Screening Job Candidates for Cultural Fit? Don’t Forget to Ask These 10 Questions

Human Resources, Talent Acquisition

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You’ve posted your job opening online, sorted through dozens of resumes and selected the applicants you’d like to interview. Now you just have to pick the one with the best combination of education, skills, and experience, right?

Wrong. In all likelihood, you’ve already screened candidates for those factors based on their resumes. Why do the same thing twice? The interview is your chance to dive a little deeper and assess what really matters most when hiring – cultural fit.

Fit with your office culture is a key determinant of whether a new hire will be successful in their role.  But how do you assess fit? Start by asking these 10 questions during the interview process:

1. Outside of work, what are you passionate about?

There is no right or wrong answer to this question. We recommend asking it to get a better sense of the person behind the resume – what inspires them, whether they prefer solitary or group pursuits, are they process or outcome oriented?

It also makes for a great ice-breaker early in the interview to stimulate conversation and create a bond over shared interests.

2. What are the first 3 things you would do if you won the lottery?

Another open question without a right or wrong response, this one reveals where the employee’s true priorities lie.

The risk-averse may focus on paying off debt and investing for the future, while more adventurous types may dream of starting a business or travelling the world.

A focus on family or charity suggests they are loyal and are motivated by a sense of belonging and feeling that their job contributes in a positive way to the community around them.

3. What does your ideal job look like? / What does your nightmare job look like?

Encourage the candidate to describe their ideal work conditions, daily routine, managers and team-mates, as well as scenarios that they would describe as a nightmare.

Their answers will offer a clear vision of how well they might adapt to your culture, allowing you to identify any red flag areas where fit may be a concern.

4. How do you define success in your job?

Not only does this question help you decide how best to incentivise and reward a new hire, it reveals how they themselves measure success.

Are they focused solely on their own goals such as compensation, bonuses and promotions or are they concerned with practice goals such as increasing profit, improving patient satisfaction, or making a positive contribution to the community?

Make sure the candidate’s goals and values align with your practice’s mission and values.

5. What’s the most successful way you have delegated a task in the past?

The answers to this question reveal not only what kind of work the candidate has done in the past, but what leadership skills they possess.

You want long-term employees who will develop, grow and move up within your company, so you need to assess their aptitude not only for the current position, but their potential as future leaders.

6. Describe a time when you failed at a task

Even employees who are an ideal fit for the job will face challenges. How they deal with adversity determines how successful they will be as a member of your team.

Are they willing to ask for help or do they prefer to go it alone? Do they blame others for problems or accept responsibility themselves?

7. What is your biggest pet peeve about your last job?

This question can open up a whole can of worms. Complaints about tasks, supervisors, pay, overtime, co-workers and customers will help you determine whether the applicant is really suited to work in your unique environment.

Even more importantly, they reveal a great deal about the candidate’s character, loyalty and judgement.

Unless you want an employee who will freely badmouth you and your customers to others, a candidate who does so in an interview may not be your first choice.

8. Imagine you’re riding a runaway elephant that’s about to go over a cliff. What do you do?

Yes, it’s a ridiculous question and yes, that’s the point. The answer itself isn’t as important as how the candidate deals with the unexpected.

Can they think quickly on their feet? Do they come up with a creative answer? Are they rattled by a nonsensical question in the middle of an otherwise ordinary interview?

9. Is there something you believe in that goes against established norms?

We all want employees who aren’t afraid to think outside the box. Independent thinkers may be more creative in the workplace and come up with unique methods and solutions to improve workflow and patient satisfaction if empowered to do so.

On the other hand, candidates who have little respect for authority and who resent being told what do and how to do it are unlikely to succeed in highly regulated work environments.

10. Which of our company’s core values do you identify with the most (or least)?

This seemingly innocuous question is actually one of the most relevant ones.

On its face it reveals whether the candidate’s values align with those of your business – clearly a key factor in determining fit. More importantly, it tells you how much the applicant wants the job and how much preparation they have done for the interview.

Have they thoroughly researched your business? Are they aware of your mission and values?

A candidate who will go above and beyond to prepare for an interview is more likely to be an employee who will go above and beyond for your business.

Bonus Questions

Q. Who was the best manager you ever had, and what was it about them that made them such a great manager, for you? 

– Always follow with who was the worst manager… and what was it about them that made them a poor manager, for you?

Q. What’s the funniest thing that ever happened to you at work? 

– Answers always give insight into underlying attitudes and beliefs. Also – is the answer self-deprecating or are they laughing at someone else’s expense?

 

JAN G. VAN DER HOOP

Jan is the co-founder and president of Fit First Technologies, a company that applies its predictive analytics to the task of matching people to roles. Those algorithms drive platforms such as TalentSorter, FitFirstJobs and Eyeployment.com, which are relied upon by organizations to screen high volumes of candidates for “fit” in their open positions.

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Improve Your Business Today

Human Resources, Managing Others

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If you want to improve your business, the best advice we can offer is to be intentional.

Consider your strategy and goals and put a lot of intention, action and oversight into making sure they happen by design.  Strategy by default won’t give you the competitive edge you need to achieve our goals. You have to work hard at it every single day.

Here are some of the actions you can take right now to move your practice in a positive direction.

  1. Increase transparency

Share information. Talk about your cash balance and how you manage it, particularly as it pertains to frame inventory. This builds trust and a common desire to see a positive change.

  1. Reconfirm the vision

As new employees come on board, take the time to clearly articulate your vision, mission and values to them. Give them examples of what makes your office special and unique.

  1. Fire someone

Keeping someone who does not fit with the values and vision of the practice person signals to everyone else that you’re willing to tolerate mediocrity.

Fire this person. Do it today. Do it humanely, do it legally. But do it.

  1. Thank someone with a handwritten note

It takes time and thoughtfulness on the part of the sender to hand-write a note. It’s a real, tangible thing. Think of someone in your organization who’s done something great, and thank them with a handwritten note.

  1. Give public praise

When someone in your practice does something amazing, walk into the center of your office and make that announcement. Publicly share this individual’s accomplishment, and why it was exceptional.

  1. Do the job no one wants to: a recall

If a patient cancels or no shows at the last minute, do something extraordinary. Do a recall. Keep going until you make an appointment. Show that this is a critical job and not above anyone’s pay grade, because without patients, no one has a job!

  1. Take your team to lunch

Reserve a private room at a nice restaurant, and take a two hour lunch. Don’t skimp, get loads of appetizers and order everyone desert. Show your love for the people who grind it out for you every day.

  1. Ask for feedback

Everyone has room to improve – even you. So, send an email to your entire team and ask for their help. What could you do differently? What could the practice do differently?

Do you want to start improving your business today?  Do these 8 things. Do them now.

 

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.

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Technology and Training: The Twin Tracks to Successful Practice Growth

Practice, Resources

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Michelle McLeod, Western Regional Director of Optometric Services Inc. (OSI), is an accomplished optician with over 20 years-experience in the optical field in a variety of dispensing and management positions. Today, she pursues her passion for the industry by helping optometrists reach their full potential by shaping practices to reflect their owners’ purpose. In 2018, the BC Association of Optometrists bestowed the Industry Representative of the Year Award to Michelle, recognizing her dedication and support to BC Optometrists.

CECBR sat down with Michelle to tap into her insights on how to achieve Optometric Practice growth and success.

CECBR: First, give us an overview of what you do for Optometric practices, and why you do it?

Michelle: In short, we help grow optometric practices to reflect the doctor who owns them and  the neighbourhoods and cities in which they are located. We do so by helping doctors to find their own voice and yet not be alone. My background is in helping optometrists develop business skills and a sense of understanding of what patients are looking for beyond the medical practice. For years, I’ve been observing how patients evaluate practices and make their decisions on staying with them. That experience, combined with the support of the OSI team, is what we provide to practices.

Why do I do it?  I’ve been driven to help small independent businesses maintain a voice in the face of extraordinary competition so that the patients have choices in their eye care. I think OSI members will all say that they feel that they have somebody that they can confidentially come to and talk about their unique selling proposition and find a way to develop it. That’s tremendously rewarding to me.

CECBR: How does the practice owner recognize that they need help? What prompts the initial discussion?

Michelle:  I’m always impressed that optometrists are constantly looking to measurably improve their practice. So often, proactively, they will come to work with OSI.  Of course, financial metrics are critical to the diagnosis of practice health, so higher than normal staff turnover and patient drop outs may also be indicators that something needs to be addressed. These may point to a team that is uninspired, doesn’t feel that the practice is interesting to work for, or perhaps is experiencing internal conflict.

A powerful driver nowadays is poor online reviews. Seeing a negative impression spread over the internet is a really hard hit in the gut for practice owners.

CECBR: Once recognizing the need for support, typically what are the first steps in the process?

Michelle: When we listen to various elite leaders, we’re inspired by what they have to say because they have an extraordinary clarity of purpose.  I encourage our business owners to think that way.  Why did you go into private practice?  What do you want to do for patients?  How is your practice going to look in five years and what do you want to do to get there?  Clarity of purpose is a grand, big plan. The idea is to dream big for your practice and then connect the dots to go from where you are to that goal.

Collaboration and communication with the team to make sure that that goal is well understood is essential. The team can bring ideas and creativity to implement or even enhance the goal.

When other people see what you’re trying to achieve and it’s clear to them who you are and what you’re about, and it is easy for staff and patients to become your ambassadors. Clarity of purpose is something that you do every day and that you are actually living and not just a Mission Statement on a pretty piece of paper on the wall.

CECBR:  So once a practice recognizes the need for improvement and defines and communicates Clarity of Purpose, how is it brought into reality?

Michelle:  You can draw a parallel between a patient treatment plan and a practice treatment plan. A patient plan has three elements: diagnosis, prescribed therapy and expected outcomes.  The practice growth plan is no different. In our approach, technology and training are the twin tracks to successful outcomes.

CECBR:  Let’s start with technology. What are the important technology aspects that need to be addressed in the practice treatment plan?

Michelle:  Technology is, of course, the foundation of patient health evaluation. But it’s always changing and growing.  If a clinic looks at their clarity of purpose and says, “I am looking to provide my patients the very best eye care possible,” technology is going to have to be part of that aspiration.  That may mean expanding the amount of special testing that’s done, or the amount of evaluation that can be done before the patient is referred.  So, it starts often with optometrists.

CECBR:  But what about technology outside of direct patient care? Is that part of the equation?

Michelle: Doctors often get very excited about the technology to deliver medical care, but then they have really insufficient clinic management software that doesn’t facilitate an outstanding patient experience. It just sits in the corner and collects data.  We’d like to see clinics consider that the software they use should do more than store patient information.

It should help them drive patient attraction and loyalty. This can be through online appointment booking, easy insurance billing, or the ability to browse clinic frame selection online. Over time, even portals where patients can access their own medical information will be possible. All of that is part of a technology that we believe becomes the backbone of the clinic and the Optosys software has been developed to achieve that goal. 

If an optometrist wants to be perceived as medically superior by their patients, it’s not just the quality of their eye exam that a patient evaluates. It’s their whole visit. So, the definition of technology also reaches into the eyewear gallery.

Independent practices don’t have to take a back seat to large corporate retailers. Independents have the advantage of being faster to make changes.  We can bring practices a technology ecosystem that includes digital eyeglass measuring devices, and, of course, a world class clinic management system that brings all technology, including medical tech, practice management and patient communication together.

CECBR: Earlier you said the tech and training go hand in hand. Can you please elaborate on the training side of this equation?

Michelle: Both of my parents were teachers.  I’ve had inspiring mentors in my life.  And one of the things that they have really shown me is that the best way to deliver excellent patient care is to constantly be finding out what the new version of excellence looks like.

Training includes absorbing new ideas, evolving how we take care of patients, maybe correcting some mistakes.  As a trainer, I ask two questions, “What do you feel you’re doing right and what would you like to do better?” These questions open the training discussion.

I enjoy teaching.  I think a lot of people in this profession do.  We’re blessed to have a lot of people in our industry who are willing to take their personal time to teach others, imparting knowledge and new ways of thinking.  So to me, training should be done on a regular basis.  If it isn’t, it may be an indication that the clinic is getting stale.

If training is left organically to the staff to do on their own, there may be a lack of clarity of purpose that the patients will experience.  Some have advanced their skills.  Some people haven’t.  This alters the consistency of patient care.  To me, training is a way to keep the whole team powering your clarity of purpose. That’s the reason OSI offers training programs and conferences that benefit clinics.  It’s a way to keep everybody on the same track to give responsible information to patients and find new ways to take care of them.

CECBR:  What specific best practices do you observe for effective training within the clinic?

Michelle: Having the practice owner prioritizing training as part of the routine is important.  We find that clinics that are really great at keeping their team educated invite OSI certified trainers to present on topics related to their clarity of purpose three to five times a year. This helps the team update their knowledge, keep their style consistent and ultimately deliver care that’s reflective of that practice.

We also encourage practices to leverage industry partnerships. Many suppliers have entire teams dedicated to coming in and developing the practice’s ability to promote their service or product.  The power of partners can help the practice team understand how to sell a product or how to claim a service.

I often hear, “We hired somebody because they have 10 years of experience”.  But the interesting thing is that person has 10 years of experience with somebody else’s clinic’s goals and dreams.  Ideally, training is a way to help craft a team which reflects the doctors’ goals and dreams.

CECBR: It sounds as though the OSI team, through you, are offering comprehensive Practice Consulting services.

Michelle: Yes, OSI practice management advisors are the conduit to help doctors find what they need and to access our specialty services.  For most doctors we can fulfil all of their needs internally through OSI. We have incredible internal capability in most disciplines; including marketing, web services, clinic management software and financing for equipment to name a few. When we have something that is more specialized we can refer them to a trusted partner.

I must say I’m lucky to work with extraordinary people.  The amount of care shown to patients is an extraordinary thing to watch.  Often for me, it’s taking all that same level of care that they put on patients and asking them to put it on themselves and their business.

Article sponsored by Optometric Services Inc.

 

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Is Tele-optometry Coming to an Optical Near You?

Practice, Technology, The Patient Journey

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Existing technologies configured in a new way sometimes creates new and potentially disruptive services. That’s what DigitalOptometrics, a New York based start up, is aiming for with the launch of its remote “full eye exam” tele-optometry service.

Using the combination of high definition teleconferencing, remote operated equipment and proprietary software, Digital Optometrics is providing full service eye examinations and eyewear prescriptions, all within regulatory boundaries according to company spokesperson Matthew Ruskin.

How does it work? After taking a kiosk-based medical history, a remotely located ophthalmic technician performs the subjective refraction while engaging the patient using a real-time remote video conference unit. A licensed optometrist checks the exam findings, discusses them via live video conferencing and delivers the patients optical RX within minutes. 

The NY-based company demonstrated the remote eye exam on willing “patients” at Vision Expo recently.  A NY licensed OD residing in Oregon, with the help of an onsite assistant, performed the eye health examination, including the use of a remote slit-lamp and a refraction.

What’s the business model?
Digital Optometrics provides a turnkey solution complete with the remote OD services and charges $45 US for a regular Eye Exam and $60 for a CL Examination. The company is focusing on refracting lanes in Optical outlets that are vacant for many hours of the week.  The tele-optometry solution allows the optician to fill their examination lane and, of course, generate an eyewear prescription which can be filled in the adjacent eye wear gallery.

The ECP is responsible for purchase and installation of the requisite equipment. Digital Optometrics provides a list of requirements, which includes a Riechert Remote Phoropter, video slit lamp camera, and a fundus camera. Digital Optometrics works closely to bring offers from all ophthalmic equipment manufacturers and their distributors, including their promotions and sales specials to assist in the set up.

The hardware and software installation includes comprehensive practice training which focuses on equipment software systems, forms and programs. Owner/Operator and onsite tech training includes interactive dialogue with the listed available Digital Optometrics ODs.

While this business opportunity appears to align with the general acceptance of telehealth technology and the changing demographics of the eye health providers, the guidelines from the American and Canadian associations of optometry reflect a cautionary attitude.

Dr. Trevor Miranda, who is actively involved with Care 1 telemedicine network, believes that the sharing economy where you can maximise unused resources, whether it’s taxis or optometric services, may find its place especially for start-up optometrists through opticals.  He adds however, “It’s really hard to replicate a very good anterior segment examination right now. When you look at the corneas, are you going to push on the gland?  Who’s doing that?” Miranda’s colleague Dr. Mike Kim adds, “I seriously doubt it will be a huge significant proportion of the overall patient care. The doctor-patient relationship can’t  be even closely replicated via technology from a screen.”

For now, Digital Optometrics is focused in the Tri-State region surrounding New York City, but does have international ambitions, including in Canada and Latin America.

 

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Insight with Dr. Paul Clark

Insights

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Dr. Paul Clark OD practices with IRIS The Visual Group

in sunny Kelowna, British Columbia.

Read Paul’s insight and find out how he became a

world champion in 1988!

 

Dr. Paul Clark

Optometrist IRIS Kelwona, BC

Doctor of Opometry, U of Waterloo 1981

 

How did you get into the eye care business?

As an Optometrist I don’t think our choice is to ‘get into the eye care business’, our choice is more often the desire to help people see and maintain eye health. Having said that, eye care is a business and we are all selling ourselves as professionals and yes we do sell products as well. Our challenge in the product side is really to educate, hmm, wait, our challenge on he professional side is also to educate. So in eye care business we have to hone our communication skills, educating patients so they will ask for the products and services we have.

What changes to eye care do you see coming down the pipe?

Personalized medicine will be the future with genetic tests helping to determine best drugs to use, best nutraceuticals (medical foods as our Americans call them) and the frequency of monitoring our patients.

What is something you plan on implementing in your business this year?

Meibomian gland expression has already started to change our practice. Patients feel significant relief from gland expression and they are calling back for more treatments.

What is currently the most exciting thing in your field to help practitioners and patients?

Now we have better tests for ocular pathology like the OCT and meibography. We have new products for myopia control and dry eye treatment. Everyone is waiting for the ‘bionic eye’ !

What is something you have done in your business to set you apart?

At Iris, we start with a personalized consultation with questions aimed at choosing the best products and services each patient will require. During the exam, the doctor refers back to problems uncovered in the consultation, then involves the optician in the exam room with potential solutions.
Solving problems the patient is unaware of rarely results in compliance. Allowing the patient to see their deficits in eye care often results in excellent compliance.

What business books would you recommend ECPs read?

I like thinking about marketing and enjoyed the book ‘This I Know’ by Terry O’Reilly. We all need to know how to market ourselves.

If you could take one album, one book, and one luxury item to a desert island, what would they be?

Tom Petty, Full Moon Fever, a journal to write in, my Maui Jim sunglasses.

How have you changed since high school?

I see the political perspectives much better. There is no black and white.

Tell me something few people know about you?

I was the first person to design a three wheeled racing chair to go faster than four. I held the world best time for the wheelchair marathon in 1988 using it. 1:38:27. Click here to see record!

Describe your perfect day.
I think every day is pretty much a perfect day. Morning coffee with my wife, looking out over the lake. A nice long bike ride. Solving a problem. A glass of wine with my wife at dinner. Evening on the deck listening to the crickets and the music from the boats on the lake.

 

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A Different Point of View

Practice, The Patient Journey

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Being a consultant has had an interesting impact on how I evaluate all healthcare appointments. I pay attention to every step of the process and evaluate it almost clinically.

For instance, every time I visit the neurologist for my daughter’s hearing impairment, I am frustrated by their check-in process. I hand over the required health card, they pass me back a clipboard with a sheet for me to fill in.

The sheet asks what the purpose of our visit is – and they want specifics. As it is a routine annual exam, I am always at a loss.  Why am I there again this year? To make sure there hasn’t been any further deterioration of her hearing. And then, I had a thought that I would also like to know if there has been any research or new advancements that might help my daughter.

Imagine if going to the doctor was more than just a routine check. What if it was also an opportunity to get informed and educated? Optometrists, opticians and many assistants attend continuing education seminars. How often to they reference those learnings to their patients?

Just recently I had a completely different experience at the chiropractor’s office. Every step of that process was carefully choreographed to build trust and educate. They mentioned recent studies. They emphasized how state of the art their equipment was and what results we could expect to see from the scans. There was a mix of in-person narrative and video that we were left to watch. At every step, I understand what we were doing and why. When the financial discussion came, there was a professional folder that contained all the information that had just been discussed, as well as different pricing options. I felt well informed about my choices and what decisions I had to make moving forward.

There is a very easy way to move your optometric practice from scenario one to scenario two. At every step of the flow in your office, have every person answer “So what?” for your patient. For the more technical pieces, find videos – or better yet, create your own! – to help the patient understand the “why”. Then tie it all together with a solution. Today we did “THIS” and we discovered “THAT,” so here’s what we are going to do – the answer to “SO WHAT?”

 

CHRISTINA FERRARI

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com

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Canadian Myopia Management Webinar Registration Now Open – 2 hours COPE Approved

Products | Services | Industry News, Resources

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Canadian Eye Care Business Review and Clinical & Refractive Optometry are pleased to announce a COPE approved (2 credit hours) live CE webinar on Monday, October 29 at 8 PM (EDT):
Myopia Management:  New perspectives. New Opportunities.  
Registration for the webinar is now open.

COPE Course ID: 59812-GO      Qualified Credit: 2 hour(s)

Speakers and topics for the webinar include

  • Scott Mundle, OD, President, World Council of Optometry
    • The Challenge of Myopia 
  • Debbie Jones, FCOptom, DipCLP FAAO, CORE/Univ. of Waterloo,
    • Myopia Management from Research to Clinical Practice 
  • Jeff Goodhew, OD, Chief Co-editor Canadian Eye Care Business Review
    • Myopia Control in Practice 

Myopia can no longer be considered a benign condition. It must be addressed as a potentially sight-threatening treatable disease.  Dr Mundle will share the WCO perspectives and plans for a global Myopia awareness week in 2019. All optometrists will understand the coordinated effort toward raising awareness of Myopia as a treatable condition. Dr. Debbie Jones,will review some of the interesting research and clinical studies, and Dr Jeff Goodhew will provide pointers on how optometry can integrate myopia control to patients in the optometric practice.

Presentations will be followed by a panel discussion. Dr. Farrah Sunderji, Calgary, Alberta and Dr. Thomas Gosling, Colorado will join in a panel discussion moderated by the hosts Drs Tina and Jeff Goodhew.  Questions from the audience will be addressed.

The webinar is made possible through the generous support of CooperVision Canada,  Carl Zeiss Vision Canada and HOYA Vision Care.

Pacific University, School of Optometry is the COPE sponsoring organization and administrator for this course.

 

REGISTER

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10 Innovative HR Practices to Improve Employee Engagement

Human Resources, Managing Others

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When it comes to increasing productivity and reducing staff turnover, many top companies rely on employee engagement programs to keep workers motivated.

Why is engagement so important? A 2015 study by Glassdoor reported that 54% of employees surveyed felt confident about finding a comparable position within six months if they quit or were laid off.

Today’s practices need to offer their employees a compelling reason to stay.

Which strategies are most effective? Check out our top-10 list of employee engagement tips designed to boost morale – and your bottom line.

 

1. Work on wellness

With job stress often cited as a reason employees quit, focusing on health and work-life balance makes sense.

Physical and mental wellness programs can include generous healthcare benefits, on site fitness classes, healthy eating options, and workshops on topics such as mindfulness and stress management.

 

2. Treat employees like insiders

Information is power. When you treat employees like insiders and share valuable information regarding your practice’s strategic plans, mission and goals with them, everyone can work towards the same objectives.

When facing tough decisions in a challenging business environment, make sure all staff members understand exactly what is happening and why, and what steps management is taking to mitigate any negative effects.

 

3. Inspire pride in your team

Do your employees feel their work has meaning and purpose?

Does their work make a difference to others? People who believe strongly in what they do are engaged in their work and inspired to do their best.

Be an inspiration to your team by serving as a leader and a mentor, nurturing their personal growth and supporting their chosen causes in the community through your philanthropy program.

 

4. Provide premium perks

Perks matter. A 2015 survey from Glassdoor showed that 79% of respondents would choose additional perks and benefits over a raise, given the choice.

Some of the most popular perks include increased vacation days, paid sick leave, flexible work hours, employee discounts, wellness programs, and professional development opportunities.

 

5. Reward responsibility

Do you give your staff jobs to complete or responsibilities?

Employees are more invested in their work when they’re aware of the big picture and bear responsibility for the outcome.

Empower workers to take ownership of entire projects and provide them the tools to succeed rather than simply assigning piecemeal tasks.

 

6. Pay for professional development

Investing in your employees is an investment in your business’ bottom line.

Helping your employees develop their current skills and learn new ones is a win-win-win.

They appreciate your support, which in turn fosters loyalty and engagement. They improve their performance, increasing your practice’s productivity and contributing positively to its bottom line.

 

7. Let employees walk a mile in others’ shoes

Collaboration and productivity can’t exist in a silo.

Foster an environment of teamwork and cooperation by allowing employees to experience what colleagues in other departments do.

Let selected staff members choose which role they’d like to assume, assign a mentor in that role to provide basic training, and let the workers enjoy trading places for a day.

 

8. Gamification gets results

Can gamification really make work more fun? Yes!

Whether encouraging friendly competition between teams to hit certain targets, rewarding achievements with redeemable points, or using one of the many mobile gamification platforms gaining popularity with HR departments, introducing elements from the gaming sphere into the workplace can enhance both performance and team spirit.

 

9. Brainstorm from the bottom up

Your employees are your greatest asset.

Take advantage of their diverse backgrounds and experiences by opening brainstorming sessions up to all employees.

Encouraging input from everyone results in creative, out-of-the-box solutions and helps all employees feel like they can contribute to the practice’s success.

 

10. Consider your office culture

One of the easiest ways to ensure employee engagement is to hire employees who suit your existing office culture.

Employees who are a good match for the job, the manager, the work-style of their colleagues and the practice’s values will work cooperatively and productively as a harmonious team.

 

A fitting way to increase engagement

Of all the tips above, none will have a greater impact on employee engagement, productivity and turnover than hiring for fit first – but how?

“Fit” isn’t something which can easily be determined by reading a resume or interviewing a candidate.

Eyeployment.com’s interactive app can help you attract, screen and hire the right employees for your position and your company. Click here to learn more.

 

JAN G. VAN DER HOOP

Jan is the co-founder and president of Fit First Technologies, a company that applies its predictive analytics to the task of matching people to roles. Those algorithms drive platforms such as TalentSorter, FitFirstJobs and Eyeployment.com, which are relied upon by organizations to screen high volumes of candidates for “fit” in their open positions.

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Psychology of the Transaction

Buying-Selling A Practice, Practice

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An often overlooked aspect when selling your practice are the psychological factors that come into play during the transaction process. In this discussion adapted from the Webinar Should I Stay or Should I Go, expert panelist Daryan Angle (VP IRIS The Visual Group) discusses the emotional journey of selling your practice.

The process of selling a practice is definitely an emotional experience with lots of ups and downs. When you get into the actual sales process you go through a range of emotions. There’s the stress of running your practice at the same time going through a sale process, and the questions that come up with regards to financial evaluation or diligence. They can be confusing, and you can get frustrated. You may think that things aren’t going to happen, and you can have low points.

It’s important to recognize that that’s going to happen no matter how stoic you are and how a logical thinker you might feel you are. We are all humans and we are driven by our emotional centers as a real way of making decisions and taking action.

What are the solutions? Have a trusted advisor, somebody who’s been there before who can fill in some of the more technical questions and be a buffer, walk you through certain things, and give you a better perspective on the whole process as it goes forward. It has to be someone you trust, it could be your CPA, or your broker, or someone else that knows the space.

You must set realistic expectations, and retain some flexibility. The sales process is not black and white, and things change based on information on the buyer’s side. It certainly can be helpful to be open with the buyer, so if you are feeling like something isn’t going right, or your point is not really being made, it is beneficial to be open with the buyer so that you can come to a resolution. Before you wind up being partners with your buyer, you want to make sure that you are able to air everything that gives you some apprehension. Part of the discussion during the sale can surround what the practice is going to look like post-transaction.

In addition, now that you are free of all the administration you used to have as an owner, you are going to have some free time in your life and you need to have a vision for where you are going to spend that time. That will make the post-transactional life more smooth and you may have less feelings of grief or loss due to the changes that have occurred.

Lastly, support the integration plan. Whenever there is a transition of ownership, the seller is goingto be a crucial part of that transfer of trust for the team, for the employees, and for the suppliers. As the seller, they are all going to look to the cues of the former owner as to whether they are going to accept the new owner and what they want to do. Being part of the integration plan in a meaningful way will not only help the transitional goal for the buyer, but it actually helps you emotionally because it allows you to go through a smooth transition as a cheerleader in the process.

 

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5 Winning Marketing Ideas from Outside Optometry

Advertising & Promotion, Marketing, Resources

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Great marketing ideas can come from your peers. Just as often, businesses outside of the optical industry can give you a fresh perspective. You can learn how best to create bonds with current patients, while also attracting new ones. Here are five marketing ideas that, as a marketing consultant and a former practice owner, I have either tried myself or seen the effectiveness in other businesses.

Business cards shaped like sunglasses, with contact information for the doctor written on the left lens of the sunglasses on top. Dr. Higgins says such a card reminds people of not just what you do as a doctor, but what you sell.

Unique Business Card
Cost: Fifty cards start at $20.
Why might it work in an independent OD practice? You want to make sure you stand out in today’s healthcare market, where patients have many choices.
How can I do It?: Hire a clever graphic designer and/or come up with an idea on your own. You can do a simple Google Image search for creative business cards to spark ideas of what you could do.
I’ve seen business cards for optometrists that are made out of a magnifying plastic, so someone could use it to read. Or you could have the cards cut into the shape of glasses or an eye. Or include a pinhole in the card, and explain the pinhole phenomenon on the back. Another creative option: A flat card that has a multi-tool/screwdriver for glasses on the edge, or a round card that can be used as an occluder.

Dr. Higgins encourages practice owners to try sidewalk chalk advertising. You may want to check your local city ordinances to be sure that doing so doesn’t violate any laws.

Chalk Writing on Sidewalk
Cost: $10 for a package of sidewalk chalk.
Why might it work in an independent OD practice? It is helpful to direct people’s gaze upwards from watching where they are walking, or direct them around a corner.
How can I do it? Find out first if there is any ordinance, or law, prohibiting businesses from drawing on the sidewalk in your town. If it’s not illegal, get creative and draw and write away. You just need to jump in and try this yourself, or have a staff member with nice handwriting, and a flair for drawing, give it a try.

Where’s Waldo?
A local bookstore in Frederick, Md., where my practice was based, started this campaign.

They gave all the businesses in town a Waldo figure to hide in their stores. They then gave the children passports to get stamped at each store where they found Waldo. When completed, the children turned in their passports at the bookstore for a prize.
Cost: $50 for the Waldos and the passbooks, and the cost of the prize.
Why might it work in an independent OD practice? An optometry office could spearhead the game. The contest benefited all of the businesses in the town, as it increased foot traffic. Because of this, the businesses in Frederick were eager to participate.

A bookshop in Dr. Higgins’ town of Frederick, Md., held a Find Waldo contest that involved all of the town’s other businesses, drawing in families with small children

All you need to do is get the Waldo figures, which you can find copies of  online and and print the passports (which were photocopied sheets of a chart with all the stores). This promotion ran for one month in the summer, and parents embraced the event to keep the kids entertained for a few hours.

Organize & Host a Fashion Show
My local hair salon held a fashion show every year on Valentine’s Day. The local business owners were invited to participate, with the understanding that we would share the minimal cost.
The salon styled the hair, the makeup shop provided makeovers, the consignment store designed the outfits, and we rocked the glasses. The show was held in a funky upper room of a local brewery, donated by the owner.
Cost: I do not know for sure the overall cost, but the main cost was time on the part of the stores that signed up to participate. I would estimate the cost to be as little as $500 for the business organizing this event.

A window display at Dr. Higgins’ former practice, Unique Optique. Dr. Higgins says you can find inspiration for creative window displays walking through your town, or on sites like Pinterest.

Why might it work in an independent OD practice? This was a hugely popular activity. There was an auction of donated wares, a DJ and pre-show model training. Any business that seeks to raise its profile in the local community would benefit from this kind of event.
How can I do it? Take the initiative to gather the local businesses, using your local Chamber of Commerce and other business organizations. It would take some time to organize the evening.

Creative Window displays
The clothing chain Anthropology is well known for its windows. You probably have local stores in your community with windows that you’ve admired. When you see one that stands out (in a good way), take a photo, and brainstorm with your staff how you might do something similar.
Cost: This will vary widely depending on your idea. Cost can range from free, if you use left-over materials in your office, like frame inventory, ribbons, streamers, or props that you may have in your closet at home. You should be able to create a memorable window for under $300, and fewer than two hours.
Why might it work in an independent OD practice? It will make people notice your office, and some of those people will stop in to browse your merchandise, and hopefully book an appointment for an exam.
How can I do it? You can search window displays on Pinterest for interesting window display ideas.

Keep your eye peeled for marketing ideas everywhere to incorporate into your practice. Marketing is marketing, regardless of the specialty.

 

MARIA HIGGINS, OD

owns The Unique Technique, a business and marketing consultancy. She formerly owned The Unique Optique in Frederick, Md. To contact her: info@the-unique-technique.com.

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