{"id":77421,"date":"2025-02-13T14:18:59","date_gmt":"2025-02-13T19:18:59","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=77421"},"modified":"2025-02-13T14:18:59","modified_gmt":"2025-02-13T19:18:59","slug":"concerns-hr-huddle-0225","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/concerns-hr-huddle-0225\/","title":{"rendered":"Give This New Hire the Benefit of the Doubt"},"content":{"rendered":"

Q: Our newly hired veterinary technician \u2014 I\u2019ll call her Winnie \u2014 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\u2019t 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?<\/strong><\/p>\n

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.<\/p>\n

Document the veterinarian\u2019s concern clearly and factually. It is equally important to avoid making premature assumptions or judgments based on unsubstantiated claims.<\/p>\n

While your DVM\u2019s alarm is understandable, I don\u2019t advise contacting the client to obtain further information. Doing so would raise several legal and ethical concerns. First, contacting the client without Winnie\u2019s consent could violate her privacy, especially since the client wasn\u2019t 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\u2019s 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.<\/p>\n

Winnie should receive thorough training during the onboarding process, particularly in the handling of medications and supplies. The training should emphasize your practice\u2019s 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.<\/p>\n

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.<\/p>\n

Simultaneously, regular inventory audits<\/a> should be conducted to ensure that all staff members \u2014 not just Winnie \u2014 adhere to protocols.<\/p>\n

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\u2019s job performance, reliability and ethical conduct. Unfortunately, diligent reference checks won\u2019t eliminate all risks as not every employer will be forthcoming or reliable in their feedback.<\/p>\n

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\u2019s integrity and upholds fairness and professionalism standards in the treatment of new hires.<\/p>\n

Q: One of our seasoned associate veterinarians refuses to work with a new technician. The DVM says the tech is slow and isn\u2019t as knowledgable as our more experienced technicians. She insists that she not be scheduled alongside him. Our practice\u2019s policy is that all veterinarians work with all technicians, and we rotate schedules so the techs learn from every veterinarian. What\u2019s the best way to address this conflict?<\/strong><\/p>\n

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.<\/p>\n

Once you fully understand her perspective, reaffirm your practice\u2019s policy regarding technician and DVM scheduling. Your policy ensures fairness and allows for diverse perspectives in training and mentorship. Don\u2019t dismiss her concerns, but remind her about the clinic\u2019s collective goals.<\/p>\n

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\u2019s success.<\/p>\n

The veterinarian\u2019s 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<\/a> for additional training or shadowing opportunities.<\/p>\n

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.<\/p>\n

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.<\/p>\n

By addressing the doctor\u2019s concerns empathetically, supporting the technician\u2019s professional growth and upholding the practice\u2019s policies, the situation can be resolved in a way that strengthens the entire team.<\/p>\n

Q: How can I address the issue of associate veterinarians frequently congregating in my office to complain about co-workers and clients?<\/strong><\/p>\n

A: Managing the flow of conversations in your hospital requires a delicate balance between maintaining productivity and preserving positive relationships.<\/p>\n

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.<\/p>\n

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.<\/p>\n

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.<\/p>\n

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.<\/p>\n

It\u2019s 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\u2019re always available to address significant matters and that minor complaints or non-urgent matters should wait for the designated meeting times.<\/p>\n

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.<\/p>\n

\n

\u201cWHAT\u2019S THIS?\u201d<\/span><\/h3>\n

The U.S. Equal Employment Opportunity Commission advises job applicants: \u201cIf there is something negative in your background, be prepared to explain it and why it shouldn\u2019t affect your ability to do the job.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Unfortunately, diligent reference checks won\u2019t eliminate all risks as not every employer will be forthcoming or reliable in their feedback.<\/p>\n","protected":false},"author":23,"featured_media":77423,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"iawp_total_views":0,"footnotes":""},"categories":[526],"tags":[],"class_list":["post-77421","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-february-march-2025","column-h-r-huddle","clinical_topics-human-resources"],"acf":{"hide_sidebar":false,"hide_sidebar_ad":false,"hide_all_ads":false},"yoast_head":"\nGive This New Hire the Benefit of the Doubt | Today's Veterinary Business<\/title>\n<meta name=\"description\" content=\"An open-door policy allows veterinary team members to voice concerns or seek policy clarifications without fear of judgment.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, 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