Building, Training and Retaining Your Veterinary Dream Team

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


BROAD RIPPLE
VETERINARY MANAGEMENT SOLUTIONS
EMPLOYEES LOCATION
54 INDIANAPOLIS

BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER TEAM
SEPTEMBER 2009

VETERINARIANS
BROAD RIPPLE ANIMAL CLINIC & WELLNESS CENTER

REGISTERED VETERINARY TECHNICIANS

CLIENT SERVICE & VETERINARY ASSISTANT DEPT.

MANAGEMENT TEAM

And you are?


OPENINGS ON THE TEAM

FINDING THE TEAM

HIRING THE TEAM

TRAINING THE TEAM

KEEPING THE TEAM


OPENINGS IN THE PRACTICE
ARE THERE ALTERNATIVE SOLUTIONS TO HIRING?

Doctor to Support Staff Ratio


Support Staff
Payroll as a %
of Gross
Production
•RVTs 8.0%
•Client Service 5.75%
•Assistants/Other 5.75%
•Administrative 3.5%


First, Break
All the Rules
by Marcus Buckingham &
Curt Coffman


Capitalizing on
Strengths &
Opportunities
•Shifting & re-distributing duties
•Flex scheduling
•Cross-training C EO
•Consolidation of departments
•Create a new position


SEEKING NEW TEAM MEMBERS
FINDING THE RIGHT APPLICANTS

Online Applications


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


Clinic Resources

Marquee sign

Welcome kiosk in
reception area

Employee referral
program


Local Resources

Local groups and
associations

Local schools

Externship programs

Community bulletin
boards


Always accept applications...


Technician or
Assistant? Receptionist
or Client Service
Representative?

JOB DESCRIPTIONS AND TITLES
SEEKING CONTINUITY WITHIN THE VETERINARY FIELD

Management Team
Titles
Hospital Administrator

Practice Manager

Ofﬁce Manager

Human Resource Director

Inventory Manager

Patient Service Director (Technician
Supervisor)

Client Service Director (or Supervisor)


What is a CVPM?

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


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


Support Staff Titles

Registered (Licensed or Certiﬁed)
Veterinary Technician

Veterinary Assistant

Client Service Representative

Kennel Assistant (Attendant)


CLIENT-PATIENT ASSISTANTS
WHAT YOU GET WHEN YOU COMBINE VETERINARY ASSISTANTS & CLIENT SERVICE REPRESENTATIVES

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


BRAC Organization
Dr. Brunner
Medical Director Chart (Oct. 2007)

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


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


Practice Owner

Directors

DVMs
CPAs Kennel
Client &
Patient

Technicians



Job Descriptions
General Description

Job Requirements-Physical
Demands & Skills

Work Environment

Status

Pay Range

Essential Functions


General Description
VETERINARY ASSISTANT

MAIN RESPONSIBILITY IS TO ASSIST THE TECHNICIAN IN THE WELL-PLANNED,
ACCURATE, AND ORDERLY FLOW OF PATIENT CARE AND TREATMENTS.


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.


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.


Status
PART TIME POSITION (LESS THAN 32 HOURS PER WEEK)
FULL TIME POSITION (32 HOURS OR MORE PER WEEK)


Wage Range
STARTING WAGE: $10.00-$12.00/HR, BASED ON EXPERIENCE


Essential Functions


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.


Break
Be Back in 15 Minutes


SKILLS AND ABILITIES
ASSESSING YOUR CLINIC’S NEEDS & LOOKING FOR THE RIGHT PEOPLE

Stop
Recycling!
Why do we recycle
“experienced” staff from
other practices?


Hire ‘TACT’fully...


TACT-ful Hiring

Technology
Attitude
Client Service Skills
True Colors


Hiring for Technology
Typing skills

Computer skills

Internet skills

Social media skills

Medical technology
skills


Hiring for Attitude
“I like animals better
than people...”

Eye contact, smile, etc.

Initiative

Why does this person
want to work in your
practice?


Hiring for Client Service Skills

Zappos

Starbucks

Southwest Airlines

Other service
industries: hair salons
& day spas, hotels,
upscale restaurants


Hiring for True Colors
Green: logical, “big
picture” thinker, creative

Blue: compassionate,
caring, empathetic

Gold: traditional,
organized, needs structure

Orange: adventurous,
freedom-seeking,
performers


WHAT IS YOUR CORE COLOR?
TRUE COLORS PERSONALITY TEST

•TRADITION
•SECURITY
•ROUTINE
•RESPONSIBILITY
•PREDICTABILITY
GOLD •COOPERATION
•CONFORMITY
•EFFICIENCY
VALUES •LOYALTY
•FAMILY
•JUSTICE
•COMPENSATION
•AUTHORITY
•ACHIEVEMENT


•TEAMWORK
•RELATIONSHIPS
•OPTIMISM
•PLEASING OTHERS
•HARMONY
•COMPASSION
•AUTHENTICITY
BLUE •EMPATHY
•EMOTIONS
VALUES •INTEGRITY
•INDIVIDUALITY
•SINCERITY
•SPIRITUALITY


•ADVENTURE
•CHANGE
•PLAYFULNESS
ORANGE •SPONTANEITY
•ENERGY
VALUES •VARIETY
•FREEDOM
•COMPETITION
•GENEROSITY
•FAST PACE
•INDEPENDENCE
•FLEXIBILITY


•CREATIVITY
•KNOWLEDGE
•FAIRNESS
GREEN •INDEPENDENCE
•MENTAL CHALLENGE
•TRUTH
VALUES •INNOVATION
•IDEAS
•LOGIC
•CURIOSITY
•FUTURE ORIENTATION
•VISION


TEAM DYNAMICS & COMMUNICATION
A TRUE COLORS APPROACH

FINDING BALANCE

THE HIRING PROCESS

Application
Process
•Apply in person
•List Hours to apply
•Online applications
•Control the situation
•Be consistent
•Ask for feedback


Screening
Process
•Screen applications
•Content
•Presentation
•Telephone screening


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


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?”

Prep your candidate for
“what to expect next...”


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


The Offer


LUNCH BREAK

THE TRAINING PROCESS

Training Process
Orientation

Training schedule & timelines

Trainer & Mentor Assignments

Training Manuals

Training Checklists

Feedback & Assessments


Orientation
•New employee forms
•Training Schedule
•Employee Handbook
•Uniforms
•Touring Facility
•Introductions to Staff
•Name tag
•History of the Practice
•Essentials (locker, email, etc.)


Training
Schedule &
Timeline
•Sets expectations
•Communicates to trainer
•Keeps everyone on track


Trainer &
Mentor
Assignments
•Trainer from same department
•Mentor from another department
•Use True Colors to “match”
•Use what you learned in
orientation to “match”


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!


Departmental
Checklists
•Opening duties
•Midday duties
•Closing duties
•Step-by-step, DETAILS!


Training
Checklists
•Phase training
•Set dates to cover training
•Training covered
•Training assessed
•Released to perform duty


Feedback &
Assessments
•Ask for training feedback
•Schedule assessments
•Set goals for improvement
•Sign-off on training


Successful Training

Clear and consistent expectations

Frequent feedback and communication

Timely evaluations & assessments of progress

Objectivity

On-going and continuous learning


WHAT TO DO WHEN THINGS AREN’T GOING WELL...

•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?”


3 6 10 4 2
4 8 11 2
5 3 3 3 2 6
6

3 7 8 11

STAFF RETENTION PLANS

Compensation
& Beneﬁts
•Industry benchmarks
•Regional demographics
•Beneﬁt package: diversity & depth
•Look outside the norm


Flexible scheduling

Continuing education opportunities

Uniforms

Tuition assistance

Specialization within the practice

Gym membership

Childcare


FUTURE REGISTERED VETERINARY TECHNICIANS

Cautions
•Seniority scheduling
•Pet care beneﬁts
•Employee pet accounts
•Lack of tracking/compliance
•CE initiative & accountability
•Tuition co-payment


Most important factor for
team retention:
CULTURE OF THE PRACTICE


WHAT IS THE CULTURE OF YOUR PRACTICE?

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”


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


PERFORMANCE EVALUATIONS

New Team
Members
•30 days: informal
•60 days: informal
•90 days: formal


Self
Evaluation
•Written format, turned in
before meeting
•The Strengths Interview


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”


THE ANNUAL REVIEW

Nothing “NEW”

Be speciﬁc

Offer supporting examples

Be objective and honest

Set goals for the coming year


Formats

360 degree review

Immediate Supervisor review

Management team review

Scaled review (1 to 5, 1 to 10, etc.)

Expectations review


Set Goals
Offer guidance and support
in attaining goals


“Should pay raises be tied
to annual performance
evaluations?”


PERSONAL GROWTH & LIFE BALANCE ISSUES

Thank you!
bktassava@sbcglobal.net
http://twitter.com/bktassava
http://www.veterinarymanager.wordpress.com
http://www.veterinarymanagement.ning.com


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