It’s about a year from the beginning of process until a new nephrologist starts seeing patients.


For nephrology practices bringing a new physician on board and physicians searching for a practice, success ultimately is measured in terms of establishing a long-term relationship that meets the most critical needs of all involved and results in a seamless integration of new clinical staff.

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“Everyone needs to think long-term because mistakes can be very costly to all in many ways,”explains Martin Osinski, MBA, a nephrology-focused physician recruiter and president of NephrologyUSA.


“Keeping retention in mind is key because it will cost significantly more to bring someone on, have them leave, and then have to replace them—in terms of goodwill with your patients, the community, your time, and the cost of the recruitment process itself.”


Logistically, physician recruitment takes on average a year to complete, from the beginning of the process until that person actually walks into the practice to see patients. Licensing and credentialing can impact that time frame significantly on either side. The foundation for the recruitment and search relies on both sides’ honest expectations.


Avoiding mistakes, Osinski says, depends on a few vital points of clarity. “The practice needs to start by knowing why it is bringing a new person on, and how far they are willing to go financially because you don’t make money on a new physician usually for the first year, sometimes two. Also what are your expectations in terms of work ethic, and how do you plan to distribute the workload? If you understand those elements, you’re better suited to identify the right type of individual.”


The recruiting practice must lay out clearly its expectations for the candidate, including compensation, workings of the partnership as well as day-to-day operations, long-term sharing in additional revenue streams, ability to generate production, and work ethic.