creating a human resource program for a veterinary business - iaep 2016

Finding, Hiring, Training, Paying, Keeping, and sometimes

Firing Staff…Mike Pownall, DVM, MBA

www.slideshare.net/mpownall

http://www.slideshare.net/mpownall

Your Most Important Asset

“There is no way that the quality of customer service can exceed the

quality of the people who provide it”Liz Tahir. Retail Consultant

1. The Real Cost of Employee Turnover2. Define Your Purpose and Mission3. Core Values and Core Competencies4. The Hiring Process5. Training6. Performance Management7. Compensation8. Goal Setting9. Employee Engagement Survey

Employee Turnover

# employees left during year __________________________ x 100

Average # employees

Employee Turnover

3__________________________ x 100

9

33%

http://www.compensationforce.com/2015/03/www.compdatasurveys.com

Cost of Employee Turnover• 50-75% of salary (6-9 months)

• $30,000 salary

• $15,000 - $22,500 annual cost each

3 = $45,000 - $67,500

http://www.zanebenefits.com/blog/bid/312123/Employee-Retention-The-Real-Cost-of-Losing-an-Employee

Company Culture

VisionGuiding Philosophy

Who and Why• Values

–Essential & enduring even if a competitive disadvantage

• Core Purpose–Our reason for being

Mission

Where we want to go with a mix of concrete reality

with hopes and aspirations

Translation of vision from image to words

MPES Values1. Take Ownership – “Own It”

2. Evolve – “Push It”

3. Deliver Excellence – Elevate it

4. Collaborate – Share it

MPES Purpose

Giving horse people peace of mind about their horse’s health

care through excellent customer service and

education

MPES Mission

To become a globally recognized equine veterinary business through leadership

in patient, client and employee care

Core Competencies • The “action words” that are the

tangible behaviours and skills that embody the Core Values

• Teachable, observable, evaluate

Core CompetenciesEvolve – “Push It” (Core Value)• ‘Evolve’ is the idea of continuously moving forward, personally and professionally. It

is having the internal drive to better ourselves at all times without being prompted. It also recognizes that change is inevitable and required in order to keep the business relevant and successful.

Related Core Competencies:• Continuous Education - commitment to personal learning and development.

Understands own strengths and weaknesses and independently seeks out opportunities for personal development. Keeps current - industry trends and advances in medicine and patient care. Recognizes that innovation is crucial to our business and market climate.

• Ambition - lack of satisfaction with being 'good enough' - always striving to be better tomorrow than they were today. Focused and goal-oriented. Takes responsibility, seeks out opportunities for growth and advancement within the company and position.

Evolve – “Push It” Continued

• Self-Motivation - able to think for self and recognize what needs to be done. Doesn't require constant supervision and direction. Knows where to look for possible answers to questions before escalating.

• Flexibility and Adaptability - Understands that change is inevitable, and the nature of our business requires one to be able to adapt and embrace changing external circumstances and changes within the company.

Train the skillHire the smile

Hiring – Process• Resumes and cover letters• Phone Screening Interview• In-Person Interview• Working Interview

Phone Screening InterviewWhy?• Time• Assess communication skills easily• Judge EnthusiasmHow?• 10 – 15 minutes• Consistent questions

Phone Screening Process• Go over interview process• What attracted you to apply for this role?• What are you looking for in a position?• How much do you know about the

company?• Wage expectations/start date

Interview Structure• Introductions• Housekeeping• What do they know about you?• Establish “why”• Describe the position + company• Ask about the resume/past experience• Behavioural/Situational questions• Applicant questions?• Wrap up

Behavioral QuestionsThe best indicator of future behavior is

past behavior

•Tell me about a time when you had to deal with a client who was irate.• What was the outcome?”

BehavioralTake Ownership – Emotional

Intelligence and Self-Awareness

•Have you ever had to work with someone with whom you didn't like or just couldn't get along with? •How did you cope with this situation?

BehavioralTake Ownership - Accountability

•Tell me about a time when you made a mistake in the workplace.

• How did you deal with it? •What steps did you take to ensure that it

didn't happen again?

Situational QuestionsSee how applicant really thinks – can’t

use rehearsed answers

•“What would you do if you had to deal with a client who was irate, but in this instance you knew for sure they were in the wrong?”

SituationalTake Ownership – Integrity and Honesty

•What would you do if a client asked you to change their horse’s medical records before sending them to the insurance company?

SituationalCollaborate – Team Focus

•What would you do if you saw that one of your colleagues was struggling with their workload?

Curve Balls• Who inspires you? Why?• What would your friends or family say is

the biggest misperception someone might have about you when they first meet you?

• What book are you reading? Tell me what you like about it.

• If you could visit anywhere in the world, where would it be?

• What has been your biggest disappointment/regret in life?

”Young people need models, not critics”

John Wooden

Why Have Structured Training?

• Better adjustment to the workplace• Structure increases chances for success• Consistency• Clear Expectations• Increased Self-Confidence• Increased engagement.• Alan M. Saks, Jamie A. Gruman, (2011) "Getting newcomers engaged: the role of socialization tactics", Journal of Managerial

Psychology, Vol. 26 Iss: 5, pp.383 - 402

http://www.emeraldinsight.com/author/Saks%2C+Alan+M

http://www.emeraldinsight.com/author/Gruman%2C+Jamie+A

McKee-Pownall TrainingGENERAL ORIENTATION - CSR TRAINING 1. First Day/Week General OrientationHistory of MPESVision StatementCore Values2. General Office AdministrationPolicies and Procedures ManualPhone List, Positions and ContactsTime Sheet/Absence Request formsPersonal Expense ReportMeetings OverviewClinic Information (Keys, Alarm, Open/Close Procedures, Etc)3. Computer Network OrientationAccessing the Network (Computer Access Document)Network Orientation (remote vs. local, P: Drive, etc)Skype4. Customer Service ProtocolTelephone EtiquetteMPES Customer Experience and CharterCustomer Service Training By Position

Vet Training & Mentorship

• Mentoring Guidelines• Define roles and support system• Regular meetings and follow-up• Training/Skill Set Outline• Soft Skills/Client Management

Why Do Reviews?1. Formal comprehensive discussion

regarding performance2. Basis for goal setting for entire year3. Provide expectations and guidelines for

desired behaviours4. Tie personal behaviour to Culture,

Strategy, Vision5. Provide guidance for wage increases and

bonus calculations

Peer Review Process

•Manager solicits gives form for co-workers to fill out and score•Employees do self reviews and score themselves

Process Length• Self Review completed and emailed to

Manager within 1 week of initial receipt of the review documents and instructions

• Managers have Manager Reviews completed and approved by Owner

• Combined Manager and Goals Meeting• Entire process should take 2-3 weeks max

Scoring Ambiguity“What does a 7 look like? How do I get a 10?”•Decision Guides for rating each Core Value/Competency and for Tasks/Skills•Gives staff a guideline of minimum expectations as well as a guide for future score improvement

Performance Review Core Values – Behaviour Descriptions for Rating Decisions

1. “Own It” - Take Ownership Below Expectations (6-6.5) Meets Expectations (7-7.5) Exceeds Expectations (8-8.5) Star (9-10)

Accountability Frequently repeats errors. Does not change behaviour in response to feedback. Does not follow established protocol. Makes excuses, little desire to change displayed. “Passes the buck.”

Generally receptive to feedback. Takes steps to ensure mistakes aren’t repeated. Follows established protocol as expected.

Consistently solicits feedback from managers and peers. Mistakes are infrequent and addressed immediately. Mistakes are rarely, if ever, repeated.

Takes steps to ensure mistakes are not made. Suggests improvements to protocol and procedure. Holds self and others accountable for following procedure.

Emotional Intelligence Has little to no sense of personal strengths and weaknesses. Constructive criticism is taken as negative and focus is not put on how to improve self. Behaviour can have a negative impact on others’ well-being and effectiveness. Easily “triggered”

Has a rudimentary understanding of personal strengths and weaknesses. Is generally open to constructive criticism and makes a noticeable effort to improve. May require frequent reminders regarding the effect their behaviour has on others. Can usually catch self before being “triggered”

Quite familiar with personal strengths and weaknesses. Open to receiving coaching from managers, others. Seeks out feedback on personal progress in this area. Is rarely “triggered”.

Intimately familiar with own emotions, strengths, weaknesses, drives, values and goals and recognizes their impact on others. Personal emotions and agenda rarely affect others negatively. Could be seen as someone who would be effective at coaching others in this area.

Honesty and Integrity Some actions show lack of complete honesty & integrity. Requires frequent reminders regarding appropriate behaviour. Can be careless with personal and confidential info.

Generally conducts self in an honest and ethical manner. May gossip internally, but generally can be relied upon to protect personal/confidential info.

Conducts self in an honest and ethical manner the majority of the time. Rarely pulled into “gossip” – protects personal/confidential info.

Holds self and others accountable for integrity and trustworthiness in all activities. Is “beyond reproach.” Models this behaviour for others. Always keeps word and follows through with appropriate actions.

Core Values and Skill/Task Weighting

• Core Values worth 50%• Skills/Tasks worth 50%

– AR, Clerical, Contribution

• Calculated on the Summary Page

Assessment Categories• Categories broken down into 5%

increments – eg:– “Low Meets Expectations” = 70-74% – “High Meets Expectations” = 75-79%

• Higher % increase for “High Meets” vs “Low Meets”

Tracking Performance• Check-in meetings held at least

monthly• Managers keep track of what was

discussed and goal progress• “Performance Log” + Gold Star

tracking introduced• Open door policy

Compensation

Vet Compensation Salary Model

• Culture of Collaboration• Discourage “Ownership” of clientele• Improve Work-Life Balance• Increases based on the chart • Emergency fees still retained

Money isn’t everything

What else does your staff value?

Consider the Source

Compensation – Beyond the Wage

• Work/Life Balance options• 4 Day Work Week for Vets• Bonus Pool• Medical/Dental Benefits• Continuing Education $ and time• Opportunities to develop in new/expanded

roles

Goal Setting

Self Reflection• What do you consider to be your most

important achievements relating to your position recently?

• Are there areas you feel you could improve?

• What do you think would enhance your effectiveness and why do you need it at this time?

Self Reflection• What are you receiving from me and/or

the organization that you like and find helpful?

• Is there something that you aren't receiving from me and/or the organization that, as a result, impedes your effectiveness?

• Is there anything else you would like to discuss?

Goals • Goals set at Manager Meeting• Followed up on Monthly, during

Check-In Meetings• Managers keep track of progress for

each employee• Goal setting training provided

How do staff decide?• What do I already do well? What could I

do better?• Did my Review identify any areas for

improvement?• What is most important? What will have

the most impact?• What are the current needs of the

business? Can I help meet these needs in some way?

A SMART Goal is…SPECIFIC

•Well defined, clear, unambiguous•What will be accomplished? •What actions will be taken?

A SMART Goal is…MEASURABLE

•What data will measure the goal?•How much? How many? How well?

A SMART Goal is…ACHIEVABLE

•Is the goal realistic?•Do you have access to the tools and resources to help you reach the goal?

A SMART Goal is…RELEVANT

•Does the goal align with broader company or personal goals?•Why is the result important?

A SMART Goal is…TIME-BASED

•What is the time frame for achieving this goal?

Setting a SMART Goal

The Action Plan

The Action Plan3 Components

1.Specific Tasks (“Action Steps”)2.Resources (people, training materials)3.Due dates = small, motivating victories

Defining the Action Plan Steps

Employee Engagement

“Customers will never love your company, until the employees love it first”

Simon Sinek

http://sloanreview.mit.edu/article/measuring-the-benefits-of-employee-engagement/

What is Employee Engagement?

The Emotional Commitment an employee has to the company and its goals

What is Employee Engagement?

Engaged employees care about their own work and the work of the company They are more willing to go the extra mile for clients and each other

Millennials and EE• Born 1980-1996 (now 20-36)• 71% - actively disengaged at work• Coaching and Development • Long-Term Planning

http://www.gallup.com/businessjournal/194204/millennials-job-hoppers-not.aspx

?



Profit Growth Benefits

Disengaged employees = 0-1%

Highly Engaged = 10-15%

http://ilp.mit.edu/media/news_articles/smr/2015/56404.pdf

http://ilp.mit.edu/media/news_articles/smr/2015/56404.pdf

Why do we care if they care?• Gives them a voice – find out if their

priorities as an employee are being met• Expose areas where we are doing well

and meeting your expectations• Identify and target areas for improvement• Ensure that we continue to be a place

where people like to work• Help us plan for the future

Measures of Employee Engagement

• Career Development Opportunities• Day-to-day Work Engagement• Compensation• Relationship Management• Communication • Benefits• Work Environment

The Survey• 34 Questions online via

SurveyMonkey• Anonymous other than job

role and clinic• 5 point rating scale• Area for comments after each

question

Scoring Employee Engagement

20-39 = Poor

40-59 = Some good but needs attention

60-79 = Overall good, but room for improvement

80-11 = High EE

McKee-Pownall Results• Average score 77%• Vets 73%• Tech 81%• CSR 82%

Work EnvironmentOverall Score: 4.08 (82%)

Positive Impact – staff were near-unanimous in their belief that we have a positive impact on peoples’ lives.

Culture – seen as improving overall. Team Building exercises and activities Spend more time in the clinics and with vets in order to

improve mgmt understanding of all staff’s reality.Core Values – Overall EE’s understand how the

CV’s relate to expectations around their roles. Ensure that decisions are made through the filter of the

CV’s. Core Values/Mission/Vision “desk guides”

Career Development Overall Score: 4.00(80%)

Training Programs – getting better, but still work to be done. Developing flexible programs that take into account

different learning styles Gathering of feedback from new staff Continuing to hone orientation and training programs

Continuing Education $ - overall satisfied but more $ would open up more opportunities. Vet CE increased by 25% Tech/Office Staff opportunities above $ amount if business

case exists Talk more about opportunities that are out there for techs

and CSR’s in goal/check-in meetings

Questions

• [email protected]

• www.oculusinsights.net

• www.slideshare.net/mpownall

http://www.slideshare.net/mpownall

creating a human resource program for a veterinary business - iaep 2016

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