Building high-performance medical practices through smarter hiring 

As the healthcare industry continues to face rising demand and staffing shortages, medical group leaders must rethink one of their most crucial responsibilities: hiring. From administrative professionals to clinical staff and physicians, each new team member influences patient satisfaction, quality outcomes, and workplace culture. In this environment, effective interviewing and selection practices aren’t just HR functions — they are strategic imperatives. 

Drawing on Stephen Covey’s The 7 Habits of Highly Effective People as a framework,¹ this article highlights practical steps for attracting and selecting top talent in alignment with the Body of Knowledge for Medical Practice Management.² 

Habit 1: Be proactive and forecast workforce needs 

By 2030, the United States will have 70 million residents aged 65 or older, significantly increasing demand for healthcare services.³ Simultaneously, we’re facing projected shortages of almost 208,000 registered nurses and 187,000 physicians.⁴ The cost of replacing a frontline staffer can range from $25,000 to $35,000, or up to 200% of the annual salary of a highly specialized role.⁵  

Medical practices must proactively plan for future workforce needs by: 

• Analyzing demographic and market trends 
• Forecasting turnover and retirement 
• Developing pipelines through academic partnerships and employer branding. 

Habit 2: Begin with the end in mind — Define the ideal candidate 

Before launching a search, clarify the position’s purpose and requirements: 

• Conduct job analysis to evaluate current needs 
• Develop or revise job descriptions⁶ 
• Create position specifications that distinguish between “required” and “preferred” qualifications. 

This preparation reduces hiring time and increases the likelihood of long-term success. 

Habit 3: Put first things first — Structure the interview process 

Investing in structured, team-based interviews yields more accurate assessments: 

• Form a diverse interview team including managers, peers, and — when appropriate — direct reports. 
• Align the team on required traits and assign interview questions accordingly. 
• Use behavioral and situational questions to assess competencies like teamwork, problem-solving, and patient focus.⁷ 

Habit 4: Think win/win — Prioritize cultural fit and mutual benefit 

Hiring should be a mutual decision. Ensure alignment between the organization’s culture and the candidate’s values and expectations: 

• Showcase your practice’s mission and workplace culture. 
• Discuss career development and performance expectations openly. 
• Seek input from the team to ensure buy-in and integration support. 

Habit 5: Seek first to understand, then to be understood — Listen well 

Effective interviewing is less about selling and more about listening: 

• Use consistent interview formats to compare responses. 
• Focus on listening for alignment between past behaviors and future expectations. 
• Train interviewers to avoid bias and follow legal guidelines.⁸ 

Habit 6: Synergize — Source talent creatively 

Reach great candidates through multiple channels: 

• Use healthcare-specific job boards like the MGMA Career Center. 
• Leverage social networks like LinkedIn. 
• Tap into internal referrals and alumni networks. 
• For executive and physician roles, consider recruiters with specialty expertise.  

Habit 7: Sharpen the saw — Continuously improve your process 

Post-hire reviews can improve future hiring: 

• Gather feedback from the interview team and the new hire. 
• Track retention, performance, and cultural fit. 
• Use this data to refine job descriptions and improve interviewer training. 

Conclusion 

At a time when talent is scarce and stakes are high, medical practice executives must treat hiring as a strategic function. By applying Covey’s habits and following MGMA’s Body of Knowledge, leaders can build strong, cohesive teams that deliver quality care and operational excellence. Hiring the right people is not just an HR task — it’s the foundation of a high-performing medical group.  

Notes: 

1. Covey SR. The 7 Habits of Highly Effective People. New York: Simon & Schuster, 2004. 
2. ACMPE. Body of Knowledge for Medical Practice Management, 2nd ed. Englewood: American College of Medical Practice Executives, 2011. 
3. Dill MJ, Salsberg ES. The Complexities of Physician Supply and Demand: Projections Through 2025. Association of American Medical Colleges, 2008. 
4. National Center for Healthcare Workforce Analysis. "Health Workforce Projections." HRSA. Available from: http://bit.ly/3TKuqaN . 
5. Lage K. "Addressing Staffing Shortage and Turnover in Medical Practices." Revele. March 31, 2025. Available from: https://bit.ly/3ZSPgZa . 
6. Price C, Novak A. Job Description Manual for Medical Practices, 3rd ed. MGMA, 2008. 
7. Studer Group. Studer Group Toolkit: Physician Selection. Gulf Breeze: Studer Group, 2006. 
8. elaws Advisors. U.S. Department of Labor. Available from: https://www.dol.gov/elaws .