Selecting a Job: General Principles
During residency and fellowship training, it is common to view your start in independent practice with excitement, as if it could not come fast enough. Young surgeons are enthusiastic to finally be in charge of controlling their schedule, establishing surgical indications, and performing surgery independently. Yet, for most, that transition ultimately comes with trepidation and anxiety. The massive increase in responsibility and the frequent frustrations of unknowns may be daunting and disappointing. Proper preparation in approaching the workplace market and thoughtful, thorough vetting of options, with negotiation of details, is imperative to achieving happiness and success in the end.
Up to 80% of orthopaedic surgeons now change jobs within 5 years of entering practice. Stop reading and let that sink in with you. Establish a goal to be one of the (current) 20% that does not move. Like everything you have worked for during your career pathway progression, it requires time and effort over a sustained period. Unfortunately, resources are poorly organized, and preparation is not often directly encouraged or facilitated. A recent survey suggested that less than 15% of orthopaedic graduates felt that they had enough guidance about selecting the best job. This chapter will attempt to position you to organize yourself effectively, and the two following chapters will focus on specific aspects of finding jobs in academic and nonacademic settings.
It is never too early to start assessing the workplace market and to evaluate opportunities. Cast a wide net. The more information you gather over time, and the more extensive your personal network becomes, the better prepared and seasoned you will be—greatly increasing your likelihood of success. Most of the time, recruiters will not be coming to you for the most attractive jobs. Furthermore, many positions are filled before advertisements are posted.
PERFORM A SELF-ASSESSMENT
Chapters 1 and 2 emphasized establishing professional goals and life goals and selecting a practice specialty. Perhaps you are very focused and detailed with your list of goals and expectations for yourself. Perhaps you have a comprehensive, lengthy timeline for proposed accomplishments. While these represent hallmarks of career success, some level of patience and flexibility will likely be required. Know yourself and have a keen understanding of your own strengths and weaknesses, your qualifications, and your preferences. Be able to succinctly present yourself, including these attributes, in an articulate, yet not ostentatious way. This takes practice, so practice it. Review with your significant other, your mentors, and your friends. It takes courage to expose yourself to those around you in this manner—realize that you are mature enough to do it, which again is a sign of someone truly ready for the next step. Clarify and hone your expectations. Consider developing tiers of importance: which items on your list are essential (deal-breakers if not fulfilled); which are important but not essential; which are nice, but only icing on the cake?
ESTABLISH KEY PRIORITIES
Key aspects of your job are presented in no particular order. All have importance, although each person will value some attributes more than others. Some major priorities for you may even be absent from this list. For those desiring an academic career, specific additional priorities will be reviewed in Chapter 4. Many new surgeons would prefer an academic position, but when a suitable opportunity does not arise, they are willing to move forward with a nonacademic position. Prepping for both options is often the best course of action, and your priority list will be relevant to either.
SETTING
Academic or nonacademic
Health care system or specialty/multispecialty group
Sole provider
BUSINESS ARRANGEMENT
Hospital employee
University employee
Independent practice plan
Independent contractor
COMPENSATION
Compensation model and expectations
Market share and future projections
FACILITIES
Hospital/s
Surgery center/s
Outpatient clinic
GEOGRAPHY PREFERENCE
City
State
Region
SCOPE OF PRACTICE
Specialty (% time) or general
Subspecialty
WORKPLACE CULTURE
Number and type of partners
Existing partner relationships
History
Reputation
EXPECTATIONS AND OPPORTUNITIES
Clinical
Teaching
Research
Administration
Timeline for start and maturation of practice