Practices are finding it almost impossible to hire staff currently and the profession is facing a recruitment problem. From the perspective of Luke Elias, managing director of Vivid Optical, recruiting for the sector is indeed challenging. He’s found that ‘due to both the pandemic and socio-economic factors, the market is in a very strange place and candidates who are open to moving have the pick of the options.’
Competition for talent is fierce and that means candidates can be more particular in terms of where they are prepared to work. Elias says that to compete and get the best available candidates, ‘businesses must be prepared to be flexible and offer flexible working patterns and bigger packages than they previously would have.’
Similarly, Sarah Joyce, superintendent optometrist in the optical compliance team at Asda, has seen the pandemic bring about change. She says that ‘uncertainty in the industry has led to a lot of locums and self-employed look for employed roles to get some security.’ Joyce adds that Asda has many optometrists looking to go part-time, which the company is happy to accommodate, but notes that ‘it does make recruitment harder and we are having to find two or three candidates for each role.’ She says that the company has opened up more mobile roles and is ‘allowing professionals to work over various stores while still having the security of employment.’
Finding the right candidate
Every practice wants to hire the right candidate and, for Elias, success depends on location. He says remote areas ‘are as difficult as they’ve ever been.’ That said, he comments that ‘if you are prepared to offer the best package, environment and rota to the right candidate, you are likely to find someone.’
Beyond that, he emphasises that if the right candidate is found then practices should ‘stop at nothing to get them on board’ as they may not get another chance. He continues: ‘Even in the more saturated towns and cities, many candidates are less prepared to leave a stable and secure role, even if they are not overly happy.’
For Joyce, NHS transformation is changing what businesses are looking for. She says that a definite move towards more clinical services, ‘will require our professionals to partake in additional accreditations, qualifications and training, and colleagues who want to be involved in delivering these services and increased technology.’
But given the state of the market, do job applicants have the ‘whip hand’ when it comes to negotiating remuneration? Elias comments that one of the most important aspects of anyone moving jobs is salary. ‘With the rise in the cost of living, who doesn’t need more money? Nevertheless, the whole package tends to be just as important.’ By this, he’s referring to elements such as days off, weekend work, and flexible working. As he says, ‘the world has changed and for an employer to get the best employees, they need to ensure they offer packages that exceed their current ones.’
Interestingly, Elias has found that because multiples have improved and enhanced their packages, smaller businesses have followed suit and are investing in their staff, stores and equipment to compete.
Ultimately, Joyce reckons that ‘finding the right employees is all about finding the right fit for your culture and ambitions as a business and, of course, the right remuneration and package.’