The Situation: A Deadline Without a Team
The fact that our new wing had no clinical staff assigned and that the official launch was just four weeks away hit us hard by the time the walls were painted and the ICU monitors were set up. Two pediatricians, three intensive care unit physicians, two general practitioners, a pulmonologist, and two part-time consultants were among the people we had to hire. A staffing delay would push the launch, disappoint patients, and strain budgets, so the stakes were very high. Finding the right talent quickly and making sure they were prepared to start on day one was more important than simply filling openings.
Planning the Recruitment Blitz
A high-level internal meeting with senior consultants, the HR division, and hospital management was the first step. We completed a profile for every position, examined the hiring schedule, and verified the available funds. This internal coherence was essential. Regarding the qualifications, experience requirements, salary range, and anticipated joining date, everyone had to be in agreement.
Avoiding the customary lengthy hiring cycles was one of the main lessons learned. In order to screen, interview, and onboard candidates in a matter of days, we required a rapid doctor recruitment model. In addition to planning, departments had to coordinate in real time.
Expanding Beyond Traditional Channels
We knew that posting the openings on a few job portals and the hospital's careers page would not be sufficient. We needed to quickly cast a wider net. Getting in touch with the alumni associations of prestigious medical schools was one of the best strategies. Several institutions responded to us within 48 hours, offering to share our openings with their postgraduate alumni.
Additionally, we made internal referrals active by offering a financial reward for effective physician recommendations. In parallel, we made direct contact with prospective applicants via LinkedIn, especially those who had changed their profiles to "Open to Opportunities." We also joined medical professionals' WhatsApp groups, where real-time job discussions take place and frequently result in referrals within hours.
Building a Faster Screening Process
Moving fast without sacrificing quality was the true challenge, not merely collecting resumes. As a result, we added three steps to our recruitment process redesign:
First, the HR team conducted a 15-minute phone screening to verify basic qualifications, communication skills, notice period, and salary expectations. The heads of the corresponding departments then scheduled a video interview with the shortlisted candidates. Instead of focusing on textbook theory, these interviews emphasized situational analysis, clinical decision-making, and practical knowledge. After that, there was a brief HR and cultural fit discussion that covered joining logistics, hospital policies, and expectations.
Every evening, we set aside three to four hours for interviews. To handle scheduling, feedback, and decisions, the recruitment team remained online while department heads set aside time on their calendars. We were able to quickly assess and choose candidates thanks to this degree of intensity.
Making Offers Without Delays
In the majority of medical hiring procedures, there is a lag between the interview and the offer. By establishing our pay ranges and incentives in advance for every position, we completely avoided this. This allowed our HR department to make offers right away following the last round. The decisiveness and transparency were valued by the candidates. They felt more assured that the hospital was sincere about hiring.
Additionally, we created a digital onboarding form to streamline the joining process. Physicians could remotely complete formalities, upload documents, and verify joining dates. We were able to prepare ID cards, access passes, and internal orientation materials ahead of time, saving days of back and forth.
Overcoming Roadblocks
Naturally, things did not go as planned. Due to a family emergency, one of the ICU specialists we had chosen had to withdraw. Another physician was unable to work because her prior hospital had not yet granted her permission to resign. We could have easily gotten off course with these last-minute adjustments.
We had kept a shortlist of backup applicants who had already passed interviews but were not extended an offer because of position limitations in order to avoid setbacks. Fortunately, two were still available when we contacted them right away. We saved time because they had already completed the procedure. This contingency planning prevented the entire schedule from falling apart.
Preparing for Day One
All offers had been accepted by Day 26, and the joining dates had been set. We set up a pre-launch induction over the course of the following four days. It featured a Q&A on hospital procedures, talks with senior consultants, and a tour of the new wing. Even before they began work, this made our new hires feel informed and welcomed.
All ten of the doctors were there on Day 30—ready, assured, and prepared—when we opened the new wing. Patients entered. Consultations started. ICU beds began to fill up. And because the hiring procedure was created to withstand the demands of actual deadlines, everything went without a hitch.
Lessons Learned from the Experience
In retrospect, we learned from this demanding 30-day experience that hiring doctors doesn't have to be a laborious or slow process. Even the most pressing staffing needs can be satisfied without taking short cuts when all parties—from the heads of HR and medicine to the administrators and IT—are on the same page and proactive.
Additionally, we discovered that candidates place a high value on communication, clarity, and speed. Numerous physicians we hired informed us that this was the easiest hiring process they had ever encountered. More than anything else, those comments confirmed that hiring is about establishing relationships right away, not just filling jobs.
Conclusion
Despite being one of the most important tasks in healthcare operations, hiring doctors is frequently handled as a standard HR task. However, when executed properly—with heart, speed, and strategy—it can support a hospital's expansion and reputation in ways that few other procedures can. One example of what can happen when urgency and teamwork are combined is our story of hiring ten doctors in 30 days.
Take a step back and reconsider your hiring procedure if you're having trouble reaching your hiring targets or planning a similar expansion. Building the team your patients deserve may only require a few wise choices on your part.
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