Wednesday, May 27, 2015
We've Moved! Check out the New ETS Vision Blog
Friday, May 1, 2015
What Red Flags Could Your Team Be Giving Off in the Interviewing Process?
During the typical interviewing process, most companies focus on identifying red flags and weeding out candidates who are not ideal. While this is a necessary practice, employers should also give consideration to the red flags their team members could be waving, and how this may be deterring future hires. As the executive, managerial and professional labor market has become overwhelmingly candidate-driven in the last few years, more employers are realizing they must overhaul their interviewing procedures, to attract top performers who frequently have several job offers at their disposal.
The main goal of an interview is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting, including how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about cultural fit, intangible insight and the overall impression left by the candidate.
In light of the fact that employers must now attract and recruit in a candidate-driven market, they should be thinking about the lasting impression they are leaving with prospective hires. “Companies really need to transition away from interview methodologies that are solely focused around what the candidate is bringing to the table, and think more about how they are presenting themselves to applicants,” says Suzanne Rice, director, U.S. franchise development.
Rice suggests the following for companies that are looking to revamp their interviewing process:
Provide direct responses about the role and the company. Candidates will see through vague or evasive responses. If the position has experienced frequent turnover or ongoing challenges, be honest about the issues and discuss how the role has been restructured. This is an opportunity to show that thought has been given to the position and its overall purpose in the company strategy, rather than just trying to backfill the role.
Demonstrate an enjoyable working environment. Candidates are looking at everything from their potential workspace, dress code and how team members interact with each other to work from home policies, office amenities and perks. Avoid any negative discussion of past or current employees, and don’t be dismissive of subordinates who may be briefly introduced to candidates. Use every opportunity to show a fun workplace, engaged employees and why you like working for the organization.
Maintain consistency. No matter what team members are tasked with interviewing, everyone should be on the same page about the responsibilities that will be assumed in the role. If the candidate receives conflicting information about the position, they have no choice but to assume this confusion will continue if they take the job.
Promote opportunities for advancement. Most candidates look at how a new role will provide them with new growth opportunities. Employers want someone who will remain in the position for a significant length of time, but it’s important not to forget to discuss any training or upward mobility programs, providing viable examples of how employees can advance within the company. Future employees want to feel their new employer is invested in their professional development.
Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive impression. “Not every candidate will be right for the company, but their ability to talk about their interview experience in the marketplace and potentially disseminate info that presents the brand in a good light, is invaluable. The ‘interview’ should be approached not only as a way to qualify potential new hires, but also leveraged as a marketing opportunity to communicate why the organization is a great place to work.”
Monday, April 20, 2015
Hiring an Optometrist or Ophthalmologist – What to Look for on a Candidate’s Resume/CV
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:
-
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.
-
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.
-
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.
-
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.
-
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.
Interviewing Methods in Your Eye Care Practice: Traditional versus Behavioral Interviewing
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.'You can read the whole article at http://www.cedrsolutions.com/best-hiring-tool/.
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 .”
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?
-
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?
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
-
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.
-
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.
-
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.
-
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.
-
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.
-
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.
-
Have a script
—Having notes in front of you can prevent awkward silences and keep the conversation on track.
Wednesday, February 18, 2015
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
Friday, February 6, 2015
The Importance of Career-pathing and Mentoring in 2015
According to Towers Watson commentary regarding their 2014 compensation survey, the projected 3 percent pay raise in 2015 is a bit disappointing as the average employee is barely keeping ahead of inflation. However, we realize that many companies are being conservative with pay, because they are still concerned about the stability of the economy and the labor market.
Despite this reality, the most recent MRINetwork Recruiter Sentiment Study, found that although improved compensation and benefits are a leading factor for candidates considering changing jobs, the top reason that candidates leave is because of clear advancement opportunities elsewhere.
So what does this mean for employers?
Companies may be at greater risk of losing their top performers, but the wage issue can be averted by focusing on career tracking, mentoring and training programs. After all, advancement to a more senior role not only connotes greater responsibility, but also higher pay, or at least the long-term potential to earn more.
"The days of requiring employees to take on the workload of people who either resigned or were laid off, without additional pay, are behind us," says Nancy Halverson, vice president of global operations for MRINetwork. "Today's workers want recognition for their contributions, and they expect to see a clear path for how added responsibilities will enable them to advance within the company."
Ultimately the salary discussion has more to do with an employer's culture of coaching, mentoring, training, recognition and evidence of upward mobility, in addition to how well the organization communicates and sells these attributes, both internally and externally. "The goal should be more about creating a 'best place to work' environment that is highly desired by candidates in the marketplace," adds Halverson. "This is really what the future of recruitment and retention is all about."
Advancement opportunities and career-pathing will additionally become more important as Baby Boomers retire and Millennials become the majority in the workplace. This generation is especially focused on gaining experience that can be leveraged to make the next career step, which is why job changes after 2-3 years are more common. Companies that provide the mentoring and training that Millennials crave are not only working toward retention of their brightest talent, they are grooming the future leaders of the organization.
Halverson provides the following tips for establishing and promoting career-pathing and mentorship programs:
- Brainstorm how your organization can develop these programs, if they don't already exist. Consider how they can be leveraged to support various groups within your workforce including minorities, women and junior to mid-level management candidates.
- Begin discussing internal mobility programs during the interviewing and onboarding process.
- Promote the programs through multiple internal and external channels to create stories about employee advancement within the company.