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

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