Training Collections
Library Memberships
On-demand course library with video lectures, expert case reviews, and more
Fellowship Certificate™ Programs
Practice-focused training programs designed to help you gain experience in a specific subspecialty area.
Ultimate Learning Pass
Unlock access to our full Course Library and all self-paced Fellowships.
Continuing Medical Education (State CME)
Complete all of your state CME requirements in one convenient place.
Noon Conference (Free)
Get access to free live lectures, every week, from top radiologists.
Case of the Week (Free)
Get a free weekly case delivered right to your inbox.
Case Crunch: Rapid Case Review (Free)
Register for free live board reviews.
Dr. Resnick's MSK Conference
Learn directly from the MSK Master himself.
Lower Extremities MRI Conference
Musculoskeletal Imaging
PET Imaging
Pediatric Imaging
For Training Programs
Supplement your training program with case-based learning for residents, registrars, fellows, and more.
For Private Practices
Upskill in high growth, advanced imaging areas.
Compliance
NewTrack, fulfill, and report on all your radiologists' credentialing and licensing requirements.
Emergency Call Prep
Prepare trainees to be on call for the emergency department with this specialized training series.
Training Collections
Library Memberships
On-demand course library with video lectures, expert case reviews, and more
Fellowship Certificate™ Programs
Practice-focused training programs designed to help you gain experience in a specific subspecialty area.
Ultimate Learning Pass
Unlock access to our full Course Library and all self-paced Fellowships.
Continuing Medical Education (State CME)
Complete all of your state CME requirements in one convenient place.
Noon Conference (Free)
Get access to free live lectures, every week, from top radiologists.
Case of the Week (Free)
Get a free weekly case delivered right to your inbox.
Case Crunch: Rapid Case Review (Free)
Register for free live board reviews.
Dr. Resnick's MSK Conference
Learn directly from the MSK Master himself.
Lower Extremities MRI Conference
Musculoskeletal Imaging
PET Imaging
Pediatric Imaging
For Training Programs
Supplement your training program with case-based learning for residents, registrars, fellows, and more.
For Private Practices
Upskill in high growth, advanced imaging areas.
Compliance
NewTrack, fulfill, and report on all your radiologists' credentialing and licensing requirements.
Emergency Call Prep
Prepare trainees to be on call for the emergency department with this specialized training series.
8 topics, 45 min.
15 topics, 1 hr. 1 min.
Overview of Physician Employment Agreements
2 m.Employee's Duties in a Contract
5 m.Patient Records and Billing Issues
6 m.Term of Employment
4 m.Termination of Employment - Death and Disability
2 m.Termination of Employment - For Cause and Cure Period
4 m.Termination of Employment - Without Cause
3 m.Termination of Employment - Performance and Economic
3 m.Employee Obligations Upon Termination of Employment
3 m.Employee Compensation - Bonuses and Advances
4 m.Employee Benefits
5 m.Malpractice and Indemnification Issues
4 m.Restrictive Covenant Considerations
5 m.Ownership Considerations
8 m.Q&A with Dr. Yousem
13 m.0:00
The employment agreement may also address other
0:03
circumstances beyond for cause
0:05
and without cause that allow either party
0:08
to actually terminate the relationship.
0:11
For example, there could be substantial changes in the
0:13
business of the employer where the employer wants
0:15
to have the ability to actually terminate the,
0:19
uh, contractual relationship.
0:21
This could be because they've lost
0:23
a contract with a hospital.
0:25
It could be that they've lost
0:26
or been kicked out of network
0:27
with a particular insurance company, so it's no longer
0:32
economically feasible to continue
0:33
the employment relationship.
0:35
There are also quality
0:38
or performance benchmarks that may be
0:41
established in the employment agreement that have
0:44
to be satisfied in order for the relationship to continue.
0:48
We wanna be very careful about these quality
0:50
or performance benchmarks to make sure that A,
0:53
that they're understood in they're specified in detail
0:55
and not subjective in nature.
0:57
And B, we wanna make sure that there are benchmarks
1:00
that if they're gonna remain in the contract,
1:02
that they can be satisfied
1:03
that they're not set at a performance level that exceeds
1:07
or is not consistent
1:09
with the relationship that's being created.
1:11
So, for example, if you've got a part-time relationship,
1:14
you know the quality and the performance benchmarks need
1:16
to be reflective of a part-time relationship so
1:19
that you're not subject to standards that can't be met
1:22
as a part-time employee.
1:24
The other thing you need to consider is if you're being
1:26
terminated for these circumstances, whether
1:29
or not, you know, there should be penalties
1:31
that apply to the employer.
1:33
It's not, you know, necessarily the employee's fault,
1:36
that if they're being terminated,
1:37
they've relocated across the country.
1:38
For example, you know that the employer wants out
1:42
because they've lost a contract
1:43
or they've no longer determined
1:45
that their relationship is economically feasible.
1:47
It's very fair for the employee to request
1:50
liquidated damages in that circumstance.
1:53
The employer may not be willing to agree
1:55
to those liquidated damages,
1:56
but it may be something under the unique circumstances of
1:59
that particular employment relationship
2:01
where liquidated damages should apply.
Interactive Transcript
0:00
The employment agreement may also address other
0:03
circumstances beyond for cause
0:05
and without cause that allow either party
0:08
to actually terminate the relationship.
0:11
For example, there could be substantial changes in the
0:13
business of the employer where the employer wants
0:15
to have the ability to actually terminate the,
0:19
uh, contractual relationship.
0:21
This could be because they've lost
0:23
a contract with a hospital.
0:25
It could be that they've lost
0:26
or been kicked out of network
0:27
with a particular insurance company, so it's no longer
0:32
economically feasible to continue
0:33
the employment relationship.
0:35
There are also quality
0:38
or performance benchmarks that may be
0:41
established in the employment agreement that have
0:44
to be satisfied in order for the relationship to continue.
0:48
We wanna be very careful about these quality
0:50
or performance benchmarks to make sure that A,
0:53
that they're understood in they're specified in detail
0:55
and not subjective in nature.
0:57
And B, we wanna make sure that there are benchmarks
1:00
that if they're gonna remain in the contract,
1:02
that they can be satisfied
1:03
that they're not set at a performance level that exceeds
1:07
or is not consistent
1:09
with the relationship that's being created.
1:11
So, for example, if you've got a part-time relationship,
1:14
you know the quality and the performance benchmarks need
1:16
to be reflective of a part-time relationship so
1:19
that you're not subject to standards that can't be met
1:22
as a part-time employee.
1:24
The other thing you need to consider is if you're being
1:26
terminated for these circumstances, whether
1:29
or not, you know, there should be penalties
1:31
that apply to the employer.
1:33
It's not, you know, necessarily the employee's fault,
1:36
that if they're being terminated,
1:37
they've relocated across the country.
1:38
For example, you know that the employer wants out
1:42
because they've lost a contract
1:43
or they've no longer determined
1:45
that their relationship is economically feasible.
1:47
It's very fair for the employee to request
1:50
liquidated damages in that circumstance.
1:53
The employer may not be willing to agree
1:55
to those liquidated damages,
1:56
but it may be something under the unique circumstances of
1:59
that particular employment relationship
2:01
where liquidated damages should apply.
Report
Faculty
David M Yousem, MD, MBA
Professor of Radiology, Vice Chairman and Associate Dean
Johns Hopkins University
Mahla Radmard, MD
Postdoctoral Research Fellow
Johns Hopkins University School of Medicine
Bartholomew Dalton Esq.,
Senior Partner
Dalton & Associates
Judd A. Harwood, JD
Partner
Bradley Arant Boult Cummings LLP
© 2026 Medality. All Rights Reserved.