How do practices attract and retain new employees and provide a satisfying, productive work environment for their teams, even in a tight labor market? Recent reports suggest the answer lies in the employee experience — that is, the sum of all interactions an employee has with an employer. For instance, in organizations that focus on shaping the employee experience, employees are 38% more likely to report high intent to stay and 44% are more likely to be high performers, according to Gartner research (see gtnr.it/3D37OZV ).

A 2021 survey by business consultant McKinsey & Company identified three core areas where leaders can create a positive or negative experience in the workplace (see mck.co/3tqt7Sf ):

• Social experience: people and relationships, teamwork, and social climate
• Work experience: organization, control and flexibility, growth, and rewards
• Organization experience: purpose, processes, technology, and the physical environment

TOOLS TO CREATE THE EXPERIENCE

In this issue of Optometric Management, our contributors share a wealth of tools that can help create a positive employee experience. For example:

• “Solving Staffing Shortages” (p.20) presents ideas for recruiting and creating a positive culture for all members of the team. The article also offers advice for those doctors who find themselves short-staffed.
• A change in practice ownership often signals a change in the employee experience. In the article “Onboard Existing Staff for New Ownership” (p.27), the doctors interviewed offer action steps to help reassure and reinvigorate the team.
• Several of this month’s columns also address various aspects of the patient experience, including “Contact Lenses” by Dr. Susan A. Resnick (p.40), “iBusiness” by Dr. Timothy Earley (p.49), and “Optical” by Dr. Jessilin Quint (p.50).

We also want to hear from you: What recent practice changes have you made to help improve the employee experience? We invite you to email your answers to james.thomas@pentavisionmedia.com. OM