Use your prospective colleagues as surrogates when evaluating whether to join a practice. The experiences of physicians in positions similar to the one you are considering are usually reliable indicators of what you might expect. If they are happy, you probably will be happy, too.

When assessing a practice, consider subjective information and impressions, as well as the objective information in the practice’s employment agreement. While an agreement may contain unfavorable provisions, the employer’s strictness in interpreting and enforcing them is pivotal. Your prospective colleagues’ positive experiences can mitigate potential contract risks.

Interview visits typically include brief introductions to a few physicians during a walk through of the practice’s offices. This is not sufficient to learn about their experiences. When planning your interview visit, request time to meet with the physicians in positions like the one for which you are applying who practice at the location where you might be assigned. This could be an informal meeting in the office or a shared meal. Even better, ask to shadow a prospective colleague for half a day or more. Your host’s response might be revealing: If he or she readily agrees, this might indicate positive relationships. If you host hesitates, insists on being present, or refuses, this might indicate strained relationships.

Observe the interactions among your prospective colleagues and their physician chief, practice manager, nursing staff, and administrative staff. Are they relaxed or formal? Are they comfortable with one another or does everyone appear to be choosing their words carefully? The boss’s presence can inhibit frank discussion. If you can’t meet privately during your visit, ask your prospective colleagues if you can contact them by phone or email after you return home.

Learn about your prospective colleagues’ patients or cases. Ask about their duties, schedules, practice locations, and workload. Does it sound like you will be able to focus on your clinical interests? Do the office and call schedules seem manageable? Are different practice locations more or less desirable? Does the workload sound reasonable?

Try to get a sense of the practice’s culture. Are the physicians focused on patients or on the bottom line? Does management support or exploit physicians? Is the physician chief a role model and advocate, or an insensitive taskmaster? Is the practice a friendly place for physicians and staff? Do you and your prospective colleagues seem to be clinically and personally compatible? Can you see yourself working in the practice?

If you are not familiar with the community, learn about what it is like to work and live there. Does it offer an attractive lifestyle?

Ask your prospective colleagues how long they have been with the practice and whether they intend to stay. Inquire about physicians who have left the practice. Why did they leave? Might you be able to contact them? A low physician turnover rate suggests satisfied physicians; a high turnover rate suggests the opposite.

If you are considering a position with a private practice, ask about the career path to becoming a shareholder. Do associates become shareholders? Are the newest shareholders happy with their decision?

Finally, ask about compensation. While most people are reluctant to disclose their earnings, most are willing to describe the range of compensation among their colleagues. This is of particular interest if the practice’s physician compensation model is weighted heavily toward productivity. While many employment agreements offer a reasonable base salary during the first year or two, many agreements reduce or eliminate the base salary in later years. In this situation, it’s critical to build your practice to a level where your productivity will provide sufficient compensation.

The experiences of your prospective colleagues can be reliable indicators of what you might expect should you decide to accept the practice’s employment offer. Consider both the objective information in the employment agreement and the subjective information and impressions you gather during your interviews. Use your prospective colleagues as surrogates.