Candidate Action Plan | Curriculum Vitae (CV) | Sample CV | CV Builder | Interview Tips | Negotiating Tips | How to Hire a Candidate | Ideal Candidate Checklist | Tips for Successful Phone Interviews | The Face-to-face Interview | Types of Offers | Negotiating the Offer | Hiring Mistakes | Understanding Visas
Candidate Action Plan
* Starting early in your search for the right position is important because, on average, the process can range from three months to more than a year, which is why starting early is important. With an ample head start, your odds of finding the right position are high.
* Draft your CV and contact your references to inform them of your search.
* Review and refine your CV.
* Decide upon the areas of the country and types of practices you want to explore.
* Research each state’s licensure requirements and timeframe.
* Talk to your Recruiter to identify the appropriate practices and/or hospitals for your interviews.
* Set up phone and onsite interviews with practices interested in you. These opportunities should ideally meet your practice and location requirements.
* Interview at desired locations. Be sure to inquire about both the practice and the community.
* If necessary, schedule a second interview, which can be via phone or onsite with your top choices. Make sure that you get all the information you need to make your final decision.
* Complete follow-up letters, licensure applications, etc., and start evaluating each opportunity.
* Review the contract
* Make a decision and commit to a practice.
* Complete credentialing, state licensure and DEA registration.
* Find a residence.
* Begin your new position
* Draft your CV and contact your references to inform them of your search.
* Review and refine your CV.
* Decide upon the areas of the country and types of practices you want to explore.
* Research each state’s licensure requirements and timeframe.
* Talk to your Recruiter to identify the appropriate practices and/or hospitals for your interviews.
* Set up phone and onsite interviews with practices interested in you. These opportunities should ideally meet your practice and location requirements.
* Interview at desired locations. Be sure to inquire about both the practice and the community.
* If necessary, schedule a second interview, which can be via phone or onsite with your top choices. Make sure that you get all the information you need to make your final decision.
* Complete follow-up letters, licensure applications, etc., and start evaluating each opportunity.
* Review the contract
* Make a decision and commit to a practice.
* Complete credentialing, state licensure and DEA registration.
* Find a residence.
* Begin your new position
Curriculum Vitae (CV)
Writing an Effective CV
Prospective employers form their first impression of you from your CV. Therefore, it’s critically important that it be complete, accurate and kept current. Your completed applications and your background verification will be made based on the information in this document. You should also make sure your CV looks clean, professional and is printed on high-quality paper. It’ll be well worth the cost to have the final version professionally proofread and printed for you. It’s also helpful to include a note in your header or footer to show when the CV was updated last.
If you need help building your CV, we are happy to provide this service to you at no cost. The Elite Health Source recruiter working with you will help you submit your information, and we will provide you with a copy of your CV within 72 hours.
Below is a list of information that should be included on your CV:
Personal Information
Education/Training
(starting with pre-medical college education)
Professional Experience
Certifications
Professional Memberships
Publications are optional
A Professional CV Should Not Include:
Prospective employers form their first impression of you from your CV. Therefore, it’s critically important that it be complete, accurate and kept current. Your completed applications and your background verification will be made based on the information in this document. You should also make sure your CV looks clean, professional and is printed on high-quality paper. It’ll be well worth the cost to have the final version professionally proofread and printed for you. It’s also helpful to include a note in your header or footer to show when the CV was updated last.
If you need help building your CV, we are happy to provide this service to you at no cost. The Elite Health Source recruiter working with you will help you submit your information, and we will provide you with a copy of your CV within 72 hours.
Below is a list of information that should be included on your CV:
Personal Information
- Complete name (maiden name, other names used, etc.)
- Contact information (address, telephone, email, etc.)
- Title/Degree
Education/Training
(starting with pre-medical college education)
- Name of each program
- Type of training (fellowship, residency, internship, etc.)
- Specialty of each program
- Hospital or facility associated with training — optional
- Complete dates of attendance for each program
Professional Experience
- All positions held upon completion of medical training
- Name of each practice (listed in descending chronological order with current position held listed first)
- Dates of employment with each practice (to-and-from dates)
- Address of current practice
- Current office phone and fax numbers
- Military service, if applicable
- Field-related work history since beginning ofmedical education (research assistant, medical laboratory work, house physician, etc.)
- An explanation of any gaps in work history should be included in a cover letter or within the body of the CV
Certifications
- Specialty board certifications and sub-specialty certifications
- Name of specialty board
- Specialty/sub-specialty of certification
- Dates of certification
- Other certifications such as BCLS, ACLS, ATLC, PALS, etc.
- Licenses/DEA Registration
- Medical Licensure — Both active and inactive
Professional Memberships
Publications are optional
A Professional CV Should Not Include:
- Personal information about your family (spouse, children, parents, etc.)
- Social activities
- Church affiliations
- Other non-relevant personal information
- As with any document containing personal information, it is advised you use discretion when listing identifying information
Sample Curriculum Vitae (CV)
Name – Title/Degree
Address
Telephone (cell, home and work)
E-mail address
Citizenship status (optional)
Education
Internal Medicine Residency 7/1999 – 6/2002
Name of Program
Any Town, State
Medical School 9/1996 – 5/2000
Any Town, State
Degree MD or DO
College 8/1992 – 5/1996
Any Town, State
BS Biology
Professional Experience
(This should include all medicallyrelated positions held since the start of medical school—any gaps in work/education history should be explained)
Chief Resident 7/2002 – Present
Name of Program
Any Town, State
Laboratory Assistant 9/1998 – 5/1999
Name of Facility
Street Address
City, State, Zip
Military Service (Branch of Service) Dates of Service
Your Name – Page 2
Certifications
American Board of Internal Medicine, Board Eligible 6/2002
ACLS 5/2002
BCLS 3/2002
PALS 1/2002
Licensure
(List all licenses ever held)
NPI 6/2002
DEA # available upon request
Expiration 7/2003
California
Professional Memberships
American Medical Association
Honors and Awards
Summer Research Grant awarded by National Cancer Institute Summer 2000
Magna Cum Laude Graduate – Medical School (name) 5/2000
Alpha Omega Alpha Honor Society 4/1999
Research and Papers Presented (Optional)
Intensive Insulin Therapy in MICU Patients 2/2002 – Present
Stanford University Medical Center
Preceptors: John Doe, M.D., and Mary Smith, M.D.
Your name and John Doe, M.D., “Myocardial Injury Complicating Thrombotic Thrombocytopenic Purpura (TTP)”.
ACP California Chapter 2001 Association Poster Competition Finalists
Address
Telephone (cell, home and work)
E-mail address
Citizenship status (optional)
Education
Internal Medicine Residency 7/1999 – 6/2002
Name of Program
Any Town, State
Medical School 9/1996 – 5/2000
Any Town, State
Degree MD or DO
College 8/1992 – 5/1996
Any Town, State
BS Biology
Professional Experience
(This should include all medicallyrelated positions held since the start of medical school—any gaps in work/education history should be explained)
Chief Resident 7/2002 – Present
Name of Program
Any Town, State
Laboratory Assistant 9/1998 – 5/1999
Name of Facility
Street Address
City, State, Zip
Military Service (Branch of Service) Dates of Service
Your Name – Page 2
Certifications
American Board of Internal Medicine, Board Eligible 6/2002
ACLS 5/2002
BCLS 3/2002
PALS 1/2002
Licensure
(List all licenses ever held)
NPI 6/2002
DEA # available upon request
Expiration 7/2003
California
Professional Memberships
American Medical Association
Honors and Awards
Summer Research Grant awarded by National Cancer Institute Summer 2000
Magna Cum Laude Graduate – Medical School (name) 5/2000
Alpha Omega Alpha Honor Society 4/1999
Research and Papers Presented (Optional)
Intensive Insulin Therapy in MICU Patients 2/2002 – Present
Stanford University Medical Center
Preceptors: John Doe, M.D., and Mary Smith, M.D.
Your name and John Doe, M.D., “Myocardial Injury Complicating Thrombotic Thrombocytopenic Purpura (TTP)”.
ACP California Chapter 2001 Association Poster Competition Finalists
Interview Tips
Before the Interview
Prepare and forward your CV with a cover letter. The employer will make an initial assessment of you based on your CV, therefore, you want to make sure to proofread it carefully and have it professionally printed. You should also prepare your references and confirm their availability to speak with prospective employers. Research the opportunity and community as much as possible, being sure to contact local specialty organizations and healthcare professionals. You will want to gather information on:
Make a positive first impression by arriving promptly, dressing professionally and displaying professional, courteous behavior at all times. Your body language during the interview is also important. Make a point to maintain eye contact, smile, sit up straight with your hands in a comfortable position, modulate your voice and keep a positive attitude. You should allow the interviewer to control the flow of the conversation, but do not hesitate to ask questions when appropriate. Be sure to answer all questions in full sentences, and limit your responses to 2-3 minutes. Keep in mind that from your perspective, the real objectives of the interview are to present yourself in a positive light and to gather information about the opportunity. The employer’s main purposes are to determine your professional credentials and practice style, your behavioral characteristics, personality fit, “team-player” capabilities and long-term goals and interests. As the interview comes to a close, you will want to reiterate your interest in the opportunity, verify that you are still a candidate and briefly discuss the next steps in the selection process. Finally, you should exit the interview as you entered, with a firm handshake and an expression of thanks for the interviewer’s time and consideration.
After the Interview
Follow up promptly by sending a letter to each person with whom you interviewed. Be sure to reiterate the reasons you believe you are qualified and thank them for their time and interest in you.
Prepare and forward your CV with a cover letter. The employer will make an initial assessment of you based on your CV, therefore, you want to make sure to proofread it carefully and have it professionally printed. You should also prepare your references and confirm their availability to speak with prospective employers. Research the opportunity and community as much as possible, being sure to contact local specialty organizations and healthcare professionals. You will want to gather information on:
- Reputation of the practice, including such information as malpractice suits, harmony and rapport within the group, and practice ethics
- Number of specialists in the community
- Entry level salaries
- Physician/patient ratio in the area
- Resources
- Physicians in the community
- Local medical associations and societies
- Area hospitals
Make a positive first impression by arriving promptly, dressing professionally and displaying professional, courteous behavior at all times. Your body language during the interview is also important. Make a point to maintain eye contact, smile, sit up straight with your hands in a comfortable position, modulate your voice and keep a positive attitude. You should allow the interviewer to control the flow of the conversation, but do not hesitate to ask questions when appropriate. Be sure to answer all questions in full sentences, and limit your responses to 2-3 minutes. Keep in mind that from your perspective, the real objectives of the interview are to present yourself in a positive light and to gather information about the opportunity. The employer’s main purposes are to determine your professional credentials and practice style, your behavioral characteristics, personality fit, “team-player” capabilities and long-term goals and interests. As the interview comes to a close, you will want to reiterate your interest in the opportunity, verify that you are still a candidate and briefly discuss the next steps in the selection process. Finally, you should exit the interview as you entered, with a firm handshake and an expression of thanks for the interviewer’s time and consideration.
After the Interview
Follow up promptly by sending a letter to each person with whom you interviewed. Be sure to reiterate the reasons you believe you are qualified and thank them for their time and interest in you.
Negotiating Tips
The most important thing to be aware of when you are accepting an offer and signing a contract is remembering that you are in a negotiating situation. Negotiation is a two-way street of give and take.
- The first thing to find out is how much room there is for negotiation. Base salary, protected time, benefits, incentives, vacation time, flexible hours, etc., are all elements of a contract that can be negotiable to one degree or another. Find out how much room there is for negotiation and review all points at one time.
- Be mindful of deadlines and timelines for the contract that is being negotiated. The faster you respond to the offer and get the ball rolling, the more likely the group will be to negotiate terms with you. Failure to respond in a timely manner can result in the loss of the position.
- Determine a reasonable minimum for yourself in regard to salary, benefits, obligations, etc. Research the area’s cost-of-living when determining these numbers. You can look up cost-of living on the Internet. The other party will probably prepare the contract and will naturally write the contract to protect his or her organization’s interests. Just make sure your requirements are met before you sign.
- The common time frame for the medical community to terminate a contract is generally 60 to 120 days. Many contracts may also include a non-compete clause.
- There are four different forms that an offer can take: An appointment letter, a formal contract, letter of intent or a verbal offer. Make sure you have something on paper.
- Lastly, the subject of negotiation is an important part of the process of securing a practice.
How to Hire a Candidate
Hiring the right candidate for your position can prove to be a very time-consuming, difficult undertaking. How will you know if the candidate is a good fit for your position?
Below are some helpful tips to make this process flow smoothly:
Review the position. Clarify the tasks, traits and experience required for the position. Create your interview questions based on this list to help you ask the right questions during the interview process.
Create an interview guide. The right questions will focus on how a candidate has handled certain work situations and reveal the candidate’s behavior, attitudes and values. The candidate’s answers predict how he or she would handle similar situations in the future.
Include others in the interview process. Team members and staff should ask questions that differ from yours. Receiving their input is an important part of the decision-making process and can give you another perspective on the candidate.
Below are some helpful tips to make this process flow smoothly:
Review the position. Clarify the tasks, traits and experience required for the position. Create your interview questions based on this list to help you ask the right questions during the interview process.
Create an interview guide. The right questions will focus on how a candidate has handled certain work situations and reveal the candidate’s behavior, attitudes and values. The candidate’s answers predict how he or she would handle similar situations in the future.
Include others in the interview process. Team members and staff should ask questions that differ from yours. Receiving their input is an important part of the decision-making process and can give you another perspective on the candidate.
Ideal Candidate Checklist
Create a list that outlines the most important criteria you are seeking in a potential candidate.
The criteria list represents the essential qualities of the candidate you’re seeking to fill the job opening. It’s a list of key experiences, skills, traits and education, and is essential for reviewing resumes, developing interview questions and candidate comparisons.
The criteria list represents the essential qualities of the candidate you’re seeking to fill the job opening. It’s a list of key experiences, skills, traits and education, and is essential for reviewing resumes, developing interview questions and candidate comparisons.
Tips for Successful Phone Interview
To get the most out of your phone interviews, follow these tips:
- Make a good first impression. Do not allow interruptions while you are on the phone. The phone interview is as important as a face-to-face interview.
- Be patient with applicants who speak English as a second language. Candidates who speak English as a second language make up a growing percentage of the workforce. Don’t be quick to rule out candidates who don’t speak English well. Consider that a phone interview might not provide you with a fair assessment of a candidate’s communication skills. Eye contact and body language often compensate for subpar language skills.
- Reserve some good questions and discussion topics to cover when you have the face-to-face meeting.
- Leave the door open if a good candidate is not right for an immediate job opening. In many cases, the person you reject today may likely gain the experience that helps them qualify for a future opening within your organization. Follow the age-old saying, “never burn your bridges.”
The Face-to-face Interview
The face-to-face interview is a critical factor in your hiring decision. So much of this is based on your own intuition. Typically you should have a good sense of whether or not this individual is going to be a benefit to your company. If you have doubts after the first interview, gaining feedback from others might be helpful for another point of view or perhaps even a second interview is needed.
Learn the details of what the candidate actually accomplished in previous jobs, aside from what is stated on his/her CV.
Focus on examples that provide you with insight into the candidate’s behavior and performance.
Remember that the interview is not only a chance for you to screen and assess the candidate, but your opportunity to get them interested in the job. Remember that the candidate is interviewing you too!
For out-of-town candidates, making them feel as if this is a place they can potentially call home is key. Set up a real estate tour, provide the candidate with information on schools if they have children and ask if they have any special interests they’d like to access or explore in a community. If a meet-and-greet dinner or lunch is going to be arranged, ask about meal preferences. You want the candidate to walk away from the interview impressed with your organization, with nothing but positive things to say about the experience because even if it turns out that they’re not interested in the position, they can be an excellent referral source for another candidate.
Learn the details of what the candidate actually accomplished in previous jobs, aside from what is stated on his/her CV.
Focus on examples that provide you with insight into the candidate’s behavior and performance.
Remember that the interview is not only a chance for you to screen and assess the candidate, but your opportunity to get them interested in the job. Remember that the candidate is interviewing you too!
For out-of-town candidates, making them feel as if this is a place they can potentially call home is key. Set up a real estate tour, provide the candidate with information on schools if they have children and ask if they have any special interests they’d like to access or explore in a community. If a meet-and-greet dinner or lunch is going to be arranged, ask about meal preferences. You want the candidate to walk away from the interview impressed with your organization, with nothing but positive things to say about the experience because even if it turns out that they’re not interested in the position, they can be an excellent referral source for another candidate.
Negotiating the Offer
Compensation: You may not be flexible in the compensation package you offer to candidates, however, if you find a candidate who would be a great fit in your organization, it may be to your long-term benefit to adjust the base salary within reason. If you need to adjust the offer, come in with your second offer at the best and highest proposal and make it clear to the candidate that this is your best offer.
Deadlining the offer: Putting a deadline on an offer is a sure way to find out how serious the candidate is about accepting the position. By this point in the interview process, you should know what the candidate’s time frame is for accepting a position and what other interviews he or she may still have to complete. A reasonable amount of time to deadline an offer is 14 days.
Contracts: The contract should define the benefits that are offered to the employee. A benefits package, including a sign-on bonus, relocation assistance and/or loan reimbursements should be listed. Reimbursement for continuing medical education should be included, as well as on-call expectations for the employee. Oftentimes, a candidate may ask to have an addendum added to the offer. If this happens, be sure to have the ability to send the addendum to the candidate quickly, within 48 hours.
Deadlining the offer: Putting a deadline on an offer is a sure way to find out how serious the candidate is about accepting the position. By this point in the interview process, you should know what the candidate’s time frame is for accepting a position and what other interviews he or she may still have to complete. A reasonable amount of time to deadline an offer is 14 days.
Contracts: The contract should define the benefits that are offered to the employee. A benefits package, including a sign-on bonus, relocation assistance and/or loan reimbursements should be listed. Reimbursement for continuing medical education should be included, as well as on-call expectations for the employee. Oftentimes, a candidate may ask to have an addendum added to the offer. If this happens, be sure to have the ability to send the addendum to the candidate quickly, within 48 hours.
Hiring Mistakes
Candidates are not prescreened
Prescreening applicants is a must for recruiting and hiring the best employees. Uncover valuable information early on to qualify or disqualify candidates. Always prescreen applicants.
Interviewers are not prepared
Most organizations spend minimal time developing a plan for interviewing candidates for positions. Interviewers need to meet in advance and create that plan. Who is responsible for which types of questions? What aspect of the candidate’s credentials is each person assessing?
Prescreening applicants is a must for recruiting and hiring the best employees. Uncover valuable information early on to qualify or disqualify candidates. Always prescreen applicants.
Interviewers are not prepared
Most organizations spend minimal time developing a plan for interviewing candidates for positions. Interviewers need to meet in advance and create that plan. Who is responsible for which types of questions? What aspect of the candidate’s credentials is each person assessing?
Understanding Visas
Foreign Medical Graduates Visa Options
The most common immigration options are as follows:
Yes, an H-1B visa or another employment-related visa is required to work lawfully in the United States.
If a physician is affiliated with a university, is he exempt from the H-1B cap?If the healthcare facility is a nonprofit entity affiliated with a university, the physician may be exempt from the H-1B cap.
Can a physician who only wants to work part-time qualify for an H-1B visa?
H-1B status may be granted for part-time work. An individual may apply for permanent residence through employment and may submit a green card application (lawful permanent residence) while physically present in the US (“adjustment of status” application) or at a consular post abroad (immigrant visa application). The green card application process generally has several steps and is usually commenced by a sponsoring employer.
Step 1: The employer submits an immigrant petition with the USCIS requesting that the sponsored doctor be categorized in an employment-based immigrant classification (which is usually first or second preference). Please note that some second-preference petitions require the submission of an approved labor certification.
Step 2: If the immigrant petition is approved and a visa number is available for the doctor’s classification, the sponsored doctor may apply for a green card. If an immigrant visa number is available, the doctor may apply for an immigrant visa at the consular post in his or her home country. If the doctor is lawfully present in the U.S., the doctor may submit an application for adjustment of status. When a doctor submits this application, he or she may also request a travel document (Advance Parole) and employment authorization (EAD).
May a physician change employers once he or she becomes a lawful permanent resident?When a worker is granted lawful permanent residence based on an employer’s sponsorship, it is generally based in part on the assertion that the worker intends to work for the petitioning employer. This requirement has lost some relevance with changes in legislation in recent years. Nevertheless, it is a requirement that is worth noting. That being said, a lawful permanent resident is free to work and live where he or she chooses in the U.S. Although a green card does have an expiration date, permanent residence does not expire if the card expires. However, a lawful permanent resident must have his or her green card to re-enter the U.S. and to demonstrate employment authorization.
Can a physician who is a lawful permanent resident apply for U.S. citizenship? Will this change affect his/her employer?An individual may apply for naturalization after being a lawful permanent resident for five years. There are other requirements that must be met, such as certain physical presence and good moral character requirements. Naturalization does not affect the applicant’s employment.
What is a J-1 waiver?
A J-1 waiver relieves a foreign medical graduate from the obligation to return to his or her home country for two years, and allows the foreign medical graduate to apply for an immigration status that would allow him or her to remain and work lawfully in the U.S.
What is the Conrad 30 J-1 visa waiver program?
This program allows states to sponsor up to 30 IMGs on an annual basis who agree to serve in federally designated shortage areas. These areas may be rural or inner-city communities that have difficulty recruiting physicians. Although the exact requirements vary from state to state, the standard requirements are as follows:
Rural areas, inner cities, American Indian reservations and other federally designated shortage areas often experience difficulties in the recruitment and retention of physicians. In many cases, the ability of healthcare facilities to remain open and provide the necessary healthcare to the population depends on having an adequate staff of physicians. Due to these difficulties, many communities turn to the recruitment of international medical graduates with a J-1 visa to fill their physician needs. Healthcare facilities in these designated shortage areas can sponsor candidates for a J-1 waiver to allow the physician to work in lawful H-1B status.
The most popular way for a physician on a J-1 visa to obtain a waiver that allows the physician to change his or her status to H-1B is to find a J-1 waiver job in a designated shortage area. These jobs have specific requirements and the filing procedure and requirements may vary depending on the specific shortage area. Furthermore, although the H-1B visa does not count toward the annual cap, there are certain restrictions that must be followed.
How long does it take to obtain a J-1 waiver?
Processing times varies depending on the caseload of the agencies involved. Currently, it can take four to eight months to complete adjudication of a J-1 waiver.
Does a resident need a waiver to work at a healthcare facility?
If a resident is in the U.S. on J-1 status, he or she must have a status change to H-1B to work at a healthcare facility. To change status, the J-1 resident must obtain a waiver. If a resident is in the U.S. on H-1B status, a waiver is not needed to work for a healthcare facility. In this case, the resident does need to request a change of employer.
How far in advance does a J-1 resident need to apply for a J-1 waiver?
It is recommended that J-1 residents apply at least four to eight months in advance to ensure they remain in lawful status while their J-1 waiver application is pending.
The most common immigration options are as follows:
- J1 residency. J-1 waiver. H-1B visa. Green card. Citizenship
- J1 residency. J-1 waiver. O-1 visa. Green card. Citizenship
- H-1B residency. H-1B change of employer. Green card. Citizenship
Yes, an H-1B visa or another employment-related visa is required to work lawfully in the United States.
If a physician is affiliated with a university, is he exempt from the H-1B cap?If the healthcare facility is a nonprofit entity affiliated with a university, the physician may be exempt from the H-1B cap.
Can a physician who only wants to work part-time qualify for an H-1B visa?
H-1B status may be granted for part-time work. An individual may apply for permanent residence through employment and may submit a green card application (lawful permanent residence) while physically present in the US (“adjustment of status” application) or at a consular post abroad (immigrant visa application). The green card application process generally has several steps and is usually commenced by a sponsoring employer.
Step 1: The employer submits an immigrant petition with the USCIS requesting that the sponsored doctor be categorized in an employment-based immigrant classification (which is usually first or second preference). Please note that some second-preference petitions require the submission of an approved labor certification.
Step 2: If the immigrant petition is approved and a visa number is available for the doctor’s classification, the sponsored doctor may apply for a green card. If an immigrant visa number is available, the doctor may apply for an immigrant visa at the consular post in his or her home country. If the doctor is lawfully present in the U.S., the doctor may submit an application for adjustment of status. When a doctor submits this application, he or she may also request a travel document (Advance Parole) and employment authorization (EAD).
May a physician change employers once he or she becomes a lawful permanent resident?When a worker is granted lawful permanent residence based on an employer’s sponsorship, it is generally based in part on the assertion that the worker intends to work for the petitioning employer. This requirement has lost some relevance with changes in legislation in recent years. Nevertheless, it is a requirement that is worth noting. That being said, a lawful permanent resident is free to work and live where he or she chooses in the U.S. Although a green card does have an expiration date, permanent residence does not expire if the card expires. However, a lawful permanent resident must have his or her green card to re-enter the U.S. and to demonstrate employment authorization.
Can a physician who is a lawful permanent resident apply for U.S. citizenship? Will this change affect his/her employer?An individual may apply for naturalization after being a lawful permanent resident for five years. There are other requirements that must be met, such as certain physical presence and good moral character requirements. Naturalization does not affect the applicant’s employment.
What is a J-1 waiver?
A J-1 waiver relieves a foreign medical graduate from the obligation to return to his or her home country for two years, and allows the foreign medical graduate to apply for an immigration status that would allow him or her to remain and work lawfully in the U.S.
What is the Conrad 30 J-1 visa waiver program?
This program allows states to sponsor up to 30 IMGs on an annual basis who agree to serve in federally designated shortage areas. These areas may be rural or inner-city communities that have difficulty recruiting physicians. Although the exact requirements vary from state to state, the standard requirements are as follows:
- Full-time offer of employment (40 hours per week) as a primary care physician in a federally designated shortage area within a particular state
- Letter of need from the healthcare facility supporting the physician’s J-1 waiver application
- Three-year employment contract
- “No-objection” letter from the physician’s home country, when necessary
Rural areas, inner cities, American Indian reservations and other federally designated shortage areas often experience difficulties in the recruitment and retention of physicians. In many cases, the ability of healthcare facilities to remain open and provide the necessary healthcare to the population depends on having an adequate staff of physicians. Due to these difficulties, many communities turn to the recruitment of international medical graduates with a J-1 visa to fill their physician needs. Healthcare facilities in these designated shortage areas can sponsor candidates for a J-1 waiver to allow the physician to work in lawful H-1B status.
The most popular way for a physician on a J-1 visa to obtain a waiver that allows the physician to change his or her status to H-1B is to find a J-1 waiver job in a designated shortage area. These jobs have specific requirements and the filing procedure and requirements may vary depending on the specific shortage area. Furthermore, although the H-1B visa does not count toward the annual cap, there are certain restrictions that must be followed.
How long does it take to obtain a J-1 waiver?
Processing times varies depending on the caseload of the agencies involved. Currently, it can take four to eight months to complete adjudication of a J-1 waiver.
Does a resident need a waiver to work at a healthcare facility?
If a resident is in the U.S. on J-1 status, he or she must have a status change to H-1B to work at a healthcare facility. To change status, the J-1 resident must obtain a waiver. If a resident is in the U.S. on H-1B status, a waiver is not needed to work for a healthcare facility. In this case, the resident does need to request a change of employer.
How far in advance does a J-1 resident need to apply for a J-1 waiver?
It is recommended that J-1 residents apply at least four to eight months in advance to ensure they remain in lawful status while their J-1 waiver application is pending.