The start of a new year brings fresh energy, ambition and opportunity—but for many new graduate chiropractors, it also marks one of the most daunting transitions of their professional lives.
As graduates step out of the classroom and into practice, questions naturally arise: What are employers really looking for? How do interviews work behind closed doors? And what support should graduates expect once they land a role?
In this month’s The Australian Chiropractor, practice owners from across the country share candid insights into how they hire, what they value most in new graduate chiropractors, and how onboarding and mentorship can make—or break—an early career.
Mindset Matters More Than Mastery
Across every conversation, one message was clear: technical skill alone isn’t enough.
For Dr Alan Le of East & West Perth Chiropractic, mindset is the true differentiator.
“Technical skills can be taught,” he explains. “But mindset—willingness to learn, humility, and proactive engagement—is absolutely critical.”
Alan looks for graduates who are open to growth, transparent about their goals, and motivated to build strong patient relationships and contribute to the wider community.
That sentiment is echoed by Dr Jacey Pryjma of the Australian Children’s Chiropractic Centre, who says she hires for potential, not polish.
“I don’t hire based on who someone already is clinically; I hire based on who they’re willing to become,” she says. “Mindset, self-awareness, and a capacity for growth and guidance are more important.”
Rather than chasing numbers or rapid progression, Jacey looks for new graduate chiropractors committed to becoming well-rounded professionals—strong communicators, thoughtful clinicians, supportive colleagues and reflective learners.
Hunger, Curiosity and Emotional Intelligence
While ambition is valued, practice owners say the type of hunger matters.
“We want to see candidates hungry to become exceptional communicators, great at building relationships, and strong in clinical reasoning and care planning,” Jacey explains.
Emotional intelligence also ranks highly. Jacey is drawn to candidates who have taken risks, sought mentoring opportunities, and demonstrated awareness of both their strengths and limitations.
Dr Nathan Bridge of Chiropractic Works Cairns agrees, adding that compassion, focus and a genuine desire to serve are equally important.
“Mindset determines actions, and actions shape results,” he says. “A strong work ethic and openness to learning fast-track success in practice.”
Nathan often uses scenario-based interview questions to understand how graduates think, reason, and communicate—not just what they know.
How New Graduate Chiropractors Can Stand Out In Interviews
When it comes to interviews, small details make a big difference.
“Professionalism and energy speak volumes,” Alan says. “Presentation and punctuality are key indicators of respect and commitment.”
For Nathan, communication and presence are paramount.
“A candidate’s energy, smile, eye contact and ability to answer questions clearly all matter,” he explains. “Confidence and clarity go a long way.”
Just as important is knowing what not to do. Common red flags include entitlement, poor posture, lack of engagement, or a weak work ethic. How candidates speak about past experiences—and other people—also leaves a strong impression.
Blaming others or failing to take responsibility is a major concern for Jacey, as is a lack of preparation.
“Being late without apology, disengaging during observation, being glued to a phone, poor hygiene, or ignoring the team are all red flags,” she says.
Attention to detail is critical. Jacey expects candidates to have researched the clinic, engaged with its values, and clearly articulated why they would be a strong fit.
Both she and Alan note that asking about remuneration too early in the process can raise concerns.
“Feeling valued and aligned with a company’s mission is often more important than finances alone,” Jacey explains.
A Two-Way Decision
For graduates preparing for interviews, Alan stresses the importance of treating the process seriously—and remembering it’s a two-way conversation.
“First impressions matter, but so does clarity,” he says. “Discuss future goals early. Ask the tough questions. They help determine whether the relationship will work.”
He also encourages new graduate chiropractors to seek informal follow-up meetings.
“A second catch-up over coffee or lunch can help build rapport and create a stronger foundation for working together.”
Nathan reinforces the idea that graduates shouldn’t rush decisions.
“Use every interview as experience,” he says. “Not every clinic will be the right fit—and that’s okay.”
He encourages graduates to define their associateship goals before interviewing, remain open to regional opportunities, and avoid saying yes to the first offer out of pressure.
Why Onboarding and Mentorship Matter
Landing the job is only half the story.
The early months of practice are critical in shaping confidence, capability and long-term success. Without adequate support, even promising graduates can struggle.
At the Australian Children’s Chiropractic Centre, support begins before day one, with a structured four-week pre-commencement program followed by six months of close guidance and a three-year advanced training and mentorship pathway.
“The ‘sink or swim’ approach only works for a small minority,” Jacey says. “We have a responsibility as business owners to provide gradual, scalable and consistent support.”
In Perth, Alan’s clinic offers a refined three-month onboarding program, underpinned by structured mentoring, checklists and learning resources.
“Mentorship is the cornerstone of our culture,” he explains. “Graduates are paired with experienced chiropractors and supported by a dedicated chiropractic assistant.”
An internal ‘core bible’ of best practices ensures consistency, quality and professional development across the team.
At Chiropractic Works Cairns, new graduates shadow senior chiropractors, participate in weekly training sessions, and engage in role-playing scenarios to build confidence in communication, case management and care planning.
“If a graduate can role-play successfully with me, they’ll be able to deliver that information confidently to patients,” Nathan says.
Investing in the future of the profession
As these insights show, the transition from student to practitioner is shaped by far more than clinical competence alone.
For graduates, mindset, preparation, curiosity and alignment with a clinic’s values can define the trajectory of their career. For employers, robust onboarding, mentorship and leadership are not optional extras—they are investments in the future of the profession.
Taking the time to find the right fit, on both sides of the table, lays the groundwork for sustainable careers, stronger practices and better outcomes for patients and communities alike.