Q: Our newly hired veterinary technician — I’ll call her Winnie — completed the job interview and working interview. We found no red flags during the process. The team liked her, so I offered her the position. On the second day of her employment, an associate DVM called me to say that during his farm call, the client mentioned that she had once fired Winnie for stealing medications. Winnie did not list the client as a reference. The DVM thinks I should contact the client for more information. I told him I would not because the information couldn’t be verified unless the client was listed as a reference. I will provide Winnie with thorough pharmacy training and emphasize to her that we hold everyone accountable for supplies and medications. What would you recommend?
A: Approach the matter with caution and professionalism while balancing the need to address potential risks and provide Winnie with a fair opportunity to prove herself.
Document the veterinarian’s concern clearly and factually. It is equally important to avoid making premature assumptions or judgments based on unsubstantiated claims.
While your DVM’s alarm is understandable, I don’t advise contacting the client to obtain further information. Doing so would raise several legal and ethical concerns. First, contacting the client without Winnie’s consent could violate her privacy, especially since the client wasn’t listed as a reference or disclosed in her employment history. Second, the allegations are unverifiable and might be based on opinions or conflicts not reflective of Winnie’s current character or abilities. Pursuing such a lead could expose your veterinary practice to potential liability, particularly if defamatory statements are made or adverse employment actions occur without credible evidence.
Winnie should receive thorough training during the onboarding process, particularly in the handling of medications and supplies. The training should emphasize your practice’s inventory management policies, the secure storage of medications, and the ethical and legal obligations of all team members. Setting expectations from the start helps to reinforce a culture of accountability and gives Winnie the opportunity to demonstrate her integrity and competence.
Equally important is to create a supportive work environment that fosters transparency and trust. An open-door policy should be maintained, allowing Winnie and other team members to voice concerns or seek policy clarifications without fear of judgment.
Simultaneously, regular inventory audits should be conducted to ensure that all staff members — not just Winnie — adhere to protocols.
Your situation also highlights the need for robust reference checks. That means direct communication with past employers listed by the candidate and asking about them about the person’s job performance, reliability and ethical conduct. Unfortunately, diligent reference checks won’t eliminate all risks as not every employer will be forthcoming or reliable in their feedback.
While the allegations against Winnie are concerning, they remain unverified and should not form the basis of any adverse actions. This balanced approach protects your practice’s integrity and upholds fairness and professionalism standards in the treatment of new hires.
Q: One of our seasoned associate veterinarians refuses to work with a new technician. The DVM says the tech is slow and isn’t as knowledgable as our more experienced technicians. She insists that she not be scheduled alongside him. Our practice’s policy is that all veterinarians work with all technicians, and we rotate schedules so the techs learn from every veterinarian. What’s the best way to address this conflict?
A: Speak empathetically with the veterinarian, allowing her to feel heard and respected. Such acknowledgment can diffuse tension and set the stage for a productive dialogue.
Once you fully understand her perspective, reaffirm your practice’s policy regarding technician and DVM scheduling. Your policy ensures fairness and allows for diverse perspectives in training and mentorship. Don’t dismiss her concerns, but remind her about the clinic’s collective goals.
Given her experience and expertise, she has the opportunity to mentor the technician. Framing the responsibility as an essential part of leadership can shift the focus from frustration to one of contribution and pride in shaping the team’s success.
The veterinarian’s concerns also require direct engagement with the technician. Take a constructive approach to any valid issues with his speed or knowledge. In private, provide him with performance feedback, be specific about areas needing improvement and offer actionable steps for addressing the gaps. The conversation should be framed as an opportunity for growth. Consider pairing him with an experienced technician for additional training or shadowing opportunities.
To bridge the gap between the DVM and technician, schedule a meeting in which they share their perspectives respectfully and collaboratively identify ways to enhance their teamwork. By fostering open communication, you create an environment where mutual understanding develops.
Monitor the progress of their working relationship and recognize and celebrate any improvements, no matter how small. At the same time, remain vigilant for recurring issues and address them promptly.
By addressing the doctor’s concerns empathetically, supporting the technician’s professional growth and upholding the practice’s policies, the situation can be resolved in a way that strengthens the entire team.
Q: How can I address the issue of associate veterinarians frequently congregating in my office to complain about co-workers and clients?
A: Managing the flow of conversations in your hospital requires a delicate balance between maintaining productivity and preserving positive relationships.
The first step is to acknowledge that the doctors might have legitimate concerns and that their desire to discuss them with you reflects a level of engagement. However, when such conversations happen frequently, they can disrupt your workflow, reduce productivity and create a negative atmosphere.
Consider having a direct, respectful conversation with the associate veterinarians to emphasize that you value their input and want to support them but that you need focused work time. You can establish specific times when they can come to you with their concerns.
In addition, you should suggest that they first document recurring issues about employees or clients, which will allow for more productive and solution-oriented conversations when they meet with you. This approach can also prevent the build-up of unnecessary gossip or negativity.
Encourage a team mentality in which the veterinarians work with the assistant manager or other staff members to resolve minor issues before they get to you. That option will reduce the frequency of office congregations and foster a proactive approach to problem-solving.
It’s essential that you maintain an open door for serious concerns. While you will want to manage interruptions, your DVMs must be able to approach you with urgent or sensitive issues requiring your attention. Be clear that you’re always available to address significant matters and that minor complaints or non-urgent matters should wait for the designated meeting times.
By setting boundaries, creating structured opportunities for feedback and encouraging proactive problem-solving, you can maintain productivity and a positive work environment while supporting your associate veterinarians.
“WHAT’S THIS?”
The U.S. Equal Employment Opportunity Commission advises job applicants: “If there is something negative in your background, be prepared to explain it and why it shouldn’t affect your ability to do the job.”