A Training Program That Works
System Optics' multi-faceted practice is a model example of how to train--and re-train--a staff
By Erinn Morgan

Imagine a 14,000-square-foot center that offers optometry, ophthalmology, a Lasik center, head-to-toe plastic surgery, and skin-care specialists all under one roof and you may begin to understand what System Optics is all about. This operation boasts seven divisions, 57 employees, 12 exam rooms, and almost $7 million in revenues in 2001. Impressive, to say the least, for a practice which had much humbler beginnings.

The Tallmadge, Ohio-based company, which will soon change its name to The Novis Clinic, was born out of a five-location optometric practice owned and operated by Jerry Sude, OD. "I owned five locations 13 years ago," he says. "I got a call from an ophthalmologist I knew from St. Louis who was looking to relocate. He called me to find a good area to practice in and we decided to start working together. We combined forces to create one mega location 11 years ago, which we placed in a Ponderosa Steakhouse building we bought."

In the company's first year, revenues reached $1 million. Today, System Optics also offers a mail-order contact lens business (www.eyelensdirect.com), cataract surgery, and hormone replacement anti-aging therapy to patients. A one-stop shop, it attracts all types of patients.

While variety has led to success, it has also created a challenging environment to manage. "There are seven different divisions under one roof," says Sude. "What becomes critically important is to have a formal training program. It's important for every business and critically important for us. We also have to create benchmarks our departments need to reach, and give them the tools they need to reach them."

At System Optics, every new employee goes through a rigorous training program that lasts up to a month. All employees are cross-trained to handle questions and problems from any department, even though they may specialize in only one. Additionally, training is a constant throughout a System Optics employee's career. Even the doctors and those who have been there for 10 years have frequent training.

"We will never stop training our staff," says Scott Weekley, administrator, "And we know we also have a lot to learn. If everybody out there offers the same service, there has to be something that will separate you, such as a knowledgeable, well-trained staff. That and customer service is what will make the difference with this practice."

THE NEW EMPLOYEE

System Optics has developed an orientation program that each new employee goes through. "I feel very strongly that the practices that thrive and not just survive are those that have education centers and take customer service as their number-one priority," says Sude. "We do everything from role playing to scripting and teaching. Our formalized training program is specific to the employees' area of focus, but they are also trained in other areas so they can handle questions about any part of our business."

The program starts on the employee's first day, during which they fill out paperwork and go over the benefits package and the infrastructure, which is outlined in a handbook.

Then comes the grand tour and introduction to the managers of each of the seven divisions, who give newcomers an overview of the work that is done in each division. "The manager of that department will take them on a tour through all the different divisions in the entire office," says Weekley, "so they have an understanding of what is done in each division."

In fact, the new employees will meet each and every one of the staff members at System Optics on their first day. Weekley also takes them out to lunch to top off a day of learning the basics and beginning to build relationships.

An important aspect of the training-- the mentor program--begins on Day Two. During the first week, new employees are trained in the specific work they will be doing. Once comfortable with the initial aspects of their job, they are cross-trained in all divisions. This allows all employees to help patients in all areas of the practice, a factor that greatly reduces wait time, Weekley observes.

"During that first week, they get a little more involved in training for their specific job," he says. "The second week, they start working with patients. The third week, they are more on their own, but the manager is reviewing their work and answering questions. It takes at least three to four weeks before they are really out there and working on their own."

CONTINUED TRAINING

The education of its employees does not cease after the first few weeks. Continued training and re-training of longer tenure workers is a constant focus at System Optics. "We often re-train employees who have been with the company for many years," says Weekley. "We still bring outside sales specialists in who sit down and go over new ideas with staff members, even if they've been doing it for 10 or 15 years."

Like the business itself, Systems Optics' dispensary offers patients many options.

This ongoing training program applies to all levels of employees, even doctors who have been there for many years. "We set up an education program of CE credits for doctors every quarter that is attended by our own ODs and MDs, as well as many from outside the practice," says Weekley. "This helps to tie in the network of doctors, even outside the practice. It's a lot of work to put together, but is well worth it, as it also helps build relationships."

An excellent training program helps this business retain employees. "Obviously, the more they learn, the more important they become to the practice," says Weekley. And the more valuable System Optics becomes to its staff as they build a strong relationship with their employer.

The company also offers staff functions, such as group dinners, and profit sharing to build a "family" relationship within the company.

Additionally, to keep information flowing between all departments, System Optics holds monthly meetings for department updates. "We close the office between 8 a.m. and 10 a.m. once a month and all divisions get together to keep the entire staff informed about the goings on in each division," says Weekley.

"We talk about things that have recently occurred as well as what is coming up." The company also hires outside professional speakers to come in to cover appropriate training topics during each of these meetings.

To maintain staff relationships and inspire employees to excel, System Optics has also started a staff appreciation bulletin board. "It doesn't always provide the recognition they need to sit down and say 'Gee, you've done a great job,'" says Weekley. "We want to give them the credit they deserve, so we've created a board to show if somebody's gone above and beyond the call of duty. We put them up on the board to show everyone what they've done."

It is the company's strong commitment to quality that has spawned such an impressive training philosophy and dedication to its employees.

"We have made a renewal to our commitment this year to customer service," says Weekley. "We have made additional changes and moved one of our senior people into customer service to help out. Our goal this year is to really focus on redoing our outlook on how to take care of patients when they come in."

Weekley says this philosophy makes a real difference for the office staff because they are more on-time and can more quickly get patients back to see the doctors. "It's a nice carry through," he notes. "Patients appreciate the fact that we are making things more timely and there is less of a wait time."

The bottom line at System Optics is ultimately its employees. "We feel that success will come if we do all the right things," says Sude. "The most important asset we have are our employees; they create a thriving medical environment here."

In addition to communicating its policies to employees, System Optics educates its patients as well. The firm maintains two Websites: www.systemopticslaser.com and www.cosmeticsurgicalarts.net.