Today's Veterinary Business

JUN 2018

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:

Contents of this Issue


Page 69 of 77

number of people who followed the recommended STAR response method was next to none. Others gave fairly comprehensive answers but revealed concern- ing negative informa- tion about themselves. By and large, appli- cants typed vague one-sentence replies with little regard for the English language. My applicant pool quickly went from 600 to a chosen few for whom I could begin the process of phone, formal and working interviews. Staff for Shortages We operate most tranquilly when a good portion of our team prefers to — and can afford to — work at three-quarters time but is willing to pick up shifts as needed. This gives me the ability to approve and cover time off easily and does not send the team into a panic when some- one hands in their notice. Many people have room in their sched- ule to pick up a half or whole day throughout the week without putting them into overtime and consuming all their energy. This allows teammates to vacation or tend to personal needs at will, and it buys me valuable time when searching for a needed new hire. This staffing model is more relaxed but also more expen- sive. Four employees working 30 hours a week and earning full-time benefits are needed to cover for three employees working 40 hours and earning the same benefits. I argue, however, that the expense is outweighed by the cost of overworking the team or being frequently understaffed, which can environment, welcoming the opportunity to educate students, and sharing our experiences with friends and colleagues has made our hospital a desirable place to work. Our reputation has been a slow build but has paid off with a recent wave of unsolicited applications from experienced, qualified, local technicians and receptionists. Even when we are fully staffed and a great applica- tion crosses my desk, I will at least offer an interview to entertain a possible job offer. Through a mass applicant filtering process, flexible schedul- ing and reputation management, hiring has moved from a dreaded task to one I can take in stride along with the other routine issues thrown my way in a given week. Such is the life of a veterinary practice manager. result in undesirable consequences such as decreased client service, increased risk of patient care mis- takes, reduced team morale, and employee burnout and turnover. All factors being equal, I seek candidates who fit and appreciate this scheduling model. Build a Reputation Our most dedicated new hires often are those we acquire from outside a public job posting. Student externs, acquaintances of current employees, clients and lo- cal veterinary professionals looking for a change are some of our best recruits. In some ways, crossing paths with these people has been about good luck and timing, but more often it's about outreach and our hospital's reputation. Making a conscious effort to build an employee-centric work Take Charge columnist Abby Suiter is practice manager at Daniel Island Animal Hospital in Charleston, South Carolina. Leadership TAKE CHARGE Student externs, acquaintances of current employees, clients and local veterinary professionals looking for a change are some of our best recruits. When you help a pet, you help their human – and your practice too. The human-animal bond has been proven to improve the health and well-being of both pets and pet owners. Understanding the science behind it and receiving practical training will help strengthen the human-animal bond and your practice at the same time. Get the certification pet owners will be looking for. Presented By: Founding Educational Partner: Title Sponsors:

Articles in this issue

Links on this page

Archives of this issue

view archives of Today's Veterinary Business - JUN 2018