{"id":77336,"date":"2025-02-07T20:14:09","date_gmt":"2025-02-08T01:14:09","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=77336"},"modified":"2025-02-07T20:14:09","modified_gmt":"2025-02-08T01:14:09","slug":"feedback-opening-shots-0225","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/feedback-opening-shots-0225\/","title":{"rendered":"Q&A: Hiring, Job Responsibilities and Feedback"},"content":{"rendered":"

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\u2019t afford in a two-doctor practice. I want to build a great team, but the hiring climate is overwhelming. Any advice?<\/strong><\/p>\n

A: Hiring qualified veterinary staff<\/a> is challenging, especially for smaller practices with limited resources, but it\u2019s not impossible.<\/p>\n

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\u2019s values. I\u2019ve seen tremendous results when clinics share their teams\u2019 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.<\/p>\n

When you can\u2019t find the right candidate for a non-credentialed position, sometimes the best solution is to train someone. I\u2019ve 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.<\/p>\n

Additionally, contacting nearby veterinarian and technician schools can help you build a pool of future talent. I\u2019ve discovered excellent employees through externships.<\/p>\n

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.<\/p>\n

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.<\/p>\n

Q: Our practice manager is fantastic \u2014 great with clients, payroll and inventory \u2014 but she dislikes HR tasks and misses working with patients, which she still does part time. We\u2019re considering shifting staff relations duties to a receptionist with HR experience, but I\u2019m 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.<\/strong><\/p>\n

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.<\/p>\n

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\u2019t trained to do the job, so problems arise.<\/p>\n

Start by having an honest conversation about your practice manager\u2019s feelings and aspirations. Acknowledging that a person\u2019s strengths lie in a different area sometimes can open the door to creative solutions. If she doesn\u2019t enjoy HR tasks and they\u2019re draining her energy, it\u2019s no surprise she misses hands-on patient care.<\/p>\n

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\u2019t handle the situation carefully. I\u2019m 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\u2019s messy, nonideal and likely unsustainable.<\/p>\n

An external hire is a valid option if you\u2019re concerned about team disruption. Bringing in a \u201creal\u201d practice manager can inject fresh energy and new ideas. Just be mindful of onboarding the person into the practice\u2019s culture \u2014 a critically overlooked issue for new hires in small businesses.<\/p>\n

Finding a good practice manager can be challenging, but cobbling together various titles and duties might do more harm in the long run.<\/p>\n

Finally, don\u2019t lose sight of your current practice manager\u2019s importance, especially as you transition to a new one. If she\u2019s 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.<\/p>\n

Q: How do I handle a credentialed technician<\/a> who has struggled to fit in, has shifted to blaming co-workers and is often abrupt? I coached her, I like her, and she\u2019s good at her job, but I feel inadequate during tough conversations. How should I approach the matter?<\/strong><\/p>\n

A: Dealing with someone who isn\u2019t aligning with a veterinary practice\u2019s core values or isn\u2019t vibing with the team is one of the most difficult challenges for any leader, especially when the person is competent and genuinely liked.<\/p>\n

Start by writing down examples of when her behavior wasn\u2019t consistent with your practice\u2019s values. Think of the times when she blamed others or was short with people.<\/p>\n

The situation-behavior-impact framework is perfect for this situation because it keeps your feedback neutral and focused. For instance, you might say:<\/p>\n