“Do you have any questions for me?” It’s a standard question for a hiring manager to ask before ending the job interview. The physician candidate will respond with a few prepared questions, but are you also answering the questions they’re not asking?
As Senior Vice President of Recruitment at Jackson Physician Search, I’ve learned over the years that physicians are far more likely to bring up some topics with my team and me than with a potential employer. Some don’t want to look difficult. Others worry that asking will make them seem less committed. Their questions are reasonable, though, and most of the time, employers are willing to provide answers — but only when asked.
Some employers will assume that if a candidate doesn’t ask, there’s no need to address the issue, especially if the topic is uncomfortable or highlights a weakness or a challenge the organization is facing. I’m here to tell you, the candidates want to know. And whether you want to talk about those things or not, the candidate will make assumptions and draw conclusions based on what they see and hear — or don’t hear — from you.
If you’re still not sure what I’m talking about, keep reading for five questions that candidates ask recruiters that they won’t ask their potential employers. The organizations most likely to win candidates are the ones that answer these questions proactively and transparently during the recruitment process.
1. Why the Physician Job Is Open, and Who Left
Candidates want to know whether they’re stepping into a growth position or replacing someone. If it’s growth, they want to know how the need was determined and how much volume they can expect. If the job is open due to turnover, they want to know why that physician left.
A straightforward account works best. Retirement or relocation to be near family are easy to explain, but if the departing physician was unhappy or turnover in the department has been generally high, explain what changes you’ve made to improve working conditions. Candidates will likely hear some version of the story from current physicians anyway. It lands better coming from you first.
2. Total Compensation Beyond Base
While the base salary is typically featured in the job ad, candidates still have plenty of questions about compensation and physician recruitment incentives. What happens when the guarantee runs out? Does anyone on the team actually hit the productivity bonus? What are the repayment terms on the sign-on bonus, relocation, or loan repayment if things don’t work out?
New graduates and early-career physicians are the least likely to press an employer on any of this. However, money can be an awkward topic for physicians at any career stage, so take the initiative and overexplain. As my colleague, Neal Waters, explains, organizations should pitch a physician compensation package like a startup company pitches an investor. This means providing detailed numbers, evidence for projections, and clarity on the terms.
Organizations that show a realistic year-three picture and explain repayment terms before presenting the contract come across very differently. If few physicians reach the bonus threshold, say so and explain why. An honest number now prevents a sense of betrayal later.
3. The Real Workload and Call Schedule
Candidates want to know what a normal week looks like, not the brochure version. How many patients will they see per day? How is call really split? How much support comes from advanced practice providers and staff?
They also worry about two things that rarely come up in interviews. First, how much time they will spend charting after clinic. The second is the role changing on them later, with added sites or coverage they didn’t sign up for.
Be specific. Tell them whether scribes are available, what inbox volume looks like, and who covers it. If the call schedule or site assignments could shift as the organization grows, say so now and explain how those decisions get made.
4. Contract Terms
Many candidates don’t want to come across as difficult during a negotiation. So when they are uneasy or unclear about contract terms, they often ask us instead of the employer. Is this non-compete normal? What does tail coverage mean for me? What is actually negotiable?
An organization that explains the details in clear language will earn a candidate’s trust. Be up front about where there is flexibility and where there is not so that the candidate knows which parts are fixed, which aren’t, and why. Walk through the non-compete radius and duration, who pays for tail coverage, and how clawbacks are calculated before you present the contract. Address concerns head-on rather than let the candidate’s uneasiness drive them to another organization.
5. Organizational Stability and Physician Voice
They won’t ask it outright, but candidates are looking for evidence that the practice is stable. They are quietly wondering about staff and leadership turnover, recent or rumored acquisitions, and private equity involvement. They also want to know whether physicians have a voice in decisions, and what the current physicians say about working there.
These are hard questions to ask a hiring manager directly, but you should address them anyway. Explain recent changes in simple terms, describe how physicians take part in governance, and encourage candidates to talk privately with current physicians. A candidate who hears about past problems or a potential change from you will weigh it very differently than one who learns about it on their own.
A Word About the Process…
The search process itself raises questions candidates won’t put to an employer. Where do they stand against other candidates? Is the organization serious about hiring? Why is it taking so long? Regular, transparent communication will significantly improve the physician candidate experience. Extended periods of silence signal to candidates that they have been “ghosted.” Reach out regularly, even if just to confirm the candidate is still available and assure him or her that the organization is still interested. If possible, be transparent about what is causing the delay.
Break the Silence
Candidates don’t often feel comfortable broaching these topics with potential employers, but that doesn’t mean they aren’t wondering. You may invite and encourage them to ask questions, but there are some things they simply won’t ask. That doesn’t mean you’re off the hook from answering. Organizations that succeed in physician recruitment address these topics proactively and transparently. In doing so, they build trust with candidates and lay the foundation for a lasting professional relationship.
If you are hiring physicians, the recruitment team at Jackson Physician Search is eager to learn more about your needs and help you connect with candidates who will fit, succeed, and stay. Reach out today to learn more.
About Tara Osseck
With over 15 years of experience in the healthcare industry, Senior Vice President of Recruiting Tara Osseck specializes in matching healthcare organizations with physicians who are a strong cultural and professional fit. Her healthcare career began as a physician liaison. It quickly expanded to include physician recruitment, strategic planning, and business development, working for various hospitals throughout Memphis, Tennessee, and St. Louis, Missouri. Based in St. Louis, Osseck leads the firm’s Midwest Division, placing providers across the Midwest and Upper Midwest. She earned a bachelor’s degree from Truman State University and a master’s degree in healthcare administration and management from the University of Memphis.
