Abstract: Hiring in today's competitive market is a problem we all face. The
veterinary field faces competition from other factions of the veterinary field
(i.e. allied industry) and from the non-veterinary field drawing people to higher
paying jobs. This discussion focused on the initial factors we face day to day.
Summary:
Some participants identified that they would like to be able to find competent
help to hire by offering a position which would attract candidates, while others,
perhaps seeking a new challenge, were interested in what to look for..
What to consider when hiring or being hired (remember the ideal goal is to
have both the employer and employee on the same page):
1. Salary - yup, it merits a high rating, but isn't always the primary factor.
2. Competition - acknowledge and investigate it (i.e. number and proximity of
other hospitals/types of employment for veterinary staff - i.e. pharmaceutical
companies, education, research, etc.)
3. Hours (40 hours/week versus flexible schedules or 4 x 10 hour shifts)
4. Reputation (The veterinary community is very tightknit - avoid rumors, select
words carefully)
5. Utilization - staff/doctor coverage - Practices should be based on meeting
the client's needs efficiently and timely. This is done by running a very organized
flow pattern with 5 staff per 1 doctor (recommended by Dr. Steve Garner of Safari
Animal Centers)
6. Scope of practice and counseling on Life-Stage Health Management (pre-purchase
through euthanasia or death)
7. Staff providing client education
8. Specialty area (dermatology, cat only, surgery, etc.)
9. Organization within the hospital (employee manuals, leadership, team spirit,
communication, reviews, staff meetings, adequate help, constant teaching for
betterment atmosphere).
10. Physical Plant - size, location, parking, lighting at night
11. Benefits (CE allowance, in house CE, great pay, health insurance, employee
discounts, holidays, sick days, personal days, uniforms, vacation, tuition reimbursement,
gym membership) NOTE: make sure the benefits are equal to all employees (i.e.
alternative benefits if someone doesn't own any pets or won't use a gym membership)
12. Amenities: lounge area, library, Internet access, comfort/visiting room
for clients, TV for client education, copier that can be used for personal use,
minimal micromanagement.
13. Toys : ultrasound, fiberoptic scopes, telemedicine, and the basics like
automatic processors and computers
14. Employee appreciation (overwork/underpay and lack of thanks leads to burn
out FAST). This can be done also by little things such as "thank you".
In the case of the veterinary hospital/facility the IDEAL would be:
A well managed humane practice with low staff turnover, that practices good
quality medicine, patient care, and good pain management. The practice would
have a good reputation and a high level of customer service.
The entire staff (DVM on down) needs to "buy in" to the customer
service issue (providing the entire "for the life of your pet" and
providing the best services including up-to-date equipment)
HINTS:
1. Interview on normal business days (not after hours, not at times when you
can't watch what really goes on)
2. Do a day long working interview. Be a fly on the wall and let people interact
with you
Warning signs of a possible disaster:
1. These may include fragmented staff, poor leadership, vets trying to run the
practice without help, teaching a "what NOT to do", no practice manager,
one who was put in that position because of longevity, not necessarily knowledge
of the job, or those who "fall into" management without a clue what
to do.
2. Don't judge a book by it's cover (if the practice looks pretty, make sure
you look at its contents)
3. Staff interaction is not harmonious.
If you are in practice, what can you do to "upgrade" yourself for
the next interview?
1. Reorganize your paraprofessional staff
2. Use non-traditional scheduling
3. Implement a new client-flow pattern
4. Cross train the entire staff (this includes the DVM)
5. Role play (so everyone gets a chance to be in someone else's shoes).
Attendees: Robin (host), Debbie, Elizabeth, Rozina, TJ
