Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” among other business books, said, “See every problem as an opportunity to exercise creative energy.” Although he wasn’t referring to the staffing shortage in the ophthalmic industry, exacerbated by the COVID-19 pandemic, his quote easily applies, say those optometrists interviewed for this article.

Here, these ODs provide tips to turn this problem into an opportunity to get creative.

1 RE-ENERGIZE YOUR RECRUITING EFFORTS

“One of our primary strategies for addressing the staffing shortage is to promote our company culture and highlight the wonderful team that we have, as well as the events we take part in, and the success that we have had,” explains Nadia A. Virani, OD, vice president of operations for EVP-KE Eye Centers in Texas. She says, for example, the practice sponsors community events, such as golf tournaments, marathons etc., that take place locally.

To get the word out to prospective hires, Dr. Virani says one method the practice utilizes is its social media channels to share pictures and videos from company events (see below).

“Existing team members also tend to use their personal social media channels to promote EVP-KE Eye Centers, reaching friends and family who could be potential hires,” she offers. “If a friend or family member of a current employee gets hired because of such posts and stays 90 days, that team member is paid a bonus.”

Another method EVP-KE Eye Centers uses for recruitment is partnering with its community. For example, Dr. Virani says that Kleiman Evangelista Eye Center of Texas, one of the practice’s brands, recently joined forces with the Arlington Independent School District to participate in the district’s Health Science/Biomedical Health Science Practicum program. Specifically, the program provides high school students typically not on track to attend a four-year college program, but who are looking for opportunities in the medical field, with real-world experience and hands-on training, alongside Kleiman Evangelista’s eye care professionals.

“The program gives us a three-to-four-month period during which students are shadowing different physicians and getting a lot of experience,” she points out. “While these students cannot fly solo, they are still providing a helping hand that absolutely assists our current labor force. Additionally, when they leave the program, they could even end up being a perfect fit to stay with the practice.”

Dr. Virani suggests other practices can create these labor/hiring opportunities by speaking with local school district career counselors or partnering with community colleges in their area.

2 RE-CHARGE STAFF RETENTION

While Brett G. Bence, OD, FAAO, director of optometry for Northwest Eye Surgeons, in Seattle, acknowledges the importance of recruitment efforts, he also cautions against putting too much focus on this.

“It’s important that you don’t get so caught up in the process of attracting new employees, that you lose sight of the great staff that you already have,” he asserts. “The ultimate goal is to consistently support and engage with our current staff, so that we don’t have to fill in additional gaps.”

Dr. Bence says that the practice’s human resources and administrative leadership recognize that a strong benefits package, including automatic enrollment in a 401K plan and good health care, is a way of supporting staff retention.

In fact, in a study conducted by insurance company Prudential, benefits were demonstrated to be increasingly more valuable to employees since the start of the COVID-19 pandemic. Specifically, nearly eight in 10 workers reported a desire for their employer to focus on providing benefits central to the employee’s financial wellbeing. (See bit.ly/3IlOV5u .)

Further, a study of 1,600 workers, performed by One Medical, a national member-based primary care organization, along with Workplace Intelligence, a human resources research and advisory firm, found that 65% of employees would give up key perks, such as bonuses, vacation, and flexible hours, for better health care benefits. (See bit.ly/3JuADkE .)

In addition to a strong benefits package, Dr. Bence says the practice offers a floating holiday to enable staff to choose President’s Day or another holiday (religious, for example) they wish to celebrate, and a four-day work week, which he points out has been well received by staff.

“Most of our doctors and staff appreciate having that workday off, even though it means longer hours the other four days,” he explains. “We have yet to do a thorough internal assessment, but we hear of research pointing toward a four-day workweek as being as productive as a five-day workweek.”

Dr. Bence and his colleagues have heard correctly — several surveys do point to the benefits of a four-day workweek. For example, a recent survey conducted by the U.K.’s Henley Business School in November 2021 reports that organizations offering a four-day workweek saw employee satisfaction improvements, reduced staff sickness, and increased productivity, and savings. (See bit.ly/Henley4day .) In addition, 68% of businesses that are already offering the four-day week reported that flexible options for working hours help them attract the right talent.

Further, the four-day workweek appears to be highly desired by U.S. employees, with one recent survey, conducted by marketing platform SimpleTexting, showing that of over 1,000 Americans, nine out of 10 said they believed the five-day workweek is outdated. (See bit.ly/3qgg57O .)

Dr. Virani adds that, in addition to a positive work environment, strong salary and benefits packages, employee rewards programs and extra perks are effective incentives to retain staff.

“As an example, we partnered with a local yoga studio that gives our employees a discount,” she says. “It’s very popular and lets our employees know we care about their well-being. If you can partner with local businesses, it can end up being beneficial for everyone. In forming this relationship, the yoga studio may refer their clients and staff to us, and we send people to them!”

Listening to staff members is also successful for staff retention, notes Dr. Virani.

“Sometimes, it’s something really small, like having a monthly luncheon or participating as a group in a marathon,” she offers. “Those two examples are actual responses that came straight from an employee survey we implemented.”

Patricia M. Fulmer, OD, FAAO, of Legacy Vision Center, in Huntsville, Ala., agrees that acknowledging current staff is essential for employee retention.

“Usually, the people who do stay with you during the hardest times are the people who you want to stick with you, so I suggest making sure that they know you appreciate them,” she emphasizes.

For Dr. Fulmer, that staff appreciation includes an extra bonus, a catered lunch, and a willingness to chip in on administrative tasks, when needed.

“The extra bonuses are based on when I see an employee go above and beyond and step up for the team/office,” she says. “Some examples include coming in on their day off when other employees are out sick without complaint, helping train new employees or cross-train colleagues, or being willing to take on extra tasks beyond their job when needed. Extra bonuses may be a monetary amount or an extra paid day off.”

She adds that it’s important the staff sees you stepping up and doing tasks outside of the norm, like taking out the trash or bringing patients back to the exam room.

“We have an ‘in-this-together’ mentality, so when we are really booked up, I’m helping out, too. The more that you can build loyalty with your team, the better off you’ll be,” she asserts.

3 CROSS-TRAIN FOR EFFICIENCY

Dr. Fulmer notes that the labor shortage has provided the opportunity for her staff to learn additional skills through cross-training, which she says can reinvigorate a staff member’s engagement with a practice, while creating practice efficiencies.

“We have three staff members so if one is out, that has a huge impact on the practice’s patient flow,” she affirms. “Cross-training has helped us to adapt and roll with shortages, as they arise.”

Dr. Fulmer recommends other practices start cross-training by having team members jump in or shadow one another at any given time, even when all staff are present, as doing so can help ensure everything stays on track.

Additionally, she suggests practices are forthright with patients during periods of staff deficits.

“When you go into a restaurant, for example, and you’re told ahead of time that they’re short-staffed and to please be patient, you typically do understand,” she explains. “If we let our patients know when we are short staffed that their wait time might be a little longer, most patients will understand the situation. But if we don’t say it, we’re basically expressing that their time isn’t valuable to us, and we could alienate patients.” OM