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Building, Training and Retaining Your Veterinary Dream Team
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A full-day workshop presentation that takes you through the ins and outs of the recruiting, training and hiring process while providing you with the tools needed to change your practice culture for ...

A full-day workshop presentation that takes you through the ins and outs of the recruiting, training and hiring process while providing you with the tools needed to change your practice culture for growth and longevity.

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Building, Training and Retaining Your Veterinary Dream Team Building, Training and Retaining Your Veterinary Dream Team Presentation Transcript

  • Building, Training and Retaining Your Veterinary Dream Team Brenda Tassava, CVPM Monday, November 16, 2009
  • Brenda Wife & Mother Certified Veterinary Practice Manager Certified True Colors Facilitator Veterinary Management Consultant, Writer and Trainer Collage Artist Director of Operations for Broad Ripple Veterinary Management Solutions in Indianapolis, Indiana Monday, November 16, 2009
  • BROAD RIPPLE VETERINARY MANAGEMENT SOLUTIONS EMPLOYEES LOCATION 54 INDIANAPOLIS Monday, November 16, 2009
  • BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER TEAM SEPTEMBER 2009 Monday, November 16, 2009
  • VETERINARIANS BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER Monday, November 16, 2009
  • REGISTERED VETERINARY TECHNICIANS BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER Monday, November 16, 2009
  • CLIENT SERVICE & VETERINARY ASSISTANT DEPT. BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER Monday, November 16, 2009
  • MANAGEMENT TEAM BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER Monday, November 16, 2009
  • And you are? Monday, November 16, 2009
  • OPENINGS ON THE TEAM FINDING THE TEAM HIRING THE TEAM TRAINING THE TEAM KEEPING THE TEAM Monday, November 16, 2009
  • OPENINGS IN THE PRACTICE ARE THERE ALTERNATIVE SOLUTIONS TO HIRING? Monday, November 16, 2009
  • Doctor to Support Staff Ratio Monday, November 16, 2009
  • Support Staff Payroll as a % of Gross Production •RVTs 8.0% •Client Service 5.75% •Assistants/Other 5.75% •Administrative 3.5% Monday, November 16, 2009
  • First, Break All the Rules by Marcus Buckingham & Curt Coffman Monday, November 16, 2009
  • Capitalizing on Strengths & Opportunities •Shifting & re-distributing duties •Flex scheduling •Cross-training C EO •Consolidation of departments •Create a new position Monday, November 16, 2009
  • SEEKING NEW TEAM MEMBERS FINDING THE RIGHT APPLICANTS Monday, November 16, 2009
  • Online Applications Monday, November 16, 2009
  • Online Resources http://www.wheretechsconnect.com http://www.monster.com http://www.vhma.org http://www.vetquest.com/Classifieds/ http://www.veterinarymanagement.ning.com Animal Care Technologies http://www.4act.com http://www.vetnetamerica.com Monday, November 16, 2009
  • Clinic Resources Marquee sign Welcome kiosk in reception area Employee referral program Monday, November 16, 2009
  • Local Resources Local groups and associations Local schools Externship programs Community bulletin boards Monday, November 16, 2009
  • Always accept applications... Monday, November 16, 2009
  • Technician or Assistant? Receptionist or Client Service Representative? JOB DESCRIPTIONS AND TITLES SEEKING CONTINUITY WITHIN THE VETERINARY FIELD Monday, November 16, 2009
  • Management Team Titles Hospital Administrator Practice Manager Office Manager Human Resource Director Inventory Manager Patient Service Director (Technician Supervisor) Client Service Director (or Supervisor) Monday, November 16, 2009
  • What is a CVPM? Monday, November 16, 2009
  • Certified Veterinary Practice Manager A process that requires completing an application and passing a written examination that will evaluate both experience and knowledge. A commitment to the pursuit of excellence in veterinary practice management through continual education and association within the profession of veterinary practice management A set of standards that must be upheld by pledging to adhere to the VHMA professional Code of Ethics Monday, November 16, 2009
  • Requirements for CVPM MINIMUM OF THREE YEARS EXPERIENCE IN THE AREAS OF: •HUMAN RESOURCES •LAW & ETHICS •SAFETY (OSHA) •MARKETING •CUSTOMER SERVICE •PUBLIC RELATIONS •ORGANIZATION & SYSTEMS MANAGEMENT •INVENTORY •EQUIPMENT/MAINTENANCE •MEDICAL RECORDS •MANAGEMENT PROCEDURES •FINANCIAL MANAGEMENT & ACCOUNTING Monday, November 16, 2009
  • Support Staff Titles Registered (Licensed or Certified) Veterinary Technician Veterinary Assistant Client Service Representative Kennel Assistant (Attendant) Monday, November 16, 2009
  • CLIENT-PATIENT ASSISTANTS WHAT YOU GET WHEN YOU COMBINE VETERINARY ASSISTANTS & CLIENT SERVICE REPRESENTATIVES Monday, November 16, 2009
  • Medical Directors Dr. Kinkler and Dr. Watson Independent Contractor Dr. McCord Practice Manager Kathy Giles Veterinary Veterinary Veterinary Kennel Technicians Assistants Receptionists Assistants 2-Doctor Pet Clinic Organization Chart Monday, November 16, 2009
  • BRAC Organization Dr. Brunner Medical Director Chart (Oct. 2007) Brenda Tassava, CVPM Hospital Administrator Kire’ Volpe, Amy Birk, Administrative Asst. Inventory Manager Doctors: Dr. Neumann Blythe Addington, RVT Melinda Wiggins Nicki May Patient Services Director Client Services Director Out-Patient Services Dir. Dr. Murphy Dr. Gardner Dr. Lee RVT Kennel Call Center Dr. Heinz Facilities: Pod Assistants Building and Staff Staff Staff Dr. Jarrell Computers Dr. Ealing Surgery & Dental CSR Staff Staff Inventory Monday, November 16, 2009
  • Broad Ripple Animal Clinic Group Dr. David Brunner, owner Broad Ripple Veterinary Management Solutions, Inc. (BRVMS) Brenda Tassava, CVPM, Hospital Administrator/Director of Operations Aaron Metheny, Human Resources Director & OSHA Safety Officer Monika Schultz, Inventory Manager Broad Ripple Broad Ripple Animal Clinic, PC Animal Wellness Bark Tutor, Inc. (BRAC) Center, PC (BRAWC) Medical Director: Dr. Neumann Brad Phifer, CPDT Independent Contractors: Headmaster Kathy Barr, Reiki Dr. Murphy Dr. Gardner Directors: Dr. Lee Dr. Heinz Blythe Addington, PSD Text Lisa Rubio, PSD Dr. Ealing Dr. Ealing Melinda Wiggins OPCSD Dr. Gardner Dr. Rudwell Tonya Robbins: Office Manager Medical Director: Dr. Ealing Support Staff Support Staff Behavior Director: Brad Phifer, CPDT Support Staff: Instructors and Assistants Monday, November 16, 2009
  • Practice Owner Directors DVMs CPAs Kennel Client & Patient Technicians Hospital Administrator Monday, November 16, 2009
  • Job Descriptions General Description Job Requirements-Physical Demands & Skills Work Environment Status Pay Range Essential Functions Monday, November 16, 2009
  • General Description VETERINARY ASSISTANT MAIN RESPONSIBILITY IS TO ASSIST THE TECHNICIAN IN THE WELL-PLANNED, ACCURATE, AND ORDERLY FLOW OF PATIENT CARE AND TREATMENTS. Monday, November 16, 2009
  • Job Requirements SKILLS & PHYSICAL DEMANDS THE VETERINARY ASSISTANT MUST BE ABLE TO FOLLOW ORDERS QUICKLY AND HANDLE ANIMALS IN SITUATIONS THAT MAY BE LESS THAN IDEAL. •PROFESSIONAL AND COURTEOUS MANNER. •SENSE OF CARING TOWARD ANIMALS. •MUST BE ABLE TO CARRY UP TO 50 POUNDS. •MUST BE ABLE TO WALK DOGS UP TO 130 POUNDS. Monday, November 16, 2009
  • Work Environment LARGE, BUSY HOSPITAL WITH HEAVY SURGICAL AND MEDICAL CASELOAD. PATIENTS REQUIRE HIGH LEVEL OF CARE. WORK IN ALL AREAS OF HOSPITAL, HIGH LEVEL OF CLIENT INTERACTION, EXPOSURE TO X-RAYS AND ANESTHETIC GASES WITH PROPER PROTECTIVE MEASURES. Monday, November 16, 2009
  • Status PART TIME POSITION (LESS THAN 32 HOURS PER WEEK) FULL TIME POSITION (32 HOURS OR MORE PER WEEK) Monday, November 16, 2009
  • Wage Range STARTING WAGE: $10.00-$12.00/HR, BASED ON EXPERIENCE Monday, November 16, 2009
  • Essential Functions Monday, November 16, 2009
  • PLEASE NOTE: EVERY EMPLOYEE WORKS FOR BROAD RIPPLE ANIMAL CLINIC GROUP AS A WHOLE, NOT ONLY FOR A PARTICULAR SUPERVISOR OR DEPARTMENT. ACCORDINGLY, EMPLOYEES ARE EXPECTED TO ACT IN THE BEST INTEREST OF THE HOSPITAL, EVEN IF DOING SO REQUIRES ACTIONS OR RESPONSIBILITIES NOT LISTED IN THE ABOVE JOB DESCRIPTION. THIS JOB DESCRIPTION IS PROVIDED FOR INFORMATIONAL PURPOSES ONLY AND IS SUBJECT TO REVISION BY MANAGEMENT WHEN CLIENT NEED AND PATIENT-SERVICES REQUIREMENTS CHANGE. Monday, November 16, 2009
  • Break Be Back in 15 Minutes Monday, November 16, 2009
  • SKILLS AND ABILITIES ASSESSING YOUR CLINIC’S NEEDS & LOOKING FOR THE RIGHT PEOPLE Monday, November 16, 2009
  • Stop Recycling! Why do we recycle “experienced” staff from other practices? Monday, November 16, 2009
  • Hire ‘TACT’fully... Monday, November 16, 2009
  • TACT-ful Hiring Technology Attitude Client Service Skills True Colors Monday, November 16, 2009
  • Hiring for Technology Typing skills Computer skills Internet skills Social media skills Medical technology skills Monday, November 16, 2009
  • Hiring for Attitude “I like animals better than people...” Eye contact, smile, etc. Initiative Why does this person want to work in your practice? Monday, November 16, 2009
  • Hiring for Client Service Skills Zappos Starbucks Southwest Airlines Other service industries: hair salons & day spas, hotels, upscale restaurants Monday, November 16, 2009
  • Hiring for True Colors Green: logical, “big picture” thinker, creative Blue: compassionate, caring, empathetic Gold: traditional, organized, needs structure Orange: adventurous, freedom-seeking, performers Monday, November 16, 2009
  • WHAT IS YOUR CORE COLOR? TRUE COLORS PERSONALITY TEST Monday, November 16, 2009
  • •TRADITION •SECURITY •ROUTINE •RESPONSIBILITY •PREDICTABILITY GOLD •COOPERATION •CONFORMITY •EFFICIENCY VALUES •LOYALTY •FAMILY •JUSTICE •COMPENSATION •AUTHORITY •ACHIEVEMENT Monday, November 16, 2009
  • •TEAMWORK •RELATIONSHIPS •OPTIMISM •PLEASING OTHERS •HARMONY •COMPASSION •AUTHENTICITY BLUE •EMPATHY •EMOTIONS VALUES •INTEGRITY •INDIVIDUALITY •SINCERITY •SPIRITUALITY Monday, November 16, 2009
  • •ADVENTURE •CHANGE •PLAYFULNESS ORANGE •SPONTANEITY •ENERGY VALUES •VARIETY •FREEDOM •COMPETITION •GENEROSITY •FAST PACE •INDEPENDENCE •FLEXIBILITY Monday, November 16, 2009
  • •CREATIVITY •KNOWLEDGE •FAIRNESS GREEN •INDEPENDENCE •MENTAL CHALLENGE •TRUTH VALUES •INNOVATION •IDEAS •LOGIC •CURIOSITY •FUTURE ORIENTATION •VISION Monday, November 16, 2009
  • TEAM DYNAMICS & COMMUNICATION A TRUE COLORS APPROACH Monday, November 16, 2009
  • FINDING BALANCE Monday, November 16, 2009
  • THE HIRING PROCESS Monday, November 16, 2009
  • Application Process •Apply in person •List Hours to apply •Online applications •Control the situation •Be consistent •Ask for feedback Monday, November 16, 2009
  • Screening Process •Screen applications •Content •Presentation •Telephone screening Monday, November 16, 2009
  • The First Interview •2 heads are better than 1 •Stick to the script •Timeliness •Appearance •Communication skills •Present the job description •Don’t jump the gun Monday, November 16, 2009
  • Interview Questions “Tell me about yourself...” “Why are you considering a career in veterinary medicine?” “Where do you see yourself in five years?” “What personal strength do you bring to this position?” “What personal trait would you like to improve?” “What is your preferred learning style?” “Describe the best employer you’ve ever had...” “What questions do you have for me?” Monday, November 16, 2009
  • Prep your candidate for “what to expect next...” Monday, November 16, 2009
  • The Second Interview •Trusted team member •2-3 hours in length •Encourage questions •Opportunity for candidate to see if this is the position they expect Monday, November 16, 2009
  • The Offer Monday, November 16, 2009
  • LUNCH BREAK Monday, November 16, 2009
  • THE TRAINING PROCESS Monday, November 16, 2009
  • Training Process Orientation Training schedule & timelines Trainer & Mentor Assignments Training Manuals Training Checklists Feedback & Assessments Monday, November 16, 2009
  • Orientation •New employee forms •Training Schedule •Employee Handbook •Uniforms •Touring Facility •Introductions to Staff •Name tag •History of the Practice •Essentials (locker, email, etc.) Monday, November 16, 2009
  • Training Schedule & Timeline •Sets expectations •Communicates to trainer •Keeps everyone on track Monday, November 16, 2009
  • Trainer & Mentor Assignments •Trainer from same department •Mentor from another department •Use True Colors to “match” •Use what you learned in orientation to “match” Monday, November 16, 2009
  • Training Manuals •Manuals available for purchase •Custom manuals for your practice •Do it once, then edit as needed •Incorporate online training....no need to reinvent the wheel! Monday, November 16, 2009
  • Departmental Checklists •Opening duties •Midday duties •Closing duties •Step-by-step, DETAILS! Monday, November 16, 2009
  • Training Checklists •Phase training •Set dates to cover training •Training covered •Training assessed •Released to perform duty Monday, November 16, 2009
  • Feedback & Assessments •Ask for training feedback •Schedule assessments •Set goals for improvement •Sign-off on training Monday, November 16, 2009
  • Successful Training Clear and consistent expectations Frequent feedback and communication Timely evaluations & assessments of progress Objectivity On-going and continuous learning Monday, November 16, 2009
  • WHAT TO DO WHEN THINGS AREN’T GOING WELL... Monday, November 16, 2009
  • •Don’t let things build-up •Frequent Trainer feedback •Deal with issues as soon as they arise •Matter-of-fact approach •Coaching, not correcting •Success of the Trainee •“What can I do to assist you with your training?” Monday, November 16, 2009
  • 3 6 10 4 2 4 8 11 2 5 3 3 3 2 6 6 3 7 8 11 STAFF RETENTION PLANS Monday, November 16, 2009
  • Compensation & Benefits •Industry benchmarks •Regional demographics •Benefit package: diversity & depth •Look outside the norm Monday, November 16, 2009
  • Flexible scheduling Continuing education opportunities Uniforms Tuition assistance Specialization within the practice Gym membership Childcare Monday, November 16, 2009
  • FUTURE REGISTERED VETERINARY TECHNICIANS Monday, November 16, 2009
  • Cautions •Seniority scheduling •Pet care benefits •Employee pet accounts •Lack of tracking/compliance •CE initiative & accountability •Tuition co-payment Monday, November 16, 2009
  • Most important factor for team retention: CULTURE OF THE PRACTICE Monday, November 16, 2009
  • Break Be Back in 15 Minutes Monday, November 16, 2009
  • WHAT IS THE CULTURE OF YOUR PRACTICE? Monday, November 16, 2009
  • Twelve Questions Do I know what is expected of me at work? Do I have the materials & equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development at work? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a good friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? Buckingham & Coffman: “First, Break All the Rules” Monday, November 16, 2009
  • Question #13 Overall satisfaction: On a five-point scale, where “5” is extremely satisfied and “1” is extremely dissatisfied, how satisfied are you with this practice as a place to work? Allow space for comments and suggestions Monday, November 16, 2009
  • PERFORMANCE EVALUATIONS Monday, November 16, 2009
  • New Team Members •30 days: informal •60 days: informal •90 days: formal Monday, November 16, 2009
  • Self Evaluation •Written format, turned in before meeting •The Strengths Interview Monday, November 16, 2009
  • The Strengths Interview What did you enjoy most about your previous work experience? What brought you here? What keeps you here? What do you think your strengths are? (skills, knowledge, talent) What about your weaknesses? What are your goals for your current role? How often would you like to meet with me to discuss your progress? Are you the kind of person who will tell me how you’re feeling, or will I need to ask? Do you have any personal goals or commitment you would like to tell me about? What is the best praise you’ve ever received? What made it so good? Have you had any really productive partnerships or mentors? Why do you think these relationships worked so well for you? What are your future growth goals, career goals? Are there any particular skills you want to learn? How can I help? Is there anything else you want to talk about that might help us work well together? Buckingham & Coffman: “First, Break All the Rules” Monday, November 16, 2009
  • THE ANNUAL REVIEW Monday, November 16, 2009
  • Nothing “NEW” Be specific Offer supporting examples Be objective and honest Set goals for the coming year Monday, November 16, 2009
  • Formats 360 degree review Immediate Supervisor review Management team review Scaled review (1 to 5, 1 to 10, etc.) Expectations review Monday, November 16, 2009
  • Set Goals Offer guidance and support in attaining goals Monday, November 16, 2009
  • “Should pay raises be tied to annual performance evaluations?” Monday, November 16, 2009
  • PERSONAL GROWTH & LIFE BALANCE ISSUES Monday, November 16, 2009
  • Thank you! Brenda Tassava, CVPM bktassava@sbcglobal.net http://twitter.com/bktassava http://www.veterinarymanager.wordpress.com http://www.veterinarymanagement.ning.com Monday, November 16, 2009