Cath Lab Digest

When hiring another DPM as an associate in your practice, it is important to find a capable practitioner who will enhance patient care and fit in well with you and your staff. This author speaks to practice management experts who offer a guide of what to look for and what to avoid when searching for an associate.

   As your podiatry practice begins to flourish, you may find yourself in need of an associate DPM who can take on some of your patient load and draw more patients to your practice. Although you may have numerous candidates for the job, it is vital to choose a new associate whose goals are in line with yours and who can integrate into your existing practice and day-to-day operations.

   When starting your search, it is important to hire the candidate with the best possible traits for your practice. John Guiliana, DPM, stresses that a new associate should meet the practice’s needs. The practice’s needs might include expanded procedural capabilities or merely more time off for the senior doctor, says Dr. Guiliana, a Trustee and Fellow of the American Academy of Podiatric Practice Management, who practices in Hackettstown, N.J.

   Motivation and initiative are important traits in a new associate, according to Molly Judge, DPM. She says the potential associate should have “a distinct desire to bring something to the table.” Patrick DeHeer, DPM, stresses the importance of the new doctor being a team player as well as someone who interacts well with patients and other physicians.

   Since the new associate will not yet have a patient base, Dr. Judge says he or she should have a clear plan on how to get out into the community and encourage new patient inflow. She says it is also important for the associate to have a desire to lecture in community settings such as diabetes education classes, senior centers and nursing homes. The associate’s ability to reach out to the community for new patients can potentially offset the costs of a new doctor, according to Dr. Judge, a Fellow of the American College of Foot and Ankle Surgeons.

   Kevin McDonald, DPM, cites a potential associate’s intelligence as a primary selling point. When interviewing a potential hire, he will ask questions about a difficult patient case on which he is working.

    “The way the potential associate answers the questions can reveal both the academic knowledge and common sense of the applicant,” says Dr. McDonald, a Fellow of the American Academy of Podiatric Practice Management, who is in private practice in North Carolina.

   For busy surgeons, it is also vital to have an associate who can demonstrate some technical prowess and training. When prospective associates visit with Dr. McDonald, he will frequently ask them to perform injections and/or other minor surgical procedures while they are seeing patients.

    “A smooth delivery of the common services is a good sign,” he notes.

Emphasizing Communication And Philosophical Agreement

   Interpersonal communications with nurses and other staff are also important, notes Dr. McDonald. When seeking references for an associate, he will check with the operating room supervisor at the applicant’s hospital.

    “I find that nurses tend to relish the opportunity to provide feedback about doctors,” he says, adding that a surgeon who is difficult in the OR will likely be difficult in the office.

   Similarly, Dr. DeHeer emphasizes the importance of checking several references.

   It is also important to be able to see eye-to-eye with your potential associate. Dr. Guiliana says attitude is the most important aspect. He says the new associate must be willing to learn and adapt readily to the “corporate culture” of the office, which includes the relationship with the staff.