los Angeles Division Office

255 East Temple Street, 20th Floor
Los Angeles, CA 90012
213.621.6700
Serves California, Hawaii, Nevada and Trust Territory
Miami Division Office

8400 Northwest 53rd Street
Miami, FL 33166
305.590.4870
Serves Florida, Puerto Rico and Virgin Islands
Newark Division Office

80 Mulberry Street, 2nd Floor
Newark, NJ 07102
973.273.5000
Serves New Jersey
New Orleans Division Office

Three Lakeway Center
3838 North Causeway Boulevard, Suite 1800
Metairie, LA 70002
504.840.1100
Serves Alabama, Arkansas, Louisiana and Mississippi
New York Division Office

99 Tenth Avenue
New York, NY 10011
212.337.3900
Serves New York
Philadelphia Division Office

600 Arch Street, Room 10224
215.861.3474
Serves Delaware and Pennsylvania
62
Phoenix, AZ 85012
3010 North Second Street, Suite 301
602.664.5600
Serves Arizona
San Diego Division Office

4560 Viewridge Avenue
San Diego, CA 92123
858.616.4100
Serves Southern California
San Francisco Division Office

450 Golden Gate Avenue, Box 36035
San Francisco, CA 94102
415.436.7900
Serves Northern California
Seattle Division Office

400 2nd Avenue West
Seattle, WA 98119
206.553.5443
Serves Alaska, Idaho, Oregon and Washington
St. Louis Division Office

7911 Forsythe Boulevard, Suite 500
St. Louis, MO 63105
314.538.4600
Serves Iowa, Kansas, Missouri, Nebraska and South Dakota
Washington DC Division Office

800 K Street Northwest, Suite 500
202.305.8500
Serves District of Columbia, Maryland, Virginia and West Virginia
63
State Chambers of Commerce.
National U.S. Chamber of Commerce
Washington, DC 202.659.6000
Alabama Business Council of Alabama

Montgomery 334.834.6000
Alaska Alaska State Chamber of Commerce

Juneau 907.586.2323
Arkansas Arkansas State Chamber of Commerce

Little Rock 501.374.9225
Arizona Arizona Chamber of Commerce

Phoenix 602.248.9172
California California Chamber of Commerce

Sacramento 916.444.6670
Colorado Colorado Association of Commerce and Industry

Denver 303.860.1439
Connecticut Connecticut Business and Industry Association

Hartford 860.244.1900
Delaware Delaware State Chamber of Commerce

Wilmington 302.655.7221
District of Washington, DC Chamber of Commerce

Columbia Washington, DC 202.347.7201
Florida Florida Chamber of Commerce

Tallahassee 850.425.1200
Georgia Georgia Chamber of Commerce

Atlanta 404.223.2264
Hawaii Chamber of Commerce of Hawaii

Honolulu 808.545.4300
Idaho Boise Metro Chamber of Commerce (No state chamber)

Boise 208.344.5515
64
Illinois Illinois State Chamber of Commerce
Chicago 312.983.7100
Indiana Indiana Chamber of Commerce

Indianapolis 317.264.3110
Iowa Iowa Department of Economic Development

Des Moines 515.242.4700
Kansas Kansas Chamber of Commerce

Topeka 785.357.6321
Kentucky Kentucky Chamber of Commerce

Frankfort 502.695.4700
Louisiana Louisiana Association of Business and Industry

Baton Rouge 225.928.5388
Maine Maine Chamber of Commerce and Business Alliance

Augusta 207.623.4568
Maryland Maryland Chamber of Commerce

Annapolis 410.269.0642
Massachusetts Massachusetts Chamber of Commerce

Boston 617.389.4900
Michigan Michigan Chamber of Commerce

Lansing 517.371.2100
Minnesota Minnesota State Chamber of Commerce

St. Paul 651.292.4650
Mississippi Mississippi Economic Council

Jackson 601.969.0022
Missouri Missouri Chamber of Commerce

Jefferson City 573.634.3511
Montana Montana Chamber of Commerce

Helena 406.442.2405
Nebraska Nebraska Chamber of Commerce & Industry

Lincoln 402.474.4422
65
Nevada Nevada State Chamber of Commerce
Reno 702.686.3030
New Hampshire New Hampshire State Chamber of Commerce

Concord 603.422.8824
New Jersey New Jersey Chamber of Commerce

Trenton 609.989.7888
New Mexico Association of Commerce and Industry of New Mexico

Albuquerque 505.842.0644
New York New York State Division of Tourism (No state chamber)
Albany 518.474.4116
North Carolina North Carolina Citizens for Business and Industry

Raleigh 919.836.1400
North Dakota Greater North Dakota Association

Fargo 701.222.0929
Ohio Ohio Chamber of Commerce

Columbus 614.228.4201
Oklahoma State of Oklahoma Association of Business and Industry

Oklahoma City 405.235.3669
Oregon Portland Metro Chamber of Commerce (No state chamber)

Portland 503.228.9411
Pennsylvania Pennsylvania Chamber of Business and Industry

Harrisburg 717.255.3252
Rhode Island Greater Providence Chamber of Commerce (No state chamber)

Providence 401.521.5000
South Carolina South Carolina Chamber of Commerce

Columbia 803.799.4601
South Dakota South Dakota Chamber of Commerce and Industry

Pierre 605.224.6161
Tennessee Tennessee Chamber of Commerce and Industry

Nashville 615.256.5141
66
Texas Texas Association of Business and Chambers of Commerce
Austin 512.477.6721
Utah Utah State Chamber of Commerce

Salt Lake City 801.621.8300
Vermont Vermont State Chamber of Commerce

Montpelier 802.223.3443
Virginia Virginia Chamber of Commerce

Richmond 804.644.1607
Washington Association of Washington Business

Olympia 360.943.1600
West Virginia West Virginia Chamber of Commerce

Charleston 304.342.1115
Wisconsin Wisconsin Manufacturers & Commerce

Madison 608.258.3400
Wyoming Greater Cheyenne Chamber of Commerce (No state chamber)

Cheyenne 307.638.3388
67
CompHealth Offices
Connecticut CompHealth
25 Van Zant Street
Norwalk, CT 06855
203.866.1144
Florida CompHealth
5352 NW 21st Terrace
Fort Lauderdale, FL 33309
954.771.2501
Illinois CompHealth
9701 W Higgins Rd
Rosemont, IL 60018
847.384.9500
Utah CompHealth
4021 S 700 E, Suite 300
801.284.6554
Web site:
www.comphealth.com
68
69
25 Van Zant Street
Norwalk, CT 06855
800.365.8900
5352 NW 21st Terrace

Fort Lauderdale, FL 33309
800.365.8901
9701 W Higgins Rd, Suite 680

Rosemont, IL 60018
800.365.8902
4021 S 700 E, Suite 300

800.328.3666
www.comphealth.com
COR 7/04 BFG

Best Friend's Guide For Doctors

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Best Friend’s Guide

CompHealth is one of the nation’s largest providers of healthcare staffing

Gerard Martin, MD — Director of Research

Please direct any request for reproduction of this material to:

Best Friend’s Guide to Finding a Practice is published by CHG Management, Inc.

As one of the nation’s largest providers of healthcare staffing services, we

The secret to finding and securing the right practice is to start as

• What you want to do.

• Find a job at no cost

Check off when complete:

CompHealth represents practice opportunities

Hill, David M.: Biological safety evaluation of a novel dentin bonding

Hill, David M., Smith, John S.: Study of Admission Procedures.

• Proximity of friends and family

• Employment opportunities for your spouse

Research the community you are interested in at its local

We recommend keeping detailed notes on student/teacher ratios, class

Is there a particular demographic group that you would like to serve? If

- Economic background and stability

CompHealth has a database that covers practices

• What is the personality of the hospital and group?

• Why is the hospital or group hiring?

• Who is in charge and how are decisions made?

• What is the practice’s legal arrangement?

An independent contractor is an individual in an autonomous business, but

• Does the practice offer a buy-in option?

• What is the reputation of the group within the community/hospital?

• What is the turnover rate?

• Are the operational procedures what you would expect?

• Is there enough support staff available?

Although we strongly recommend that you avoid talking about compen-

Is the compensation package offered competitive?

See the more than 4,200 practice opportunities CompHealth has

The On-Site Interview

Your medical education and training will establish your qualifications

Here are the essential factors to remember for an interview:

• Set interview objectives

• Be comfortable and confident

It is important for you to look calm, confident and in control. To create

• Size up your prospective employer

- What is the status of the group/practice? Its stability? Mix of

- What is the makeup of doctors in the group/practice? Their aver-

- What is the character of the group/practice? Are they active in

- How is the group, clinic or practice managed? Day-to-day plans,

- Are there any negotiations underway between the practice group

- What will my responsibilities be? Are there any additional

- What is the length of the commitment? What is the average

- How are decisions made in the group?

- What is the payor and medical workload mix?

- How are patients generated, referral patterns?

This list of recommended questions is not intended to be all-inclusive.

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• Avoid these common mistakes

• How to end the interview

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It is typical for a contract to have a termination clause, generally 90 to

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