The most valuable asset in any practice is its staff. For a specialty contact lens clinic, hiring the right optometrist can reduce contact lens dropout, increase sales, and, ultimately, lead to greater patient satisfaction and practice profitability. There are a multitude of factors to consider, from clinical proficiency to interpersonal skills to philosophy of care to long-term goals.
We spoke with three outstanding optometrists—Aaron McNulty, OD; Ashley Wallace-Tucker, OD; and Brian Chou, OD—to gain insight into their strategies for finding and hiring a contact lens specialist for your practice. While some of the advice is focused specifically on securing an associate optometrist, other pearls are applicable to practice staff in general.
Top qualities to look for in an optometrist
All three physicians agree that interpersonal skills, a positive attitude, and values that align with the mission of their practices are the most important qualities to assess when looking for an optometrist. Dr. McNulty asserted that interpersonal skills are more difficult to teach than technical skills, so he specifically seeks candidates who demonstrate the ability to effectively communicate (with both patients and the team), work collaboratively, and approach each situation with empathy.
Though in the past, Dr. Wallace has hired based primarily on the applicant having experience in a similar role at a comparable practice; she has found it is much more beneficial to hire someone based on their personality, particularly someone with enthusiasm and a dedication to excellence who can be trained.
“I have found that as long as someone has worked within healthcare to some extent, they can typically be trained easily on the job. If the hire has a positive attitude that melds well with me and my other team members, the training and onboarding goes much smoother,” Wallace-Tucker said.
In addition, she pointed out that sometimes experience can be a detriment: “That person may be firm in their old habits that may not be in alignment with mine or my team.” Dr. Chou echoed this sentiment: “Previous experience can come with tendencies to do things differently from my practice's preferred operations.
Thus, in my scleral lens practice, my staff are trained to use semantics to reinforce the value of our professional services. For example, staff from other practices are often used to talking with patients about contact lens fitting, insertion, removal plungers, trial lenses, and follow-ups. My staff talk with patients about contact lens prescribing, application, removal devices, diagnostic lenses, and progress visits.”
Dr. McNulty also emphasized the importance of cultural fit and sharing the practice’s mission and philosophy. According to Dr. McNulty, “We aim to hire someone who embodies my practice’s patient-centered approach. This ability to fit into our culture, along with a willingness to provide the highest level of service, is non-negotiable."
To determine whether the candidate is a good fit, Dr. Chou recommends relying on existing staff to forecast if the prospective employee can harmonize with their team.
Preferred training and skills
When it comes to gauging the necessary technical skills, Dr. McNulty expects candidates to bring a solid foundation of expertise in contact lens prescribing, including experience with various lens modalities, as well as familiarity with the latest diagnostic technologies.
He also expects them to be comfortable with various lens designs and manufacturers, understanding that the best approach is often tailored to the unique needs of each patient. As the contact lens space is constantly evolving, with new materials, designs, and fitting techniques being introduced regularly, Dr. McNulty seeks candidates who can adapt to incorporating new modalities and advancements as they emerge.
In addition, Dr. McNulty also values candidates who have experience and perspectives that differ from his own. He explained, “An associate who introduces new philosophies or has expertise in areas where I might be less experienced can significantly enhance my practice. This diversity in skills and approaches not only broadens our clinic’s capabilities but also fosters an environment where continuous learning and clinical discussion are part of our day-to-day operations.”
Though not a requirement, Dr. Wallace-Tucker sees it as a bonus if the person prescribing contact lenses also wears contact lenses so they have a grasp of the nuances involved. She stated, “Again, I can teach them how to run equipment but when someone knows how to put contact lenses on themselves, they instantly are more understanding of patients that wear them as well and can be better teachers.”
To ensure his staff understands the prescribing process for impression-based scleral lenses (i.e., EyePrintPRO by EyePrint Prosthetics), Dr. Chou has each of his staff undergo the process of impression-taking of their own eye, so they know exactly what is involved from the patient's perspective. All of his staff have also worn scleral lenses, even if for a brief time.
Are candidates with a residency education preferred?
As his practice concentrates on medical contact lens prescribing, Dr. Chou has additional requirements for ODs. He limited his recent search for an associate optometrist—which he did primarily through industry networking at specialty contact lens conferences—to optometrists who had completed residencies in corneal & contact lens and possessed California licensure. He said, “While every optometry licensee should have the competency to prescribe disposable contact lenses, my practice requires an optometrist with a deep understanding of the art and science of scleral lens prescribing.”
Dr. McNulty feels similarly about advanced education in the field. In his words, “Residency training, for example, is often an indicator of this ongoing commitment to development, as is fellowship in one or more of our outstanding professional organizations. Such experiences highlight a candidate’s dedication not just to maintaining competence but also to pushing the boundaries of their knowledge.
”As his new associate will have the potential for future partnership; therefore, beyond the clinical skills requirements, Dr. Chou was also looking for an OD whose practice values aligned with his own and who possessed a strong desire to own and operate a successful business. According to Dr. Chou, “My feeling is that due to the erosion of traditional retail optometry, specialized practices are increasingly desirable to own since they are sheltered by the erosion of traditional optometric product sales.
6 questions to ask during initial interviews
The interview process can be daunting for employers and potential staff alike. Preparation is key. Each of our three interviews offers questions to help identify an associate optometrist who can thrive in the fast-paced environment of a contact lens clinic.
When interviewing potential employees, Dr. Chou first inquires what the candidate knows about his practice. “If a prospective candidate does not even know that my business emphasizes prescribing scleral contact lenses, it is an immediate demerit,” he said. Conflict resolution and future goals are also top of mind.
How do you navigate conflict?
This gauges whether the candidate has the emotional intelligence to successfully work with patients and fellow co-workers under stress as well as being genuine, humble, and having the maturity to communicate mindfully.
Where do you see yourself in 5 years?
Due to the elevated amount of training that his medical lens practice requires, he seeks prospective employees with long-term potential who will be in the practice for at least a year, and preferably much longer.
Why are you looking to change jobs?
For Dr. Wallace-Tucker, the candidate’s attitude toward past jobs and employers is also an integral part of the interview. After discussing the clinical aspects of their prior experience, she delves into specifically why they are looking to change jobs, what they hope to gain, and what qualities they desire in their next position/practice.
She stated, “I like to simply hear about how they talk about their current or previous job. If they bash their previous office, that is a major red flag, even if the criticism is warranted. If they are honest but careful with their words, I totally respect that.”
Once she has a good overview of their past experience, Dr. Wallace-Tucker pivots to more personal questions. She said, “Then I ask them to tell me anything they want to about themselves that I wouldn't know by looking at their resume. I love getting to know them as human beings. Oftentimes, cool hobbies or family dynamics come out in this conversation that can be very insightful.”
Meanwhile, Dr. McNulty has adopted a series of questions that help him assess problem-solving skills, adaptability, and cultural fit.
Can you walk me through a challenging contact lens case you managed? What was your thought process in troubleshooting it, and how did you arrive at a solution?
For him, this question serves two purposes:
- It provides insight into their communication skills, as effectively explaining a complex case demonstrates how they might discuss similar scenarios with patients or the team.
- It helps gauge the candidate’s clinical reasoning and approach to patient care.
According to Dr. McNulty, “I’m not necessarily looking for them to arrive at the same conclusions I would, but I want to see their capacity for critical thinking, their ability to assess various options, and their dedication to finding a solution that best suits the patient’s needs.
How do you stay current with the latest developments in contact lens technology?
With advancements in contact lenses happening rapidly, Dr. McNulty feels it is vital to have someone who not only understands current practices but is also proactive about keeping up with new trends and technologies.
This question uncovers the candidate’s commitment to professional development—whether through attending conferences, participating in journal clubs, or pursuing additional certifications—and gives him a sense of their willingness to adapt and grow as a clinician.
What do you value most in a clinical team environment, and how do you contribute to a positive work culture?
This question reveals their perspective on teamwork, their interpersonal dynamics, and how they would fit into our existing environment. “I’m looking for someone who appreciates a collaborative atmosphere and is eager to both support their colleagues and learn from them,” Dr. McNulty said.
Final pearls for hiring an optometrist
Each of the ODs also offered additional pearls to help employers narrow down the job search to the ideal associate optometrist.
Pearl 1: Check background references
Dr. Chou emphasized, “Always check background references! Past history is one of the best indicators of future performance. Even if the references provided by an applicant are biased, they can offer insight into whether the candidate will integrate with your practice culture. An applicant with difficulty providing references requires caution; that can indicate a negative employment history.”
Pearl 2: Include trusted staff in decision-making
According to Dr. Chou, “I rely on my existing staff to assess a prospective employee’s compatibility with them. Interviewees should meet with key staff—not just me. I heavily consider their input on whom to hire.”
Pearl 3: Identify long-term goals
Dr. McNulty stresses the importance of you and the associate sharing compatible long-term goals. For example, if you are later in your career and looking for a potential partner or successor, it’s wise to discuss this openly during the hiring process to ensure that it aligns with the candidate’s aspirations.
Having this conversation can help avoid misunderstandings down the road and provide a clearer path for both parties. “An associate’s goals don’t need to be identical to yours, but having a mutual understanding of the practice’s direction is key to a successful, long-term working relationship,” McNulty stated.
Similarly, when hiring staff across the board, Dr. Wallace-Tucker looks for individuals who are looking to advance within her practice. She said, “I like to hire for longevity and allow team members to grow with my practice and potentially into a more significant role. I like to know that early on. Some are totally fine staying in the same role forever and some want a career path. I need to know that because I never want to hire someone that I know I won't be able to promote within my office at some point.”
In closing
Finding the candidate who will most seamlessly fit into your contact lens clinic takes time, a clear vision, and a hiring strategy geared toward securing the right individual. By taking the time and effort initially, you mitigate the risk of hiring the wrong person, which can lead to disgruntled patients as well as staff.
The right associate optometrist will bring new ideas and skills to help grow your contact lens business and will prioritize patient satisfaction to keep them coming back visit after visit, making the process well worth it.
