Should you employ a practitioner who works for another clinic?
The best aesthetic clinicians will be in demand from patients, and from clinic owners looking to employ them. When you are looking for a new practitioner for your clinic, it is likely that some aesthetic clinicians you meet will also practise at another clinic or may be looking for more hours of work in aesthetics than you can offer.
Should you avoid employing such clinicians due to conflicts of interest? Should you disregard a practitioner because your patients could be tempted to see them at another practice? Will someone take advantage of your training, then use their skills to the benefit of another business?
When hiring, it is wise to be aware of potential risks and make decisions to protect your business, but if you are too stringent with your recruitment policies you could rule out talented, trustworthy practitioners who would relish the opportunity to help, not harm, your clinic.
Consider making a concise list of the clinics you would consider to be in direct competition with your own, or identify a geographical region covering your main patient catchment area. Advise your practitioner that you are happy for them to take other work in the same industry, as long as they choose a clinic or area you have not specified. Try to reasonable though, as it may be fair to focus on a local area but not a whole city or county.
Don’t get too attached to one candidate. If a medical professional is looking to further their career in aesthetic medicine, they may not agree to work solely for one clinic, especially if you cannot offer them the hours they are looking for. If the terms of employment you offer are perfectly reasonable, it may be better to continue your search for a more accommodating practitioner rather than agreeing to an arrangement you are uncomfortable with.
When you do employ a practitioner, offer a contract that includes a clause on intellectual property and confidentiality, to identify and protect your patient database as confidential information owned by your business. If you invest in costly training courses that greatly benefit a practitioner’s development, you could include a contract clause so your practitioner must return some or all of their training costs if they choose to leave your clinic after only a brief period.
As an employer, you cannot foresee all eventualities, you can only attempt to make rational hiring decisions. It is sensible to be aware of what could go wrong with the appointment of a new employee, but don’t focus solely on the negatives. There is no need to be suspicious of every clinician, as most will be ethical, trustworthy and loyal. Consider what you can offer a practitioner, not just what they can offer your clinic. To garner respect and loyalty and keep a skilled aesthetic clinician as a long-term employee, you’ll need to a maintain a positive working environment and be a supportive and fair employer, too.