The Real Cost of Part-Time Clinicians: Why Less Isn't Always More

Hiring a part-time clinician might seem like a safe move. They're not relying fully on your practice, and that can feel like less pressure on you. Maybe you think it’s easier, more flexible, or even financially savvy.

But here’s a surprising truth we see all the time: part-time team members often cost more than they bring in. And not just in dollars. If you're growing a group practice, it’s time to take a closer look at what it really means to hire part-time.

📃 Same Software, Smaller ROI

Let’s start with the tangible costs. Every team member needs access to essential tools: EHR licenses, business email, phone lines, marketing collateral, onboarding systems, administrative support, and potentially even your physical space. Whether they see 5 clients or 25, these expenses are fixed.

These tools aren’t cheaper because someone is part-time. And while a full-time clinician helps cover those expenses (and more) with consistent revenue, a part-time clinician may barely cover their own costs—if at all.

We’ve worked with hundreds of practices and here's the benchmark: most practices break even around 8 sessions per week. That’s not profitable—that’s neutral. If you’re aiming to grow profitably (and we hope you are!), you need more than break-even.

🧠 More Work, Not Less

It’s easy to assume that fewer client hours means less for you to manage. But in reality, part-time clinicians can take more of your time than you realize.

With full-time team members, you usually get predictable schedules, more opportunities to delegate, and deeper investment in your systems. With part-time clinicians, you may spend more time:

• Navigating their limited availability

• Working around second jobs or other commitments

• Following up on documentation or client care

• Answering more questions due to lack of exposure to your processes

The mental load can quickly outweigh any benefit of “keeping it light.”

🙈 Second-Hand Attention Means Second-Hand Results

Here’s something no one talks about enough: If your practice isn’t a clinician's main gig, it’s likely not their main priority. That means your clients might be getting their second-hand attention.

You may see:

• Missed messages

• Delayed paperwork

• Inconsistent communication

• A lack of buy-in with your practice's mission and values

It’s not about questioning anyone’s intentions—it’s just a byproduct of divided focus. Having clinicians who are truly committed to your practice creates a stronger culture, better client care, and more reliable systems.

📉 The Breakeven Reality

So, let’s talk numbers. We often get asked: “How many sessions per week does a clinician need to see for this to be financially worthwhile?”

Our answer? At least 10 sessions per week. Preferably 15.

At 8 sessions/week, most practices are just breaking even. That’s the point where the revenue a clinician brings in equals their share of the overhead. No profit. No wiggle room. Just a neutral balance sheet.

But here’s the thing: you didn’t take the risk of starting a group practice to break even. You took on the liability, the admin burden, the responsibility—so it’s only fair that you also receive the reward.

⚖️ More People = More Risk (and That Should Come with Reward)

Adding a clinician to your team is a big decision. It comes with legal obligations, management responsibilities, ethical duties, and risk.

What happens if they leave suddenly? What if their caseload never builds? What if they’re not a fit with your team culture? Each new hire is another “mouth to feed” in your business. So it only makes sense to ensure that each new hire contributes meaningfully to your profitability.

Hiring should never be done out of fear or convenience. It should be strategic. Part-time can work in some models—but only when:

• They meet a minimum session threshold (10-15 sessions/week)

• They are engaged and responsive

• You’ve carefully calculated the true cost of their role

Final Thoughts

Hiring part-time clinicians can seem like a lower-risk option, but in most group practices, it adds more complexity than benefit. Unless the math makes sense and the structure is solid, you may find yourself working harder for little to no payoff.

If you’re going to grow, grow intentionally. Build a team that not only supports your clients, but also supports you as the owner.

Make the choice that rewards your leadership with profit, not stress.

Curious about how to build a profitable hiring strategy? Schedule a consultation to explore our accounting services. We can help you make informed decisions around breakeven, clinician compensation, and much more.

---

This article is designed to provide information only and should not be considered legal or tax advice. Because of the complexity of the law and the variables in your own personal tax situation, you can’t rely on our advice specifically related to your unique circumstances. In order to get the best tax savings and legal advice available to you, you should consult with your own accountant, attorney, or advisor regarding your particular facts and circumstances.

GreenOak Accounting specializes in working with private practice owners across the United States. For more information on our services, visit our website.

---

subscribe here for weekly updates!