With a nationwide shortage of experienced optical dispensers, investing in the growth, product knowledge and confidence of new recruits is vital for business success, writes Bonnie Eason.
With a growing shortage of experienced optical dispensers, the industry is increasingly relying on new entrants to deliver outstanding client experiences and maintain business profitability. For practice managers, the challenge lies in preparing new dispensers to meet client expectations without compromising short-term sales performance.
As a practice manager with new dispensing staff on my team, I often weigh the tension between development and revenue. Experienced staff tend to generate higher income through premium product sales, yet new dispensers need real-world opportunities to grow. Striking the right balance between short-term profitability and long-term development is key to a sustainable, successful practice.
I’ve found that the foundations of success lie in three key areas: building strong product knowledge, encouraging innovation over repetition, and ensuring consistent, ongoing support.
Product knowledge builds confidence and trust
The first priority for trainee and new dispensers should be to gain as much product knowledge as possible about the store’s offerings. They need to understand the difference between premium and value frame ranges and be familiar with the practice’s full lens portfolio – particularly the most commonly recommended or high-performing products.
While the Certificate IV in Optical Dispensing provides essential technical knowledge, product expertise is built in-practice. Understanding frame materials, lens designs and manufacturing differences gives new staff the confidence to make strong recommendations – and clients can sense that confidence. When customers feel their individual needs are being met with informed advice, it builds trust and fosters loyalty.
Exceeding expectations begins with understanding the client’s lifestyle. Asking open-ended and reflective questions uncovers not just what they want, but what they need. This creates a connection and positions the dispenser as a trusted advisor. When a customer trusts the dispenser’s recommendations, they’re more likely to follow advice, feel satisfied with their purchase, and return in the future.
Moving beyond repetition
New dispensers can easily fall into the trap of repeating previous sales – offering customers the same frame or lens they bought last time. It’s a natural fallback while confidence and product knowledge are still developing. But this approach limits both the customer experience and sales potential.
Instead, new staff should be encouraged to ask, “Can we do better this time?” or “How can we improve the customer’s experience?” Every interaction is an opportunity to provide a better solution, even if that means suggesting an upgrade or a different product that better suits the client’s needs.
For example, when comparing two titanium frames – one priced at $349 and the other at $749 – customers will inevitably ask, “What’s the difference?” This is where deep product knowledge becomes invaluable. Understanding that one is crafted from high-grade Japanese titanium, while the other uses standard materials, allows the dispenser to explain the difference in craftsmanship and durability. Such detail builds credibility and helps clients make confident, informed decisions that align with their needs and budget.
Learning from experience and collaboration
Another effective way to fast-track development is to leverage the expertise already available within the business. Experienced dispensers are valuable mentors who can model best practice, guide customer interactions, and share insights about product features and client preferences.
Sales representatives are another underused resource. When reps visit, managers should ensure dedicated time for new dispensers to learn about product ranges, brand stories and technological innovations. These sessions not only expand product knowledge but also build enthusiasm and confidence – qualities that directly translate into improved customer engagement and sales performance.
Providing consistent feedback, celebrating small wins, and reinforcing a culture of curiosity all contribute to steady, confident growth among new dispensers. Over time, these early investments pay dividends through stronger customer relationships, higher-value sales, and increased staff retention.
Balancing growth and profitability
Preparing new dispensers to meet client expectations while maintaining profitability requires deliberate balance. Focusing solely on short-term sales can stunt development, but neglecting sales performance can strain the business. The most effective approach prioritises structured learning alongside performance goals, ensuring that new staff can grow without compromising financial outcomes.
By equipping new team members with strong product knowledge, fostering a mindset of continuous improvement, and making use of experienced mentors and supplier expertise, practices can develop dispensers who consistently exceed customer expectations.
In doing so, we not only strengthen our teams and our businesses but also raise the standard of service across the profession – ensuring that every customer leaves with confidence, satisfaction and a reason to return.
About the author: Bonnie Eason is a qualified optical dispenser and practice manager at Evolve Optometry, NSW.
