Q: I am struggling to find qualified staff members. It seems no one with the right experience is applying, and the few who do want salaries I can’t afford in a two-doctor practice. I want to build a great team, but the hiring climate is overwhelming. Any advice?
A: Hiring qualified veterinary staff is challenging, especially for smaller practices with limited resources, but it’s not impossible.
A strong practice brand is key to attracting top talent. Candidates are increasingly looking for workplaces where they feel respected and supported and align with the employer’s values. I’ve seen tremendous results when clinics share their teams’ energy and enthusiasm on social media and recruiting videos. For example, a job posting could emphasize how you prioritize work-life balance, mentoring and training, no emergency calls, and perks catering to health and wellness. While the salary is important, other factors can make your offer more attractive.
When you can’t find the right candidate for a non-credentialed position, sometimes the best solution is to train someone. I’ve had excellent results hiring individuals from outside veterinary medicine, including human health care professionals and people with strong customer service backgrounds. Investing in phase training programs can help fill the gap and create loyalty to your practice.
Additionally, contacting nearby veterinarian and technician schools can help you build a pool of future talent. I’ve discovered excellent employees through externships.
Hiring is only part of building a great team. Retention is equally essential. Employees who feel valued and have strong relationships with practice owners and managers are less likely to leave. Regular feedback, recognition and a culture of learning and appreciation are key to retaining top talent. Small gestures, like catching someone doing something good each day, can go a long way in reducing turnover.
The veterinary hiring landscape is undeniably tough in 2025. By focusing on your practice brand, offering creative compensation packages, tapping into non-traditional talent pools and fostering employee retention, you can attract and keep the individuals you need to grow your practice.
Q: Our practice manager is fantastic — great with clients, payroll and inventory — but she dislikes HR tasks and misses working with patients, which she still does part time. We’re considering shifting staff relations duties to a receptionist with HR experience, but I’m concerned about the team dynamics since that person reports to the head receptionist. Should we adjust titles, promote the receptionist or hire someone externally? It feels like a big, scary change.
A: Successfully dealing with your issue depends on the details. A practice manager manages operations, finances, marketing and employees. The problem might be that you mistitled and misaligned your team member.
She sounds like an exceptional office manager, which is a different position in terms of skills, responsibilities, interests and compensation. Many clinics name someone a practice manager during an early rapid-growth phase or periods of understaffing, or when the owner needs help with inventory, scheduling and personnel issues. Those folks often aren’t trained to do the job, so problems arise.
Start by having an honest conversation about your practice manager’s feelings and aspirations. Acknowledging that a person’s strengths lie in a different area sometimes can open the door to creative solutions. If she doesn’t enjoy HR tasks and they’re draining her energy, it’s no surprise she misses hands-on patient care.
Having a receptionist with HR experience take over the duties could be risky because promoting an individual who reports to the head receptionist can lead to friction if you don’t handle the situation carefully. I’m hesitant to create such hybrid jobs because, inevitably, the people entrusted with substantial responsibilities might continue to report to those they technically supervise, leading to discord. It’s messy, nonideal and likely unsustainable.
An external hire is a valid option if you’re concerned about team disruption. Bringing in a “real” practice manager can inject fresh energy and new ideas. Just be mindful of onboarding the person into the practice’s culture — a critically overlooked issue for new hires in small businesses.
Finding a good practice manager can be challenging, but cobbling together various titles and duties might do more harm in the long run.
Finally, don’t lose sight of your current practice manager’s importance, especially as you transition to a new one. If she’s happier concentrating on client relations, operations and patient care, you should lean into that. Her enthusiasm and skills should be nurtured. Creating a job description that matches her strengths while offloading other responsibilities could reignite her passion and help her thrive.
Q: How do I handle a credentialed technician who has struggled to fit in, has shifted to blaming co-workers and is often abrupt? I coached her, I like her, and she’s good at her job, but I feel inadequate during tough conversations. How should I approach the matter?
A: Dealing with someone who isn’t aligning with a veterinary practice’s core values or isn’t vibing with the team is one of the most difficult challenges for any leader, especially when the person is competent and genuinely liked.
Start by writing down examples of when her behavior wasn’t consistent with your practice’s values. Think of the times when she blamed others or was short with people.
The situation-behavior-impact framework is perfect for this situation because it keeps your feedback neutral and focused. For instance, you might say:
- Situation: “During our team meeting last Wednesday …”
- Behavior: “You said, ‘That wasn’t my fault,’ and dismissed a colleague’s suggestion.”
- Impact: “This caused tension and shut down collaboration within the group.”
Studies show that feedback tied to clear, observable behaviors rather than general traits is more likely to lead to change and reduce defensiveness.
Begin the conversation by reaffirming the CVT’s value to the team. For example: “I appreciate your skills and commitment to our practice. That’s why it’s important to address some recent situations that aren’t allowing us to work well as a team.”
When you explain the issues, stick to your examples and avoid making the sit-down feel like a personal attack. Feedback delivered with empathy and fairness increases the likelihood of behavioral improvement.
Sometimes, blame-shifting and abruptness can be signs of insecurity, burnout or feeling overwhelmed. Try asking open-ended questions like these to uncover whether something deeper is going on:
- “How do you feel about your role and relationships with the team?”
- “What challenges are you facing, and how can I help you work through them?”
Employees are more likely to open up and cooperate on solutions when leaders frame difficult conversations as opportunities to support growth rather than punishment.
A performance improvement plan might be necessary if things don’t improve. Specify the behaviors that must change and set a timeline, typically two to four weeks. Regular check-ins during this period can help you gauge your CVT’s progress and offer course corrections.
If she fails to improve despite your efforts, it might be time to part ways. Holding onto someone who disrupts your team can cause more harm in the long run.