Katie Mares.
The optical industry’s talent crunch is no longer a future problem—it’s happening right now. With nearly 48,000 optometrist jobs in the U.S. and demand continuing to rise, the optical industry is struggling to keep pace with a shrinking talent pool. The U.S. Bureau of Labor Statistics projects ongoing shortages of full-time optometrists, especially in retail and clinical settings, over the coming years.
The staffing gap extends well beyond ODs. According to the New England College of Optometry, the industry faces roughly 6,800 optician job openings annually, a number many employers are finding increasingly difficult to fill. As veteran professionals retire and fewer new candidates enter the pipeline, eyecare practices, retailers, and labs are confronting a growing question: Who will make up the next generation of the optical workforce?
Vision Monday spoke with Katie Mares, senior account executive and recruiter for optometry and ophthalmology at ETS Vision. The Virginia-based company offers bespoke recruiting services, often connecting with industry experts in various fields not currently looking for a position, tapping into what the company refers to as a “hidden pool of candidates” to better equip offices with the right talent. Mares shares her take on how the industry can stay ahead of the staffing shortage.
VM: What are the biggest challenges eyecare practices face today when trying to recruit qualified optometrists, opticians, and support staff?
Katie Mares: Getting noticed. Numerous job boards exist, and large groups or corporations often dominate them. For private OD and MD/OD practices, competing against large private equity (PE) groups with higher guaranteed salaries, large signing bonuses, longer PTO, and other incentives have also become very difficult.
VM: How has the hiring landscape in the eyecare industry changed over the past five years, and what trends are making recruitment more difficult for ECPs?
KM: These days, optometrists are able to secure higher compensation than before COVID-19 and are looking for a greater work-life balance, with many requesting four-day schedules and preferring not to work on weekends. With the current OD shortage, practices have had to adjust their hiring tactics to reflect market demands.
VM: Are there particular skills, certifications, or personality traits that practices are struggling to find in candidates today?
KM: Communication skills have diminished tremendously over the past five to six years. Many candidates fail to respond to hiring authorities or recruiters in a timely manner. Beyond that, employers express difficulty finding optometrists who want to work. In their eyes, work ethic seems to be declining, and keeping a clinic open is difficult when doctors do not want to come in and see patients. Taking pride in one’s work will go further than many might think.
VM: How are compensation expectations, work-life balance priorities, and workplace culture influencing candidates’ decisions in the eyecare field?
KM: Steadily rising costs to attend optometry school leave recent graduates with massive debt. Therefore, any practice that can either pay well above the market rate or offer student loan repayment aide will have an advantage over the competition, regardless of location. Increased interest in a better work-life balance than previous generations had leads many ODs to seek positions with four-day work schedules or, at the very least, roles with no weekend requirements.
VM: What mistakes do eyecare practices commonly make during the hiring process that may cause them to lose strong candidates?
KM: Too many interview steps or a lengthy process can cause candidates to accept quicker offers from other practices, especially if those offers come with acceptance deadlines. Additionally, refusing to negotiate with a candidate on compensation, benefits, or scheduling can drive away strong candidates. If the OD would be a great addition to the team, metaphorically rolling out the red carpet to secure the hire is never a bad idea.
VM: What strategies are proving most effective for ECPs that are successfully attracting and retaining top talent in a competitive market?
KM: Having more flexibility to accommodate what many ODs are looking for. As mentioned previously, this includes strong work-life balance structures, signing and relocation bonuses, conveying the benefits of working for a private practice over a PE group, truly competitive compensation packages, and offering a clear path to future equity, partnership, or ownership opportunities. If you want a candidate to see their future with your practice, paint a real picture of what that future would look like for them.
