Q: An employee I hired nearly two months ago informed me of her pregnancy before I extended the job offer. I reassured her that her pregnancy would not be an issue and noted that her duties would exclude radiology and surgery, which were not part of the role. Additionally, we were prepared to alter her work duties as recommended by her doctor. Unfortunately, her attendance is a challenge now. She has missed about 10 days overall because of an illness, nausea (possibly pregnancy-related) and an emergency visit due to a pregnancy health scare. How can I manage pregnancy-related absences? Also, what are the legal considerations around discharging a pregnant employee for absenteeism?
A: Unfortunately, I can’t provide a straightforward answer. Managing absences is a step-by-step approach because each case is unique. Each time your recent hire is absent, examine the reasons and how they impacted the team and practice workflow.
Also, answer these questions:
- Has she provided doctor’s notes or submitted any specific requests?
- What is your veterinary practice’s attendance policy? Do you have an employee manual?
- How has her absenteeism affected the business?
Because she is pregnant, your situation falls under the Pregnant Workers Fairness Act. The federal law requires employers to provide reasonable accommodation for workers with limitations linked to pregnancy, childbirth or related medical conditions unless doing so would cause undue hardship to the employer.
The act helps pregnant employees maintain their health and economic security without discrimination and undue financial hardship. That means your situation could be problematic if you discipline or terminate her solely because of her absences.
I recommend expressing understanding and support for your pregnant employee. Explain to her that the excessive absences have created a hardship or disrupted operations. Review each episode.
Address any absences that lacked medical documentation. Ask open-ended questions to understand each situation better. Clearly outline your communication expectations and the need for documentation.
Also, discuss any accommodations she might need to maintain her health while fulfilling her job responsibilities. Perhaps that means flexible scheduling or modifying her daily tasks. As her pregnancy progresses, hold check-ins to discuss her health and any adjustments.
While accommodating a pregnant team member is essential, you don’t have to tolerate an unpredictable schedule indefinitely. If her pregnancy-related absences severely disrupt operations, unpaid leave might be an option.
Q: Our front desk team was overwhelmed with phone calls and client check-ins during a particularly busy day. I asked a veterinary assistant who typically works in the treatment area if she could assist by answering the phones temporarily. She responded, “That’s not my job,” and walked away. Our practice tries to maintain a team-oriented culture. I recognize the importance of role clarity but also value adaptability and collaboration during peak times. What do you recommend?
A: “That’s not my job” signals a potential disconnect between her understanding of her job responsibilities and the expectations of working in a collaborative, solutions-focused environment.
Start with a one-on-one conversation. Schedule a distraction-free time for both of you and approach the sit-down from a place of curiosity and shared goals.
Here’s one way to open the dialogue: “Thanks for taking a few minutes to talk. I want to follow up on what happened the other day when the front desk was overwhelmed. I know your primary responsibilities are in the treatment area, and I value your work there. That said, I was surprised by your response when I asked for help with the phones. When you said, ‘That’s not my job,’ it concerned me, not just because of the immediate need but because of what that message sends to the rest of the team.”
Once you acknowledge the event, gently connect it to your broader expectations by saying this: “I want to be clear that I don’t expect anyone to take on tasks they’re not trained for or comfortable with, but in a practice like ours, we all need to support one another, especially when things get busy. We’re building a culture that depends on teamwork, flexibility and a shared sense of ownership. In high-pressure moments, everyone must be willing to jump in where they can, even if it’s outside their typical routines.”
Then, invite the employee into a problem-solving mindset with these remarks: “If something made you uncomfortable about helping at the front desk, I want to know so we can address it. My goal is not to put anyone in a position they’re unprepared for, but to ensure everyone feels empowered to contribute in meaningful ways, even outside their usual role.”
Finally, recap your commitment to team success. For example: “We all have different roles, but at the end of the day, we’re one team. When any part of the practice is overwhelmed, we all have a shared responsibility to help. I’d like you to consider how we can approach these situations differently. Your input is always welcome, especially if you see a better way for us to handle coverage or communication during busy times.”
If she responds positively, you can build from there by offering light cross-training or finding ways to involve her more actively in team discussions. A defensive or dismissive response might indicate a need for further coaching and direct accountability or, eventually, termination.
Q: I need guidance on responding to employee suggestions, mainly when the ideas aren’t practical or feasible. My technician team is very engaged and consistently raises ideas during our meetings. Unfortunately, many of the suggestions are unrealistic or not implementable. What should I do?
A: Having a team that feels comfortable enough to consistently bring ideas to the table is a positive sign. That level of engagement is something many practice leaders work hard to encourage. The challenge is managing suggestions in a way that supports ongoing participation but establishes clear boundaries around what is feasible.
One effective approach is to set expectations regarding sharing ideas. For example, you could tell the team that you are especially interested in ideas that are cost-effective, improve the daily workflow or support the practice’s current goals.
When an idea isn’t feasible, your response is critical. Instead of dismissing the idea outright, you could say: “Thank you for sharing that. It is clear you are thinking about ways we can improve.” From there, you can offer context about why the idea might not work, whether due to cost, staffing or logistical concerns. Redirecting the conversation toward a practical or collaborative solution allows employees to feel heard and involved in problem-solving.
When a good idea comes along, acknowledge it. Recognizing successful suggestions rewards the individual and reinforces contributions most valuable to the team and business.
Another helpful strategy is maintaining a shared list of ideas that are not actionable now but might be worth revisiting. Impractical suggestions can spark a meaningful conversation or evolve into something more feasible. Keeping track of them shows team members that their input is taken seriously.
Ultimately, consistent feedback helps preserve enthusiasm and encourages strategic thinking.
DEFINING WORDS
The Pregnant Workers Fairness Act says a reasonable accommodation isn’t necessary if doing so would cause the employer undue hardship. “Undue hardship” means significant difficulty or expense. Learn more at bit.ly/4iScJ3U.