Posted: February 26th, 2023

Business Ethic Hiring Ethical People Activity

Is There a Doctor in the House?
Attracting Physicians for an Underserved Area

By Francine K. Schlosser, Ph.D.

STAFFING MANAGEMENT
STUDENT WORKBOOK

Project team

Author: Francine K. Schlosser, Ph.D.

SHRM Project contributors: Bill Schaefer, SPHR
Nancy A. Woolever, SPHR

External contributor: Sharon H. Leonard

Editor: Katya Scanlan, copy editor

Design: Kellyn Lombardi, graphic designer

Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at
universities. Teaching notes are included with each. While our current intent is to make the materials available
without charge, we reserve the right to impose charges should we deem it necessary to support the program. However,
currently, these resources are available free of charge to all. Please duplicate only the number of copies needed,
one for each student in the class.

For more information, please contact:
SHRM Academic Initiatives
1800 Duke Street, Alexandria, VA 22314, USA
Phone: (800) 283-7476 Fax: (703) 535-6432
Web: www.shrm.org/hreducation

08-0843-SW

Case Instructions

LearNING oBjectIVeS

Students will identify how to improve the current recruitment strategy by offering
plausible and implementable recommendations to increase the doctor applicant pool
and alleviate the critical doctor shortage. Using the provided performance criteria,
students should be encouraged to develop interview and discussion points for the
incoming and visiting candidates that will ensure a position-person fi t. Students will
also develop customized recruitment strategies, including an itinerary for each of the
two certifi ed candidates. Additionally, students will make recommendations to the
director of Health Services Recruitment regarding the third candidate.

Students are expected to research and reference external sources such as the
Internet and business magazines in addition to the course textbook. They will be
required to conduct research into the issues to develop a plan of action and to make
recommendations.

Using publicly available information, the case is meant to develop recommendations
to the director of Health Services Recruitment. Current statistics about the doctor
shortage from public sources referenced in the text are included. Students are
encouraged to research these resources on the Internet to better understand the case.
Additional resources include physician recruitment web sites for other communities
facing a doctor shortage as well as articles on labor shortages being experienced
in the U.S. health care system. The curriculum vitae for the three candidates are
fi ctional. Any similarity to an actual person is unintentional.

This case outlines physician attraction issues faced by Windsor, a mid-size Canadian city located in southwestern Ontario.
The city is experiencing a severe physician shortage. To address this shortage, city leaders must create a compelling vision
of the benefi ts that incoming doctors might anticipate when setting up their practices in their area. To that end, the City
of Windsor has created the Health Services Recruitment Offi ce staffed by an HR director with previous experience in
other industries. The director is responsible for locating and attracting candidates but not for screening or selection. Her
immediate challenge is to fi nd a general practitioner for a local hospital, but her long-term goal is to address the substantial
physician shortage throughout the region in hospitals, clinics and family practices.

caSe oVerVIeW

Physician recruitment in the Windsor-Essex region of southwestern Ontario,
Canada, is an ongoing challenge. Today is even busier than normal in the Regional
Physician Recruitment Offi ce because three potential candidates have approached
the director of Health Services for possible job opportunities in the Windsor area.
The director is excited by the prospects of new recruits. After reading Tackling the
Doctor Shortage, a discussion paper from The College of Physicians and Surgeons of
Ontario (http://www.cpso.on.ca), she thought she could customize and implement
some recommendations suggested in the paper to address the doctor shortage in
Windsor.1

caNaDIaN aSSUraNce oF UNIVerSaL HeaLtH care

Canada’s health care system is premised on the idea that every citizen should have
access to good health care. It is a one-tier public system with limited private-sector
services (generally limited to some types of medical laboratories). The system is
supported by taxpayers, and although each province is responsible for its own health
care, provinces must all adhere to the principle of universal access.

The system is currently running into fi nancial diffi culties, and this has resulted in
constraints on resources, such as equipment, laboratories and access to doctors. To
add to the existing challenges, not enough new doctors have been graduating from
universities. Some areas in Canada are severely underserved by doctors, some with
up to 40 percent of residents without a family doctor. Windsor, with its location on
the U.S./Canadian border, is especially susceptible to the shortage because doctors
choose to work either in larger Canadian cities with better medical facilities or in the
private U.S. health care system.

roLe oF tHe reGIoNaL PHYSIcIaN recrUItmeNt oFFIce
IN WINDSor-eSSeX

In response to the severe doctor shortage, Windsor created the Health Services
Recruitment Offi ce staffed by the director of Health Services Recruitment, an
HR professional with extensive experience in the recruitment fi eld. She began
her recruiting career with a local police department and then shifted into the
medical fi eld and began recruiting solely for a local hospital. She has worked for
the Regional Physician Recruitment Offi ce since it opened three years ago and has
since successfully recruited more than 100 physicians into the region. The position’s
mandate is to meet community medical needs using recruiting practices based on
developing long-lasting relationships with potential recruits.

At the Health Services Recruitment Offi ce, the director is the sole recruiter for the
area and is responsible for staffi ng hospitals, clinics and private practices throughout
the region. Her offi ce was created to provide one-stop shopping for all health care
recruitment needs in the region. The offi ce has since evolved into an informational

unit that provides physicians with information on employment opportunities and
the certifi cation processes for Ontario. In addition to her recruiting activities, she
helps individuals obtain licensing under Ontario standards. Her duties are quite
distinguishable from regular recruiters; she is not responsible for screening or
selecting appropriate physicians. Because of the dire physician shortage, she must
create a compelling vision of the benefi ts incoming doctors can anticipate when
setting up their practices in the Windsor area.

The current recruitment process consists of referrals by doctors, hospitals, clinics
or private practices. Essentially, the director uses a referral strategy by approaching
colleagues of satisfi ed doctors living in the region. The current recruitment
practices foster a good reputation by helping doctors fi nd employment or by helping
immigrant doctors through the re-certifi cation process. Providing a high level
of personalized aid may satisfy potential recruits and prompt them to refer other
candidates to her offi ce. The director has wondered whether an Internet recruitment
strategy might also be effective; however, the offi ce just hasn’t had the time to set up
a web site yet. It’s been on her mind again lately, but she’s still not convinced that it
would be effective enough to spend scarce staff resources on its development.

Although the director is solely responsible for the recruitment of physicians to the
area, she is not responsible for the selection of candidates. The College of Physicians
and Surgeons of Ontario determines selection measures. It is for this reason that she
will also aid potential candidates through the certifi cation process. She works closely
with International Medical Graduates (IMGs) and helps them begin the Assessment
Program for International Medical Graduates (APIMG), a program that assesses
qualifi cation from foreign institutions. This helps the director create long-lasting
relationships for future recruitment efforts.

Recognizing the effect of the doctor shortage in the Windsor-Essex region, the
provincial government has approved funding to establish a medical school at the
University of Windsor. It will be a satellite campus of the well-known Schulich
School of Medicine at the University of Western Ontario (the main campus is located
in London, Ontario, about two hours away). Construction of the facility is currently
underway.2

State oF DoctorS IN oNtarIo3

In the 1990s, The College of Physicians and Surgeons forecasted an abundance of
medical practitioners to serve all regions of Ontario. Ten years after this forecast
though, the projected surplus changed. Ontario now faces a shortage. Medical
school enrollment was cut in 1993 because of a forecasted 10 percent surplus of
medical doctors. In addition to the enrollment limitations, changes were made to
the post-graduation training, creating a 25 percent drop in physician-to-population
ratio. These downturns amounted to 5,093 fewer students entering medical school
between 1990 and 1993. This was detrimental to the Windsor area because during
this downturn in physician-to-patient ratios there was a spike in the region’s
population. In 1996, the area’s population was 321,000. By 2000, the population
rose to 383,000, and in August 2005, the census revealed that the population had
risen to 407,000. As a result, Windsor-Essex County has become one of the most
underserved regions in Ontario in terms of physicians.

In addition to reduced entry rates to medical schools, Canada also experienced a net
loss of doctors to emigration. From 1998 to 2002, 1,138 doctors left Canada for
opportunities abroad.

It is believed that there are approximately 4,000 IMGs in Ontario, 2,000 of whom
are members of the Association for International Physicians and Surgeons of Ontario
(AIPSO) and are working within the system in hope of becoming certifi ed.

State oF DoctorS IN WINDSor

The director must address the problem of ongoing attrition. There is a need for
55 family doctors in the Windsor-Essex region and a number of specialists and
physicians. Furthermore, she has been investigating Windsor’s aging population and
found that 15 percent of the region’s doctors are over the age of 65. In contrast, the
provincial average is about 11 percent over the age of 65.

cUrreNt caNDIDate QUaLIFIcatIoNS

The director recently received three curriculum vitae (CV) from prospective
candidates for openings in the Windsor-Essex area. Reviewing CVs on a regular
basis, she understands that CVs are primarily used by people in medical, academic
and scientifi c professions. A CV should demonstrate the individual’s competence by
listing all credentials, but not necessarily brag (like in a resume) about achievements.4

The typical headings in a CV
include education/degrees,
internships, professional
experience, awards and honors,
publications (books, articles,
reports and journals), speaking
engagements, conferences,
and professional affi liations. The
CV’s length depends on the level
of experience; a CV for a new
graduate may only be one page,
but applicants at the top of their
profession might have multiple-
page CVs. Accordingly, this
knowledge of CV content must be
used to assess the qualifi cations
and person-organization fi t for each
of the three candidates.

Candidate 1, Dr. Eli Cohen (full CV is available in

Exhibit 1

), is a medical
doctor who received his training in Jerusalem, Israel. He has since been living
and practicing in the United States. The candidate has already completed the
certifi cation process to practice in Ontario, meaning that he could start work in
Ontario immediately. The director believes that Dr. Cohen would be an asset to the
community because of his work in the area of infectious diseases. With Windsor
being a border community, his background may be useful for countering infectious
diseases spread across borders. He could also become part of a planned response to
terrorist threats. After reviewing the CV in greater detail, the director spoke with
the candidate and learned that Dr. Cohen is married with grown children and that
he is extremely interested in research and teaching opportunities.

Candidate 2, Dr. Lisa Simpson (full CV is available in Exhibit 2), is a young medical
doctor who has been conducting research and is now looking for employment in a
private or hospital practice. Dr. Simpson is certifi ed to work in Ontario and is willing
to relocate. She is married, and her husband, an electrical engineer with seven years
of experience in the fi eld, is also looking for employment opportunities within the
same community. The couple has two young children, ages 3 and 4 years.

Candidate 3, Dr. Mohammed Hasan (full CV is available in Exhibit 3), is a medical
doctor who completed part of his education in Pakistan and part in the United
Kingdom. However, he has not completed the certifi cation process for Ontario. His
credentials, though, would be an asset to the underserved region.

PerFormaNce crIterIa

Although the director is not directly involved in the selection process, she must
refer individuals who will fi t in well in the region and/or the specifi c medical unit.
Additionally, candidates must be able to assess their own fi t with the position and
community. It is for these reasons that a proper process for interviews must be
developed. According to Monster.com’s resume expert Kim Isaacs, performance
criteria used in the development of the interview questions should include the
following:

Caseloads: How many patients has the professional served and what challenges did 

he or she encounter?

Computer technical skills: Is the professional familiar with health care software 

and systems?

Continuous quality initiatives (CQI): Are there initiatives that highlight the 

professional’s problem-solving and quality-oriented focus?

Grant writing/fundraising: Has the professional been able to fi nd new sources of 

funding?

Operating revenue: How has the professional handled money before? 

Program/service development and expansion: How has the professional used 

previous grants and budgets to develop new health care programs or services?

Research/publications: Is the professional an expert in the fi eld and respected by 

peers?

Regulatory/government agencies: Is the individual familiar with the policies and 

regulations of health care agencies, like the Canadian Blood Services or Ontario
Health Insurance Plan?

Training: What type of training was experienced and developed by the individual? 

Trans-disciplinary/interdisciplinary: Has the professional collaborated with other 

professionals?5

These performance criteria are important to consider. Each physician position has
different criteria. For example, a general practitioner might be evaluated on case load
and operating revenue. In contrast, a specialist might be called on to do research,
especially with a university-affi liated hospital. It is important, then, for such a
specialist to publish peer-reviewed articles.

It is important to note that in
general, when screening and
selecting workers, organizations
are not allowed to ask personal
questions that reveal gender,
religion and cultural values of
candidates.

tHe DIrector’S coNUNDrUm

The physician shortage in Windsor makes recruiting from outside of the area
essential. The director is competing with recruiting strategies employed by other
regions in Canada and the United States. Being a border city (Windsor is located
directly across the Detroit River from Detroit, Michigan) poses unique challenges
for the attraction and retention of doctors. First, medical personnel can easily move
to or even commute to the United States, where private hospitals offer better pay and
may even provide enhanced access to state-of-the-art medical equipment. Second,
Windsor’s high unemployment rate (due to its reliance on automakers) creates
employment challenges for the spouses of candidates. Appendix 1 shows the types of
advertisements that some U.S. agencies use to attract medical doctors. The director,
however, is dubious about the effectiveness of placing ads for doctors and does not
currently advertise for doctors.

The director is at a crossroads: she will need to redesign her strategy or be faced with
a continued discrepancy between the available applicant pool and regional needs.

Candidate 1, Dr. Cohen, will arrive in Detroit on Monday, June 3, and Candidate
2, Dr. Simpson, will arrive on Tuesday, June 4, to meet with the director and to
visit the hospitals and explore the community. It is at this point that she will have to
be ready to entice the candidates to relocate and establish medical practices in the
region.

Eli Cohen

Date of Birth: July 12, 1960

Place of Birth: New Zealand

Education:

Hadassah Hospital Medical School
Hebrew University, Jerusalem, Israel
Certifi ed Ontario; The College of Physicians and
Surgeons of Ontario

Degree granted: M.D., 1984

PROFESSIONAL

EXPERIENCE

Director, GETMEDICALRECORDSINISRAEL/TIKITUR,
2005-present. Internet site.
Director, IDFAX, 1988-present. Internet site.
Director, HIV/AIDS Registry, Saint Francis Hospital and Medical Center,
Hartford, Connecticut, 1988-present.
Faculty, Senior Attending, Infectious Diseases and Epidemiology Section,
Department of Medicine, Saint Margaret Hospital and Medical Center, Hartford,
Connecticut, 1988-present.
Director, Adult Immunology Clinic and Intravenous Immunoglobulin Day Care
Clinic, City Hospital, University of Connecticut Health Center, Farmington,
Connecticut, 1992
Associate Program Director, Department of Medicine, John Jacob Hospital,
Hartford, Connecticut, 1990-1992.

ACADEMIC APPOINTMENTS
Associate Professor of Clinical Medicine, Department of Medicine, University of
Connecticut School of Medicine, Farmington, Connecticut, (1997-).
Assistant Professor of Clinical Medicine, Department of Medicine, University of
Connecticut School of Medicine, Farmington, Connecticut, 1988-1997.
Instructor, Department of Medicine, University of Connecticut School of Medicine,
Farmington, Connecticut, 1984-1988.

Exhibit 1

COMMITTEE ASSIGNMENTS
Chairman, Infection Control Committee, Getbetter Hospital of Connecticut,
Hartford, Connecticut, 1996-present.
Member, Research Committee, Saint Margaret Hospital & Medical Center,
Hartford, Connecticut, 1995-present. Member, Fellowship Steering Committee,
Infectious Diseases Division, City Hospital, University of Connecticut School of
Medicine, 1994-present. Member, Antibiotic Review Subcommittee, Saint Margaret
Hospital & Medical Center, Hartford, Connecticut, 1990-present. Chairman,
Infection Control Committee, Veteran Memorial Hospital, Southington,
Connecticut, 1992-1996.
Member, Initiative Steering Committee, Greater Stamford HIV Action Initiative,
1992-1993.

ACADEMIC QUALIFICATIONS
Infectious Diseases Subspecialty Recertifi cation, 2004.
Infectious Diseases Subspecialty Certifi cation, 1992.
American Board of Internal Medicine, 1990.
ECFMG (No. 229-494-0), 1984.

FELLOWSHIPS
Postdoctoral Fellow in Pharmacology, Department of Pharmacology, University
of Connecticut School of Medicine, Farmington, Connecticut, 1987-1988.
Clinical & Research Fellow in Infectious Diseases, Infectious Diseases Division,
Department of Medicine, City Hospital, University of Connecticut Health Center,
in association with Immunology Division, Department of Pediatrics, City Hospital,
University of Connecticut Health Center, Farmington, Connecticut, 1985-1988.
Research Fellow in Internal Medicine, Department of Medicine, Getbetter
Hospital, Hartford, Connecticut, 1984.

RESIDENCY
Chief Resident, Junior Resident, Department of Medicine, Getbetter Hospital,
Hartford, and City Hospital, University of Connecticut Health Center, Farmington,
Connecticut, 1985.

INTERNSHIPS
Internship (USA), Getbetter Hospital, Hartford, Connecticut, 1984.
Internship (Israel), Hadassah University Hospital, Ein Kerem, Jerusalem,
Israel, 1975-1976.

MILITARY EXPERIENCE
Israel Defense Forces, Medical Corps, Infantry Offi cers Course,
Medical Offi cers Course,
Senior Medical Offi cer, 1980. Rank: Captain.

STUDIES
Acute appendicitis in the elderly, [Doctoral Thesis], 1984. 1.

Felon RP, Cohen E. Medical advice in a community hospital. J Gen Intern Med 2.
1987.

Cohen E et al. Investigation of Monocyte-rich fractions. J Clin Lab Immunol 3.
1989.

Cohen E. et al. Opportunistic pathogens: report of four cases. J Clin Micro 1993. 4.

Gilden DH, Beinlich BR, Cohen EM, Stommel E, Swenson R, Rubinstein D, 5.
Mallingam R. Varicella Zoster Virus myelitis: an expanding spectrum. Neurology
1994.

Cohen E, et al. Severe necrotizing infections. Conn Med 1995. 6.

Cohen E, et al Testing of HIV-seropositive minority men. AIDS Reader 1996. 7.

Cohen EM et al. Active tuberculosis in HIV-infected injecting drug users. J 8.
AIDS & HR 1996.

Cohen E et al. A retrospective case-control study of comorbidity in HIV infected 9.
patients:. Amer J Med 1996.

Cohen E. Using Cefazolin to treat peritonitis. Am J Nephrol 1999.10.

CASE REPORTS
Cohen E. et al. “Radio gallium images in Mycobacterium fortuitum infections. 1.
Clin Nucl Med 1992.

Cohen E. Thymic abscess in a geriatric patient. Chest 1993. 2.

Cohen E. Mycobacterium tuberculosis following coronary artery bypass surgery. 3.
CID 1996.

PUBLICATIONS
Contributing Author. Greater Hartford HIV Action Initiative. HIV care: 1.
comprehensive guidelines for providers.

Editor. Outpatient management of HIV/AIDS for the Primary Care Physician. 2.
1st, 2nd, 3rd, 4th, 5th, 6th, 7th editions, Hartford, Connecticut: Infectious
Diseases and Epidemiology Section, Saint Margaret Hospital and Medical Center,
1992, 1993, 1995, 1996, 1997, 1998.

PRESENTATIONS
Benign superior vena cava syndrome of more than 25 years duration–a case 1.
report. American College of Chest Physicians, Annual Meeting, Salem,
Massachusetts, USA, 1985.

Cohen E. Thymic abscess (Staphylococcus aureus) presenting as acute substernal 2.
chest pain. American College of Chest Physicians, 56th Annual Scientifi c
Assembly, Montreal, Canada, 1990.

Cohen E et al. Open heart surgery associated infections and the signifi cance of 3.
post-discharge follow-up. Association for Practitioners in Infection Control, 18th
Annual Conference and International Meeting, Georgetown, Tennessee, USA,
1991.

Cohen E et al. Life expectancy and hospitalization of AIDS patients with CD4 4.
count less than 40 cells/mL in an innercity hospital. XI International Conference
on AIDS, Montreal, Canada, 1996.

Cohen E. Should peritoneal dialysis related peritonitis be treated with Cefazolin 5.
empirically? Seventh Annual Spring Clinical Nephrology Meetings, Georgetown,
TN, 1998.

AWARDS
Excellence in Teaching, Joan Preston Award, University of Connecticut Internal
Medicine Residency Program, 1994-1995.

JOURNALS
Member, Editorial Board, American Journal of Infection Control
Peer Review, American Medical Informatics Association
Peer Review, Southern Medical Journal

MEMBERSHIPS
Connecticut Infectious Disease Society
Infectious Disease Society of America
American Society of Internal Medicine
American Medical Association

Exhibit 2

Lisa Simpson

2222 Church Street – Evanstan, IL 63333

777.666.5555 – simpson@nwu.edu

MEDICAL CONSULTANT
Excellent communication skills shown with supervisors, colleagues and general
public. Identify issues, form hypotheses, design and conduct analyses, synthesize
conclusions and implement change. Self-starter, disciplined, confi dent and goal
oriented. Adept at giving written and oral presentations to groups of experts.
Motivated member of a team. Fluent in French.

EDUCATION

Medical Doctor

Northwestern University School of Medicine, Evanston, IL, May 2001
Additional training in Microsurgery
Scores: Boards 97%; MCAT 99th percentile

Ontario Certifi ed; The College of Physicians and Surgeons of Ontario 2004

Bachelor of Arts Degree with majors in psychology and biology; GPA 3.92/4.0
Notre Dame University; South Bend, IN, 1996

EXPERIENCE

Research Assistant

Northwestern University School of Medicine; June 1998 – August 1998

Verifi ed and expanded theories through hands-on research under direction of
scientists. Exemplifi ed patience and perseverance. Utilized sophisticated state-
of-the-art equipment. Mastered the arts of time management, organization and
record-keeping. Worked independently and as part of a team to accomplish common
department goals.

Research Assistant

Northwestern University School of Medicine; June 1996 – August 1997

Organized year-long research project to isolate mannose receptor and its associated
proteins. Developed research protocols. Oversaw three interns. Led weekly Journal
Club. Held weekly meetings with 30 lab people to summary previous week’s data
and fi ndings. Became profi cient in use of PCR, Western and Northern Blot, Protein
eledrophersis and other technologies. Assisted Primary investigator with grant
writing.

Research Assistant

Avalon Cancer Center; May 1993 – August 1993

Ran experiments in the lab, sequencing proteins implicated in cancer. Wrote grants
and published journal articles. Supervised cleanliness and organization of lab and
calibration of equipment. Kept data logs of all experiments and worked closely with
Ph.D.’s in analysis of data. Assisted in the sequence of three proteins associated with
on cogenesis (the development of cancer).

Lab Technician

Northwestern University School of Medicine; Summers 1998, 1990, 1991

Conducted experiments pertaining to reconstructive surgery. Developed research
data that led to better surgical techniques.

Exhibit 3

Mohammed El Hasan

OBJECTIVE

To pursue a challenging career in health care industry with a signifi cant growth
leading to a prominent position

EXPERIENCE

October 2002 to May 2004 Kings College Hospital London, UK Clinical
Coding Offi cer

Responsible for all procedures associated with the collection and collation of 

information from hospital notes to the input of diagnostic and operative codes, in
accordance with the protocols of ICD 10 and OPCS coding.

To visit the wards daily to code all episodes for patients discharged. 

To attend Care Group Audit meetings as necessary to validate the information 

collected.

To check from monthly reports regarding coding completeness. 

To liaise with medical and other disciplines of staff regarding all aspects of clinical 

coding to provide an effi cient and accurate service.

To assist in the development of any new procedures and systems within the 

department that is introduced to improve the service provided.

July 2001 till September 2002 Lifeline Healthcare Ltd. London, UK Medical
Summarizer

Working with Islington & Camden PCT at different Surgeries and Group 

Practices.

Have to work on VISION or EMIS the EPR programmes with good database and 

medical knowledge.

Had to go through all the previous histories and update the record wherever 

possible.

Good rapport with the GPs and have great interaction related to patients records 

Have a good knowledge of the working within the NHS. 

April 2000 – April 2001 Civil Hospital Karachi, Pakistan House Offi cer
Worked in the Dept. of General Medicine. 

– Attended Out Patient Department clinics..
– Delivered teaching sessions for 3rd & 4th year MBBS students.
– Learned basic medical procedures practiced & gained experience of handling

patients in cardiology and general medicine ward.

Worked in the Dept. of General Surgery & Cardiac Surgery 

– Assisted the anesthesiologist in main OT & emergency OT.
– Attended OPD and presented cases as a weekly regular feature of job.
– Provided assistance in surgical procedures including appendectomies,

laparatomies, cardiac catheterization, coronary bypass, PDA & cardiac valve
surgeries.

EDUCATION
2001-2003 Post Graduate Certifi cate in Health Informatics from City
University London

Major Modules covered:

Health informatics. 

Introduction to computing system. 

Statistical methods in health informatics. 

Clinical records and health care computing. 

Clinical decision making. 

Research principle and skills in health care. 

Advances in system modeling. 

Health management. 

IT strategy and systems in health care. 

Clinical database. 

1993 – 1999 M.B.B.S., Bachelor of Medicine and Bachelor of Surgery from Dow
Medical College, Karachi University, Karachi, Pakistan.

1990 – 1992 Higher Secondary Certifi cate from P.E.C.H.S., Govt. Girls College,
Karachi, Pakistan.

1980 – 1990 Secondary School Certifi cate from Army Public School Karachi,
Pakistan.

COMPUTER SKILLS
MS-Offi ce, Experienced user of Internet. Have great expertise on EPR Software
including VISION, EMIS, PAS, PIMS and MEDICODE by 3M.

TRAINING
18th May 2002 at Westminster PCT had for VISION (EPR). 

7th July 2002 at St. Pancras Hospital had for EMIS (EPR). 

19th February 2003 at King’s college Hospital had for PIMS. 

July – August 2003 Basic ICD-10 and OPCS-4 Clinical Coding Training at 

Kingston PCT

SKILLS AND STRENGTHS

Good interpersonal skills, creative and great problem solver, positive thinker and
optimistic. Know how to motivate people, possess excellent communication skills,
both spoken and written. Confi dent with presentation skills. Can work under
pressure and meet deadlines.

Appendix 1

DeScrIPtIoN:

In these days of high-pressure, high-volume medicine, this group practices classical
medicine that concentrates on patient care. This three-physician group, operating as
a true partnership, has a rare 1:1 physician-to-RN ratio. Each physician sees 22 to 25
patients a day, rather than 35 or 40. Many would call this the best medical practice
in their area; the hospital administrators, area specialists and their spouses certainly
would because they are among this group’s patients. The group is busy and currently
unable to take on new patients. We have been contracted by this general internal
medicine group to identify an internist or family practitioner who will become their
fourth member.

Located in the historic Hudson River Valley and on the edge of the Catskills,
the area offers a wide variety of outdoor, musical, cultural and educational
opportunities. The two artist communities, Woodstock and New Paltz, are both
within comfortable commuting range, and are homes to internationally-famous
artists, musicians, writers and actors. Four neighboring colleges, Bard, Vassar,
SUNY/New Paltz and Marist, lend an academic atmosphere, and provide athletic
contests as well as theatrical and musical events (West Point’s stadium is also only
45 minutes away). The area has excellent K-12 schools and the cost of living is low
compared with the major Northeastern cities. A physician could live in Rhinebeck,
a majestic riverside village where manorial homes tower over the broad river’s edge,

or in an antique village at the foot of the Catskills. Excellent fi shing, hiking, the
Appalachian Trail, and world-class rock climbing are within commuting range and
major ski areas are less than an hour away. Manhattan is an hour-and-a-half by train.

(All advertisements printed from the Internet March 30, 2006 and disguised).

FAMILY PRACTICE PHYSICIAN – FAMILY PRACTITIONER

Company Name: Maryanne Maple Consulting

Job title: Family Practice Physician – Family Practitioner

Location: Kingston, NY

Salary: $0.00 To $0.00 Per Year

Career level: Mid Career

To apply for lob: maryanne.maple@mam.com

Kingston is home to two hospitals; the 160-bed Kingston Hospital, a non-profi t
institution, and the 220-bed Benedictine Hospital, a Catholic facility. Group offi ces
are housed in Kingston Hospital’s medical offi ce building, which is connected
by walkway to Kingston Hospital. Benedictine Hospital is located 500 feet away.
Together, the two hospitals serve a health care market of about 150,000 people. The
hospitals have made signifi cant facilities improvements in the last few years, including
seven new state-of-the art operating rooms, an on-site MRI, a pain management
center, a new cancer center, and a new dialysis unit. Improvements are continuing
with the construction of a woman’s health center and a cardiac cath unit.

Sorry – no J1 or H1B visas – a green card is required.

Internist – Internal medicine Physician

Company Name: Maryanne Maple Consulting

Job title: Internist – Internal Medicine Physician

Location: Kingston, NY

Salary: $0.00 To $0.00 Per Year

Career level: Mid Career

To apply for the job: maryanne.maple@mam.com

Description:

In these days of high-pressure, high-volume medicine, this group practices classical
medicine that concentrates on patient care. This three-physician group, operating as
a true partnership, has a rare 1:1 physician-to-RN ratio. Each physician sees 22 to 25
patients a day rather than 35 or 40. Many would call this the best medical practice
in their area; hospital administrators, area specialists and their spouses certainly
do because they are among this group’s patients. The group is busy and currently
unable to take on new patients. We have been contracted by this general internal
medicine group to identify an internist or family practitioner who will become their
fourth member.

Kingston is home to two hospitals; the 160-bed Kingston Hospital, a non-profi t
institution and the 220-bed Benedictine Hospital, a Catholic facility. Group offi ces
are housed in Kingston Hospital’s medical offi ce building, which is connected
by walkway to Kingston Hospital. Benedictine Hospital is located 500 feet away.
Together, the two hospitals serve a health care market of about 150,000 people. The
hospitals have made signifi cant facilities improvements in the last few years including
seven new state-of-the art operating rooms, an on-site MRI, a pain management
center, a new cancer center, and a new dialysis unit. Improvements are continuing
with the construction of a woman’s health center and a cardiac cath unit.

Sorry – no J1 or H1B visas – a green card is required.

orthopedic Surgeon orthopedist orthopedic Surgeon

Company name: Marianne Maple / New NY Hospital

Job title: Orthopedic Surgeon Orthopedist Orthopedic Surgeon

Location: Buffalo, NY

Salary: $450,000.00 To $500,000.00 Per Year

Career Level: Mid Career

To apply for the job: marianne.maple@mam.com

DeScrIPtIoN:

We have been retained by an Eastern New York State hospital to review their
orthopedic program. As part of this project, we are helping them to recruit one (or
perhaps two) orthopedic surgeons who will join a hospital-supported practice where
income could reach $600,000 to $700,000.

Financially, they are looking to offer an income guarantee of $450,000 to
$500,000. With a directorship and a favorable rent/practice overhead rate (the
hospital owns the practice location and will provide billing services at the physician’s
option), and low malpractice insurance ($27,000 per year), you should be able to
earn $600,000 to $700,000. This is in a town where a big old Victorian will cost
you $200,000 to $250,000, and a nice home on the lake costs from $250,000 to
$400,000.

The hospital is located in a prosperous and attractive small city of 20,000 on the
western edge of the Catskill Mountains that is home to two colleges with a river
winding through town. The colleges add an academic fl avor and offer theatrical,
musical and athletic events. The area has excellent K-12 schools, yet the cost of living
is low. A major tourist destination, there are numerous museums in the area and a

$32-million performing arts center is under construction. Major ski areas are 45
minutes away and excellent fi shing, boating, hiking and canoeing are within a few
minutes of town. A major metro area of a million people is an hour away, and New
York City is less than three hours away.

The hospital is a well-endowed 130-bed, $75-million community hospital serving a
catchment area of 60,000. The hospital has strong fi nancials and unusually strong
community support, demonstrated by the recent capital campaign that has enabled
them break ground on a $12-million imaging center that will include a new 64-slice
CT scanner, a state-of-the art MRI, two nuclear medicine cameras, a CADX reader
and a PACS system. Orthopedics is housed in one of the fi nest outpatient facilities
we have seen-a large shopping mall converted into physician offi ces, complete with
a café, health club, pool and physical therapy on site. The hospital has six operating
rooms well-equipped for orthopedics (including a new spinal table and spine surgery
equipment). Experienced (orthopedic) O.R. and nursing staff are in place.

Company Name: MediAble

Job title: 420 Friendly physician

Location: TX

Salary: $75.00 To $100.00 Per Hour

Career Level: Entry Level

To apply for the job: bob@mediable.com

DeScrIPtIoN:

MediAble is a professional corporation licensed with the Texas Medical Association.
We are a statewide network of nine clinics with a geographic range from San
Antonio to Dallas.

Our organization offers physicians a safe and legal way to provide patients with
affordable access to expert medical advice and medical marijuana evaluations.
MediAbleMediCann advocates for the legitimization of medical marijuana
by providing a specialty practice that educates patients, practitioners and the
community-at-large.

Our clinics, located in beautiful areas of the state, provide a friendly and professional
atmosphere. We have a current need for part-time Texas-licensed physicians in Dallas
and San Antonio. MediAble offers above competitive wages, comfortable hours and
a business casual work environment.

If you feel like having a major effect on patients’ lives and learning about alternative
medicine, please contact me. I look forward to answering your questions about our
physician opportunities.

FootNoteS
1 The College of Physicians and Surgeons of Ontario. (2004, May/June). Tackling
the doctor shortage. Retrieved in December 2005 at www.cpso.on.ca/publications/
dialogue/0504/shortage.htm.

2 Pupatello, S. (2006, February 9). McGuinty government to open new campus for
medical training in Windsor [press release]. Retrieved from www.pupatello.on.ca/
media_release020906.htm.

3 The College of Physicians and Surgeons of Ontario. (2004, May/June). Tackling
the doctor shortage. Retrieved in December 2005 at www.cpso.on.ca/publications/
dialogue/0504/shortage.htm.

4 Isaacs, K. Resume tips for healthcare professionals. Retrieved on June 1, 2008, from
http://resume.monster.ca/6977_en-ca_p1.asp

5 Ibid.

reSoUrceS:

Catano, Victor M., Wiesner, Willi H. Hackett, Rick D., Methot, Laura L. 1.
(2005). Recruitment and Selection in Canada, Third Edition. Nelson, a division
of Thompson Canada.

Wilhelm, Trvor (2006, April 7). Brain Power Drives MD Recruitment. 2. The
Windsor Star, A1, A4.

Tackling the Doctor Shortage.3. The College of Physicians and Surgeons of Ontario,
May/June 2004. http://www.cpso.on.ca/publications/dialogue/0504/
shortage.htm.

Pupatello, Sandra. (2006, February 9). 4. McGuinty Government to Open New
Campus For Medical Training in Windsor. Windsor West. http://www.
sandrapupatello.on.mpp.ca/media_release020906.htm.

Isaacs, Kim. (2008, June 1). 5. Resume Tips for Healthcare Professionals. Monster.
com. Accessed online June 1, 2008 at http://resume.monster.ca/6977_en-ca_
p1.asp.

otHer reSoUrceS:

Interesting physician recruitment pages found on the web: 1.

SaultMed: http://www.saultmed.ca/.a.

Prince William Island, Canada: http://www.gov.pe.ca/infopei/index.b.
php3?number=17887.

Brockville General Hospital: http://www.bgh-on.ca/Physician%20c.
Recruitment.htm.

Nunavut: http://www.nunavut-physicians.gov.nu.ca/.d.

2. Attracting labor during health care labor shortages in the United States:

Myrtle Beach careers: http://myrtlebeachcareers.net/articles/i/ad3796/a.
blogs/healthcare-medical/labor-shortages-plague-the-healthcare-sector.htm.

Renzas, James. (2008, July). Succeeding in an Era of Labor Shortages. b.
Accessed July 21, 2008 at http://www.locationmgmt.com/assets/docs/
Succeeding_in_an_Era_of_Labor_Shortages.htm.

Atwater, Donald M. and Jones, Aisha. (2008, July). Preparing for a Future c.
Labor Shortage: How to Stay Ahead of the Curve. Accessed July 21, 2008.
http://gbr.pepperdine.edu/042/laborshortage.html.

Robinson, Martha. (2008, July). Labor Shortages Plague the HealthCare d.
Sector. Accessed July 21, 2008. At http://careernet.4jobs.com/articles/i/
ad3796/blogs/healthcare-medical/labor-shortages-plague-the-healthcare-
sector.htm.

SHrm members can download this case study and many others free of charge at www.shrm.org/hreducation/cases.asp.
If you are not a SHrm member and would like to become one, please visit www.shrm.org/join.

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Hiring Ethical People Activity –Write-up

Page Maximum: 4 pages double space

Your team is part of a task force that works in conjunction with the Health Services Recruiting Office. You help the director with recruiting, and as an added responsibility, you design screening procedures aimed at ensuring candidate integrity. You will be working as part of a team to complete the following steps:

1. Design a job posting (or several) in line with your hiring plan (you do not need to be a graphic designer–just provide a general outline). Which position(s) do you want to advertise? What information will you relay to potential candidates? How this is accomplished in the posting? Whom would you like to target? Where will you advertise, and how will this access the target pool of candidates?

2. Review the CVs (professional resumes) of the three applicants provided in the case study (imagine they have responded to the job posting you designed). What information is important for an ethics screening? From an ethical standpoint, identify the relative strengths of the candidates.

3. Imagine you have invited candidates for interviews. Draft three interview questions that have as their purpose to screen the ethicality of the candidates. Explain how each question addresses the objectives of an ethics screening.

4. Identify other ways that you will gather information about the candidates. For example, which kinds of background checks will you perform and why? Will you speak to references? If so, what will you ask them and why? Use this section to describe any and all additional ways you will learn about the candidates. Explain how you will use this information to assess candidates’ ethics.

5. Briefly explain how you, as the employer, will maintain your own ethical and legal standards during the hiring process. Assume for our purposes that the same legal standards that were presented in Chapter 3 apply in a Canadian setting.

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