Optometric Management Tip # 159   -   Wednesday, February 02, 2005
The 5-Second Employment Screening

Last weekís tip on delegation generated lots of reader email, which I truly appreciate. In most cases, our colleagues confirmed the importance of delegation, by sharing successful experiences. A few readers said they were overcoming some of the hang-ups that I described as myths, and they were taking positive steps to delegate more. Several readers said they believed in delegation in theory, but brought up staff management issues as a major factor holding them back. Their point: finding, training and keeping good employees is difficult.

Keeping in mind that this newsletter is read by eye care professionals of all kinds, including technicians, assistants and office managers, all I can say about staff management problems is ďI concur.Ē Staffing an eye care practice is one of the most challenging aspects of practice administration. But itís also one that optometrists must learn to embrace and excel in. Rather than throwing in the towel and trying to minimize staffing, I recommend becoming a better manager and leader. The job of staff management is complex, time-consuming and never-ending, but it goes with the territory of owning a business, and the rewards are far greater than the drawbacks.


Like we have done in so many aspects of business management, optometrists must become self-educated in human resource management. Since masterís degree programs exist in this field, we certainly arenít going to cover it completely in this newsletter or even in an optometric CE lecture, but we can get better at it. Experience is a wonderful teacher, and there are many good books available at your local bookstore. In the spirit of offering concise and practical tips, Iíll present a few ideas here that have proven to work in my practice.

Finding job candidates

First, donít give up. Iíve talked to many ODs about staffing problems and Iíll hear how difficult it is to fill an existing opening. Iíll ask about the help-wanted ad in the local paper only to find that there is no ad running. I donít get that. If I needed a new employee I would not stop running an ad until I found someone. Iíd also look to other sources, such as current employees who may know someone, local vocational schools (an optometric tech course may be too good to be true, but medical assisting courses are plentiful) and even your own patient base (you can tell a lot about intelligence, attitude and personality during an eye exam).

The number of job applicants youíll receive depends on the type of job opening you have available. If youíre looking for an administrative aide or receptionist, the applicant pool is much larger than if youíre looking for an optician or optometric technician. An ad for a receptionist should bring dozens of applications, while an ad with ďtechnical experience requiredĒ will bring a much smaller number. Of course, geographical location makes a big difference as well, but Iíve nearly always been able to find plenty of employees with excellent prior technical experience, or formal classroom training, in clinical eye care, optical dispensing or optical lab work. With a basis in any of those areas, we can train for our practice needs.

There were a few times in my 28-year practice history where I could not find a suitable experienced applicant for a technical position, and then I simply hired the best person I could who was interested in the field and I trained him or her myself. Thatís time consuming and I donít recommend it, but if there is no other option, thatís what Iíd do.

Personality and attitude

Personality and attitude is a more important trait than technical knowledge anyway, because you really canít train that. You may be able to bring out the best in an employee through good leadership and guidance, but Iíve found that much of a personís behavior is innate. Some people smile easily and are fair-minded and friendly, while some are naturally insecure, egotistical or defensive. Finding the right person is a function of the interview, although Iíll admit that applicants today seem to know how to put on their best face during an interview, and their true nature may only show up after they start work.

Applicants for non-technical jobs, like receptionist, simply must have that winning personality. Iíd also like to see prior front desk experience, computer skills, and experience handling money, but this applicant must smile easily and enjoy people.

The 5-second screening

When Iím seeking a new staff member, our newspaper want ad asks interested parties to apply in person at my office. This gives us a chance to see the applicants in person and have them complete our standard job application form in their own handwriting. We quickly learn a great deal from this procedure.

I designate a senior receptionist on our staff, or our office manager, to be available to greet walk-in applicants, give them our form and a clipboard and direct them to the waiting area. This 5-second interaction plus a quick glance at the completed application tells us a great deal. If the applicant seems promising after this 5-second screening, our staff person will ask if he or she can stay for an interview on the spot. Our office manager will generally conduct this initial interview, but the doctor could just as easily do it. It may only take about 15 minutes. We generally tell the candidate we will be in touch after we have seen additional applicants, but occasionally we will make a job offer right after the interview, if the candidate is very strong.

Next week, Iíll cover staff training and employee turnover.

Best wishes for continued success,

Neil B. Gailmard, OD, MBA, FAAO
Chief Optometric Editor, Optometric Management