Do's and Don'ts for a Site VisitPaul Olzak, MBA, CPRP

DO customize the candidate's visit.

One of the most effective ways to make a positive impression is to tailor the site visit to the physician's specific interests and needs. Mindy Roeder, Director of Physician Recruitment at Schneck Medical Center, emphasizes the importance of personalizing the experience. "Tailor the site visit to the physician," she says. This means not only showcasing your facility but also aligning the visit with the candidate's specialty and interests. For example, if you’re recruiting a surgeon, schedule the visit when the OR is bustling, giving the candidate a real feel for the working environment.

Understanding whether a physician prefers cutting-edge technology, values long patient interactions, or has a particular lifestyle interest, such as running or fishing, can help you design a visit that resonates on a personal level. This level of detail can leave a lasting impression and set your facility apart from others.

DON'T leave out the spouse.

Have you heard the saying "Happy wife, happy life"? Actually, both spouses must be happy with the decision to relocate, Ms. Roeder says. That's why she insists that the candidate's spouse or partner must attend the site visit to ensure that the couple makes an informed, mutual decision.

"I have never recruited a physician that did not bring their spouse. Any time a physician came for a site visit and did not bring their spouse, we've never sealed the deal. Now, I tell them: If you can't bring your spouse, then you'll have to find a better time to visit when your spouse can join us."

DO be honest and open about your site.

If you try to "sell" your site as a place that has all things for all people, you may wind up selling nothing at all. Rather, be straightforward about the facility and the location, and turn its distinctive characteristics into its most appealing features.

Ms. Roeder doesn't downplay her facility's small town setting or try to describe it as a mini metropolis. Rather, she emphasizes the close-knit, family-oriented character of both the community and hospital. "This is the place you move to because you are looking for the comforts of a small town," she says.

By being upfront about what your facility offers—whether it's a close-knit community, advanced medical technology, or a particular patient demographic—you help candidates make a well-informed decision. This honesty builds trust and attracts candidates who are genuinely interested in what your facility has to offer.

DO involve physicians and staff in the visit.

A formal, sit-down interview with a hospital administrator doesn't have to be the most crucial part of process. "We focus on getting to know the physician and their family throughout the course of the visit," Ms. Roeder says. At Schneck, the greater part of the day involves an in-depth tour of the entire hospital, including a mini-tour of each department led by the department heads. Ms. Roeder provides the candidate's CV and background information to the department heads beforehand so that they can have a meaningful conversation with the candidate when they meet for the first time.

While an in-depth, personal tour of the facility is essential, Ms. Roeder explains that the highlight of her site visits doesn't even take place at the facility. The featured event is a casual dinner party that includes spouses and children, such as a backyard barbecue held at the house of one of the physicians. This informal evening allows the candidate and the physicians to "let their guard down." It gives the physicians the opportunity to really get to know the candidate and gauge whether he or she will be a good fit with the rest of the staff. "Our approach is to let our physicians recruit our physicians," Ms. Roeder says, , emphasizing that these personal connections can be pivotal in the candidate’s decision to join the team.

DON'T end the visit with a contract.

"We never offer a physician a written contract at the end of the visit with a tight deadline to sign it. Some hospitals think this is a must," Ms. Roeder says.

Both parties—the candidate and the recruiting facility—need time to gather additional information and think over the decision. "We want it to be the right decision for everyone, not one made under pressure. Our goal is to recruit physicians who want to have a life-long career with us," Ms. Roeder says.

While the physician is taking time to make that decision, Ms. Roeder is getting feedback from the hospital's physicians about their thoughts on the physician candidate, as well as checking the candidate's references. "If all parties agree and the references check out, then we will extend a written contract to the candidate," she says.