Ready? You’re Not
Ready? You’re Not
Why improving your practice before beginning a recruitment process is essential for success
I’ve seen this scenario countless times in my career. A physician-owner will tell me they need a new administrator “yesterday.” The need is always urgent—they simply can’t go another day without one.
I begin the initial meeting for recruitment with the usual questions: What’s the compensation? What experience should this person have? And then I ask the most important question—why are they looking for someone at this moment? More often than not, the answer points to a turnover problem. Rarely do practices take the time to assess their own internal challenges before bringing someone new into the fold. If a practice itself isn’t in a healthy place, recruiting and retaining top talent becomes increasingly difficult, leading to wasted resources and ongoing hiring frustrations.
Before deciding it’s time to hire, here are some key factors to consider to ensure your practice is truly ready for a successful recruit.
Your New Administrator Cannot Save You from Your Current Interpersonal Issues
A common mistake medical practices make is expecting a new administrator to “fix” deep-seated interpersonal conflicts among staff and leadership. If your practice struggles with communication breakdowns, power struggles, or a lack of team cohesion, these issues will persist regardless of who is hired. A new administrator can only be successful if they enter an environment that supports their leadership. Before hiring, take an honest look at your practice’s culture and consider addressing existing tensions through team-building, clear conflict-resolution policies, and leadership training.
Is the Role of the New Administrator Truly Defined for Success?
One of the primary reasons for administrator turnover is a poorly defined role. Many practices recognize the need for an administrator but fail to establish clear expectations for success in the position. Before hiring, it is essential to outline the specific responsibilities of the role to ensure alignment among all stakeholders. The leadership team must reach a consensus on the scope of the administrator’s duties, preventing discrepancies that could lead to confusion or inefficiency. Additionally, evaluating whether past administrators have struggled due to unrealistic or conflicting expectations can provide valuable insights into potential challenges. A role that remains vague or constantly shifts will set even the most skilled hire up for failure. By defining clear expectations and success metrics before recruitment begins, practices can attract and retain the right candidate for long-term success.
Is Your New Administrator Already in Your Practice?
Before looking outside your organization, consider whether someone on your current team could be ready to step into the role. Internal promotions can be incredibly effective because the employee already understands your practice’s culture, workflows, and challenges. Promoting from within can also improve morale and retention, demonstrating that career growth is possible within your organization. If you have a strong candidate internally, investing in additional training and mentorship may be a better solution than an external search.
Can You Clearly Define Your Practice?
A practice that has a well-defined identity, strong core values, and a clear understanding of its operational strengths is far more likely to make successful hiring decisions. Before beginning the recruitment process, take the time to assess what truly sets your practice apart. Are you focused on expanding your practice’s size, or is your priority introducing more innovative care solutions? Consider the biggest challenges faced by both your leadership team and staff—are inefficiencies in workflows contributing to frustration and turnover?
A thorough evaluation of your practice’s strengths and weaknesses will help determine whether bringing in a new hire is the right step or if internal improvements should be prioritized first. By clarifying your practice’s direction and addressing potential obstacles, you create a foundation for long-term success in both hiring and overall operations.
Recruitment is about more than filling an open position—it’s about ensuring long-term success for both the new hire and the practice. By taking the time to assess cultural readiness, define the role, evaluate alternative solutions, and consider internal candidates, medical practices can avoid costly hiring mistakes. A well-prepared practice fosters a stronger, more cohesive team, leading to better patient care and a more sustainable work environment.
-Denise Roberts
