You're onboarding new physicians to your team. How can you ensure they understand your expectations?

As an Internal Medicine Program Director and CMO of Urgentcare2go where we had young physicians join us, our focus is patient centric care. This creates our culture of our practice. As patient centric care is nurtured and discussed, curiosity surrounding the support of that care builds. This leads to interdisciplinary approach to care and understanding the healthcare systems as a whole and the rules that follow it. Start the focus on what matters most to the patient.

When a physician first starts the kind of goals that they need aren’t necessarily to code a lot of HCC codes and closing gaps and care. Feeling a part of a team and integrated member that matters, but doesn’t expect them to be a polished leader - creating realistic expectations is equally important. Culture eats strategy for dinner.

Another key element to ensuring new physicians understand your expectations is fostering open communication. Encourage them to ask questions, clarify any uncertainties, and offer continuous feedback. Regular check-ins help assess their progress and address any concerns early on. Additionally, providing access to mentors or senior staff can offer guidance and support as they acclimate to their new role. By building an environment of transparency and support, you not only ensure alignment with organizational goals but also promote a culture of collaboration and professional growth.

From a supply chain perspective, it would be prudent to have a strong relationship with your organization's physician recruitment team. Building a communication process with them to meet with potential physician candidates to give a positive oriented but clear explanation of how your responsibilities to work closely with physicians on supply chain initiatives, but also to hear their preferences can provide the recruiter input on the candidates strengths and/or potential issues, create an awareness for the physician on how supply chain can support their objectives and create potential physician support for future efforts to reduce cost, improve quality and achieve positive outcomes.

Clearly outline your expectations through detailed onboarding documents and regular check-ins. Foster open communication by encouraging questions and providing ongoing feedback to ensure alignment.

A structured mentorship program also encourages professional development and continuous learning. Beyond initial onboarding, mentors can help new physicians navigate complex cases, refine their clinical skills, and develop leadership abilities. This relationship provides a safe space for new team members to discuss challenges and receive constructive feedback. Additionally, mentorship can enhance retention by building stronger connections within the team and creating a pathway for long-term career growth within the organization, ensuring alignment with both individual and team goals.

Alles beginnt im/mit dem Vorstellungsgespräch. Viele Arbeitgeber neigen dazu, im Vorstellungsgespräch Sachen zu versprechen, die sie letztendlich nicht liefern können, z.B. ordentliche Einarbeitung, persönliches Mentoring, Wunschweiterbildungen, etc. So entsteht eine falsche Basis für eine erfolgreiche Zusammenarbeit. Ärzte stellen nach dem Beginn der Arbeit relativ schnell fest, dass sie bei Weitem nicht alles haben können, was man Ihnen im Vorstellungsgespräch versprochen hat. Sie verlieren die Lust auf Arbeit, das Vertrauen ist weg und der Arzt noch in der Probezeit auch. Deswegen alles steht und fällt mit den vorhandenen Strukturen und den Versprechungen im Vorstellungsgespräch. Man muss zu den Ärzten einfach ehrlich sein.

In addition to scheduled check-ins, consider incorporating real-time feedback into daily interactions. Immediate, actionable feedback can help new physicians correct small issues before they become larger problems and reinforce positive behaviors as they occur. This approach fosters a culture of continuous improvement and learning. Furthermore, offering positive reinforcement when expectations are met or exceeded boosts confidence and motivation, showing new team members that their contributions are valued. This balance of constructive and positive feedback strengthens the physician's alignment with team goals.

A couple areas of feedback I have found that has been most valuable is that of reimbursement rules. This is a topic which docs are not very schooled in and are usually receptive to getting it right the first time. Another area is guidance on which insurers will need medical necessity letters. It is unfortunate this guidance is needed but this is the nature of our landscape.

In addition to team-building activities, encourage new physicians to shadow seasoned team members in both clinical and non-clinical settings. This hands-on exposure allows them to observe how the organization's values translate into daily interactions with patients and staff. Encourage participation in social events or informal gatherings to foster relationships and build trust. By engaging with the team in various contexts, new physicians can quickly adapt to the organization's culture, enhance their sense of belonging, and align their behavior with the team's expectations and shared values.

Additionally, providing a clear point of contact for technical and administrative support ensures that new physicians can quickly resolve any issues or questions as they arise. Offer training sessions on key systems, such as electronic health records (EHR), and provide reference materials they can consult independently. Accessible resources promote autonomy, reduce errors, and help new team members feel confident in their role. Regularly updating these tools and protocols also keeps physicians aligned with evolving best practices, improving both efficiency and patient care outcomes.

Establish an open door policy for feedback, questions and concern. Observe their feedback, practice, and provide constructive feedback. Schedule regular meetings to discuss progress, address questions and feedback

When onboarding new physicians to your team, clear communication is key to ensuring they understand your expectations. Start with a detailed orientation that outlines the organization’s values, goals, and protocols. Regular check-ins during the onboarding process help reinforce expectations and provide space for questions or clarifications. Set measurable goals and provide mentorship or shadowing opportunities to align them with the team’s practices. Finally, ensure that feedback is ongoing, focusing on collaborative growth to foster a shared understanding of standards and team culture.

In addition to formal workshops and seminars, consider creating an internal learning platform where physicians can access articles, case studies, and webinars at their convenience. Encourage participation in interdisciplinary learning opportunities, such as grand rounds or collaborative case reviews, to broaden their expertise. Offering CME (Continuing Medical Education) credits as part of your ongoing education program further motivates physicians to stay engaged. This approach not only improves individual knowledge but also fosters a culture of shared learning and continuous improvement within the team.