This Owner Suspects Prospective Associate ODs Are Just Looking to Push Her Out

DR. HALPERT’S PHONE rang, and she was elated to see that it was Dr. Malone returning her call. She answered, “Hi Kevin, thanks for calling me back!”

“Oh, of course, Pam! Your message said you were confused about hiring an associate for your practice,” Dr. Malone inquired.

“Yeah, I’m perplexed more than anything.” Dr. Halpert continued, “A bit of a backstory — I’m hiring an OD to work two to three days a week so I can take those days off. I’ve gotten to the point where I am financially able to enjoy some of my hobbies, but not ready to throw in the towel — I still love practicing.”
“Gotcha — and since I hired an associate to go part-time a few years ago, now you wanted to pick my brain.” Dr. Malone asked, “So, what’s the problem?”
“It’s pretty straight forward — work a few days a week, get benefits and great pay — a dream gig if you ask me.” Dr. Halpert continued, “I am getting incredible applicants, all of which I would hire based off of their qualifications. What’s throwing me are the questions every applicant is asking — questions that were never on my mind early in my career.”

Dr. Malone responded, “That’s great they’re asking questions — it shows they are interested!”
“But they’re not the typical ‘I’m interested in your position’ questions.” Dr. Halpert elaborated, “They’ve all been asking my average revenue per patient, optical conversion rate, what second pair sales are — not typical questions like the patient base and length of appointment slots.”

“Those questions are more business-focused than patient-focused, for sure,” Dr. Malone hedged. Dr. Halpert added, “Many of the applicants then go on to ask if I own or lease the space, and how many years remain. One candidate even asked if the business is current on taxes!”

“I can see why you are befuddled by these questions.” After a long silence, Dr. Malone said, “There are several optometry schools that also offer business degrees. No offense to us, but perhaps the newer generations of ODs are more business savvy?”

“That could definitely be the case — there is more diversity in the newer workforce,” Dr. Halpert answered.

“On the other hand, these questions seem out of line to ask during an interview.” Dr. Malone added, “Details of this nature aren’t typically shared with candidates, but could be later on with a more tenured associate. And what does it matter to them? Clearly the practice is financially healthy if you can afford to work part-time and hire another OD!”

Dr. Halpert sighed, “I thought about this before I called you, and I think it boils down to my practice is being interviewed. I’m no spring chicken, and these younger ODs see a practice owner with one foot out the door — they figure if they can get in, they can push me out or take over when I die.”

“Ah…” Dr. Malone said, and the two sat on the phone in silence.

Joe C.
Oak Ridge, TN

Too many questions about the practice. None of their business what revenue/patient is or the tax situation with the practice. Those are for someone who is ready to purchase the practice. This owner doesn’t want someone she is not going to hire to have that information.

Rick R.
Girard, PA

Is it out of line? Oh yeah, it’s way out of line. This is a part-time position interview, not an “I’m selling the business” interview.

NO! Why in the world would you want a part-time OD only concerned with revenue? Even if she was looking to sell the business it would be in her best interest to ensure the future of her patients by handing the reigns over to an OD she felt would care for them more than the bottom line. You need good patient care to have a good bottom line.

None of the ones she interviewed sounded like the best candidate to me. The right candidate would be a patient-focused OD. There’s nothing wrong with business-minded ODs—I think that’s a plus—but that better be secondary or they won’t be in business long.

Ben T.
Miami, FL

I think during an interview process these questions are not relevant. They can be appropriate questions to ask later during employment. I let every associate know whatever numbers they want to know, but I clarify that those are based on MY production. An associate’s production will be much different than mine. Associates should expect compensation based on their own production, not on the historical production of another doctor. If Dr. Halpert is not ready to retire, then she shouldn’t consider this killing two birds with one stone. Just hire the best candidate that fits the goals of the business, patient care, and her personal life.

Amy S.
Port Angeles, WA

Yes, it is out of line to ask those types of questions that do not pertain to the job that you are being interviewed for. The interviewing ODs should reword their questions and ask what the long-term future may hold for this position. Dr. Halpert should be thinking of what her future goals are for the business and herself, but that doesn’t mean that she should be interviewing for her replacement. If the applicant works out, she could increase their hours in the future when she is ready. She needs a five-year business plan. She should be asking the candidates what they are looking for in this position and what their future goals are in the next three to five years. This will give her a foundation to see if they will fit in with her plan, or whether they will be looking for another job soon. If the applicant starts asking questions about information that she is not ready to share, they are not the person she is looking to hire.

Brandon H.
North Bend, OR

I think it appropriate to ask these questions depending on the agreement of hire. If the associate is paid at all on production, these questions are extremely relevant to them and their long-term stay. I think it shows an interest in making this a long-term deal, which benefits the practice owner in the long run. If they are not asking these questions, they are likely not thinking long term. However, if the associate is hired as salary only, these questions are far less applicable. I would say that regardless of the situation, it is likely inappropriate to bring up in a first meeting. This is something I would recommend bringing up in a second or third encounter. Not everyone who hires an associate has a great practice to work at or a financially stable situation in the business. Some people are looking for a way to turn around a bad business, so it’s reasonable to ask if the owner is aware of their numbers.