Today’s Veterinary Business provides information and resources designed to help veterinarians and office management improve the financial performance of their practices, allowing them to increase the level of patient care and client service.
Issue link: https://todaysveterinarybusiness.epubxp.com/i/856474
29 August/September 2017 • TODAYSVETERINARYBUSINESS.COM education, having employee appreciation days, engaging in community service proj- ects, and yet we can't convince veterinari- ans that we would give them a wonderful opportunity to be the veterinarian of their dreams," Dr. Gibson said. Build on What Works Since there's no magic potion for recruiting and retaining key employees, how can the rural practice owner maximize what is possi- ble? You always give your best effort and feel responsible for making things better so that the business is profitable, animals receive ex- cellent treatment and employees are happy. Consider integrating some of the ideas below into your business. They sound ideal- istic because they are. Continuous improve- ment is the goal. These are things you want to become known for so that new graduates find you instead of the other way around. 1 Fine-tune and oversee financial manage- ment of the hospital so more resources can be made available for salaries, benefits, training and reinvestment in the practice. 2 Try to provide more time off for employees during slow times. Be more flexible in time away from the office so staff members can attend family activities or pursue personal interests. Encourage employees to get involved in the communi- ty, and make it easier for them to succeed in becoming leaders in their own realm. It's important that your employees feel a sense of belonging within the rural community. Judy Gray is president of CEO on Call in Tallahassee, Florida. She served as interim CEO of the North American Veterinary Community in 2012-13. • The federal Veterinary Medicine Loan Repayment Program — http://bit.ly/2rKcjFI — provides loan forgiveness to veterinarians who commit to serving in desig- nated veterinary shortage areas. The program incentivizes doctors to serve in areas where demand for veterinary care of livestock animals exceeds capacity. • Many veterinary organizations offer online job banks where open positions may be posted. Google "veterinary jobs." • The American Veterinary Medical Association's "2017 Report on Veterinary Markets" notes that the amount of tightening observed in the veterinary job market varies by location. A geographic disparity in the application-to-jobs ratio points to a maldistribution, a phenome- non that the report suggests may, in part, be attributed to veteri- narians' wish to return home to establish a career. Find the report and others at http://bit.ly/2snvnuI. • The American Association of Bovine Practitioners will solicit applications later this year from recent food ani- mal veterinary graduates for 2018- 19 Next Generation Practice Analysis Workshop grants. The program is designed to relieve veterinarian shortage situations and support veterinary services. Preference will be given to veterinarians practic- ing in or adjacent to Veterinary Medicine Loan Repayment Program areas. The workshops provide practical tools that can improve the profitability and sustainability of rural veterinary practices. More details are available at www.aabp.org/next_gen. • Check conference schedules to look for workshops on veterinary practice analysis. Topics may range from budgeting and cash-flow evaluation to practice valuations and assessing client needs. HELPFUL RESOURCES 3 Become involved with veterinary school externship experiences so students get a taste of rural practice for one to four weeks. 4 Work reasonable hours. Train nonemer- gency clients to not call after hours. Set boundaries and respect them as best you can. 5 Commit to an efficient and effective environment so employees can be proud of their workplace. Keep up to date with technology, client database management, and new drugs and procedures. Make sure your equipment and vehicles are dependable. 6 Refine your leadership skills. There are very few born leaders; a little tweaking of any natural talent can help a lot. Talk to your team to get their suggestions. Ensure that personnel and client problems are addressed appropriately and quickly. 7 Brush up on how to be an effective mentor or coach to your new veteri- narian. It's not hand-holding; it's an evolving, customized process that can expedite training, understanding and job satisfaction. 8 Take good care of your well-being. If the practice is led by a person who is depressed and frustrated, the attitude permeates the work environment. It's contagious. And unhealthy. If you are burned out, what would it take for you to fall in love with your practice again?