In a tight labour market, it’s tempting to hire based on credentials and availability alone. But in the optical sector – where patient care, team collaboration, and clinical innovation must align – the real challenge is finding people who not only ‘can’ do the job, but who are also the right fit for your team’s unique rhythm.

In optometry and ophthalmology, hiring the right person goes far beyond reviewing resumes or asking the standard interview questions. Yes, clinical skills, retail experience, and product knowledge are important – but so is how well someone fits into your team.

In a fast-paced, patient-facing environment, a poor cultural fit can disrupt workflows, erode morale, and impact the overall patient experience. On the flip side, a great fit fosters trust, collaboration, and long-term retention.

This article explores how optical businesses can move beyond the interview to hire people who truly align with their team’s culture and values – backed by practical tips, human resources strategies, and insight into what makes the difference.

THE COST OF A POOR CULTURAL FIT

Hiring someone who doesn’t gel with the team, regardless of their technical ability, can have ripple effects across your practice. It can create friction, lower productivity, and lead to early exits. Staff turnover costs include lost time, advertising fees, onboarding costs, and the indirect toll on team morale and patient relationships.

In small-to-medium optical practices, where tight-knit teams and patient rapport are critical, a poor hire might lead to:

• Miscommunication with patients or colleagues,

• Resistance to protocols or expectations,

• Gossip, disengagement, or a ‘bad vibe’ within the clinic, and

• Increased stress on other team members.

Practical tip: Track turnover data in your practice – not just who left, but why. If people are often leaving or clashing, culture misalignment may be the issue.

ARTICULATE YOUR CULTURE FIRST

You can’t hire for culture fit if you don’t know what your culture actually is. Culture is more than a mission statement – it’s what’s really happening day to day. It includes how decisions are made, how patients are treated, how conflict is handled, and how feedback is given.

Start by asking:

• What do we value most – efficiency, warmth, innovation, structure?

• How do we celebrate success or handle mistakes?

• What behaviours are rewarded (or tolerated)?

Practical tip: Hold a 30-minute team session to define your culture. Ask: What does a great team member look like here? Use the answers to develop a short internal culture profile. You can also use this to refine job ads and interview questions.

Bonus tip: Include your culture statement in your onboarding guide. This sets expectations early and helps new hires settle in faster.

HIRING FOR CULTURE FIT VS CULTURE ADD

Hiring for ‘fit’ shouldn’t mean cloning your current team. You want someone who complements your culture – not someone who simply agrees with everyone. Think about what’s missing from your team right now: is it empathy, initiative, energy, or steadiness?

Culture fit ensures that someone shares your values and work ethic.

Culture add brings fresh perspectives, skills, or experiences that enhance your team.

Practical tip: Review your last few hires. Did they challenge the team in a good way – or were they ‘just like us’? When hiring, look for alignment in values, but openness to different perspectives, experiences, and patient communication styles.

Example interview question: “What would you bring to our team that we don’t already have?”

REDESIGNING THE SELECTION PROCESS TO ASSESS FIT

Hiring the right person starts with designing a process that actually tests for cultural alignment, not just technical fit.

Validity: Assess What Matters Don’t ask: “Why do you want to work here?”

Do ask: “Tell me about a time you had to adapt to a major change at work. What did you do, and how did your team respond?”

Practical tip: Align interview questions to your core values. If collaboration is key, ask about team experiences. If adaptability matters, ask for examples of navigating uncertainty.

Reliability: Be Consistent Standardise interviews with the same questions for all candidates.

Practical tip: Involve two or three people in the hiring process and compare notes after the interview.

Fairness: Reduce Bias Use behavioural questions and structured rubrics rather than ‘gut feel’. Avoid assumptions based on background, personality type, or perceived confidence. Focus on what they’ve done, not how they present.

Cost-effectiveness: Avoid Costly Mistakes Hiring the wrong person is expensive. Investing in a structured process upfront is cheaper than losing productivity, morale, or a patient’s trust.

Practical tip: Consider cultural-fit tools such as: shortlisting checklists that include ‘values alignment’; situational judgement tests; working interviews or shadow days; and cultural interview rounds with peers or different teams.

INVOLVE THE RIGHT PEOPLE

A single interviewer won’t catch everything. Involve different stakeholders in the hiring process – especially those who will work closely with the new hire.

Practical tip: Create a simple hiring panel with two or three people from different roles. You could include the practice manager, the senior optical dispenser, or a team member from the front desk.

They don’t all have to be in the same room – just gather feedback afterward. Ask them if they would be comfortable working closely with this person every day, and whether the candidate demonstrated behaviours that match your culture.

ONBOARDING AS A CONTINUATION OF CULTURE FIT

Hiring doesn’t end when the contract is signed. The first 90 days are where real cultural alignment is either reinforced or lost.

Practical tip: Create a 90-day onboarding plan that includes an informal ‘culture checkin’ at 30 and 60 days; a buddy system to help them settle in; and clear examples of “how we do things here”.

Bonus tip: Encourage team members to share what they wish they’d known when they started. Turn those into onboarding insights for new hires.

CONCLUSION

Hiring for culture fit does not mean hiring people who all work the same way – it means bringing in people who understand how your team operates, share your values, and can contribute positively to the day-to-day running of your practice.

In a clinical setting where teamwork, communication, and patient experience are critical, a well-matched hire can make all the difference. It improves staffretention, reduces disruption, and leads to better outcomes for your patients and your business.

So, before you offer the job, take a moment to ask:

“Will this person work well with the team we have, and help us move in the direction we want to go?”

Because when your team fits well together, your operations are smoother, your staffare more engaged, and your patients notice the difference. And that is what sustainable, high-performing practices are built on.

Kasia Groves is the founder of KG2 Consulting (kg2consulting.com.au), providing human resources consulting and coaching. A certified member of the Australian Human Resources Institute (AHRI), Ms Groves has over a decade of experience working with small and mediumsized businesses across a range of sectors, including optometry, manufacturing, logistics, and technology. She has developed particular expertise in the optical profession, supporting organisations such as Eyecare Kids and Menicon Australia, as well as other independent optometry practices, to build high-performing, values-aligned teams.