This is a presentation I gave to the Indiana Association of Equine Practitioners on November 2, 2016 on Human Resources. It covers everything from hiring, training, paying and sometimes firing staff.

1. Finding, Hiring, Training, Paying,
Keeping, and sometimes
Firing Staff…
Mike Pownall, DVM, MBA
www.slideshare.net/mpownall

3. Your Most Important Asset
“There is no way that the quality of
customer service can exceed the
quality of the people who provide it”
Liz Tahir. Retail Consultant

4. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

5. Employee Turnover
# employees left during year
__________________________ x 100
Average # employees

6. Employee Turnover
3
__________________________ x 100
9
33%

7. http://www.compensationforce.com/2015/03/www.compdatasurveys.com

8. Cost of Employee Turnover
• 50-75% of salary (6-9 months)
• $30,000 salary
• $15,000 - $22,500 annual cost each
3 = $45,000 - $67,500
http://www.zanebenefits.com/blog/bid/312123/Employee-Retention-The-Real-Cost-of-Losing-an-Employee

9. Company Culture

12. Vision
Guiding Philosophy

13. Who and Why
• Values
–Essential & enduring even if a
competitive disadvantage
• Core Purpose
–Our reason for being

14. Mission
Where we want to go with a
mix of concrete reality
with hopes and aspirations
Translation of vision from image to
words

15. MPES Values
1. Take Ownership – “Own It”
2. Evolve – “Push It”
3. Deliver Excellence – Elevate it
4. Collaborate – Share it

16. MPES Purpose
Giving horse people peace of
mind about their horse’s
health care through excellent
customer service and
education

17. MPES Mission
To become a globally
recognized equine veterinary
business through leadership
in patient, client and
employee care

18. Core Competencies
• The “action words” that are the
tangible behaviours and skills that
embody the Core Values
• Teachable, observable, evaluate

19. Core Competencies
Evolve – “Push It” (Core Value)
• ‘Evolve’ is the idea of continuously moving forward, personally and
professionally. It is having the internal drive to better ourselves at all times
without being prompted. It also recognizes that change is inevitable and
required in order to keep the business relevant and successful.
Related Core Competencies:
• Continuous Education - commitment to personal learning and
development. Understands own strengths and weaknesses and
independently seeks out opportunities for personal development. Keeps
current - industry trends and advances in medicine and patient care.
Recognizes that innovation is crucial to our business and market climate.
• Ambition - lack of satisfaction with being 'good enough' - always striving to
be better tomorrow than they were today. Focused and goal-oriented.
Takes responsibility, seeks out opportunities for growth and advancement
within the company and position.

20. Evolve – “Push It” Continued
• Self-Motivation - able to think for self and recognize
what needs to be done. Doesn't require constant
supervision and direction. Knows where to look for
possible answers to questions before escalating.
• Flexibility and Adaptability - Understands that change
is inevitable, and the nature of our business requires one
to be able to adapt and embrace changing external
circumstances and changes within the company.

21. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

23. Train the skill
Hire the smile

24. Hiring – Process
• Resumes and cover letters
• Phone Screening Interview
• In-Person Interview
• Working Interview

25. Phone Screening Interview
Why?
• Time
• Assess communication skills easily
• Judge Enthusiasm
How?
• 10 – 15 minutes
• Consistent questions

26. Phone Screening Process
• Go over interview process
• What attracted you to apply for this
role?
• What are you looking for in a
position?
• How much do you know about the
company?
• Wage expectations/start date

28. Interview Structure
• Introductions
• Housekeeping
• What do they know about you?
• Establish “why”
• Describe the position + company
• Ask about the resume/past experience
• Behavioural/Situational questions
• Applicant questions?
• Wrap up

29. Behavioral Questions
The best indicator of future behavior is
past behavior
•Tell me about a time when you had to
deal with a client who was irate.
• What was the outcome?”

30. Behavioral
Take Ownership – Emotional
Intelligence and Self-Awareness
•Have you ever had to work with
someone with whom you didn't like or
just couldn't get along with?
•How did you cope with this situation?

31. Behavioral
Take Ownership - Accountability
•Tell me about a time when you made a
mistake in the workplace.
•How did you deal with it?
•What steps did you take to ensure that
it didn't happen again?

32. Situational Questions
See how applicant really thinks – can’t
use rehearsed answers
•“What would you do if you had to deal
with a client who was irate, but in this
instance you knew for sure they were in
the wrong?”

33. Situational
Take Ownership – Integrity and
Honesty
•What would you do if a client asked
you to change their horse’s medical
records before sending them to the
insurance company?

34. Situational
Collaborate – Team Focus
•What would you do if you saw that one
of your colleagues was struggling with
their workload?

35. Curve Balls
• Who inspires you? Why?
• What would your friends or family say is
the biggest misperception someone might
have about you when they first meet you?
• What book are you reading? Tell me what
you like about it.
• If you could visit anywhere in the world,
where would it be?
• What has been your biggest
disappointment/regret in life?

37. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

39. ”Young people need models,
not critics”
John Wooden

40. Why Have Structured
Training?
• Better adjustment to the workplace
• Structure increases chances for
success
• Consistency
• Clear Expectations
• Increased Self-Confidence
• Increased engagement.
• Alan M. Saks, Jamie A. Gruman, (2011) "Getting newcomers engaged: the role of socialization tactics", Journal of
Managerial Psychology, Vol. 26 Iss: 5, pp.383 - 402

41. McKee-Pownall Training
GENERAL ORIENTATION - CSR TRAINING
1. First Day/Week General Orientation
History of MPES
Vision Statement
Core Values
2. General Office Administration
Policies and Procedures Manual
Phone List, Positions and Contacts
Time Sheet/Absence Request forms
Personal Expense Report
Meetings Overview
Clinic Information (Keys, Alarm, Open/Close Procedures, Etc)
3. Computer Network Orientation
Accessing the Network (Computer Access Document)
Network Orientation (remote vs. local, P: Drive, etc)
Skype
4. Customer Service Protocol
Telephone Etiquette
MPES Customer Experience and Charter
Customer Service Training By Position

42. Vet Training & Mentorship
• Mentoring Guidelines
• Define roles and support system
• Regular meetings and follow-up
• Training/Skill Set Outline
• Soft Skills/Client Management

44. Why Do Reviews?
1. Formal comprehensive discussion
regarding performance
2. Basis for goal setting for entire year
3. Provide expectations and guidelines for
desired behaviours
4. Tie personal behaviour to Culture,
Strategy, Vision
5. Provide guidance for wage increases and
bonus calculations

46. Peer Review Process
•Manager solicits gives form for co-
workers to fill out and score
•Employees do self reviews and
score themselves

48. Process Length
• Self Review completed and emailed to
Manager within 1 week of initial receipt of
the review documents and instructions
• Managers have Manager Reviews
completed and approved by Owner
• Combined Manager and Goals Meeting
• Entire process should take 2-3 weeks max

49. Scoring Ambiguity
“What does a 7 look like? How do I get a
10?”
•Decision Guides for rating each Core
Value/Competency and for Tasks/Skills
•Gives staff a guideline of minimum
expectations as well as a guide for future
score improvement

50. Performance Review Core Values – Behaviour Descriptions for Rating Decisions
1. “Own It” - Take Ownership
Below Expectations (6-6.5) Meets Expectations (7-7.5) Exceeds Expectations (8-8.5) Star (9-10)
Accountability
Frequently repeats errors.
Does not change behaviour in
response to feedback. Does not
follow established protocol.
Makes excuses, little desire to
change displayed. “Passes the
buck.”
Generally receptive to feedback. Takes
steps to ensure mistakes aren’t repeated.
Follows established protocol as
expected.
Consistently solicits feedback
from managers and peers.
Mistakes are infrequent and
addressed immediately.
Mistakes are rarely, if ever,
repeated.
Takes steps to ensure mistakes
are not made. Suggests
improvements to protocol and
procedure. Holds self and others
accountable for following
procedure.
Emotional Intelligence
Has little to no sense of
personal strengths and
weaknesses. Constructive
criticism is taken as negative
and focus is not put on how to
improve self. Behaviour can
have a negative impact on
others’ well-being and
effectiveness. Easily
“triggered”
Has a rudimentary understanding of
personal strengths and weaknesses. Is
generally open to constructive criticism
and makes a noticeable effort to
improve. May require frequent
reminders regarding the effect their
behaviour has on others. Can usually
catch self before being “triggered”
Quite familiar with personal
strengths and weaknesses.
Open to receiving coaching from
managers, others. Seeks out
feedback on personal progress
in this area. Is rarely
“triggered”.
Intimately familiar with own
emotions, strengths, weaknesses,
drives, values and goals and
recognizes their impact on others.
Personal emotions and agenda
rarely affect others negatively.
Could be seen as someone who
would be effective at coaching
others in this area.
Honesty and Integrity
Some actions show lack of
complete honesty & integrity.
Requires frequent reminders
regarding appropriate
behaviour. Can be careless
with personal and confidential
info.
Generally conducts self in an honest
and ethical manner. May gossip
internally, but generally can be relied
upon to protect personal/confidential
info.
Conducts self in an honest and
ethical manner the majority of
the time. Rarely pulled into
“gossip” – protects
personal/confidential info.
Holds self and others accountable
for integrity and trustworthiness
in all activities. Is “beyond
reproach.” Models this
behaviour for others. Always
keeps word and follows through
with appropriate actions.

51. Core Values and Skill/Task
Weighting
• Core Values worth 50%
• Skills/Tasks worth 50%
– AR, Clerical, Contribution
• Calculated on the Summary Page

52. Assessment Categories
• Categories broken down into 5%
increments – eg:
– “Low Meets Expectations” = 70-74%
– “High Meets Expectations” = 75-79%
• Higher % increase for “High Meets”
vs “Low Meets”

55. Tracking Performance
• Check-in meetings held at least
monthly
• Managers keep track of what was
discussed and goal progress
• “Performance Log” + Gold Star
tracking introduced
• Open door policy

56. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

57. Compensation

58. Vet Compensation
Salary Model
• Culture of Collaboration
• Discourage “Ownership” of clientele
• Improve Work-Life Balance
• Increases based on the chart
• Emergency fees still retained

59. Money isn’t everything
What else does your
staff value?

60. Consider the Source

61. Compensation – Beyond
the Wage
• Work/Life Balance options
• 4 Day Work Week for Vets
• Bonus Pool
• Medical/Dental Benefits
• Continuing Education $ and time
• Opportunities to develop in
new/expanded roles

62. Goal Setting

63. Self Reflection
• What do you consider to be your most
important achievements relating to
your position recently?
• Are there areas you feel you could
improve?
• What do you think would enhance
your effectiveness and why do you
need it at this time?

64. Self Reflection
• What are you receiving from me
and/or the organization that you like
and find helpful?
• Is there something that you aren't
receiving from me and/or the
organization that, as a result,
impedes your effectiveness?
• Is there anything else you would like
to discuss?

65. Goals
• Goals set at Manager Meeting
• Followed up on Monthly, during
Check-In Meetings
• Managers keep track of progress for
each employee
• Goal setting training provided

66. How do staff decide?
• What do I already do well? What could I
do better?
• Did my Review identify any areas for
improvement?
• What is most important? What will have
the most impact?
• What are the current needs of the
business? Can I help meet these needs
in some way?

67. A SMART Goal is…
SPECIFIC
•Well defined, clear, unambiguous
•What will be accomplished?
•What actions will be taken?

68. A SMART Goal is…
MEASURABLE
•What data will measure the goal?
•How much? How many? How
well?

69. A SMART Goal is…
ACHIEVABLE
•Is the goal realistic?
•Do you have access to the tools
and resources to help you reach
the goal?

70. A SMART Goal is…
RELEVANT
•Does the goal align with broader
company or personal goals?
•Why is the result important?

71. A SMART Goal is…
TIME-BASED
•What is the time frame for
achieving this goal?

72. Setting a SMART Goal

74. The Action Plan

75. The Action Plan
3 Components
1.Specific Tasks (“Action Steps”)
2.Resources (people, training
materials)
3.Due dates = small, motivating
victories

76. Defining the Action Plan
Steps

77. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

79. Employee Engagement
“Customers will never love
your company, until the
employees love it first”
Simon Sinek
http://sloanreview.mit.edu/article/measuring-the-benefits-of-employee-
engagement/

80. What is Employee
Engagement?
The Emotional
Commitment an
employee has to the
company and its goals

81. What is Employee
Engagement?
Engaged employees
care about their own
work and the work of the
company
They are more willing to
go the extra mile for
clients and each other

82. Millennials and EE
• Born 1980-1996 (now 20-36)
• 71% - actively disengaged at work
• Coaching and Development
• Long-Term Planning
http://www.gallup.com/businessjournal/194204/millennials-job-hoppers-not.as
?

83. Profit Growth Benefits
Disengaged employees = 0-1%
Highly Engaged = 10-15%
http://ilp.mit.edu/media/news_articles/smr/2015/56404.pdf

84. Why do we care if they care?
• Gives them a voice – find out if their
priorities as an employee are being met
• Expose areas where we are doing well
and meeting your expectations
• Identify and target areas for improvement
• Ensure that we continue to be a place
where people like to work
• Help us plan for the future

85. Measures of Employee
Engagement
• Career Development Opportunities
• Day-to-day Work Engagement
• Compensation
• Relationship Management
• Communication
• Benefits
• Work Environment

86. The Survey
• 34 Questions online via
SurveyMonkey
• Anonymous other than job
role and clinic
• 5 point rating scale
• Area for comments after each
question

88. Scoring Employee
Engagement
20-39 = Poor
40-59 = Some good but needs attention
60-79 = Overall good, but room for
improvement
80-11 = High EE

89. McKee-Pownall Results
• Average score 77%
• Vets 73%
• Tech 81%
• CSR 82%

90. Work Environment
Overall Score: 4.08 (82%)
Positive Impact – staff were near-unanimous in
their belief that we have a positive impact on
peoples’ lives.
Culture – seen as improving overall.
 Team Building exercises and activities
 Spend more time in the clinics and with vets in order to
improve mgmt understanding of all staff’s reality.
Core Values – Overall EE’s understand how the
CV’s relate to expectations around their roles.
 Ensure that decisions are made through the filter of the
CV’s.
 Core Values/Mission/Vision “desk guides”

91. Career Development
Overall Score: 4.00(80%)
Training Programs – getting better, but still work to be done.
 Developing flexible programs that take into account
different learning styles
 Gathering of feedback from new staff
 Continuing to hone orientation and training programs
Continuing Education $ - overall satisfied but more $ would
open up more opportunities.
 Vet CE increased by 25%
 Tech/Office Staff opportunities above $ amount if business
case exists
 Talk more about opportunities that are out there for techs
and CSR’s in goal/check-in meetings

92. 1. The Real Cost of Employee Turnover
2. Define Your Purpose and Mission
3. Core Values and Core Competencies
4. The Hiring Process
5. Training
6. Performance Management
7. Compensation
8. Goal Setting
9. Employee Engagement Survey

93. Questions
• mike@mpequine.com
• www.oculusinsights.net
• www.slideshare.net/mpownall