Director of Medical Services
Recruiting a Director of Medical Services requires more than advertising a vacancy. We examine what health services should consider when appointing their next senior medical leader.
A Director of Medical Services can be one of the most influential appointments within an Australian hospital or health service.
Sitting at the intersection of clinical practice, executive leadership and organisational governance, the Director of Medical Services—often referred to as the DMS—helps ensure that medical services are safe, effective, sustainable and aligned with the organisation's wider strategy.
Despite the importance of the position, recruiting an experienced DMS can be challenging. The strongest candidates are often well established, highly selective and not actively searching through traditional job advertisements.
For health services planning a DMS appointment, a clearly defined brief and proactive approach to the candidate market can significantly improve the likelihood of a successful outcome.
The precise responsibilities of a Director of Medical Services vary according to the size, location and structure of the organisation.
In a major public health service, the DMS may lead a substantial medical workforce and work alongside the Chief Executive, Chief Operating Officer, Chief Medical Officer and clinical divisional leaders.
In a private or regional hospital, the role may have a broader operational remit and greater direct involvement in medical workforce planning, credentialing and day-to-day medical administration.
Depending on the organisation, responsibilities may include:
This breadth is one reason the DMS recruitment process must begin with a detailed understanding of what the organisation genuinely needs.
A technically capable medical administrator may not necessarily be the right leader for a complex transformation agenda. Equally, a highly strategic executive may not be suited to a position requiring substantial operational involvement.
The pool of potential candidates narrows quickly once an organisation considers the complete requirements of the role.
An effective DMS must usually bring together several different capabilities:
These capabilities do not always develop simultaneously.
Some candidates bring outstanding clinical credibility but limited experience at executive level. Others have extensive medical-administration experience but may not have led within an organisation of comparable size or complexity.
Location can create another challenge. Regional and rural health services may be competing for candidates who have multiple opportunities available to them. Relocation, family circumstances, remuneration, organisational reputation and the scope of the position can all affect a candidate's willingness to engage.
The strongest prospects may also be performing well in their current organisations and therefore unlikely to respond to a conventional advertisement.
The Royal Australasian College of Medical Administrators is the recognised specialist medical college for medical leadership and management.
For many senior medical-administration appointments, Fellowship of the Royal Australasian College of Medical Administrators—FRACMA—is required or strongly preferred.
However, the appropriate criteria should be determined by the organisation, the position and the jurisdiction in which it operates.
Some health services may consider candidates with significant medical leadership experience who are working towards Fellowship or who bring another relevant specialist Fellowship alongside substantial management experience.
Rather than treating the position description as a standard template, the organisation should determine:
This should be established before approaching the market. Changing essential criteria midway through a search can create confusion and result in strong candidates being overlooked.
Before commencing DMS recruitment, the Chief Executive and other key stakeholders should agree on the purpose of the appointment.
Is the organisation seeking a steady and experienced medical administrator to maintain a strong existing function?
Does it need a leader who can rebuild relationships with the medical workforce?
Is the new DMS expected to strengthen clinical governance, support a major transformation or improve medical workforce sustainability?
Is succession planning a priority?
The answers will shape the ideal candidate profile.
A robust search brief should consider:
Candidates need an honest understanding of the organisation, its strategy, leadership team, culture and current challenges.
The title "Director of Medical Services" can describe substantially different positions. Reporting lines, decision-making authority, team structure and budget responsibility should be clear.
The brief should identify what the successful candidate will be expected to achieve during the first 12 to 24 months.
The organisation must be able to explain why an established medical executive should leave their current position for this opportunity.
That proposition may include the strategic influence of the role, organisational purpose, executive-team culture, location, flexibility, remuneration, professional development or the opportunity to deliver meaningful change.
Advertising remains a useful part of many recruitment processes, but it generally reaches people who are already considering a move.
For a senior and specialised position, the most suitable candidate may not be actively applying for jobs.
A proactive executive-search process identifies and approaches potential candidates across:
This process should extend beyond compiling a list of names.
Each candidate must be considered in relation to the organisation's size, leadership environment, strategic priorities and specific challenges. A successful DMS in one setting is not automatically the right appointment for another.
Confidential engagement is also important. Senior medical leaders may be willing to discuss an opportunity but reluctant to submit a formal application until they understand the organisation, mandate and expectations.
A permanent search should not be rushed simply because the organisation has an immediate vacancy.
Where continuity is required, an interim DMS or CMO can provide experienced leadership while the organisation conducts a thorough permanent search.
An interim appointment may be appropriate when:
The interim leader's mandate should be clearly defined. Their role may be to maintain continuity, deliver a specific program of work, address immediate risks or prepare the function for the incoming permanent executive.
A well-managed DMS executive search will generally involve:
Detailed consultation with the Chief Executive and relevant stakeholders to understand the organisation, position and leadership environment.
Identification of potential candidates across relevant organisations, locations and sectors.
Direct conversations with both active and passive candidates, including an honest discussion of the role and organisational context.
Evaluation of each candidate's experience, leadership style, stakeholder capability, motivation and alignment with the organisation.
Assistance with interviews, referencing, candidate management, negotiations and transition planning.
Maintaining momentum is particularly important. Senior candidates are likely to be considering several possibilities, even when they are not actively job seeking.
Long delays, unclear communication or repeated changes to the process can reduce confidence in the opportunity.
Health services should ideally begin thinking about future medical-leadership appointments before a vacancy arises.
Proactive market mapping can help an organisation understand:
This is particularly valuable for positions with a limited candidate pool.
An organisation that begins developing external relationships and internal successors early is in a stronger position than one beginning from zero after receiving a resignation.
A successful DMS appointment can strengthen medical engagement, clinical governance, workforce planning and organisational performance.
However, finding the right person requires more than assessing qualifications against a position description.
The organisation must define the leadership challenge, understand the available candidate market and communicate a compelling reason for experienced medical executives to consider the opportunity.
Vitalis Recruit specialises in executive search and medical-leadership recruitment across the Australian healthcare sector.
We work with hospitals and health services on permanent appointments, confidential executive search, interim leadership requirements and proactive candidate-market mapping.
Planning a Director of Medical Services, Executive Director of Medical Services or Chief Medical Officer appointment? Contact Vitalis Recruit for a confidential discussion about your requirements.
Written by
Founder, Vitalis Recruit
Amy Matheson is the Founder of Vitalis Recruit, an Australian executive-search firm specialising in senior healthcare executives and medical leaders. With more than a decade of healthcare recruitment experience, Amy works with organisations on permanent executive appointments, confidential search, interim leadership and proactive market mapping.
Speak with Vitalis Recruit about a Director of Medical Services, Executive Director of Medical Services or Chief Medical Officer search. We support permanent appointments, confidential searches, interim leadership and proactive market mapping.
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