Identifying the Job That's NOT for You

Just as springtime's warmer temperatures flood rivers and streams with melting snow, every season hordes of new graduates are flooding an already crowded NP job market. The multitude of competitors for a fixed number of openings can be intimidating, but it should not force new grads to jump on the first job offer they receive.

"Just because the market situation is tight right now, doesn't mean you should let selectivity go by the wayside," said Sam Coppoletti, MPT, director of clinical education at Southwest Baptist University, Bolivar, MO. "If you don't know what you're looking for, and aren't careful, you can easily step into a situation that isn't a good fit for you, and in the long run, you won't grow." With that in mind, ADVANCE compiled ten potential "red flags" that applicants should especially watch out for during their job search. Each could potentially signal an undesirable position that new NPs would be well advised to decline. 1. Strength-weakness mismatch. Cindy Pfalzer, PhD, PT, professor of physical therapy at the University of Michigan, Flint, advises new grads to assess their strength and weakness levels, and aspire to positions that fit those levels accordingly. Dr. Pfalzer recalled one instance in which a new hire did not feel comfortable with the amount of supervision and delegation the position entailed, and ended up having to leave the job. "It would have been much better had that individual asked those questions up front," Dr. Pfalzer said. "These are very basic questions that are sometimes ignored." 2. Absence of a clear vision statement. Just as important as knowing your long-term career objectives is ensuring that your prospective employers know theirs. "Every department has, or should have, a mission and philosophy statement," Dr. Pfalzer said. "Make sure you read it. What the department does in their day-to-day practice may differ from it, but you would hope that [the mission statement] drives most of its decisions." Along these lines, inquire whether the facility has experienced growth or downsizing over the last 12 months, and where they expect to be after the next 12. If you are able to match your vision with the hiring group's vision, it will be a good marriage. 3. The "staller." Coppoletti recalls a personal experience during his own job search in which he interviewed with the same supervisor four separate times. "He just couldn't come to a decision," Coppoletti said. "That told me he wasn't a good business manager." His instincts were correct. In time, the supervisor had to hire a business consultant group that proved difficult to work with. "That would have been a bad situation for me, considering my needs and temperament." Coppoletti said. "Don't allow yourself to be roped in by a staller." 4. Traveling groups. Coppoletti advises avoiding these openings as a first job. These promise the opportunity to travel while gaining experience. However, because these positions often entail filling in for health care providers on leave, they will frequently be temporary and could require advanced skills. "The old rule still applies," Coppoletti said. "Get your general training first, then specialize or travel only after you feel you have your organizational skills established." 5. No discernible job description. Coppoletti recalled limited instances in which new grads landed jobs in a federal facility that offered them no clearly defined job duties. "The danger of having no distinct role is that then, the new grad could be asked to perform inappropriate duties, work outside their realm of expertise, or take on supervisory functions right away", Coppoletti said. Try to speak with your potential colleagues to get a feel for what they do on the job, and what you'd be expected to do. "We always recommend during an interview that [applicants] ask to speak with other members of the staff," Dr. Pfalzer said. 6. Lofty promises. Don't go into a job with unrealistic expectations of power, and beware of offers that sound too good to be true. "If they tell you, 'You're going to supervise this whole department or office; it's going to be your baby,' and you're just a new grad, watch out," Coppoletti warned. " It's important to know exactly what you're getting into." Spend a day observing the clinical operation of the facility. Ask your potential supervisor about the past turnover of the position, and consider a high turnover rate a possible red flag for problems you don't want to have to cope with. Also, inquire about the percentage breakdown of Medicare, Medicaid, private insurance and HMO cases the facility sees. "It is essential that [applicants] find this out," Dr. Pfalzer explained. "It has tremendous impact on daily workflow. If 80 percent of the caseload is Medicare patients, there will be a lot of documentation and paperwork requirements to meet." 7. Small start-up practices. "Getting a new business off the ground is hard enough on an owner without taking a new graduate under his wings," Coppoletti pointed out. "What these people need is someone with years of experience in providing health care, not a new grad who is trying to acquire clinical skills," he said, adding that a fledgling business could easily fail or downsize, leaving the graduate back out on the street looking for work. 8. An unprofessional, disheveled, or high-stress atmosphere. Dr. Pfalzer advises graduates to always ask to do a walk-through of the prospective facility during the interview process, noting such clues as patient-to-staff ratio, clinician-to-support staff ratio, upkeep and condition of the work space and equipment, verbal and nonverbal communication between the staff, and the general working atmosphere. "This will tell you a lot about the anticipated workload, how financially tight the facility is and the stress level," Dr. Pfalzer said. Coppoletti agreed: "If the secretarial staff is unhappy, if the place is in disarray, if your interview is in the kitchen, there could be future problems. If they don't have the time or the inclination to at least set up a professional interview for you, that's a red flag." 9. Lack of interest in the employees' development. Applicants should not be shy about inquiring about lifelong learning, career development, or continuing education benefits. "Remember that the questions you ask are not just for today, they're for tomorrow, too," Dr. Pfalzer advised. She said that in today's tight job market, NPs will often neglect to raise these issues, hoping instead that they will just land the job. "What they don't understand is that often, the person who's interviewing them is looking for someone who's a go-getter," Dr. Pfalzer explained. "That's the message [an applicant] will send by asking those questions." 10. Ethical concerns. New grads should try to feel out the professional community's opinion of every organization they're interviewing with. "How many recent malpractice cases have been filed?" asked Dr. Pfalzer. "How about recent grievances or work stoppages? These give you tremendous insight into the type of situation you'll be getting into." She added that if you don't ask, you won't find out, and human resources departments will often disclose more than you think. "It's surprising what they will tell you if you ask," Dr. Pfalzer said. "They may not give you specifics, or even admit to it. But use your judgment: even if you get no response, just a long pause, that can tell you a lot." Above all, do your homework. Find out all you can about a position before committing to it. "Primarily, it's a matter of just asking the right questions," Dr. Pfalzer said. "Just as the interview is your opportunity to put on a good impression for a potential employer, it is their opportunity to impress you as well. It works both ways. Don't ignore any negative feelings you get." "Remember, a career is more than just a financial pathway; you have to look at everything," Coppoletti added. "Don't neglect the spiritual side of a position. If it's not a good match, you'll be in an uncomfortable situation for 2,000 hours per year." Jonathan Bassett is on staff at ADVANCE, and can be reached at jbassett@merion.com.