Career Transitions for the New in Practice Pathologist: How to professionally move from one job to the next

Transcription

1 Place sub-brand here Career Transitions for the New in Practice Pathologist: How to professionally move from one job to the next Gene Herbek, MD, FCAP, President-elect, CAP Robert Breckenridge, MD, FCAP, Past chair CMPD Chad R. Rund, DO, FCAP, Vice-chair, New in Practice Committee cap.org v. #

2 Outline Part 1: Pathologist s Perspective o Finding the next new job o Resignation process o New job transition o Self-Reflection and Assessment Part 2: Employer s Perspective

3 Part 1: Pathologist s Perspective You have decided to resign. Question: What do you consider when looking for the next job?

4 Part I: Finding the Next New Job What do you consider in the job search? Is there a demand for NIP pathologists? Is there a demand for a particular subspecialty?

5 Part I: Finding the Next New Job Is there a demand for new in practice pathologists? Yes! There is a demand. Job offer response rate: o >16 years experience 29% ZERO response rate. o 1-15 years experience 8% ZERO response rate. Average number of offers: o > 16 years only about 2 o 1-15 years is about 8

6 What kinds of specialties are in demand? The market always changes! Current data suggests: o Cyto-, hemato-, dermato-, and GI pathology are favored o Community hospitals require surgical pathologists o Molecular is the fastest growing sub-specialty o Clinical Informatics is the newest sub-specialty 6

7 What kinds of specialties are in demand? Regardless of sub-specialization, most pathologists spend less than 50% of their time within their subspecialty All pathologists should maintain generalist skills; a solid foundation in AP/CP is necessary Very few practices focus on just one sub-specialty The demand for sub-specialties and special areas of expertise (with/without sub-specialty boards) is dependent upon the needs within the individual practice 7

8 What are the financial implications for various practice sizes, settings, locations? Salary range should be a consideration Ask questions about the practice setting Salary is dependent on variables including: o Incentives o How the group is managed o How well the group works with the administration o The busy-ness of the laboratory o Payer mix 8

9 Part I: Finding the Next New Job You have decided to leave: Question: How do you find another job?

10 Part I: Finding the Next New Job Career transition resources include Review the CAP Member Directory Leverage relationships with former residents Reach out to friends, former colleagues, and pathologists you know Job boards State pathology societies Locum Tenens Physician Recruiters

11 Part I: Finding the Next New Job CAP Resources I found my job by going to the CAP Member Directory and looking up members in my geographic area of interest. If they had an address listed, I sent an explaining who I was, what I was looking for, when I was available and attached my CV and references. I got three interview invites from those s and I think I only sent about 25 (some were to people from the same group as well).

12 Part I: Finding the Next New Job Personal and extended professional network It is always better (and cheaper) to work through your friends/colleagues when possible. Additionally, contacting state pathology societies is a way to cold call and get information on a region of interest. The pathologists involved in the state societies often times have some insight on who is hiring, etc., and have a large number of contacts.

13 Part I: Finding the Next New Job Leveraging past connections: contact your old training program. Many times they know of jobs in the pipeline that aren't advertised and some groups may prefer a pathologist with a little experience over a fresh trainee. We do this for our grads all of the time.

14 Part I: Finding the Next New Job Recruiting firms: avoid the recruiting firm if possible. It pushes people out of their comfort zone to contact friends/colleges, cold call/mail, and network at meetings but I think it is worth it. I mailed a cover letter and CV to 4-5 CLIA certificate holders of the labs in the geographic area I wanted to live and it led to two interviews.

15 Part I: Finding the Next New Job Locum Tenens: There are locum tenens firms that can be used to stay active while continuing a job search. This will allow the job seekers to be more selective in their search and gives them a chance to try practices out before they join.

16 Part I: Pathologist s Perspective You are prepared to resign: Question: What do you do next?

17 Part 1: You are Prepared to Resign Don t resign until you are positive you are leaving! Know you are leaving before your employer does. You really cannot change your mind. Prepare to resign before you resign.

18 Part 1: You are Prepared to Resign What do you do once you decide to resign? Resignation does not mean failure. There are no guarantees of something better. Understand the resignation clause in your contract. eal risks and issues in leaving and that the risks for leaving should outweigh the risks and issues for staying.

19 Part 1: You are Prepared to Resign Interviewing while employed Continue to perform your current job duties. Sudden multiple days off may be a red flag. Pathology is a very small world. New employer will have to call current employer to verify your employment.

20 Part I: Pathologist s Perspective The resignation process: Question: When? How? What must be considered?

21 Part I: The Resignation Process Current contractual obligations? Seek legal review of your contract Resignation notice period Employment financial issues Malpractice tail coverage Non-compete clause Non-solicitation clause 2012 College of American Pathologists. All rights reserved

22 Part I: The Resignation Process When do you resign? Preferably after next position is secured After a transition plan is established After you understand your contract It may be advantageous to resign prior to your employer asking you to leave.

23 Part I: The Resignation Process How do you resign? Seek legal advice. Ensure letter of the contract is met. Never verbally resign. PUT IT IN WRITING! C t

24 Part I: The Resignation Process How do you resign? (cont) May or may not have to give a reason(s). Hand deliver your resignation, don t .. Only a copy of your resignation after you resign in person.

25 Part I: The Resignation Process Where do you resign? In private. This is not a hallway conversation! Set up formal meeting.

26 Part I: Pathologist s Perspective You have officially resigned: How do you manage the post-resignation issues?

27 Part 1: The Post-Resignation Issues. Formulate a transition plan. Consider: How to continue to work while leaving What you need to finalize with Current employer? New employer? Yourself? Self-Assessment!

28 Part 1: The Post-Resignation Issues How to continue to work while leaving: Maintain the status quo. You have resigned, not committed a crime. Maintain professional relationship with clients. Be prepared to explain to clients why you resigned

29 Part 1: The Post-Resignation Issues How to continue to work while leaving (cont): Do not isolate yourself. Same job performance as prior to resigning. DO NOT try to get people to choose sides. o May not share your viewpoints. o It is extremely unprofessional.

30 Part 1: The Post-Resignation Issues. What do you need to finalize with your current employer? Final paycheck. 401K or other retirement benefits. Interim insurance coverage (COBRA). Relationship with colleagues. Take all your stuff (none of theirs).

31 Part 1: The Post-Resignation Issues. What do you need to finalize with your current employer? (cont) Reaction to your resignation o Hostility o Support o Indifference Prepare in advance for the reaction

32 What do you do if your employer becomes hostile? Hostile reaction. o Be professional. o Seek legal counsel. o Employer is held to contract also. You are employed, not a prisoner. o Express your concern about the hostility in writing. o Document the hostility.

33 Part 1: The Post-Resignation Issues What do you need to finalize with your new employer? What is your resignation story if asked? Turn the conversation into a positive dialogue as opposed to a negative monologue. Do not let your resignation dominate the conversations. 33

34 Part 1: The Post-Resignation Issues What do you need to finalize for yourself? Do not end one job on Friday and begin the next on the following Monday. You need to reset and recharge. Self Assessment

35 What do you need to finalize within yourself? Self-Assessment: Did I make my employer's job much easier or difficult? When I gave notice was there a sense of relief or dread? After I gave notice, what will I do differently in my next job? 35

36 What do you need to conclude with yourself? Self-Assessment: Did I perform my job better than my employer could? When I ask how I could have improved previous job: o Cite external factors? o People and resources? o Take responsibility? Did self-perception match employer s or colleagues perception/assessment of me? 36

37 Part II: New Employer s Perspective You have secured a new job: What is your new employer s perspective?

38 Outline Part II: Your New Employer s Perspective How to facilitate a smooth transition: What you should do What you should avoid Of what you should be aware

39 Part II: What should you do? Identify the practice s expectations Ask straightforward questions like: o Will I be handed cases to sign out? o Should I grab work on my own? o Should I keep my door open or work quietly with it closed?

40 Part II: What should you do? Observe Watch how others behave. Volunteer Ask what else can I do? Identify what isn t being done and volunteer to do it. Continue to learn and add new skill sets to the practice.

41 Part II: What should you do? Volunteer Express interest in the practice s area of need; be willing to take on a new role. Fill a need even if it isn t your main area of interest. Speak up Speak your mind, as long as it is done with respect. Ethical concerns? Ask questions. Handle conflict in a direct manner. Ask questions, then ask more questions.

42 Part II: What should you do? Be a good colleague Communicate: interact with the group and clinical physicians. Treat everyone with respect. Honor time. Finish all of your work before you leave. Try to do more than your fair share. Dress and act professionally.

43 Part II: What should you avoid? Leaving the worst cases for others Passing work off on others or complaining about your workload Spreading gossip within the laboratory Gossiping about the pathology department throughout the facility Discussing internal or external politics Sexual or any other type of harassment Saying, I wouldn t have made that diagnosis to a peer

44 Part II: Of what should you be aware? You are being observed all the time You need to earn and keep respect, it is not a given Your signed out cases will be reviewed You are unaware of historical, political dynamics of the practice You may be asked to review another pathologist s case; there is a protocol for this process You are held to a different standard

45 Part II: Your New Employer s Perspective Relationships matter Build and nurture Remember the three A s: Availability Affability Ability 45

46 Questions Raised and Answered During Webinar: 1. What are the components of a strong cover letter? a. Quality stationary, good grammar, proper punctuation. If you're not sure, show your draft to someone who knows how to write. b. Have a short introductory paragraph that states who you are and what you are seeking. c. After the who and the what comes the where, when, and how. Make it brief, to the point, and respectful College of American Pathologists. All rights reserved. 46

47 Questions Raised and Answered During Webinar: 1. Components of a strong cover letter (continued) d. Mention your strongest characteristic, one that puts you above others. Everything else should be in your CV which should also mention several items that differentiate you from the competition. e. Although your address will be at the top of the letter, make sure your phone number and address are included somewhere College of American Pathologists. All rights reserved. 47

48 Questions Raised and Answered During Webinar: 2. Why is it that everyone wants a fellowship trained pathologist but you eventually end up doing general pathology anyway? We want everyone to be boarded in AP/CP so they can take call and field most problems. We divide up the work evenly based on location. However, when a difficult case comes up, we like to show the case to our in-house expert to get their opinion. If this in-house expert feels uncertain/uncomfortable, we will send the case to an outside consultant College of American Pathologists. All rights reserved. 48

49 Questions Raised and Answered During Webinar: 2. Why is it that everyone wants a fellowship trained pathologist but you eventually end up doing general pathology anyway? (continued) By relying on our in-house expertise as much as possible, we avoid delaying the diagnosis and have someone available to discuss the case with our clinical colleagues. Sending the case outside is expensive, prolongs the time until diagnosis, and may create doubt among the other physicians about our competence College of American Pathologists. All rights reserved. 49

50 Questions Raised and Answered During Webinar: 3. What is the best way to approach your future employer about not contacting your current employer? (The current employer doesn t know that I m looking for a new job). First, have an open and direct communication with your future employer about the issue. This is not a unique situation and should not be an out of the ordinary conversation with the future employer. If you feel that premature verification of your employment may potentially compromise your current position, I would let the future employer know that in no uncertain words College of American Pathologists. All rights reserved. 50

51 Questions Raised and Answered During Webinar: 3. Best way to approach your future employer about not contacting your current employer? (continued) One approach would be to request that the potential employer not contact your current employer to verify employment until you have signed a letter of intent to work for your future employer or you have a fully executed contract. Alternatively, see what avenues can be utilized by the future employer to verify your employment without having to contact the current employer directly. In other words, put the issue back on to the future employer and see what options are available College of American Pathologists. All rights reserved. 51

52 Questions Raised and Answered During Webinar: 4. Do you have advice for new pathologists who are taken advantage of (such as given much higher case loads, more calls, etc.) because they are new? Tough issue here. As far as case load, it depends on if this is a perception or objective issue. Example: I could see 80% of my monthly case load in two weeks and others in the group have a different percentage split. So, on my "bad week(s)" I could get the wrong impression of doing more than my fair share of cases when in reality, I am just seeing a higher percentage of cases in a given time frame College of American Pathologists. All rights reserved. 52

53 Questions Raised and Answered During Webinar: 4. Advice for new pathologists who are taken advantage of because they are new (continued) Provided that the working environment is not hostile and/or that the group members are reasonable and respectful professionals, these issues can be discussed openly. Some groups tally the case load monthly to get at the issue. Granted, this is a long term look at the issue College of American Pathologists. All rights reserved. 53

54 Questions Raised and Answered During Webinar: 4. Advice for new pathologists who are taken advantage of because they are new (continued) If the expectations were not made known during the interview process, get hold of those expectations now. Do it from a positive position when you approach your employer and be honest if you see it as a potential issue. Call: Ask how the call schedule is set up. If there is no rotational holiday schedule, offer to cover a holiday. You have to be an active participant in your practice College of American Pathologists. All rights reserved. 54

55 Questions Raised and Answered During Webinar: 4. Advice for new pathologists who are taken advantage of because they are new (continued) If you are comfortable enough to approach the employer about the case load, do it from a nonconfrontational position: e.g. " I want to make sure that I am doing my fair share in an objective way. Is there a way that I can know my case volume versus the others in the group? Moreover, know that all groups are different in their approach with newly joined pathologist College of American Pathologists. All rights reserved. 55

56 Questions Raised and Answered During Webinar: 5. Is it advisable to give more notice than what is required by the contract? I preface this by stating that I am in no way giving legal advice and such advice needs to come from a competent contract attorney that understands your contractual obligations. With that said, however, I would not recommend giving any more notice than required by contract unless you have a superb relationship with your current employer and your leaving is seen as a mutually understood situation College of American Pathologists. All rights reserved. 56

57 Questions Raised and Answered During Webinar: 5. Is it advisable to give more notice than what is required by the contract? (continued) Moreover, I do not believe you can legally go outside of the resignation terms in the contract. Meaning, if there is a 90 day notice, then you can only "legally" give a 90 day notice. Also, know that some contracts have an employer clause that allows them to expedite the "notice period" (a.k.a. 90 day notice period) College of American Pathologists. All rights reserved. 57

58 Questions Raised and Answered During Webinar: 5. Is it advisable to give more notice than what is required by the contract? (continued) What this means is that your employer has the legal right to terminate your notice period anytime after you give your resignation notice. For example: You resign on Wed and your employer exercises the resignation clause and tells you to leave on the next day (Thurs). Thus, you really never had a 90-day notice period. That period remains in effect as long as the employer does not exercise their contractual right to prematurely terminate your notice period College of American Pathologists. All rights reserved. 58

59 Questions Raised and Answered During Webinar: 5. Is it advisable to give more notice than what is required by the contract? (continued) As an aside, the notice period is the actual "length" of your contract. You may have a 5 year contract, but the notice period (90 days) is the actual...legal...length of the contract. You are technically only contracted for 90 days. Most people do know that so be aware. In my opinion, I would resign with notice per the letter of the contract. Please seek a legal opinion on this to fully understand your situation College of American Pathologists. All rights reserved. 59

60 Questions Raised and Answered During Webinar: 6. How do you address negative attitudes from others which surface once you resign? Be professional and stay above the fray. If there are significant issues that arise...document them. If the hostility really escalates, then get legal counsel about options. Do not under any circumstance, do anything that will cause a legal crisis for yourself. Quite frankly, it is better to just walk away and not go back to your current employment than to compromise your future professional life College of American Pathologists. All rights reserved. 60

61 Questions Raised and Answered During Webinar: 6. How do you address negative attitudes from others which surface once you resign? Petty or rude comments? Treat them as such: Sticks and stones. Offer positivity and kindness in return College of American Pathologists. All rights reserved. 61

62 Questions Raised and Answered During Webinar: 7. How do you react if your current job finds out that you are interviewing when you did not tell them yourself? This speaks to the key part of the webinar. This should be part of the "transition plan" that you should have in place before you resign or begin interviewing for a new position. You should have an answer for this in place College of American Pathologists. All rights reserved. 62

63 Questions Raised and Answered During Webinar: 7. How do you react if your current job finds out that you are interviewing when you did not tell them yourself? (continued) If you have a confidant, have that person play the role of the employer and see how you respond. It sounds a bit theatrical, but is better to say all the wrong things in your practice sessions in order to be really prepared for the real thing College of American Pathologists. All rights reserved. 63

64 Questions Raised and Answered During Webinar: 7. How do you react if your current job finds out that you are interviewing when you did not tell them yourself? (continued) One potential option: Say that you did not want your move to cause a major disruption to the daily operation of the practice. You were not being secretive, but instead, trying to be respectful to the fact that your leaving may cause a disruption to the practice and you were trying to mitigate that College of American Pathologists. All rights reserved. 64

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