Hiring an Optometrist or Ophthalmologist – What to Look for on a Candidate’s Resume/CV

While large corporations in other industries may rely on automated applicant tracking systems to sift through resumes and attempt to identify the best candidates for an open position through keywords and algorithms, most eye care practices employ a much simpler approach of reading through candidate resumes and CV’s manually. As the doctor or office manager, it can often be a challenge to identify the best candidate for your open position based off of a single document.

As a vision recruiting firm, we know all too well what it’s like to read through giant stacks of resumes and CV’s. If you don’t know what you’re looking for, filtering out the best candidates can quickly turn into a very daunting and frustrating task. Over the years we’ve come to recognize several key areas to pay attention to that will most often indicate very quickly whether a candidate is a good fit for your practice. So what should a doctor or manager look for on a candidate’s resume/CV?

Here are some items on a candidate’s resume/CV to pay particular attention to:

1. Education (school and graduation date) – Knowing when and where a candidate received their degree is the first indicator of whether or not he or she is a good fit for your practice. How long ago did the candidate graduate? Did he or she graduate with honors? If a practice is looking to bring in a new grad as their next associate, this is the first place to look.
   
2. Notable CE/Residency Programs – Continuing education courses can have a positive impact on a candidate’s ability to treat patients, grow the practice, and meet state licensure requirements. Making sure a candidate is licensed to work in your state before scheduling an interview can help avoid many unforeseen issues and prevent wasting time on unqualified candidates.
   
3. Quantifiable Accomplishments – It’s likely that almost every candidate will put an objective statement on his or her resume claiming to be great with patients and staff, exceptionally team oriented, very willing to learn, and so on. But what can the candidate do to better the practice’s bottom line? Good chairside manner is essential, but a friendly candidate with a terrible production average isn’t going to help grow your practice. Let the numbers do the talking on the candidate’s resume. You’ll have a chance to observe the candidate’s personality during the interview. For now, focus on the numbers in front of you and the value he or she can add to your practice.
   
4. Special Skills and Training - What special skills does the candidate have? Does he or she have special training in glaucoma, low vision, or pediatric treatment? Can the candidate perform an eye exam in Spanish? Hiring a candidate with additional skills means keeping more cases in-house, which directly affects your practice’s bottom line.
   
5. References – Take a look at the references listed on the candidate’s resume/CV. If you’re in a smaller community, chances are you might already know the candidate or at least one of the references listed. If everything else on a candidate’s resume checks out, go ahead and reach out to their references. Sometimes doing so can provide incredibly valuable insight into a candidate’s character, professionalism, skillset, and personality before they ever sit down for an interview.
   

If you’re looking to hire a new associate or staff member for your eye care practice, consider reaching out to us at ETS Vision! We’re regularly in touch with hundreds of optometrist, ophthalmologists, and vision staff every day. Contact your local recruiter now and let us start searching for your next great team member.

Interviewing Methods in Your Eye Care Practice: Traditional versus Behavioral Interviewing

How do you interview? Do you just let a conversation happen, or do you take the time to dig a little deeper? There are two regularly used interview methods: The Traditional Interview and the Behavioral Interview. I highly recommend incorporating both when you interview candidates for your associate or staff positions, as each method offers valuable insight about a candidate’s professional and personal qualities.

Our friends at CEDR HR Solutions do a great job of defining both of these interview methods:

“In a traditional interview, the interviewer asks prospective hires a series of straightforward, open-ended questions like, 'How would you handle [insert hypothetical situation],' 'What 5 words best describe you,' 'What is your greatest weakness,' or 'Describe what customer service means to you.'
In contrast, for a behavioral interview, the employer identifies a vital skill set that they want the ideal person in that position to have and then develops a series of questions geared toward eliciting answers where the candidate demonstrated those skills in the past.
For example:

• Tell me about a time where you had to use patience to calm down a patient.
  
• Describe a goal you set for yourself and how you met it.
  
• What do you consider your greatest work achievement?
  
• How do you handle interruptions at work? Give examples .”
  

You can read the whole article at http://www.cedrsolutions.com/best-hiring-tool/.

Anyone can describe their skills in a traditional question and answer interview. However, the Behavioral Interview questions will allow you to gain insight into how the candidate applies those skills, which is much more important in your eye care practice.

Here are some other questions that could apply directly to hiring in your eye care practice:

To an associate Optometrist/Ophthalmologist candidate:

• Describe an instance when you worked with a patient to overcome their fears and gain their trust.
  
• How do you accept input from an assistant while in the operatory with a patient?
  
• Tell me about a time when you did not agree with a treatment plan developed by another provider. How did you address this matter and still provide quality care to the patient?
  

To a staff member candidate:

• Describe a time when you had to get a patient payment upfront but they would or could not pay at that time?
  
• How would you handle an employee who is repeatedly missing work or consistently late?
  

Take some time before your next interview and write questions that will help you to determine if the next candidate fits the needs and challenges in your practice.

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Special thanks to Paul Edwards and his team at CEDR HR Solutions for allowing us to quote from BEHAVIORAL INTERVEW: An Employer’s Best Hiring Tool. CEDR is an HR firm specializing in custom employee handbooks and other HR resources for healthcare practices across the United States.

ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Vision Staff throughout the United States. www.etsvision.com

Online Interviewing Tips for Hiring Managers

Interviewing can be costly and time consuming, especially when considering candidates from out of the area. Luckily, technology advancements have enabled us to reach these individuals with much more ease than we have had in the past thanks to the webcam allowing for online interviews.

We are seeing more clients opting for online interviews due to the following benefits:

• You are able to view the candidate and gauge their professional appearance and body language
  
• Allows you to see the interviewee in their own surroundings
  
• Reduces travel costs associated with bringing candidates in for interviews
  

Considering adding online interviews to your hiring process? The following are some tips to help both the interviewer make the best first impression.

1. Be familiar with the technology you are using —Download the program ahead of time, and do a test run with a friend. Skype is one of the more common software programs being used, but as with any technology, it’ll be much better to work out the technical kinks on the front end before starting the interview.
   
2. Make sure that you and the interviewee are able to connect —Make sure you have one another’s screen name or log in information needed prior to the appointment.
   
3. Make sure you look into the camera —If you are looking at the screen, you are not making direct eye contact with the person to whom you are communicating. This can be just as damaging for a video interview as it would be if you were sitting across a table from someone.
   
4. Be mindful of your background and lighting —Put yourself in an area with little to no background noise, and be mindful of potential interruptions. Also be aware of what the person will see behind you. It is best to avoid stark white walls and busy backgrounds. Test the lighting in the area where you will interview ahead of time to make sure it is flattering.
   
5. Adjust the camera ahead of time —You want the camera to show your head, shoulders, and hands. You need to be able to communicate fully, so this includes being able to transmit and receive nonverbal cues.
   
6. Dress for success —Dress for a video interview the same way you would if you were meeting the person at the office. Dark colors with a touch of color are the safest and look best on camera.
   
7. Have a script —Having notes in front of you can prevent awkward silences and keep the conversation on track.
   

Written by Tiffany Worstell, Account Executive/Vision Recruiter for Vision Staff at ETS Vision (www.etsvision.com). For more information, contact Tiffany directly at 540-491-9112 or tworstell@etsvision.com

The Importance of Selling Your Opportunity

While the financial aspects of any job opportunity play a significant role in swaying a candidate’s decision to accept an offer, a vision practice owner must take into consideration more than just salary when selling an opportunity. Since more than 60 percent of our placements relocate to the area after accepting an offer, the practice owner needs to put themselves in the associate candidate's shoes and start asking themselves questions about the opportunity before a candidate ever walks through the door.

What does the neighborhood look like? How are the schools? What are selling points of the community? If the candidate was interested in living in the city and the practice is located and hour or two out, the owner should talk about how easy it is to pop into the city whenever they want to. Is the outside of the practice presentable? Is the candidate welcomed with a smile from your front desk or office manager? Is the staff smiling and enjoying themselves while they work? Is the candidate’s name on the welcome sign? Do you understand any barriers the candidate may have to moving to your community? What’s the cost of living? What is their spouse’s career? Are their kids involved in sports, dance, academic, or other extracurricular activities? Have you noticed I haven't mentioned money or anything vision related yet?

It is also important to realize that there are going to be things about your practice or opportunity that the candidate does not like. Maybe it's being on call. Maybe it's working some weekends. Maybe your practice isn't in the most desirable neighborhood, suburb, or community. The best way to overcome these obstacles is by communicating your mission. Explain that you've developed a growing and loyal patient following by your absolute commitment to serving the needs of your community. You may not like working periodic evenings or weekends, but you would only be asking the associate to do this because it is consistent with your mission. If you sell them on your mission and ask them to help you serve that mission, many of the little issues disappear.

Keep in mind the best candidates have many options. Treat every candidate like he or she could be your partner or the buyer of your practice, even if you initially think of them as your second or third choice. Many make the mistake of only treating their initial first choice candidate well. Unfortunately, many practice owners find out that candidate is also the first choice of two or three other practices. Sometimes the first choice candidate turns out to have baggage, a negative attitude, or simply isn't able to accept your opportunity. In the meantime, a practice owner has likely ignored equally qualified candidates. Having multiple candidates interested in your opportunity is a great problem to have. It also strengthens your negotiating power. You've heard the saying that most interviewers make up their mind about a candidate in “x seconds.” The same is true for candidates. Let's face it, you are in competition for the best candidates with regional and national practice management companies. Many can offer more money, better benefits, more training, or newer facilities. What these organizations can't offer is the things that set your practice apart. Your practice has a special place in the community you serve. Play that up.

If the technology or equipment in your practice needs some updating, use this to your advantage. Let the candidate know you've been holding off on updating until you locate your new associate. Since he or she is going to be a big part of the practice’s future, you want them involved in selecting the next generation of equipment and technology. Signal you are willing to teach, but you are also willing to learn. Many early career optometrists/ophthalmologists have received specialized training that simply wasn't available previously. Make sure you are signaling that you want this to be a win-win opportunity. Show you have a genuine interest in their career, their interests, and their family. These are things that practice management companies often miss.

During the interview, you expect a candidate to be personable, confident, and organized. You expect them to keep commitments, stay motivated to constantly improve, and always have the best interests of their patients in mind. Did you know candidates are looking for the same qualities in you as a practice owner? If you aren't prepared, you are late, the office is a mess, and you speak poorly of previous or current associates and staff members, expect to watch your candidate turn and walk away from your opportunity. Interviews are a two lane road, so remember that the candidate isn’t the only one on the spot.

Finally, remember that paying attention to the little things will save you money. Although money is important, it often isn’t a candidate’s top priority. We use the acronym CLAMPS: Challenge, Location, Advancement, Money, People and Stability/Security. If you score high on Challenge (always improving clinically) , Location (your community is appealing to the candidate), Advancement (possibility to buy-in), and People (upbeat team environment), you stand a very good chance of landing an associate who is also considering a position in an impersonal corporate environment with higher income potential.

ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Practice Leadership Professionals throughout the United States. www.etsvision.com

Resumes That Give You the Edge

A resume or a curriculum vitae (CV) will serve as a vital and necessary tool in your career as an Optometrist/Ophthalmologist. I have seen thousands in my time as a Search Consultant of vision docs across the U.S., and I would like to share some tips on what to do when preparing yours.

1. Know the difference : Resumes are a summary of your employment and educational background and experience. CV’s are meant to be very detailed, and should outline everything associated with your field of study including: education, research, publications, continuing education, employment, etc.
   
   
2. When to use Resume versus CV : Resumes are more appropriate for gaining employment in clinical practice. When practices are hiring a new Associate, they want to quickly review a candidate’s background. An easy to read-at-a-glace resume is what you want to provide. A lengthy CV would not be appropriate in these situations. CV’s are used primarily in the areas such as academia and research.
   
   
3. Resume content : Again, a resume is a summary. Keep it to two pages if possible, three at most. I advice all job applicants with lengthy resumes to cut back on the “fluff” such as hobbies, personal statements, family info, or other personal info not relevant to the job search.
   Note to new graduates: one page is fine. Don’t create content that doesn’t really help you just to get a second page. Highlight your achievements in academia.
   
   
4. Don’t include personal data such as marital status, age, national origin, social security number, etc. This information can lead to possible discrimination or worse, identity theft. In the United States, the Equal Employment Opportunity Commission (EEOC) sets rules for what information employers are allowed to use when making a hiring decision. Learn more at http://www.eeoc.gov/.
   
   
5. Make your resume readable and proof your grammar and spelling . I don’t recommend using complicated resume formats or layouts. Often times these layouts hurt you rather than help set you apart. Most employers and recruiters use databases and software that will scrub for information, and if the format is not straight forward it may not get seen as you would hope. Follow this order:
   
   1. Name and contact info
   2. Education
   3. Work History
   4. CE
      
      
6. Measurable achievement sets you apart. Share facts when possible. The questions I get from employers generally are: A) How well did he/she rank clinically in school? B) How much does this doctor produce monthly in his/her current role? C) How many eye exams does this doctor perform weekly/monthly? D) Does the doctor speak Spanish?
   
   Success and ability are measurable. Make a point to know and share what you bring to the table.
   
   
7. Skip the fluff: As stated in point 6, measurable data is best. I will give you some insight into nearly every resume and interview I’ve seen or done: Every doctor is “great with patients and the staff”. They all say it. When I ask, what set’s you apart? They tell me their “patients want to follow them wherever they go.” If you’re a nice doctor, we’ll get that in the interview by meeting and speaking with you. The points that get you into an interview are the measurable ones.

The information I have shared above is very basic, but so often I see doctors overcomplicating what should be a very simple summary of their careers and education. You should know what employers are looking for when reviewing resumes. They are looking for work experience, education, and measurable achievement. Give them that information in order set you apart from other applicants.

 ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Vision Staff throughout the United States. www.etsvision.com

Skills Needed in a Successful Office Manager

One of the hardest and most important positions you will fill in your office is the position of office manager. Why is this so hard? Because an effective manager is going to control the chaos and enable you to reach your goals.

Obviously, every office's needs for a manager will vary. However, there are three core skills that every office leader needs.

Leadership Skills
Whether your office manager is leading one or twenty one, it is imperative that your manager be an effective leader and gain the respect of staff. It is the manager's duty to make sure that goals are being met and being able to get the staff to "buy in" to goals is essential. The manager ensures that the staff is motivated and on the right track, but also has to be able to delegate responsibilities to the team rather than handling everything on his or her own.

Communication Skills
Your office manager represents you and your practice. He or she works closely with individuals in various capacities-people that you want to continue having relationships with such as your staff, vendors, colleagues, and patients. The importance of how this person communicates is invaluable. An effective communicator gives you and your practice credibility.

In a leadership capacity, your office manager needs to be able to interact effectively with other people. This requires actively listening and responding appropriately-not acting purely on emotion.

Analytical Skills
A vision office is ever changing and you need someone who is not always caught up in the smaller details, but who can see the bigger picture. There is always something that can be improved upon to increase efficiencies and/or save the office money. Your manager should be able to gather information, when needed, and make appropriate decisions based upon information given. You should be able to trust their analytical skills and ability to make decisions.

While the specific requirements for each position change, every office benefits when their manager possesses strong leadership, communication and analytical skills.
Do you have an effective office manager?


Written by Tiffany Worstell, Account Executive/Vision Recruiter for Vision Staff at ETS Vision (www.etsvision.com). For more information, contact Tiffany directly at 540-491-9112 or tworstell@etsvision.com

Reference Checks: The Questions That Can Make or Break Your Practice

In many ways, the eye care community is isolated from the rest of the business world. While the corporate world is encroaching, most practices are still built around the owner who, generally, has little formal business training and may well remember the days when a handshake was enough.

As recruiters, we often start our relationships with vision practices who have recently gone through a frustrating and often messy termination. Unfortunately, the doctors who leave the biggest messes easily find other employment only to leave a similar wake of destruction in their next office. Why is it so easy for these doctors to ruin one practice after another?

Vision Practices, as a group, routinely fail to protect the practice, staff and patients by performing a simple reference check. The importance of reference checking is well-documented in the larger business world.

Simply checking license history is no longer enough. You have the right to ask for references, and you should not settle for personal references. Ask for contact information of previous employers or faculty, if appropriate. Here are some practical steps to help make a reference check call easy, informative and less time consuming.

Confirm the details

Do not be shy to ask how the reference knows the job seeker. Find out how long they have known each other. If the reference is a former employer, ask for dates of employment. Ask what their function was in that position.

Decide what you want to know before you call

When we perform reference checks on behalf of our clients, we ask the reference to rate the job candidate on productivity, the quality of their work, their oral and written expression, their working relationships, their motivation and initiative, and their punctuality and attendance.

Know what he/she does well

Ask the reference what they would consider to be the job seeker’s greatest strengths in the position. Also, ask what the employer’s expectations were and how well the job seeker fulfilled them. Do they work better independently or under direct supervision?

Know where the job seeker could improve

This is a great way to ask for constructive criticism in a way that will not make the reference feel uncomfortable about giving a bad reference. Be sure to ask if the job seeker was open to critique and if progress was made toward improvement.

Would the reference hire or re-hire the job seeker?

This is straight to the point. If you hear “No,” make sure that you know why.

When you finish the reference check, be sure to thank the reference for the time that they spent with you and the information they provided. They may well have just saved you from a bad decision or enabled you to sleep well with the decision you will make.

ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Vision Staff throughout the United States. www.etsvision.com

Annual Planning – To Add or Not to Add an Associate

With the holiday season in full swing and the end of the year approaching faster than ever, many practice owners utilize this time of year to put the finishing touches on their business plans and goals for the upcoming year. Perhaps one of the most important decisions any practice owner will make during annual planning is whether or not to add an associate to their practice.

Knowing if your practice is ready to hire an associate, however, is key to determining the success of any expansion. Here are some tips to follow when considering the addition of an associate to your practice, including good reasons to add and good reasons to wait:

Good Reasons to Add

It fits with your mission – If you offer a unique set of services to your target patient base, your production numbers are above industry norms, and you can easily add more patients by offering more capacity, it might be a good time to look at adding an associate.

It fits with your long-term strategy – We’ve written numerous articles over the years about having a clear picture of what you want your practice to look like and be like in five years, ten years, or when you are ready to transition out. If you don’t have a long-term objective, it’s important to develop one before hiring anyone. If you need some help, we’ve put together a great guide on preparing a business plan and organizing your objectives and goals: Grow Your Practice in the Upcoming Year with a Business Plan

A great opportunity presents itself –One of the best indicators it may be time to add an associate is if there is an underserved patient population in your community and you could fill a new associate’s schedule by catering to their needs.

You find an associate with the following three qualities –

1. His clinical philosophy is in sync with yours

2. Her personality fits well with yours and that of your office culture

3. Your long term goals align (i.e. she wants to buy an office in 5 years, you want to sell your office in 5 years)

If these three things align, just about all other issues can be worked out in time. If clinical philosophies, personalities, or long-term goals are not in line, however, don’t make the hire.

Complimentary Skills – If an associate loves working with pediatric patients or performing certain procedures that you routinely refer out, you may be able to add a complimentary revenue stream to your practice without adding patients.

You can afford to fail – Adding an associate is a calculated risk. Make absolutely sure that if an associate does not work out, it will not seriously jeopardize the long-term health of your practice. We’ve seen Optometrist/Ophthalmologists literally hand their practice over to a new associate on their first day so the owner could take an extended two month vacation or stop practicing altogether. This is a recipe for disaster, and often comes with costly consequences for the practice owner.

You are truly prepared – Make sure you have the operatories, systems, and staff to support a new associate before you make a hire. The reason that most associate relationships fail is because the practice simply wasn’t ready. There are plenty of great associate opportunities out there. Don’t lose a great associate because he or she lacks the equipment, staff, mentoring, or patients. Just because you need an associate does not mean your practice is ready for one.

Good Reasons to Wait

Your practice’s systems are inefficient – When was the last time you took a look at your practice’s internal efficiencies? Is your practice producing what comparably-sized practices are? If the answer is no, you may want to speak with a practice consultant so you can get the most out of your current system and team. Adding an associate will not fix your production issues, but will simply add to the inefficiency of your practice.

You want more time off – Many Optometrists/Ophthalmologists make the mistake of adding an associate simply because they want more time off. This reason is perfectly justifiable, but first you need to assess the financial impact of an associate taking over some or all of your current production.  If you can improve your quality of life by adding an associate to share your current workload and give you more free time, by all means do it. Just make sure you get with your CPA to ensure you truly understand the financial impact of such a decision.

You’ve just expanded or built a new office and want to “fill it up” – Just because a new building will accommodate two, three, four, or five associates and the accompanying support staff doesn’t mean you will immediately have patient demand to fill everyone’s schedule immediately. “If you build it, they will come” doesn’t always work when it comes to eye care, especially in the short term.

Your competitor just hired an associate – Can you hear your Mom saying “if all your friends jumped off a bridge, would you?” There is a lot of truth behind that old phraseology, as silly as it may seem. What might be right for a competitor’s practice and financial situation isn’t necessarily best for your own practice, and vice versa. Identifying and assessing your practice’s specific needs and goals will always warrant better results than simply trying to copy your competitor’s strategies.

Adding an associate is an important decision for any practice owner to make. With some careful thought and planning, though, the addition of the right team member to any practice can boost production levels and increase the overall profitability of the practice as a whole.

If you’re considering adding an associate, feel free to reach out to one of our experienced vision recruiters and let ETS find your next great associate for you!

Written by Mark Kennedy, President and Owner of ETS Dental, Vision, Tech-Ops, and Therapy. For more information, contact us and let ETS Vision find your next associate, partner, or buyer today! www.etsvision.com

6 Tips to Ace a Video Interview

Video interviewing is quickly becoming a favorite medium for employers to connect with potential candidates. Knowing how to conduct or participate in a video interview and have everything go smoothly, however, takes some preparation.

Here are a few tips to help you do your best:

1. Make a Good Connection - Before you can make a good connection with an employer during an interview, you must first ensure that your internet connection is up to par. Conduct the interview somewhere where you will have a steady internet connection with decent speeds. Stuttering video, skipping audio, or worse, a connection that drops out altogether, are all symptoms of slow internet speeds and might cut your chances of acing the interview painfully short.

2. Location, Location, Location – Where you decide to set up your webcam and conduct the interview plays a huge role in the quality of your overall presentation. Try to choose a quiet area with sufficient lighting and make sure what’s behind you isn’t distracting to the interviewer. If you will be conducting the interview from home, make sure any fellow cohabitants are aware of what you’re doing and won’t have to enter the room during the interview. Having a spouse or roommate dash across the background is not only awkward for you and the interviewer, but comes across as unprofessional. Finally, don’t forget to secure all pets and children in another part of the house with supervision to avoid any additional distractions.

3. Test All Tech – Several days before the interview, test your webcam, microphone, and computer to ensure everything is working correctly. Familiarize yourself with volume controls and any settings that might improve the quality of your interview. If you’re purchasing a webcam for the first time, look for one with HD capabilities and a quality built-in microphone. Prices on webcams and microphones have become very reasonable in recent years, so spending a couple extra dollars to avoid grainy video and choppy audio during your interview will certainly pay off and give your presentation a professional flare.

4. Dress Your Best – Although the interviewer will likely only see you from the waist up, dress in full professional attire as if you were meeting them in person. Opting for pajama pants in place of traditional garb may seem like a great idea, but you never know when you may have to stand up or retrieve something from the other side of the room that would reveal your entire outfit.

5. Don’t Interview from Work – It may seem tempting to interview from your office at work, but doing so communicates to your interviewer a lack of respect for your current employer. You also run the risk of a supervisor or fellow employee interrupting the interview, which can not only diminish your chances of landing the job, but cause conflict in your current employment situation.

6. Practice Truly Makes Perfect – Talking into a camera is very different than speaking with someone in person. Practice looking directly at the camera when you speak so that the interviewer can see your eyes. Try to avoid looking down at the screen or around the room when speaking, as doing so could communicate disinterest or disengagement from the task at hand.

As with any interview, prepare yourself ahead of time to answer questions in a concise manner that highlights your accomplishments and addresses how you would be of benefit to the employer. Although a Skype or FaceTime video interview can be very different from a traditional in-person meeting, following the tips outlined above can help make the process go smoothly and allow you to make a great first impression.


ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists,, and Vision Staff throughout the United States. www.etsvision.com

4 Tips on Navigating the Hiring Process

As a job seeker, knowing how to interact with a hiring manager or recruiter plays an incredibly pivotal role in the hiring process. Even though an interviewing manager or recruiter might not be the final decision-maker as to whether or not you land the job, their assessment of your character, professionalism, and abilities will speak volumes during the application, screening, and interview process.

Here are four helpful tips for navigating the hiring process:

1. Maintain Open and Honest Communication – Communication is perhaps the most critical component of the entire hiring process. Make sure your resume or CV are updated with your most recent work history before applying to the position. If you’re working with a recruiter, provide as much information and as many details as requested. Be especially forthcoming early on in the process when it comes to your education, current employment status, and certifications. Even if you’ve been unemployed for a while or are lacking in experience, being honest and upfront with a hiring manager or recruiter communicates your trustworthiness and helps prevent any future misunderstandings. It only takes one dishonest detail to spoil your chances with a future employer and lose their trust, so honesty is always the best policy.
2. Respond in a Timely Manner – Part of establishing open channels of communication with a hiring manager is maintaining timely responses. Being prompt in your responses shows enthusiasm and communicates your interest in the position. If you’re going on vacation or will be difficult to reach for a period of time, be sure to communicate this beforehand with the manager or recruiter. Dropping off the map unexpectedly in the midst of the hiring process can result in missed opportunities, as employers are more likely to go with an eager candidate than one that’s passive in their responses.
3. Don’t Overdo it on the Follow Up - Showing enthusiasm and interest in a position are key to landing an opportunity. However, excessive follow-up and “reaching out” can be both annoying and detrimental to your chances of establishing a good relationship with an employer. If a recruiter or manager provides a specific timeline of when they will be in touch with you, always adhere to that schedule.
4. Respect the Employer’s Hiring Process – It may seem obvious, but in order to effectively navigate the hiring process, you must respect the employer’s process for assessing and interviewing candidates. As an applicant, attempting to “skip” the chain of command by bypassing a human resources manager to talk directly with the final decision-maker rarely works out in the candidate’s favor. Respecting the employer’s processes and following instructions lays solid groundwork for your candidacy. If working with a recruiter, understand that there are multiple processes going on behind the scenes. A good recruiter will be transparent and set expectations of when you can expect to hear back. Again, be respectful in adhering to the timeline the recruiter presents to you. If you don’t hear anything back by the time they specified, it’s OK to check in then and see how things are going.

Each recruiter and company will have their own unique hiring process. Regardless of the position you’re applying to, though, establishing open channels of communication and maintaining a professional demeanor throughout every correspondence are good policies for landing an interview and ultimately getting the job.

For a complete listing of all of our current job opportunities, please visit our job board. Or, if you’re looking to add a new associate or staff member to your practice, contact us and begin your search today!

Optometrists and Ophthalmologists - How to Find a Job After Graduation

Congratulations! Now it is time to start putting all that education to use, but finding a job is a lot different than applying to programs. Do you know how to get started?

What To Have

A Plan.
Do you know where you want to be in five years? Do you want your first job to put you on the path to partnership or ownership? Are you more concerned with gaining experience than paying down student loans? You need to know where you want to go before you can decide how to get there.

Obviously location is important, but don't waste the crucial first years of your career in order to live in the heart of the city. The best jobs are often outside the primary markets where there is less competition for patients.

If you are considering a cross-country move, you may want to consider the income potential offered in different regions. If you absolutely have to live and work in a saturated market, here are some strategies to help you land a job: Job Searching in a Saturated or Difficult Job Market.

Be sure to set realistic income expectations. The Bureau of Labor Statistics publishes an annual survey for Optometrists each year. The 2013 version can be viewed here.


A CV and Cover Letter.
Most applicants do not get an interview. Your CV and Cover Letter may be your only platform to distinguish yourself from the competition. It is hard to stand out from the crowd without experience but the way you highlight your strengths can set you apart. Did you take any electives or win any awards to recognition? Did you graduate in the top quarter of your class, attend CE outside of school, volunteer in a community clinical or on a mission trip? Be sure to highlight those experiences.

Here are some instructions on how to write a great cover letter: Electronic Cover Letters

The Right Clothes

It is better to overdress than underdress. Your future boss will want to know that you take your career seriously. Does your interview outfit make you look like a doctor? This is not the time to go for personality. That can come through later. If your clothes give the wrong first impression, it will take a major effort to regain credibility

What To Do

Finding Openings.
Networking has always been the most effective method for finding open positions, but it is not always practical to meet with every eye doc in the area and attend every eye care event. The internet can be a great tool for finding position. Your school and local association may have classifieds, but you will likely find that the listings are limited. Here are several comprehensive sources for vision jobs:

·         ETS Vision Job Listings

·         Indeed.com Job Listing Aggregator

Interviewing.

The Telephone Interview

• Return your phone messages and emails promptly. It speaks to your motivation, interest, and courtesy. Don't let returning phone calls or emails become an issue or an obstacle to getting an interview. Even if you don't think you will be interested in an opportunity, return the call. On more than one occasion we have seen a candidate get a call from Practice B when he was already talking with Practice A. The candidate puts off returning the call to Practice B. Two or three weeks later, the opportunity with Practice A does not work out and now Practice B will not consider the candidate because no calls have been returned.
• Your main goal in a telephone interview is to get a face-to-face interview.
• Ask for the interview. Take the initiative to set a time. Say something like, "From what you have told me, I would be very interested in meeting with you and coming to see your practice. When would be good for you?"
• Smile- even on the phone. You really can tell when someone is smiling.

·         Here is some additional reading on phone interviews: Tips for a Great Phone Interview.

The In-Person Interview:
Don't go in blindly. Be sure to prepare in advance. Look over this article the night before: Are You Ready for the Interview? .

• Treat the staff with courtesy and respect. A practice owner often feels like his or her staff is like a family and will listen to their opinions, especially if they are negative. On more than one occasion, we have seen excellent candidates not offered an opportunity because they treated a staff member poorly.
• Smile and show some enthusiasm. More candidates are hired because of their personalities and positive attitudes than because specific clinical skills. One high-end practice told us they had interviewed six different candidates. They hired the candidate who smiled and appeared to truly enjoy being an optometrist, passing on more experienced candidates with less personality and enthusiasm.
• Show sincere interest in the hiring doctor’s situation. Understand that the doctor needs to solve a problem. Maybe the practice just lost a key associate or partner. Maybe the practice is growing and cannot keep up with patient demand. Maybe the doctor needs someone to take over the practice when he or she retires. You need to get a clear understanding of the owner’s true motivation for adding an associate. Once you truly understand the needs of the hiring doctor, you can mutually determine if you are the solution.
• Send a thank you note after the meeting. Be sure to send the note within 24 hours of the interview. Thank the interviewer for the opportunity to visit with them and reinforce your interest in becoming a member of their practice with genuine sincerity.
  
  

Reviewing Contracts.
Do you have all the information you will need in order to make an informed decision? Here’s What to Know Before You Accept an Associate Position

Finding a job can be an intimidating process. I hope these resources will help make the process easier. Please feel free to call us should you have any questions. We are always happy to help. For more updates, tips, and helpful information, follow us on our Facebook fan page, Twitter, LinkedIn or on our blog.

ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Vision Staff throughout the United States. www.etsvision.com