{"id":76868,"date":"2024-10-01T00:00:31","date_gmt":"2024-10-01T04:00:31","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=76868"},"modified":"2025-09-24T15:06:59","modified_gmt":"2025-09-24T19:06:59","slug":"veterinary-human-resources","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/veterinary-work-opening-shots-1024\/","title":{"rendered":"Q&A: Underperforming Employees, Relief Vets and Motivation"},"content":{"rendered":"

Q: A long-time employee of mine is overpaid and has a lot of bad habits. This person is physically unable to do certain jobs and is unwilling to try others, like receptionist work. Complicating things, she is close friends with my associate veterinarian, who might leave if she goes. Even discussing the issue with her could worsen the situation. I feel like a hostage in my practice. How should I handle the problem?<\/strong><\/p>\n

A: I\u2019ll start by reminding you that you own the business. Twenty years ago, I faced a similar scenario, leading me to advise practice owners that \u201cI\u2019d rather be short-handed in staff than heavy-handed by them.\u201d I understand your frustrations and fears, but you\u2019re not a prisoner. You hold the keys.<\/p>\n

I\u2019m guessing your biggest worry is losing the associate veterinarian. However, hanging on to the underperforming employee without trying to improve her effort and attitude could lead her co-workers to do the same thing.<\/p>\n

The first step is to evaluate your practice\u2019s performance evaluation protocol. Ensure that all roles have clear job descriptions and expectations. This approach provides an objective basis for evaluating employee performance, determining wage increases and justifying job reassignments. I\u2019m not suggesting this step will fix your problem employee, but it will help you avoid the situation in the future.<\/p>\n

Next, offer training or support to help her justify her salary. If she struggles with specific responsibilities, provide her with additional instruction to help her improve. If she refuses to accept other tasks or rejects performance feedback and continues to perform poorly, find another suitable role for her or hire someone worth the wage.<\/p>\n

Finally, while I know you\u2019re hesitant, you must speak candidly with her. I also suggest speaking privately with the associate veterinarian to explain how the situation affects the team and medical care<\/a>. Hopefully, the doctor values your leadership and the team culture enough to help solve the dilemma. Such an approach isn\u2019t easy, but a boss can\u2019t fear discussing work issues with an employee.<\/p>\n

Valuing long-term employees is crucial, but maintaining a fair and productive work environment for all staff members is equally important. Research shows that addressing performance issues promptly and fairly can improve overall team morale and productivity. I can attest to the positive impacts of removing problem team members.<\/p>\n

If you decide that parting ways with the employee is best for your team, follow all legal requirements and document the process carefully. This step includes giving proper notice, paying any applicable severance and conducting an exit interview.<\/p>\n

Ultimately, your primary responsibility as a practice owner is to ensure the health and sustainability of your business. While personal relationships are important, they shouldn\u2019t compromise a practice\u2019s overall performance and fairness to other employees.<\/p>\n

By approaching the situation with empathy, clear communication and a focus on objective performance metrics, you can navigate the challenge while minimizing the negative impacts on your practice.<\/p>\n

Now, unlock those chains!<\/p>\n

Q: I have a relief veterinarian who operates an in-home euthanasia and acupuncture business. Recently, she solicited one of our clients directly. Should I ask her to stop? Should I inform clients about other in-home euthanasia services in our area? How should I proceed without losing my relief veterinarian?<\/strong><\/p>\n

A: Your question boils down to \u201cShould I offer those services, too?\u201d If you don\u2019t, you risk losing clients when you refer them to another clinic.<\/p>\n

Talk to the relief veterinarian<\/a> and establish boundaries. If you\u2019re irked that she solicited an in-home euthanasia without consulting you, discuss it. She probably didn\u2019t see a conflict. In addition, collaborate on a suitable solution for recommending euthanasia services through her business, and develop a staff training and client communication plan. The worst-case scenario is it doesn\u2019t work out and you return to your current relief arrangement. Chances are the referrals to her will be infrequent and won\u2019t impact your practice significantly.<\/p>\n

Finding reliable relief help can be challenging, so you might wish to fortify the relationship with her and not jeopardize it by asking for a referral fee or placing limitations on the doctor\u2019s \u201cother job.\u201d I don\u2019t see a downside if her side business doesn\u2019t interfere with her ability to work relief shifts.<\/p>\n

The other option is to start in-home euthanasia services, though they might be tough to schedule if your clinic is small. If you begin competing with her, be prepared for her to choose not to work for you anymore. It\u2019s not personal; it\u2019s business.<\/p>\n

Finding a way to provide these services, either yourself or by referral, will ultimately benefit your business and patient care. No matter how you proceed, address the issue diplomatically while protecting your practice\u2019s interests and maintaining a positive relationship with the doctor.<\/p>\n

Q: I\u2019m frustrated with my staff\u2019s bare-minimum attitude. I asked my head technician to assemble a few office chairs during downtime but got pushback. I\u2019d be happy with 80% effort these days. How can I motivate my team to go above and beyond without burning myself out?<\/strong><\/p>\n

A: As a practice owner, you\u2019re not alone in trying to encourage your team to exceed the \u201cbare minimum.\u201d Workplaces have changed, mainly for the better, but quiet quitting is a persistent trend. The great news is you can help by becoming a better leader.<\/p>\n

The first thing to understand is your professional staff might balk at assembling office chairs because that\u2019s not why they took their jobs. I\u2019m a fan of allowing volunteers to complete chores or leave early during slow times, but I typically think about having employees work on neglected veterinary tasks first. While you and I, as business owners, might not see a difference between building chairs and cleaning dental equipment, our employees do, and that\u2019s OK.<\/p>\n

Another consideration is whether you\u2019re judging your team fairly. I\u2019m not sure I agree if your goal of \u201c80% effort\u201d includes non-veterinary duties. My guess is that your employees are as frustrated as you because they prefer doing veterinary work.<\/p>\n

Business owners usually have a higher effort threshold than the paid help. You\u2019ll always give the additional grind that no one else can or will. That\u2019s OK, too. Just ensure that you\u2019re level-set with your expectations before you judge your team too harshly.<\/p>\n

You should expect more than the bare minimum from your staff. The following tips might help you.<\/p>\n