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The odds are that you are an employee. In 2016, for the first time ever, fewer than half of physicians in this country owned their own practice. There are numerous explanations for this shift away from independent ownership. But the bottom line is that more physicians are employees than owners (“For the first time, physician practice owners are not the majority,” By Brendan Murphy, AMA Wire, May 31, 2017). The transition to employee status doesn’t always go well.
While an increasing number of physicians are uninterested in or maybe even intimidated by the challenges of practice ownership, they seem to be even less interested in accepting the uncomfortable realities that can be associated with being an employee.
Practice ownership comes with a host of worries including cash flow, staffing, and overhead. On the other hand, an employee has only one critical concern: Can she trust her employer? You may not have considered your relationship with your employer in terms of trust. But I urge you to look at a recent commentary in Clinician Reviews by Randy D. Danielson, PhD, PA, DAAPA, titled, “Do You Trust Your Employer? (2018 Apr;28[4]:6-8). Dr. Danielson relates the experiences of a colleague who complains that the organization for which he worked completely lacked transparency of its goals and failed to provide accurate financial data. This combination of deficiencies prevented “providers from making a positive impact on cost containment.” The colleague added that the organization’s complex compensation formulas did “not account for the vagaries and complexities of health care.”
Do any of these complaints sound familiar to you? Do you share the same lack of trust in your employer that this provider has voiced? The remainder of Dr. Danielson’s commentary is a discussion of the concept of organizational trust and includes this unsurprising observation: “Lack of trust, particularly between management and employers, creates a hostile work environment in which stress levels are high and productivity is reduced.” It makes one wonder how much of the burnout epidemic among physicians and other providers might be the result of organizational distrust.
At what point in your career did you begin to lose trust in your employer? In retrospect, should you have been more diligent in researching its financial history? How did its acquisitions and reorganizations affect its employees? Did they reflect a pattern that is consistent with your philosophy about how and to whom health care should be delivered?
How carefully did you interview the organization’s employees? Did you sense any distrust? This kind of information doesn’t usually seep out in a 1-day visit and meetings with handpicked employees. Did employees feel that there was sufficient transparency? It is likely that they sat on committees. But did those committees have a voice that was heard and acted upon?
If you were going to purchase a practice you would have done hours, days, and weeks of due diligence before signing a purchase and sales agreement. Deciding whether or not to sign a contract with an employer demands an equivalent amount of research and investigation. You already may have discovered that being trapped by a noncompete clause with an organization you don’t trust can put you on the fast track to burnout.
Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Email him at [email protected].
The odds are that you are an employee. In 2016, for the first time ever, fewer than half of physicians in this country owned their own practice. There are numerous explanations for this shift away from independent ownership. But the bottom line is that more physicians are employees than owners (“For the first time, physician practice owners are not the majority,” By Brendan Murphy, AMA Wire, May 31, 2017). The transition to employee status doesn’t always go well.
While an increasing number of physicians are uninterested in or maybe even intimidated by the challenges of practice ownership, they seem to be even less interested in accepting the uncomfortable realities that can be associated with being an employee.
Practice ownership comes with a host of worries including cash flow, staffing, and overhead. On the other hand, an employee has only one critical concern: Can she trust her employer? You may not have considered your relationship with your employer in terms of trust. But I urge you to look at a recent commentary in Clinician Reviews by Randy D. Danielson, PhD, PA, DAAPA, titled, “Do You Trust Your Employer? (2018 Apr;28[4]:6-8). Dr. Danielson relates the experiences of a colleague who complains that the organization for which he worked completely lacked transparency of its goals and failed to provide accurate financial data. This combination of deficiencies prevented “providers from making a positive impact on cost containment.” The colleague added that the organization’s complex compensation formulas did “not account for the vagaries and complexities of health care.”
Do any of these complaints sound familiar to you? Do you share the same lack of trust in your employer that this provider has voiced? The remainder of Dr. Danielson’s commentary is a discussion of the concept of organizational trust and includes this unsurprising observation: “Lack of trust, particularly between management and employers, creates a hostile work environment in which stress levels are high and productivity is reduced.” It makes one wonder how much of the burnout epidemic among physicians and other providers might be the result of organizational distrust.
At what point in your career did you begin to lose trust in your employer? In retrospect, should you have been more diligent in researching its financial history? How did its acquisitions and reorganizations affect its employees? Did they reflect a pattern that is consistent with your philosophy about how and to whom health care should be delivered?
How carefully did you interview the organization’s employees? Did you sense any distrust? This kind of information doesn’t usually seep out in a 1-day visit and meetings with handpicked employees. Did employees feel that there was sufficient transparency? It is likely that they sat on committees. But did those committees have a voice that was heard and acted upon?
If you were going to purchase a practice you would have done hours, days, and weeks of due diligence before signing a purchase and sales agreement. Deciding whether or not to sign a contract with an employer demands an equivalent amount of research and investigation. You already may have discovered that being trapped by a noncompete clause with an organization you don’t trust can put you on the fast track to burnout.
Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Email him at [email protected].
The odds are that you are an employee. In 2016, for the first time ever, fewer than half of physicians in this country owned their own practice. There are numerous explanations for this shift away from independent ownership. But the bottom line is that more physicians are employees than owners (“For the first time, physician practice owners are not the majority,” By Brendan Murphy, AMA Wire, May 31, 2017). The transition to employee status doesn’t always go well.
While an increasing number of physicians are uninterested in or maybe even intimidated by the challenges of practice ownership, they seem to be even less interested in accepting the uncomfortable realities that can be associated with being an employee.
Practice ownership comes with a host of worries including cash flow, staffing, and overhead. On the other hand, an employee has only one critical concern: Can she trust her employer? You may not have considered your relationship with your employer in terms of trust. But I urge you to look at a recent commentary in Clinician Reviews by Randy D. Danielson, PhD, PA, DAAPA, titled, “Do You Trust Your Employer? (2018 Apr;28[4]:6-8). Dr. Danielson relates the experiences of a colleague who complains that the organization for which he worked completely lacked transparency of its goals and failed to provide accurate financial data. This combination of deficiencies prevented “providers from making a positive impact on cost containment.” The colleague added that the organization’s complex compensation formulas did “not account for the vagaries and complexities of health care.”
Do any of these complaints sound familiar to you? Do you share the same lack of trust in your employer that this provider has voiced? The remainder of Dr. Danielson’s commentary is a discussion of the concept of organizational trust and includes this unsurprising observation: “Lack of trust, particularly between management and employers, creates a hostile work environment in which stress levels are high and productivity is reduced.” It makes one wonder how much of the burnout epidemic among physicians and other providers might be the result of organizational distrust.
At what point in your career did you begin to lose trust in your employer? In retrospect, should you have been more diligent in researching its financial history? How did its acquisitions and reorganizations affect its employees? Did they reflect a pattern that is consistent with your philosophy about how and to whom health care should be delivered?
How carefully did you interview the organization’s employees? Did you sense any distrust? This kind of information doesn’t usually seep out in a 1-day visit and meetings with handpicked employees. Did employees feel that there was sufficient transparency? It is likely that they sat on committees. But did those committees have a voice that was heard and acted upon?
If you were going to purchase a practice you would have done hours, days, and weeks of due diligence before signing a purchase and sales agreement. Deciding whether or not to sign a contract with an employer demands an equivalent amount of research and investigation. You already may have discovered that being trapped by a noncompete clause with an organization you don’t trust can put you on the fast track to burnout.
Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Email him at [email protected].