FCVS-What is it and Should You Have it?

     As described by their website, the Federation Credentials Verification Service (FCVS) is a service available for medical providers that keeps a record of everything from diplomas to a list of hospitals a provider has received credentials in. Applicants who complete the FCVS process establish a permanent, lifetime portfolio of primary-source verified credentials that can be used throughout the applicant's career for state licensure, hospital privileges, employment and professional memberships. This service is extremely valuable for physicians and for those graduating from medical schools outside the United States or Canada, where verification is often time consuming, costly and difficult. Finally, should the applicant's related programs close or records be permanently lost or destroyed, the FCVS records become invaluable for future credentialing verification needs.

     International medical school graduates are aware of the cost and time associated with obtaining verifications from their medical schools. As FCVS obtains the necessary verifications from your medical school and stores the information permanently in your Physician Information Profile, the time and cost to provide this verification will be reduced. FCVS has collaborated with the Educational Commission for Foreign Medical Graduates (ECFMG) to provide verifications for physicians who were ECFMG certified after July 2004 within a few days.

     Hospitals and insurance providers can also use the FCVS profile in their credentialing process. FCVS meets the standards set by The Joint Commission and the National Committee for Quality Assurance (NCQA). Once your profile is established, this allows for hospitals and insurance applications to be processed quickly. 

     Some of the advantages of having a completed FCVS packet are as follows:

• Once FCVS has obtained the primary source verifications, the cost and time required for processing is reduced. Please note that any updates (i.e. additional training or completion of training that was previously in progress) will require additional processing time.
• Records are stored in a central location for ease of access.
• Emergency/disaster preparedness—meaning you won’t lose your verifications and information in case the original record is somehow destroyed.
• Records are available in the event of program closure (more than100 programs close each year).
• License portability—FCVS makes it easier to obtain multiple state licenses.
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 Carolyn Magilley is the Executive Director of Account Managing and Scheduling at Medestar. 
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5 Tips for Spotting a Bad Boss

A good boss can make you feel engaged and empowered at work while simultaneously identifying and helping to grow your strengths and improve your weaknesses. A bad boss, however, can quickly make your job unbearable, even when the job seems perfect on paper (and in salary). A study conducted by Baylor University further notes the effects of a bad boss by stating stress and tension caused by an abusive boss, “affects the marital relationship and subsequently, the employee’s entire family.” With these findings in mind, it is even more important to spot a bad boss before you sign on to work for them. Here are five tips to help spot a bad boss:

1.) Pronoun usage- John Brubaker, performance consultant, reveals that the pronoun choice and context a boss uses is the biggest verbal tell in an interview. For instance, using the term “you” in regards to negative information (“you will deal with a lot of ambiguity”) shows the boss will not be a mentor. Choosing “I” to describe department success is a big red flag as is saying “we” when talking about a particular challenge the company has faced. These both could indicate the boss is prone to deflecting responsibility and placing blame.

2.) Personal questions - This one can be tough because the line between genuine relationship building and fishing for information is a blurred one. Interviewers can’t legally ask about your family situation, religious background, or other personal matters, but sometimes this may come up in general conversation. Use your best judgment and remember it is ok to decline to answer something you are not comfortable with sharing.

3.) They’re distracted-In this day and age, the age of smartphones and email, many people have developed disrespectful communication habits in the name of work. Business norms often include reading email on your phone while in a meeting, checking messages on your smartphone while on a conference call, etc. However, your interviewer should be striving to make a good impression on you just as much as you are trying to make a good impression on them. Making a good impression includes shutting down technology and giving undivided attention. If your interviewer answers calls, emails, etc. during the interview, don’t expect them to make time for you if you take the job.

4.) They can’t give you a straight answer-Human Resources professor, Caren Goldberg, Ph.D. says vague answers to your questions is a key “tell.” Be sure to listen for pauses, awkwardness, and overly-generic responses to your questions, especially if you ask about the person previously in your position or why the position is available. For instance, if the previous person was “a bad fit,” this could mean the workplace doesn’t spend much time on employee development. Asking about turnover rate is also an excellent way to find out about the boss and the position alike.

5.) They’ve got a record-Don’t be afraid to ask the potential boss how long he or she has been at the company, in that particular role, or where they worked before this company. This can help you get a feel for their management style and if you will respond to it. For instance, leading at a large corporation then switching to a smaller corporation can indicate a formality in leadership style.

To read further, review this article. 
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Arthur Cooper is the Chief Executive Officer of Fidelis Partners as well as the Chief Operating Officer of Medestar. 
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Some Practical Advice on Reviewing a Contract

     You are at that stage in your job search where you have found the position you’re interested in, you have made the trip to the community, met with the key decision makers, spent the afternoon with the realtor and you now have an offer in hand. Unless you minored in contract law while you were completing your medical training or have a spouse who practices law, you are now facing a rather daunting task of wading through the twenty plus pages of an agreement. The goal is to make certain all the things promised to you have made it into the document.

     So, what is a highly educated individual inclined to do? The first thought is usually to have the contract reviewed by an attorney. At some point, that course of action may make sense. However, I would like to offer up a bit of practical advice that should help you save some time and a few dollars.

Image: FreeDigitalPhotos.net

     First, if you are just beginning the process and have set up a time to interview, ask them for a copy of their agreement. Most places will be willing to send a copy without any numbers in it. This is often referred to as a boilerplate version. By having the document in advance you will be able to read through it and prepare some questions. Once on the interview, you will have a chance to ask those questions to the appropriate person. Questions regarding the contract are almost always easier to cover in person.

     Another resource that may not come immediately to mind is that friendly recruiter who initially introduced you to the job. Hopefully they have stayed engaged in the process and have been helping out along the way. Over the course of a year, that recruiter will help coordinate anywhere from 50 to 100 interviews. If they have been in the business of recruiting for more than a few years they will have read through hundreds of different physician contracts. Through necessity and sheer volume, they have likely become very proficient and knowledgeable in this area. By asking your recruiter to help you review and understand the contract, you will be saving both time and money.

     This process will help you narrow down the major areas of concern. In some cases you may find a lawyer will not be needed and in other cases you will be able to take specific concerns to your attorney for their advice. By having them review specific concerns, instead of the entire contract, you will be reducing the amount of time they spend on your behalf. This will save you money.

     Analyzing an offer can seem daunting from the start. Utilizing the expertise of those individuals who work in health care staffing on a day-to-day basis can save you time, unnecessary worry, and also a few dollars.
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Chris Cross is a Senior Search Consultant at Fidelis Partners. 
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Preparing for an Interview

     Interviewing can be a stressful and trying experience. You will most likely be traveling to a new area you are not familiar with, meeting new people you do not know, attempting to make a good impression on the people you are meeting, all while trying to gather information so you can make an informed decision. It can be a daunting objective, even for an experienced interviewer. Here are some helpful tips to help you prepare for a successful interview:

     Be familiar with the practice and community – Do research on the practice and community prior to your site visit. If you are working with an experienced recruiter, they will be happy to review the practice details and community information with you prior to your interview. This can be especially helpful if you are interviewing in multiple locations.

Image: FreeDigitalPhotos.net

     Ask questions – One of the main purposes of an interview is to gather information in order to determine if a position is a good fit for you and your family. A great way to gather information is to ask questions. Do not leave the interview with lingering questions that will inhibit your ability to make a decision.

     Take notes – Make sure to document the information you are gathering. At the end of this process you will want to sit down and review everything you have learned, so it is helpful to have notes about specific details you might otherwise forget. You are going to be meeting with a lot of people and learning a lot of things – don’t expect to remember everything.

     Withhold negative comments – It is important not to pass judgment or offer advice on how to ‘fix’ things during your interview. You are being evaluated as well, so don’t volunteer feedback that can put you in a negative light in the interviewer’s mind.

     Dress and behave professionally – Wear a suit. Be early or at least on time to your meetings. It might seem old fashioned, but it is something that will be noticed and appreciated. Many interviews will include a dinner with other physicians or administrators. Feel free to enjoy a glass of wine, but don’t overindulge. Avoid conversation topics that could be perceived as divisive or inflammatory.

     Show interest – It is important to put yourself in a position to receive an offer after an interview. This gives you control over deciding whether to accept or decline the position. In order to receive an offer, your potential employer must get the impression that you are interested in the opportunity. Be engaged, ask questions, take notes, be professional, etc.

     Following these simple tips can not only alleviate some of the stress associated with interviewing, but can also help you gather the information you need.
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Dan Jones is a Senior Search Consultant at Fidelis Partners.
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How to Bring a Physician to Your Hospital

     A hospital recruiter’s toughest job is to bring physicians into the community. I have found the oldest rule in the book applies: People work with people they like. Doctors are no different. Yes they are enticed by the latest technology, good schools, and attractive locations but what ultimately seals the deal is the recruiter working with them. Just think about when you are trying to choose between competitors. Would you not pick the person who makes you feel more important? Physicians are no different. Engaging them in conversation, discussing their interests, and making them feel like they are needed at a hospital go a long way. I have found the most engaging recruiters to be the most successful. Here are some tips to help attract the best physicians.

     Tip #1 – Be enthusiastic – When speaking with a potential candidate always be enthusiastic about the facility and the people working there. A recruiter is the first impression a potential candidate has of a facility; therefore it should be a good one.

Image: FreeDigitalPhotos.net

     Tip #2 – Focus on interests – When speaking with a potential candidate, take the time to find out what they are interested in. If their hobby is biking, make sure and focus on what bike paths are in the area. If they have children make sure to let them know about schools in the area. Acknowledging what is important to a candidate before they tell you, shows you truly care about their wants and needs.

     Tip #3 – Send a thank you card – After speaking with a candidate or after a site visit, send the physician a handwritten card thanking them for their time. Personal notes go a long way.

     Tip #4 – Follow up – Always follow up with the provider after a call or a site visit. Continue to do so every few months as well. Just because they may not have been interested in the opportunity at first, situations always change and you want to be the person they think of when theirs changes.

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NEWSFLASH FOR HOSPITALS: Physicians are Interviewing YOU-Not the Other Way Around (Part 2)

     In our last post, we discussed how it is a buyer’s market for physicians, and it is in the hospital’s best interest to respond accordingly by making recruitment an easier process. This starts with Fidelis Partners, where we take great pride in representing our clients in the most professional and most polite way possible. Our behavior reflects our clients’ recruitment goals, and we take that role very seriously. Once a candidate is submitted to a hospital, the clock starts ticking and every moment counts. There is a small window of momentum and enthusiasm where a candidate is excited about a job. If we do not act quickly during this window, the chances of securing that physician diminish greatly.

     Ideally, it should not take more than two months to secure a candidate. In a perfect world, this would be the most effective recruitment process in 5 easy steps:

Image: FreeDigitalPhotos.net

1. Fidelis Partners finds a physician candidate, submits to hospital/physician recruiter
2. Candidate is contacted by organization within 48 hours, and phone interview scheduled with the
appropriate decision maker within one week
3. If phone interview is successful, candidate is brought out for an interview within 2-4 weeks, with the spouse (spouse is mandatory)
4. Candidate interviews, and leaves the job interview with a template contract or Letter of Intent
    * I must expound upon this step since this is the most crucial one. Physicians should leave a job interview with an Letter of Intent in hand, or the expectation that one will follow within the week. A personal interview should not happen unless the hospital wants to hire that physician. Let me repeat: Before the candidate interviews, the hospital should already want to hire that person. There are many gatekeepers along the path towards a personal interview – Fidelis Partners, in-house physician recruiter, hospital CEO, Director of Medical Group, etc. – the interview should be used to confirm what everyone already wants: To hire that physician!
5. Candidate has a two week deadline to accept or deny the offer

     However, these steps do not matter if each moment along the way, the hospital does not put forth the strongest effort to attract the candidate. There are too many job options out there for physicians, so each moment counts when working with a candidate. The goal is to get the physician to want your job so badly that now you, the hospital, are in the buyer’s seat.
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Lori Vickers is a Senior Search Consultant at Fidelis Partners.
Connect with Lori:
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NEWSFLASH FOR HOSPITALS: Physicians are Interviewing YOU-Not the Other Way Around (Part 1)

     This may come as a surprise to many healthcare organizations, but in the land of physician recruitment, most often it is the physician candidate in the driver’s seat, NOT the hospital. This is a very subtle shift in physician attitudes towards hospitals, but it is a mind shift nonetheless. It has slowly crept up over the past decade, and now it is being exercised in full force, and I see it happen on a daily basis. Everyone knows there is a physician shortage, but how are hospitals responding to the shortage?

     Surprisingly, they are responding by making it more difficult to get a job, which is the exact opposite of what is needed in order to attract and retain top tier talent. Hospitals are responding by taking four weeks to build a contract and get an offer letter out to a candidate. Hospitals are responding by making physicians pay for their own travel. Hospitals are responding by adding layer upon layer of bureaucratic gatekeepers. Hospitals are responding by drastically limiting their candidate pool (“I will only look at someone whose name starts with the letter ‘J’, etc.”) … Admittedly, I’ve never had that request, but you get my point. In a day and age where there is ONE physician for every TEN job openings, why are hospitals playing so hard to get?

     At Fidelis Partners, the search consultants are more than just CV sourcers. We each have an average of over five years of recruitment experience, and we enjoy advising our clients to be the best they can possibly be in order to attract the finest physicians in the market place. It is not our desire to make wholesale changes to any hospital’s recruitment efforts, but since we talk to 50+ physicians a day, we might know a thing or two about the marketplace and what physicians want. And right now, it is definitely a buyer’s market for physicians, and it is in the best interest of healthcare organizations to respond accordingly.

     What is the best reaction to this type of recruiting climate? Simply put, hospitals need to put their best foot forward, every moment of every day. We need to cater to the physicians … we need to be accommodating to the physicians … and yes, we need to seduce the physicians …


How can hospitals make recruitment easier on them? Stay tuned to find out ….
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Lori Vickers is a Senior Search Consultant at Fidelis Partners.
Connect with Lori:
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