Take steps to prevent it from the outset

The optical is, arguably, half of a primary care optometry practice’s revenue. Therefore, it is in the optometrist owner’s best interest to minimize optician turnover. (See “Employee Turnover By the Numbers,” below.) To accomplish this, the OD should:

HOLD OUT FOR THE “RIGHT” FIT

With the current decrease in job applicants, it might be tempting to hire a “body” to show, fit, and order frames, but this rarely works out. It pays to hold out for the right person, whom the optometrist can attract by using an ad that portrays a clear and detailed description of the job. For example, “Practice seeks optician with, at minimum, two years’ experience, who has a proven track record of exemplary customer service, and a working knowledge of the latest frames and ophthalmic lenses.”

Next, the OD should design questions, such as “Can you tell me about a challenging encounter with a patient and the steps you took to solve it?” for the interview process, whose answers enable the optometrist to prescreen and eliminate applicants who are not the best fit.

Finally, the optometrist should use the interview to showcase the benefits of being employed by the practice (eg, fair wage, vacation, health benefits, practice culture). The applicant is equally interviewing the OD to ensure the practice is a good fit for them, as well.

CREATE EXCITEMENT WITH ONBOARDING

When a new employee joins the team, it is imperative to make them feel included, learn job task expectations, meet their teammates, and understand company policies and procedures so they are engaged, which creates practice loyalty.

The optometrist and fellow staff can help the new hire feel excited about their new career opportunity by getting to know them, showering them in branded swag, and communicating their enthusiasm for the job and the fact that the new hire joined the practice.

Be sure to get them engaged with the team early on. The better team player they are, the more likely they are to stay.

SCHEDULE AND STICK WITH REVIEWS

The OD should take the time for employee reviews, no matter how busy the optometrist is, as reviews provide an opportunity to convey positive feedback, areas where improvements can be made, identify additional training opportunities, and establishes goals for growth. In other words, this scheduled “check-in” time maintains employee engagement with the practice.

Employee performance reviews are often postponed because the day-to-day of any business can become busy; however, missing them can have consequences. Before the OD knows it, a one-week delay turns into a six-month delay, and by then the optician who successfully executed a plan to increase sales of sunwear, but was not recognized for it, may be actively looking for a new practice where their contributions will be more appreciated. OM

Dr. QUINT is a co-owner of Smart Eye Care in Maine. She is passionate about entrepreneurship and optometric practice management. She was the 2019 Theia Young O.D. Award winner and consults for Allergan.