If you're on a rotational call for indigent patients or patients without a doctor, how would you feel about having to see a patient in the ED whom you had dismissed from your practice?

"Although I would not choose to see this patient electively under non-acute circumstances, I would follow policy and accept him or her without any personal asides to the patient. An acute cardiac event doesn't lend itself the luxury of picking or choosing by the patient or the doctor. If the situation allowed and the patient chose not to accept me as his or her doctor for this episode, I would call the Patient Advocate and arrange a consultation with the patient to remedy the conflict."

This is a test of your willingness to comply with policy. Most physicians have dismissed patients from their practice for failure to pay or a failure in compliance. If you're fulfilling an obligatory role and a dismissed patient is assigned care to you, you have to accept it. Your role as a cardiologist makes any type of choice even more irrelevant.

If you are summoned to a code by a hospital-wide announcement and, when you arrive, it is being run by a physician you feel is less qualified than you, how would you ensure the patient is getting the best management?

"I have no reason to usurp the position of another physician running a code if he or she is as qualified as I am, according to the hospital's/group's credentialing committee. However, if I feel the protocol is not exemplary, I believe it is my obligation to stay and observe and even help, where needed. I won't just leave. I have a responsibility to the patient to make sure the best resuscitative measures are being implemented, even if that means I have to 'suggest' other remedies to the physician in charge. If it ever got really ugly, however, I would have a nurse call the Chief-of-Staff to instantly weigh in and intervene. This can easily be done over the phone."

Consider if less qualified means a physician who is not in a cardiovascular specialty or a hospitalist with ICU experience. If so, you outrank him/her--pure and simple. Don't be afraid to say so and answer that you expect that person to step aside. You can tailor your answer any way you want as long as you ensure the patient is getting the best management. It gets stickier if the person running the code has the same qualifications as you. If that physician is not doing a good job, but is credentialed to run a code, you must abide by that or--at worst--ask if you can take over.

Do you have any personal feelings for or against nurse practitioners or PAs who may be on staff?

"In cardiology, such physician-extenders do not 'extend' far from the managing physician. Therefore, this doesn't ruffle my competitive feathers; instead, I see their help as just that--helpful."

There is a traditional antagonism between MDs and other credentialed practitioners, if competition occurs. At the hospital or large group level, using physician extenders is no longer a philosophical issue, however, but purely financial. As these specialists gain credibility and acceptance in the health care marketplace, you have to present yourself as being open-minded, because as the American Board of Medical Specialties expands (or at least the types of authorizations by state medical boards), these providers will no doubt end up beside you treating patients--with you or for your competition.

Many third-party payers are now basing reimbursement on evidence-based medicine. Do you agree this is the best way to practice?

"Evidence-based medicine is supported by the literature, and being current with the literature should be your expectation of me. However, for the outliers under the bell curve, any thinking physician must not be afraid of considering other legitimate indications for atypical diagnostic or procedural protocols, if that is what's best for the patient. Luckily, in cardiology, the status quo of what is recommended is usually very well established. As someone who closely follows the literature in my specialty, I am confident that I am following the evidence-based protocols."

This is a trick question. The cliche that medicine is an art will always apply when judgement is necessary, not to mention the impact of a particular skill of a diagnostician or the technical prowess of someone doing procedures. But it is true that 'evidence-based medicine' is probably here to stay. Unfortunately, it is Gaussian and doesn't take into account the outliers of the bell curve, for which thinking outside of the curve is indicated--the 'zebras' in medicine. You need to include something about that in your answer.

Do you have any hesitation referring to another cardiovascular specialist (e.g., cardiac surgeon, chest surgeon, vascular surgeon, or even an interventional radiologist) or other internal medicine subspecialty?

"I certainly plan to practice along the lines of cardiology and any subspecialty I'm qualified for, when I can and when it's appropriate. I make liberal use of consultation for the best health impact on my patients. If another specialist does something better or is more qualified from a regulatory standpoint, I will willingly defer to or partner with him or her in the case at hand."

This question is really asking if you plan to practice outside of your comfort zone, appropriately. Your answer should be centered on what is best for your patient, not winning some turf battle.

Do you accept Medicare assignment?

"Yes, I am a participating doctor in accepting Medicare assignment. Alternatively, I accept Medicare but am a non-participating doctor for accepting assignment. Alternatively, I do not accept Medicare and have opted out. (This is likely incompatible with being a cardiologist)."

This is really no business of theirs, unless there is a policy that you must be a 'participating doctor' accepting Medicare assignment. If it's a group, this might be so; if it's a hospital, it only applies to those employed by the hospital, not independent staff.

How is your attendance at general staff and department meetings?

"I may have missed meetings from time to time--usually due to my being occupied in clinical duties or vacation. However, I realize how important the business of the hospital/group is, and will make every effort to improve my attendance."

Running a group or a hospital, unfortunately, requires significant bureaucracy. The doctors are needed to make that run, which means taking responsibility for the clerical drudgery involved. This means meetings--lots of meetings. And they're always at night or during office hours, which can cut into your income. Note that the question doesn't ask whether your attendance will be good, but how it has been in the past. This implies that your answer may be verified by a phone call or two, so tell the truth. (Most likely, no one will be checking up on your answer, so even if you've been truant in the past, pledge to do better.)

What would be your response to hearing a code being called in the middle of the night as you're getting ready to go home after attending a patient?

"Unless managing a clinically unstable situation or in the middle of a procedure, I would respond. As a cardiologist, I know that I would probably be the most qualified person there to manage the code. I personally feel that in cardiology, a code requires my mandatory participation until proven otherwise."

This is a no-brainer question. Of course you would respond. It is tempting to assume that certainly someone else would be there to respond, and that is typically true, but you don't want to be seen as the type of person who would need to hear the code called repeatedly before you responded.

Would you be willing to serve on a committee investigating an issue with one of your colleagues?

"There is no easy answer for this, only a difficult one: yes, I would have an obligation to do what's right when it comes to patient care and safety, even if that means possibly being resented by a colleague. If it were a close personal friend being targeted by the investigation, I would ask to recuse myself, but I would be prepared for that not to be granted. The only thing I would want is to not be the only one making a judgement--having more than one investigator, I feel, is necessary to take politics out of such an inquiry and give it additional objective credibility."

Internal affairs and investigation are just necessary. Things happen, and when patient care is affected or jeopardized, they must be explored and dispositions made so that they don't recur. Besides Joint Commission accreditation and insurance reimbursements, a public reputation is jeopardized by uncorrected omissions or errors in care. The interviewer wants to know if you'll have the courage to step up and do what's right.

How timely is your practice to sign off on chart entries and make all of your dictations current? Have you ever been suspended from a staff for failure to do these?

"Although I've been occasionally remiss in keeping all sign-offs and dictations current, I feel it is important for me to be diligent in keeping current. It is not lost on me how reimbursement by third-party payers can be affected by incomplete charts. Just as important--to me--is the need for accuracy, and attempting to remember specifics from a procedure or rounds can become spotty if too much time has passed. For these reasons, I agree that keeping current is important and strive to do that."

This type of suspension is not a 'hard' suspension, per se: it doesn't mean there are any deficiencies in your medical care or expertise. Most physicians get a little behind from time to time, the only thing lighting a fire under them to get these clerical loose ends tied up is often suspension. Although this is frowned upon but not necessarily condemned, it does impact the hospital or group's bottom line, so the question is one of fiscal importance.

If you were to receive a communication from the Executive Committee about a practice issue of yours that it feels could have clinical repercussions, or to justify your complication rate, how would you address the members when meeting with them?

"Cardiac patients are never good candidates for anything, really, so a morbidity or mortality rate considered inappropriate in other specialties is a reality that we in cardiovascular medicine must live with as a natural part of its less forgiving survival rate. If their concern were over such a complication rate, prior to my meeting I would research the literature about the most recent data for a basis of comparison. My specialty allows for some latitude, but if in researching this I discover a serious problem that justifies their concern, I would report that I am cognizant of it and am examining my patient cases to identify any problem areas so that I could learn and remodel my protocols. If I found that I could defend what I'm doing from my research, I would make my case but tell them I would abide by their decision on this."

This is a procedural challenge to your clinical authority, so it can be upsetting. This question provides an opportunity to demonstrate how you handle personal challenges to your privileges. Even if you're right and the Executive Committee is wrong, you have to show them you're willing to be a good sport about the whole thing.

How would you handle a problem in which Utilization Review wants you to discharge a patient who you feel isn't medically ready for discharge?

"If I felt it would be dangerous to send a patient home, I would write a note of necessity for continued admission, on medical grounds, so that UR could submit it for approval from a third-party payer. If the patient just wanted to stay out of convenience, I would explain that he or she has satisfied criteria for discharge, but I would also offer home health follow-up if the patient desired and it were allowed/authorized."

This pits you against the hospital to come up with a solution for everyone's benefit. UR actions are usually based on dollar issues, protecting the hospital bottom line from insurance denials.

Would you be willing to accept whatever electronic medical record process is in use here?"¨

"Of course. If I am part of this group/hospital, I want to be all in and that includes my compliance with all the protocols."

This question is asked as another test of your willingness to comply with policy. You should feel comfortable complying with all policies of the organization to which you are applying.

Tell me about yourself.

"I have wanted to become a doctor since before I can even remember. It wasn't until my rotations in med school, though, that I became intrigued by cardiology. Since then, I have worked for four years at the same hospital that I completed my residency at. I am passionate about helping people to feel comfortable and arrive at answers. I have an exceptional bedside manner; I've always been very relational and good with people. I am married with three children and we enjoy going on adventures as a family. We love to explore new hiking trails, go fishing, and often camp out in our backyard. I am very excited about the opportunities to come in cardiology at this hospital."

This should be answered briefly and succinctly, and it should include why you want this position and the circumstances behind your leaving your current situation (they will want to know--and will ask if you don't say why).

Are there any substance abuse, domestic violence, or other background items that could impact the integrity of our hospital/or group?

"I have a DUI arrest in my past as a teenager. I do not have a problem with abuse, but my arrest required I partake in prevention programs, which I completed successfully."

Such situations are a reason for running away from a current situation. If there is such a damaging component in your history, own it, and explain the steps you took to eliminate the risk of it recurring, i.e., rehab, successfully completed therapy, etc. Let the interviewer know you are comfortable with a probationary period or supervision if deemed necessary.

Are you going to be doing any chronic pain care?

"As a physician involved in cardiovascular medicine, the only pain I deal with is acute pain of cardiac origin. In such an acute setting, I plan on prescribing according to my patient's need and within a hospital environment, but it is the cause of the pain that is threatening the patient, not the pain itself. Therefore, I simply won't be treating chronic pain, which should be managed by a rheumatologist, physiatrist, anesthesiologist, or other pain management specialist."

This answer is simple if you don't plan on managing chronic pain, but if you do, your interviewer will want to know to what extent. The opioid crisis makes for bad press from overdoses, and institutions and groups want to steer clear of the whole controversy--not to mention scrutiny from the DEA and your state board. Before your interview, you need to know that you are being asked this to see if you're overstepping into controversial practices.

How do you feel about telemedicine?

"To me, the difference between telemedicine being appropriate or not is a function of risk-vs-benefit of not seeing the patient. That is, I can follow a patient's self-report of blood pressure or pulse or a follow-up on how a new medication is being tolerated, but in cardiovascular medicine, almost everything else is a must-see. This is because there are no cardiac symptoms that can be ignored without risk. If the patient is established with me and I am familiar with his or her case, I can discuss and manage medication via telemedicine, but there is very little else that can be managed without a hands-on approach."

Since the COVID-19 pandemic, telemedicine is probably here to stay, and everyone--including hospitals and groups--is looking for ways to incorporate it in a fiscally prudent way. You should be seen as ready to embrace it, not blindly, but thoughtfully within the parameters of what is considered good medical care.

What invasive procedures are you planning to do?

"I only do procedures I have been credentialed in and with which I have adequate experience and expertise. My invasive procedure complication rate is within acceptable standards as reported in the literature, and I follow my specialty to satisfy all criteria for such procedures, qualifying both the need for the patient and supporting my ability to perform them. I can cite the actual complication rates when I apply for the specific invasive procedures as part of your vetting process."

This is a matter of what exact privileges you're seeking in this position. They don't want 'mavericks' who are seeking privileges beyond their training.

If you were to see a peer doing or saying something inappropriate, how would you respond?

"First, I would make sure I saw or heard correctly. Depending on the transgression, I would either confront him or her discretely to resolve it vs. report it up the chain of command. I would report up if I felt it compromised patient care, would reflect poorly on the hospital (group), or be unethical, immoral, or illegal."

This isn't your problem to fix. You can't go wrong answering this question by saying you would go up the chain of command. A hospital or group wants something like this handled a certain way, and their best assurance that this will happen (when you're involved), is to pledge yourself to that chain of command, i.e., up the ranks to department chairman, Executive Committee, administrator, etc.

Do you have any personal problems with our seeing or assigning you indigent or "charity" cases?

"Having issues with seeing anyone would go against my own values--I will see anyone who needs my services. I know that the demographic here is weighted toward the underserved, so taking care of them would be my obligation, if I am presented such a scenario."

Before you interview, you should learn the demographics of this group or hospital. You should be comfortable with the demographic distribution because that will determine the type of practice you will have or how you will interact with this demographic. Regardless of whether they take care of such patients, you should always state you have no personal problems seeing anyone who needs you--you can't go wrong saying this! Many groups and hospitals are required, for example, to have a 'life-and-limb' list of doctors who rotate turns seeing uninsured emergency patients. If a hospital, for example, accepts any federal funds (Medicare or Medicaid), no patient can be refused in their Emergency Department. If you're doing your duty serving on a 'life-and-limb' ED rotation, you will still be required to see such patients, as well as provide follow-up in your office, regardless of your practice preferences. Of course, in any discipline centered on cardiovascular medicine, it is assumed you accept Medicare.

If you're not available, due to illness or vacation, for example, how will your patients be cared for?

"I plan to serve on committees within your department so that I can enter into some reciprocal call agreements with other staff members as soon as possible. However, I won't be taking much time off as I build my practice, because the low numbers will not be too taxing before it gets built up over time."

This is a straightforward question, and the answer is always part of the by-laws of any institution. In other words, if you're on staff, your patient should never go without care if you have not made arrangements for coverage. If you're not new to the area, you should identify others on staff with whom you expect to have a reciprocal on-call relationship. If you're new to the area, you should state you intend to be full-time responsible until you can establish such reciprocal relationships. An extra overture would be to say you plan to serve on many committees in order to meet others in your specialty.

Here we have a policy of _______. Do you have a problem with that?

"I wouldn't seek a position here if I had a problem with that. My only professional stipulation is that I can treat any person who needs my services and be allowed to do what is best for him or her."

You should never have a problem with any policy of the place to which you're applying. A good example is a Catholic hospital that won't do provide pregnancy termination counseling. Before you interview, you should decide whether you can practice under such constraints. Luckily, seldom are there any stipulations that will ruin your life.

Do you have any lawsuits currently or in the past, including any settlements?

"I have three lawsuits, each one of them is due to a complication--one an allergic reaction to a dressing, another due to side effect of a medication, and another for an insertion site infection after a balloon angioplasty. After discovery, I expect all three to prescribe without incident or settlement."

This is a straightforward question. No one wants someone certain to lose them money or jeopardize their reputation. However, it is a truism that all physicians are at risk for malpractice suits, whether these actually come to pass or not. The interviewer will not dismiss you for lawsuits--he or she just doesn't want someone who is sued so frequently, as to suggest there's a problem. That being said, not all suits come to pass, and a lawsuit filed is not a deal breaker; many are just filed against you for the purpose of initiating and accomplishing discovery to see if there really is merit to a case. If there aren't really any substantial missteps on your part, these go away or prescribe, and your interviewer will know this. A settlement, on the other hand, can be just as bad as a lawsuit you lose, because most settlements are made to mitigate the damage of a likely unfavorable outcome. If there are suits, losses, or settlements, be truthful, but half of the truth is your side of the story, so make sure you give it. Do not blame your previous institution or group--that just looks bad for you. Take ownership, but if you can explain why a lawsuit occurred due to a complication and not overt malpractice, this is something any hospital administrator will understand.

What can you bring to our group/hospital?

"The whole reason I want to be here is the pursuit of excellence and state-of-the-art cardiovascular medicine you're known for. Also, your continuing education fits in well with my needs for growth and my interest in teaching. It makes an excellent foundation for my special interest in balloon angioplasty, especially with emphasis on lowering the complication rate, morbidity, and mortality in patients who can benefit from it, in lieu of open procedures."

You don't just want to say that you're an expert or have a lot of experience, but be a little bold here by stating that, although you find it very impressive here, you have noticed that there are some gaps in the total picture of care rendered, and that you feel you can fill these gaps. This is a way of saying that selecting you will bring value to the organization. You can further state that you can bring additional resources that most hospitals don't have, which would make this organization stand out above the rest. These are the offerings that will make you particularly attractive, where you tout your special interests; special interests are specific aspects of one's specialization that do not have the bureaucratic designation of certification by a board. For example, you may be board certified or board eligible in Cardiology, or even further trained (for example, in Cardiovascular Surgery), but you might say you have a special interest in balloon angioplasty; this would sound very fortuitous to a hospital struggling with a high complication or infection rate from open cardiovascular surgery.

What is it about this group/hospital that makes you want to be a part of it?

"I know that the values here align with my own personal values. I have done a lot of research, and I especially appreciate the dedication to community interaction, embracing diversity, your emphasis on cardiovascular medicine, and always putting the patient and his or her family first. I think I'd be very happy here with the professional mindset, and I'd be a good fit."

You must assume the interviewer thinks his or her hospital/group is absolutely wonderful...or potentially wonderful with the addition of the right person--hopefully you. You can stroke the corporate ego and begin endearing yourself to the interviewer by invoking the Mission Statement and/or Vision of the hospital or group. Most hospitals will have these, prominently displayed on the landing pages of their websites; they are brief and easy to imbue into your interview strategy. You can tell the interviewer that you find the values you saw in the Mission Statement and/or Vision Statement align with your personal views of how you want to lead your professional life. Don't actually refer to the Mission Statement and Vision when you answer; just state that you find this group's values align with yours, and you can paraphrase the ones you saw displayed.

Cardiologist Interview Questions

Go Back

1. If you're on a rotational call for indigent patients or patients without a doctor, how would you feel about having to see a patient in the ED whom you had dismissed from your practice?
2. If you are summoned to a code by a hospital-wide announcement and, when you arrive, it is being run by a physician you feel is less qualified than you, how would you ensure the patient is getting the best management?
3. Do you have any personal feelings for or against nurse practitioners or PAs who may be on staff?
4. Many third-party payers are now basing reimbursement on evidence-based medicine. Do you agree this is the best way to practice?
5. Do you have any hesitation referring to another cardiovascular specialist (e.g., cardiac surgeon, chest surgeon, vascular surgeon, or even an interventional radiologist) or other internal medicine subspecialty?
6. Do you accept Medicare assignment?
7. How is your attendance at general staff and department meetings?
8. What would be your response to hearing a code being called in the middle of the night as you're getting ready to go home after attending a patient?
9. Would you be willing to serve on a committee investigating an issue with one of your colleagues?
10. How timely is your practice to sign off on chart entries and make all of your dictations current? Have you ever been suspended from a staff for failure to do these?
11. If you were to receive a communication from the Executive Committee about a practice issue of yours that it feels could have clinical repercussions, or to justify your complication rate, how would you address the members when meeting with them?
12. How would you handle a problem in which Utilization Review wants you to discharge a patient who you feel isn't medically ready for discharge?
13. Would you be willing to accept whatever electronic medical record process is in use here?"¨
14. Tell me about yourself.
15. Are there any substance abuse, domestic violence, or other background items that could impact the integrity of our hospital/or group?
16. Are you going to be doing any chronic pain care?
17. How do you feel about telemedicine?
18. What invasive procedures are you planning to do?
19. If you were to see a peer doing or saying something inappropriate, how would you respond?
20. Do you have any personal problems with our seeing or assigning you indigent or "charity" cases?
21. If you're not available, due to illness or vacation, for example, how will your patients be cared for?
22. Here we have a policy of _______. Do you have a problem with that?
23. Do you have any lawsuits currently or in the past, including any settlements?
24. What can you bring to our group/hospital?
25. What is it about this group/hospital that makes you want to be a part of it?

Cardiologist Interview Questions

1. If you're on a rotational call for indigent patients or patients without a doctor, how would you feel about having to see a patient in the ED whom you had dismissed from your practice?

2. If you are summoned to a code by a hospital-wide announcement and, when you arrive, it is being run by a physician you feel is less qualified than you, how would you ensure the patient is getting the best management?

3. Do you have any personal feelings for or against nurse practitioners or PAs who may be on staff?

4. Many third-party payers are now basing reimbursement on evidence-based medicine. Do you agree this is the best way to practice?

5. Do you have any hesitation referring to another cardiovascular specialist (e.g., cardiac surgeon, chest surgeon, vascular surgeon, or even an interventional radiologist) or other internal medicine subspecialty?

6. Do you accept Medicare assignment?

7. How is your attendance at general staff and department meetings?

8. What would be your response to hearing a code being called in the middle of the night as you're getting ready to go home after attending a patient?

9. Would you be willing to serve on a committee investigating an issue with one of your colleagues?

10. How timely is your practice to sign off on chart entries and make all of your dictations current? Have you ever been suspended from a staff for failure to do these?

11. If you were to receive a communication from the Executive Committee about a practice issue of yours that it feels could have clinical repercussions, or to justify your complication rate, how would you address the members when meeting with them?

12. How would you handle a problem in which Utilization Review wants you to discharge a patient who you feel isn't medically ready for discharge?

13. Would you be willing to accept whatever electronic medical record process is in use here?"¨

14. Tell me about yourself.

15. Are there any substance abuse, domestic violence, or other background items that could impact the integrity of our hospital/or group?

16. Are you going to be doing any chronic pain care?

17. How do you feel about telemedicine?

18. What invasive procedures are you planning to do?

19. If you were to see a peer doing or saying something inappropriate, how would you respond?

20. Do you have any personal problems with our seeing or assigning you indigent or "charity" cases?

21. If you're not available, due to illness or vacation, for example, how will your patients be cared for?

22. Here we have a policy of _______. Do you have a problem with that?

23. Do you have any lawsuits currently or in the past, including any settlements?

24. What can you bring to our group/hospital?

25. What is it about this group/hospital that makes you want to be a part of it?

20. Do you have any personal problems with our seeing or assigning you indigent or "charity" cases?