Why start succession planning now?
With the aging U.S. population driving increased demand for ophthalmic care, the need for succession planning has never been more critical. Ms. Maher outlined four common pathways for transitioning a practice:
- Hire an associate and groom for a couple years before partnership or selling
- Sell to or merge with another local practice
- Sell to Private Equity or a corporate entity
- Non-succession – close the doors entirely, though this approach requires patient care continuity planning
Ms. Maher advises starting planning 1–5 years in advance, or even 10 years for complex practices or rural locations.
Key steps in physician recruitment
Assessing practice needs
Ms. Maher shared essential questions to determine whether a practice needs an ophthalmologist (MD) or an optometrist (OD). Practices should consider workload, long-term goals, types of patient care needed, and the availability of candidates before recruiting.
Creating a desirable practice
To attract top talent, a practice must be appealing to candidates. Young physicians prioritize mentorship opportunities, partnership potential, and a strong work culture. Ms. Maher encouraged practices to:
- Highlight fellowship-trained specialists for collaborative environments
- Offer competitive compensation and clear paths to partnership
- Create an interviewing experience that makes candidates want to work in your practice & be a part of your team
- Optimize online reputation on platforms like Google, Healthgrades, and social media
A positive online reputation is vital for recruiting physicians, patients & employees. 60% of patients will not even consider visiting a practice that is rated less than four stars online.
The hiring process: Best practices
Timely communication
Delays can result in losing top candidates. Ms. Maher advised contacting potential hires within 24–48 hours of interest and maintaining steady communication throughout the hiring process.
Enhance the interview experience
A seamless, professional interview process is critical. Provide candidates with an agenda ahead of their visit and demonstrate that you value their time. A positive experience can set a practice apart from competitors.
Set clear expectations
Discuss compensation and benefits during the interview process to gauge mutual interest. Ensure job offers come with deadlines to keep candidates engaged and decision-making efficient. Job seekers use resources to learn about a company’s mission, vision, and culture. Having a strong employer brand is going to make the company stand out as a good employer and allows candidates to see their potential fit in the company.
Do your research
Always assume that your candidate is evaluating at least 4–6 other job offers. Research the candidates through online reviews, the American Board of Ophthalmology, and ask for 3–5 references.
Final thoughts: Start early and stay flexible
Whether selling, merging, or hiring, practices must prepare well in advance to ensure smooth transitions and continuity of care. In summary:
- Start early and determine a succession plan
- Begin a physician search sooner rather than later
- Prepare your online image
- Stay open minded about every possible candidate
- Follow up in a timely fashion
- Introduce the candidate to the managing partner immediately
- Make the offer desirable but leave room to negotiate
- Prepare the practice – make sure you have ample time to credential, train and transition the new physician
A successful succession plan doesn’t just ensure stability—it fosters growth, preserves patient care, and creates opportunities for future generations of physicians.
Eversight's free webinars are a great way for you to connect, learn and train digitally with leading ophthalmologists and researchers from around the world. We invite you to RSVP for scheduled webinars and browse our recording library.
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About the author
Michael Szkarlat, Partner Development Director
Michael has been with Eversight since 2016 and has recently worked to develop Eversight's educational wet lab programs for EK surgery and a standardized protocol for DALK practice in a wet lab setting. His eye banking experience is rooted in the preparation of corneal grafts and spent nearly five years as Eversight’s Medical Director designee in charge of training clinical team members to prepare corneal tissue for DMEK and DSAEK surgery. In his time at Eversight, Michael has presented at scientific conferences, been involved in clinical research and developed innovations in tissue processing. He was named an IAPB Eye Heath Hero in the innovations category. Michael is passionate about community-based eye banking and honoring the precious gift that is donation. When not at work, he enjoys traveling with his wife and baking artisan sourdough bread.
