Who gets fired in a tight job market? (In the Trenches).

One of the peculiarities of the health care workplace right now is that while organizations are frantic to hire, they are also quicker to fire. Even if someone is doing only half the job, wouldn't It be better to keep him or her until a replacement arrives? Employers don't buy that argument. Candidates we talked to never fail to mention that they've been told, "There is no probationary period. You've got to produce--and quickly." Judging from surveys and reports from headhunters, it's obvious there are some new reasons why--and when--people get fired. It's important to know what they are.

Human resources folk tell us that firing in a tight labor market is always for cause, even if an individual's departure is positioned as part of a layoff. Severance no longer means bridging pay: It's protection money given for signing a release. To prevent a lawsuit, a token payment will be made to everyone from entry-level to CEO--unless the individual was caught with his or her hand in the till. Fewer than 10 percent of the vanquished refuse to sign because they intend to sue.

The most common cause for firing Is the inability to meet the boss's expectations. Let's examine three, often-documented, reasons for severance:

1. Can't produce what's needed within the culture

For example, an organization that dangles a strong mentoring system as the carrot when recruiting younger physicians will demand a wide array of interpersonal skills from medical directors. Managers must function as role models in order to fulfill the organization's promises and ensure retention. Without strong interpersonal skills, the medical director will fail, even if he or she is willing to mentor and even if all other skills are excellent. When the labor pool is more expansive--a.k.a. a buyers' market--recruitment and retention issues might assume less importance within that same organization. A manager might be cut more slack.

2. Lacks the level of technical skills

People are being fired, not because they lack certain skills entirely, but because those skills aren't good enough. This has become a big issue for the technically-challenged, mid-career physician. He or she can use a computer, sort of, but even after training, can't master PowerPoint. Often this was a throwaway response in the interview. "Yes, I'm familiar with PowerPoint." Once it's learned the new hire can't use the program on his or her own, it's curtains. Few companies will supply tutors--especially if they've forced current employees to learn on their own.

3. Not emotionally committed to the role he or she was hired to play

We think this is the most surprising reason. Employers know there's little organizational loyalty left, but they expect strong loyalty to the role the physician was hired to play and to the results expected. The person who doesn't take his or her role seriously is at risk of dismissal. We've talked to people who were fired even though they got results, because their bosses didn't think they cared enough. They got severance, of course, and signed releases, since "not caring" isn't actionable. One boss said, "He just wasn't there." We've always said the results far outweigh attitude. It seems that's not true anymore. We just received a brochure for a seminar entitled "How to Legally Fire for Attitude." The course is offered 15 times this year.

What does this mean for the newly hired? First, revise your mental timetable. Forget about a break-in period. You may not be there a full year so think immediate results. How can you add value to the organization today? Put yourself on a three-month cycle. Begin looking for things to fix, enhance, and conclude within weeks, not months.

The term, "employee at will" has morphed to "employee at whim--the whim of the company, that is. Organizations are very quick to cut their losses now. For example, the company acquired a new health care product that it didn't know had already peaked. However, you were hired to oversee that product with the expectation it was on an upward growth curve. You won't be allowed three or four quarters of bad results, maybe not even two, The product will be sold again--or killed--and you will be out. You should be job hunting.

Eighteen months seems to have become the unofficial-but-widely-advocated evaluation point. We've heard this from sources who think a year in a job isn't long enough to evaluate long-term potential, but two years is too long, This is an example of a business fad which has no known origins and an uncertain future because it's based on feeling. That doesn't make it less powerful. Even if no one asks you to prepare an 18-month summary of what you've contributed, do it. You are likely to need it.

What should you do?

What can you do to protect yourself? Do your homework. Don't fall into the trap of being taken in by an over-eager hirer or by the prospect of making an inordinate difference. Careful background checks on the organization, the department, and the boss are more important than they've ever been. What are you being hired to do? Is it possible, given the product or service, the boss, your skills? Before you accept an offer, bargain for a three-month grace period. You might offer to consult with the organization for three months to see if the fit works. If it doesn't, it goes on your resume as a consulting job, not a short-term job you'll have to explain for the next ten years.

Put your understanding of your boss's expectations in writing and get agreement on them. Track down your predecessor. Find out what didn't work for him or her. This is important in any case. If he or she was fired, don't take the job unless you can speak to him or her at length.

Being fired isn't a career killer, You will find someone else who'll take a chance on you. particularly if you bail out early because the job is a bad fit or undoable. However, your ego is likely to be somewhat dented by the fact that more information would have prevented the experience.

Marilyn Moats Kennedy is Managing Partner, Career Strategies, Inc., Wilmette, Illinois, and a long-time member of the ACPE faculty. She can be reached at 1150 Wilmette Avenue, Wilmette, illinois 60091, 847/251-1661, or via fax at 847/251-5191.