Implement a Staffing Strategy to Hire More Effectively
By Keli O'Connor, COMT, ABOC December 18, 2020
Heterogeneity is a key component in the success of an organization. Those of different backgrounds contribute new ideas and ways of thinking to what might otherwise be a homogenous group. In some instances, tossing a net to as many job applicants to fill your open position might be the best decision. Still, for other, more specific tasks, it may be best for management to put in the time to thoroughly research and scout candidates. Striking a balance between posting positions on internet job boards and social network sleuthing is key to developing a successful practice staffing strategy.
Before putting pen to paper and drawing an outline of what your office's staffing plan looks like, it is vital to take an inventory of what your practice has and what it needs, both immediately and down the road. If your practice is expanding and has new office locations opening, multiple job offerings will likely open for various roles. By broadcasting online that the company is hiring to a number of different websites, potential candidates can submit resumes and apply for one of these many job listings.
When hiring from boards like Monster or Indeed, employers have the opportunity to screen applicants through questionnaires and surveys. Additionally, eye care practices have the benefit of being able to post job opportunities for technicians, opticians, clerical, and photographers on job boards like iHireOptometry, The Eye Group, Covalent Careers, and the Local Eye Site (or OjO and OphthoJobs for physicians). These websites are great for discovering talent who already know the ropes of eye care; they generally have more credentialled candidates with previous eye care experience but tend to have a smaller pool of potential applicants than the big-name boards.
But what if you have a fully staffed practice but need a more specific role to be filled, like in marketing or the handling of the company's social media accounts? An excellent option for this would be to utilize websites liked LinkedIn and similarly designed professional profile pages. Once the practice has identified the specific traits and job skills desired for a position, exploring professional profiles and reaching out to others in your personal network can help ensure that the office hires the correct person the first time.
When staffing through personal networks, candidate results may be less than stellar, especially if not approached carefully. Cold contacting strangers, or even connections, can be awkward or embarrassing when the execution is sloppy. A friend or professional connection may recommend a person for an office opening, only to be a poor performer once hired or quit right after training. Bringing acquaintances into the job hunting process has the potential to be messy but can yield excellent results if done thoughtfully.
Regardless of whether the hiring practice casts an open net for talent, selectively hires based on the role, or a mix of the two approaches, employers must have a staffing strategy that outlines their hiring practices. In these practices, it is paramount to draw up a hiring plan and include a section on the ideal office makeup and how to meet these goals. A melting pot of employees and coworkers from various backgrounds is important to discovering new ways of thinking and problem solving, so the staffing strategy outline must include aspects of employee diversity.
Whichever strategy your office deems most appropriate for its needs, pursuing a knowledgeable, diverse workforce is not only essential but attainable. With an arsenal of job boards and a rulebook for your practice's hiring protocol, talent acquisition can become less stressful and more rewarding.