Bringing a new physician into a growing practice can be exciting for both the group and the new hire. But even the best professional relationships can come to an end, and clarity at the beginning will serve all parties well, particularly if a departure is accompanied by hard feelings. For that reason, we strongly recommend that all groups make use of written agreements, whether the physician is an employee or an independent contractor.

Front-line recruiters are acutely aware of the factors that make physician recruitment a full-time job, and often a very stressful process. These include internal issues specific to your healthcare organization as well as national conditions such as the growing physician shortage and the tendency of physicians in some specialties to move their practices more often.

Part of my employment law practice includes visiting with healthcare organizations and helping them train their employees and practice administrators about employment laws, including laws prohibiting discrimination and harassment. The federal employment laws discussed in this article apply only to employers with 15 or more employees, but some states have similar laws that apply to businesses with fewer employees. Here is my Top Ten List.

One of the most difficult aspects of medical practice is disclosing an unanticipated adverse outcome, but it has to be done. The following nine steps provide a strategy for taking corrective action, maintaining the provider-patient relationship, and decreasing professional liability exposure. Depending on the circumstances, the order in which the following steps are completed may vary. In every instance, however, caring for the patient’s immediate needs should come first.

Why should doctors or members of their staff buy group long term disability? The answer to can be found by asking them this question: “If you got sick or hurt and couldn’t go to work for a lengthy period of time, and therefore couldn’t earn an income, how would you pay your bills?” The need for disability is the foundation of the sale. The contract is the instrument that addresses the need and forms the basis for the claim. And the name of the game is the claim.

Electronic drug dispensing is a fast-growing ancillary service providing both quality of care and financial benefits to an expanding number of medical practices nationwide. With the right vendor and fit for your practice, it can be a fairly straightforward path to additional value for your patients and improvement to your bottom line. However, several essential elements play an important role in the success or failure of a dispensing program — items that are not always readily apparent, and are not provided equally by all vendors. This paper helps you analyze each of these elements, and provides guidance on how to ensure that your vendor will be capable of delivering exactly what you need.

Disruptive behavior by professionals in healthcare settings is well documented as a threat to quality care and patient safety. Managing disruptive behavior requires a coordinated effort based on a written policy and established procedures that cover reporting, confrontation, documentation, response, outside consultation, reprimand, follow-up, and monitoring, as well as support for subject physicians.