PEDIATRIC CRITICAL CARE - Chicago · PDF file · 2015-09-0112/13/2011 2011 VBA All...

PRACTICE

MANAGEMENT

With:

LISA B. BELL, M.ED.

JANUARY 11, 2012

12/13/2011

2011 VBA All Rights Reserved 1

Social Media

As a Powerful Business Tool and as a Potential Liability for your Practice

Chicago Veterinary Medical Association

Veterinary Medical Asy Me ssl AsJanuary 11, 2012

Lisa B. Bell, M.Ed.

VBA’s Mission Statement

Veterinary Business Advisor’s goal is to support members of the veterinary industry as they navigate the complex web of risk management, business strategy, and the growth and development of their organization. As highly

qualified professionals with a broad spectrum of experience, we provide the highest level of comprehensive business, human resources and legal advice in

the profession

Charlotte A. Lacroix, DVM, JD Owner & CEO

Lisa B. Bell, M.Ed. Human Resources Consultant

12/13/2011


Agenda • Using Social Media and Networking Sites

offensively to Grow your Practice – A Powerful Business Tool

• Suffering from Social Media and Networking Neglect

• Defending Against Potential Negative Workplace Impact and Legal Liability at a Practice – When Business and Personal Usage of Social Media Tools Collide

• Formulating a Social Media Policy

The Audience

• How many of you are still dinosaurs when it comes to using Social Media and Networking sites?

• Does your Practice use Social Media to serve its various audiences both internally and externally? In what ways?

• Do you promote and communicate your Practice’s ‘Brand’?

• How do you address the challenges of Social Media?

erve

12/13/2011


Social Media and Networking Sites • Social Media has changed the way people

communicate

• Social Media and Networking Sites are

powerful tools

Social Media and Networking Sites • Social Media can take on many different

forms – the list is endless

• Social technologies transform the nature of relationships

12/13/2011


Social Media as a Powerful Business Tool

• Recruitment – Announce employment opportunities (job

seekers can subscribe to links/feeds to get notification when positions are available)

Social Media as a Powerful Business Tool (cont’d)

• Recruitment – Virtual tour of the Practice’s facility to get

prospective candidates interested

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• Recruitment – Network with prospective and/or future

candidates


• Crisis Management – Getting the word out in an urgent situation

when traditional means of communication are not working or available

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• Communication Medium – Internally it can be a delivery mechanism for

announcing new policies or programs

– Keep employees engaged in the business end of the Practice (virtual Town hall meetings on Practice updates)


• Marketing – Roadmap a Plan to include budget – Practice’s Brand/Reputation (relationships)

• For employees/newbies – ‘Employer of Choice’ • For clients (new/retained) – ‘Practice of Choice’

– Public Relations – Message – Measure success

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• Knowledge Sharing – Next wave in learning management


Social Media-driven Learning • Five levels of engagement

– Watching – Sharing – Commenting – Producing – Curating

• Improve performance by enabling learning

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Suffering from Social Media and Networking Neglect

• Social media requires a long-term commitment – plan it out

• Social media graffiti

Suffering from Social Media and Networking Neglect (cont’d)

• Is your Practice ‘asleep-at-the-wheel’ or consciously awake from the sidelines?

• Missteps go beyond failing to stay current • Employment branding • Anemic or downright dormant

12/13/2011



• Five common mistakes – Diving in without a plan – Lacking a social media policy on how

employees should behave online – Failing to tailor the plan to the target audience – Producing weak, unfocused or unhelpful

content – Allowing efforts to stagnate

• Once it is out there, hard to pull it back


• Many companies establish strategies, policies and processes to respond and participate in social media but few are effectively staffing, scaling, measuring to determine business value

12/13/2011



• Challenging the balancing act - If social media were to go away, will we find that we rely too much on it – sidelining other avenues of effective communication?

When Business and Personal Usage of Social Media Tools Collide

• Growing problem – 42% of workers 18-29 discuss work-related issues on blogs and social networking sites

• 69% of American companies do not have

a formal policy regarding the use of social networking sites despite the devastating risks posed by employee’s online activity

12/13/2011


When Business and Personal Usage of Social Media Tools Collide (cont’d)

• What Risks? – Alienate your Clients – Tarnish your Practice’s brand – Disclose confidential information – Infringe on privacy rights – Can become evidence used against you in

court


• New regulations (Federal Trade Commission 2009) make social usage policies more imperative – Those who endorse products or services on

blogs, twitter or Facebook must disclose any material connections they have with the endorsed company

12/13/2011



• You are talking to a client in the exam room – someone’s phone sounds off with a blast of music or that incessant buzzing or intrusive beeps (and it is not the client’s)


• Your co-worker is updating his/her Facebook page or checking personal emails while at work

12/13/2011



• Your co-worker is constantly checking his/her cell phone for SMS and responding to text messages while attending to job responsibilities.

Formulating a Social Media Policy

Think about the 3 previous scenarios • How does texting, being on Facebook or

being interrupted by your cell phone while at work impact the team/Practice?

• Establish expectations, communicate justifications and clarify consequences

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Formulating a Social Media Policy (cont’d)

• No one-size-fits-all • Policy must meet practice’s approach to

business, practice’s culture and business goals

• Scope of technologies – broad coverage but not limited

• Make social media policies subject to or integrated with existing Practice policies

• Employees need to know that they own the process to include ‘duty to report’


• Scope and Applicability • Legal issues addressed • Consequences of Violation • Management of the Policy • No right or expectation to Privacy • Accuracy of information • Reading and signing • Train regularly

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• Applicability and Legal issues – National Labor Relations Board Refer to VBA’s January 2012 newsletter for

link to Wall Street Journal article on workers’ right to rant.

– But employer’s duty to prevent harassment and discrimination of its employees does not change no matter what medium is being used


• No right or expectation to Privacy (E-mail/Texting)

– The degree of privacy to which an employee is entitled is directly related to the reasonableness of his/her expectation of privacy (properly drafted policy)

– Use of Business vs. Personal property (properly drafted policy)

– Personal, password-protected, web-based accounts are subject to review (properly drafted policy)

12/13/2011



• Authorized: If work-related matters w/i your job responsibility are being discussed, must disclose affiliation.

• Unauthorized: If commenting on work or speaking on behalf of the Practice, then post must state ‘personal opinion’ disclaimers (disclaimer of employer responsibility).

• Define clearly what is appropriate, what is offensive/unacceptable and what are the consequences.

••••••••••••••


• Duty of loyalty and to report Disparagement

• Restriction on sharing confidential information

• Restriction on posting pictures from holiday parties or Practice picnics especially if family is invited

• Avoid ‘friending’ on Facebook when it is a supervisor and subordinate relationship

12/13/2011



• Hiring and personnel decisions • Background verifications • Online recommendations • Cyber-loafing and Work time • Discrimination/harassment • Social Media Etiquette


• Hiring and personnel decisions – Discrimination: Practice may have to

demonstrate that the protected information did not play a role in its decision

– Retaliation claims: not hiring someone because of a prior claim

– If using social media site to gather hiring information, records must be kept manually

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• Update employee handbook Electronic Communications and Social Media policies annually and

• Train employees/supervisors to consistently enforce and adhere to the written policies

QUESTIONS???

12/13/2011


Ten Human Resources

Commandments for Veterinary Practices

(What Really Counts and How to Accomplish)


January 11, 2012 Lisa B. Bell, M.Ed.

www.veterinarybusinessadvisors.com




the profession



12/13/2011


Agenda • Power of a Positive Work Environment • Fundamental ‘People Management’

Principles • Ten Human Resources Commandments • Questions

The Audience • What’s your style of management – micro

or macro? • Is your team a ‘high-performance team’

or just going through the motions? • Does your Practice support a team

culture and is your leadership style effective in engaging employees at all levels within your Practice?

12/13/2011


The Power of a Positive Work Environment

• Research shows that employees working in engaging, empowering work climates outperform peers in a less robust environment by as much as 30%.

• High Performance Team Culture - foster clarity, earn trust, share accountability, energize and inspire to deliver operational excellence and grow the Practice’s bottom line .

Fundamental People Management Principles

• The most valuable asset a Practice has today is it’s people – Human Capital.

• Human Capital – an asset difficult to find, difficult to retain and at time, difficult to manage. WHY?

• Each Practice is unique and People Management Principles must be practical and adaptable to successfully drive business results and resolve small issues before becoming major problems.

• Understand how your decisions affect the productivity and attitude of your team

• Most people don’t leave because of the job, but because of the Manager or Management.

12/13/2011


1st HR Commandment Employees are not clairvoyant .

They have a strong need for Engagement.

• Engage them by setting Expectations: – Clarity - Priorities – Deadlines - Outcomes

• Expect them to excel.

2nd HR Commandment

Treat all employees fairly and equitably , but take care of your ‘A ’players.

Advocate recognition and a clear reward for effort and exceeding expectations.

• Consistency is key to good management. • In addition to monetary reward, include more

freedom and greater autonomy

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3rd HR Commandment

Establish your HR protocols and stick to them.

Provide simple, clearly stated, understandable rules to govern behavior and actions.

• Manage to the rules, not to the exceptions. • There are repercussions/consequences for not

following the rules.

4th HR Commandment

Think before you speak. Deliver the message you want your staff to

receive. Model proper behavior that you wish to see

perpetuated.

• Allow employees to learn lessons on their own, but instruct them wisely and guide them (coach/mentor) to their goals.

12/13/2011


5th HR Commandment All employees want to do a good job

until you teach them otherwise. Empowerment occurs through “free-will”, rather

than “command-and-conquer”. • Give recognition readily – celebrate

success/praise publicly. • Criticize privately.

• Pay attention to signs of discontentment and investigate the root cause of the issue to resolve timely.

6th HR Commandment

More money is not the answer to all problems.

Achieve success through positive reinforcement, praise and by rewarding perseverance.

• Make the rewards commensurate to the effort. • Job Satisfaction

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7th HR Commandment Respect: Accept nothing more and expect nothing less but it needs to be

earned. Actively listen.

• Receptive to listening to others and seeking a

collaborative resolution. • Reflect on one’s own intentions and understand

how others view one’s behaviors and the impact.

8th HR Commandment

Make sure all employees are using the same roadmap.

Alignment

• Express the Practice’s vision and mission – Where are we going, how do we get there and when

do we deliver the prioritized results

• Share, and regularly reaffirm the mission, vision, and goals-to-focus-on right now.

12/13/2011


9th HR Commandment Know when and who to ask for help –

nobody can do everything alone. Leverage synergy

• Hire for diversity in talent and experience while

looking for those who have the values you respect most.

10th HR Commandment

Good Management = Good Business Believe in the mission more than anyone else,

but do not stop at the words.

• Make yourself available and approachable. • Give and get frequent feedback.

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11th HR Commandment

COMMUNICATION STRATEGY -Provide and Receive FEEDBACK. • Good Communication is systematic and

predictable, not random. • Whether the news is good or bad,

employees want and need to know – share the successes as well as the failures

•Manage and achieve business results with passion and collaboration.

Overall HR Commandment (cont’d) INFORMATION SHARING • Improve informal conduct •Encourage problem solving • Create short-term goals in support of

strategy execution • Tie incentives to shared vision

12/13/2011


QUESTIONS???

Services

•Business/Legal Consulting •HR Consulting •Newsletter •Toolkit •HR Operational Awareness Tool •Lectures/Retreats

12/13/2011


Maximize Leadership Talent 1

Building a High Performance Team

Culture


January 11, 2012

Lisa B. Bell, M.Ed.


Veterinary Business Advisor’s goal is to support members of the veterinary

industry as they navigate the complex web of risk management, business

strategy, and the growth and development of their organization. As highly

qualified professionals with a broad spectrum of experience, we provide the

highest level of comprehensive business, human resources and legal advice in

the profession.

Charlotte A. Lacroix, DVM, JD

Owner & CEO

Lisa B. Bell, M.Ed.

Human Resources Consultant

12/13/2011


Agenda

• Power of a Positive Work Environment

• Leadership Styles

• Organizational Climate and the Practice’s Competitive Strategy

• Emotional Intelligence

• Optimizing High Performance Team Development

• Cultivating High Performance Team Development

• How to Destroy A High Performance Team Culture

• As a Leader, Lead by Example

• Questions

The Audience • Is there a lack of synergy/alignment that is

seen within your Practice’s organization from

the top down in relation to its mission, values,

goals/objectives and culture?

• How would you define your Practice’s

organizational culture and climate?

• What are you doing to improve your leadership and partnership effectiveness at all levels within your Practice?

12/13/2011


The Power of a Positive Work Environment

• Research shows that employees working in engaging, empowering work climates outperform peers in a less robust environment by as much as 30%.

• Deliver results through others by managing your own behavior with the right mix of leadership styles, competencies, emotional intelligence and values.

• High Performance Team Culture - foster clarity, earn trust, share accountability, energize and inspire to deliver operational excellence and grow the Practice’s bottom line.

• Communicate with Impact

Weak Cultures, Toxic Cultures • Leadership Issues

– Lack of Vision

– Little focus on ‘Soft’ side of the Practice

– Short-term thinking

– Poor Communication or transparency

– Misalignment of Brand with employee perception

• Employee Symptoms

– Low Engagement

– High Turnover

– Adversarial Subcultures

– Lack of Teamwork

• Unsafe working environment

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Leading the Practice’s

Organizational Performance

Leadership Styles

• Six Leadership Styles:

– Coercive

– Authoritative

– Affiliative

– Democratic

– Pacesetting

– Coaching

• Use the collection of styles – right one, at the right time and in the right measure – to harness the power and productivity of a high performance team.

12/13/2011


Organizational Climate and Culture

Organizational Climate and a Practice’s

Competitive Strategy

• A working environment that inspires individual effort and team commitment – has a direct impact on the performance of the team (influences motivation and behavior).

• Leadership accounts for an average of 70% of the variance in organizational climate.

• Six Dimensions that are directly influenced by leadership:

Clarity Standards

Responsibility Flexibility

Rewards/Recognition Team Commitment

12/13/2011


Leadership Growth Factors

Development of Leadership Potential

• Identify employees with the capacity and competencies to develop into leaders (bench-strength).

• Growth Factors:

– Eagerness to Learn

– Breadth of Perspective

– Understanding Others

– Personal Maturity

• Long term development plans:

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Influencing Techniques

Influencing Skills and Techniques

• Effective strategies for influencing other – making communication/listening more effective and understanding how behavior is perceived by others.

• Nine Ways to Make a Point:

Empowerment Interpersonal Awareness

Bargaining Relationship Building

Organizational Awareness Common Vision

Impact Management Logical Persuasion

Coercion

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Emotional Intelligence

Emotional Intelligence

• Emotional Intelligence – critical leadership dimension linked to effective performance.

• Reflect on one’s own intentions and understand how others view one’s behaviors and the impact.

• Four Principles:

– Self Awareness

– Self Management

– Social Awareness

– Relationship Management

12/13/2011


High Performance Teams

Achieving What Individuals Alone Cannot

Optimizing High Performance

Team Development

• High Performance Team Dimensions:

– Alignment to the same goals/purpose

– Team/organization interests are put above individual self-interest in actions and decisions

– Congenial and collaborative work environment

– Sharing of important and relevant information

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Optimizing High Performance

Team Development (cont’d)

• High Performance Team Dimensions:

– Value individual differences and talent

– Adheres to and supports team decisions and expectations

– Identify barriers and share responsibility for removing barriers

– Surfaces and addresses tension and conflict within the group

• T ogether

• E mployees

• A chieve

• M ore

High Performance Teams

Achieving What Individuals Alone Cannot

12/13/2011


Cultivating High Performance

Team Development

• High Performance Team Culture:

– Communication

– Commitment

– Collaboration

– Competencies

– Care

High Performance Team

Culture • Communication

– Open and accessible

– Clearly, concisely and honestly in simple,

candid/direct language

– Receptive to actively listening to others and

seeking a collaborative resolution

12/13/2011



Culture (cont’d)

• Commitment

– Holds self and other team members

accountability to agreements and achieving

agreed upon goals

– Champions change

– Stays focused and positive during times of

ambiguity or adversity


Culture (cont’d)

• Collaboration

– Seeks to understand the mindset/points of

view of team-mates as well as what’s

important to them

– Encourages stretch performance and

challenges the status quo

– Seeks ways to continuously improve the work

environment through sharing best practices

and empowering others

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Culture (cont’d)

• Competencies:

– Business Acuity: How to link the people, process and programs to make the Practice successful

– Strategic thinking and Critical Analysis: Willingness to challenge the status quo and provide an insightful recommendation with a fresh perspective

– Performance & Results Driven: Helps to raise the ‘bar’ throughout the Practice

– Persuasiveness & Influencing others: Uses interpersonal skills without power or authority


Culture (cont’d) • Care

– Nurtures ideas and passion to encourage ‘a

ha!’ moments

– Embraces informed risk taking

– Promotes engagement and inclusion for each

employee to be a Practice ‘shareholder’

– Get to know your coworkers/employees

– Integrity, trust and respect

12/13/2011



Culture (cont’d)

5 C’s = E

How to Destroy a Team

Culture

– Disappoint

– Deceive

– Disengage

– Disrespect

– Demand

12/13/2011


How To Destroy a Team

Culture • Disappoint

– Don’t follow through on commitments

– Don’t give what employees are expecting

– Take away something of importance

• Deceive

– Say one thing, then do another

– Lie


Culture • Disengage

– Non-communicative (verbal/visibility)

– Not interested (thoughts elsewhere)

• Disrespect

– Yell, Insult

– Talk at them instead of with them

– Berate/discipline in front of others

12/13/2011



Culture • Demand

– Don’t say please and thank you

– Tell employees to do something “or else”

Building A High

Performance Team Culture

Remember, Selecting, Training,

and Engaging a Team to Perform

is your most Valuable Asset

12/13/2011


As A Leader, Lead By Example

• Do What You Love – Be Passionate

• Put A Dent In The Universe – Big Bold Clear

Concise Vision

• Say No To A 1000 Things – Reduce The Clutter

• Kick Start Your Brain – Think Differently

• Sell Dreams Not Products

• Create Insanely Great Experiences For Your

Clients

• Master The Message

QUESTIONS???

12/13/2011


Services

•Business/Legal Consulting •HR Consulting •Newsletter •Toolkit

•HR Operational Awareness Tool •Lectures/Retreats

Chicago Veterinary Medical

Association

Thank You!

Veterinary Business Advisors, Inc. 361 Route 31

Bldg E, Suite 1403

Flemington, NJ 08822

(908) 782-4426


12/13/2011


Maximize Leadership Talent 2

Managing Your Most Important Asset

Chicago Veterinary Medical Association January 11, 2012

Lisa B. Bell, M.Ed.




the profession.



12/13/2011


Agenda • Practices to Reduce Employment Risk • Strategic Human Resources (HR)

Management • Staffing Budget • Compensation & Benefits • Talent Acquisition Process • On-Boarding Process • Performance Management Program • Managing Performance Issues/Terminations

The Audience • How many of you have a strategic

resource management plan in place? • In your 2012 budget, did you plan for

new hires along with respective costs? • Do you worry about having the right

people for the right jobs for the right reasons?

• Do you manage your terminations or do they manage you?

12/13/2011


People Management is Not as Simple as it May Appear

In light of the frequency with which employment laws are being enacted, Practice

owners and managers must recognize the importance of ensuring their HR policies,

procedures and protocols are managerially efficient and equitably administered as well as

legally defensible. One of the best ways to protect your practice is to have tools and

systems in place that assure consistency and predictability.

Strategic People Management

12/13/2011


Strategic HR Management

• Implement a Practice's human resource requirements effectively, taking into account federal, state and local labor laws and regulations; ethical business practices; and net cost, in a manner that maximizes, as far as possible, employee motivation, commitment and productivity.

• Design HR policies that help grow and protect the Practice

Staffing Budget Aligned to Practice’s Goals

• Planning – What are the Practice’s goals – Realistic time-frames – Required Resources

• Budget and people identified – Management support

• Precise Job Success Profiles/Descriptions – Job Analysis to include the hiring pay range – Defining Quality (attitude, skills & abilities) – Success Criteria

12/13/2011


Job Descriptions

• Include information regarding the general nature of the work to be performed, specific responsibilities and duties and the employee qualifications

required to perform the job. • Focus on outcomes and accountabilities that are used to manage performance. Have reasonable expectations, the job must be doable. • Clarify who is responsible for what within your

Practice by defining relationships between individuals - can be used to settle grievances, minimize conflicts, and improve communications.

Job Descriptions (cont’d) • Help management analyze and improve the

Practice’s organizational structure. Reveals whether all Practice responsibilities are adequately covered and where responsibilities should be reallocated to achieve a better balance.

• Along with job postings are advertising copy that you have created as an opportunity to highlight what is great about your Practice, to raise your Practice’s profile in the industry/community and to pull in your next high achiever – your next ‘A’ player.

12/13/2011


Compensation & Benefits

What can the Practice afford to offer and sustain?

• Fixed and variable costs

• 40-hour workweek definition

• Overtime stipulations

• CE or On-Call = Hours Worked

• Benefits administration

• Additional Perks

Talent Acquisition Process

Talent Resource Plan

Quarterly Requisition

Approval

Precise Job Success Profile

Targeted Pipeline

Sourcing

Practice Management Alignment on

Job Success Profile

Hiring Team Alignment on Behavioral

Questioning

Hiring Team Data Alignment

& Selection

Interviewing and

‘Shadowing’ Interview

Finalize the Offer & Close the Deal

Reference Checks

Background Verifications*

On-Boarding

Execution

*Complete after making conditional job offer

12/13/2011


Key Action Steps • Targeted Pipeline Sourcing (Active/Passive

Candidates) – Networking, Print, Recruiting Firms, Employee

Referrals, Internet, Independent Contractor, Job Fairs

– College Campus (year-round), Coops/Interns, Speaking Engagements, Radio, Advertising in Specific Journals

– Employer Branding • Image within the Community • Local/State Papers • Vendor/Drug Reps

Key Action Steps (cont’d) • Manage the Resume Flow

– Pre-screening Interviews • Promote the Practice • Ask questions regarding qualifications and

motivations • Train the Hiring Managers

– Behavioral Interviewing and Responses • Orchestrate the Interview Process

– Scheduling both the interviews and ‘shadowing interviews’ with no interruptions

– Consistent Screening Process

12/13/2011


Key Action Steps (cont’d) • Hiring Team Data Alignment & Selection

– Guide the Decision Making process – Scorecard

• On-Boarding Execution – Attract and Retain ‘A’ players – New Hire Empowered to be Productive and Successful – Cultural Fit both with the Practice and with its clients

• Establish Metrics – Anchored to strategic impact of the Practice – Measure results

• Hiring Sources ($), Quality of Hire, Time-to-Fill (days), Turnover Rate (%), Cost of Turnover ($)

OnBoarding Process OnBoarding is a Roadmap for the Journey from Day One – Advancing on the Learning Curve, Proactive Contributions & Productive Talent • Provide an Experience (1st Six Months) that helps

the New Hires affirm that they made the right choice

• Manage Expectations – Set Goals w/I first 30 days

12/13/2011


OnBoarding Process (cont’d)

• Integrate Recruiting, On-Boarding and Performance Management to Optimize 1st year performance – Attract, develop and retain talent aligned to

Practice’s strategic objectives – Track metric in human capital management:

Quality of the Hire – Reduces turnover by showing the new

employee he/she is valued

Performance Management Program

• Management Support,

Budgetary and Resource Planning

Document Roadmap &

Timeline

Define Practice’s Overall Goals Aligned to Mission

Statement

Define and Develop Performance Management

Program (PMP)

Develop Metrics to

Measure PMP Success

Components of Performance

Management Program

Architect PMP Communication

Strategy for Employees

Calendar for PMP Cycles

Comprehensive

Training Performance Management

Program Implementation

12/13/2011


Performance Management Program

• Provides a system of accountability. • Based on the premise that Clear, Frequent and

Ongoing Communication about performance is the key to Maximizing Productivity, Employee Satisfaction and Employee Development.

• Research shows that employees have Strong Needs for a Clear Sense of Direction, Knowledge of How They are Doing, a Supportive Environment in which they can reach their goals, and Recognition for Achievement.

Benefits of Performance Management Program

• For Employees – Understands what is Expected – Responsible for managing own performance – Provides an Opportunity for Ongoing Dialogue and

Feedback from their supervisor (constructive feedback • For the Practice

– Impacts the Strategic Allocation of Resources – Links Pay-for-Performance – Provides Information for Promotions and Succession

Planning Decisions – Promotes and Reinforces Practice’s Core Values and

Culture – Provides Performance Predictors for Practice’s Recruitment

Strategy to Attract and Retain Key Talent – Effectively Manages Unsatisfactory Performers

12/13/2011


Developing a Performance Management Program

• Who Will Provide Overall Goals for the Practice • Who Should Evaluate

– Self evaluation and – Vertical (Supervisor/Subordinate) or – Horizontal (Peers) or – 360° Review (Supervisor/Peers/Subordinates)

• How does the Program Measure Objective and Subjective Criteria – Objective-results are clearly measurable – Subjective-based on defined expectations

• How it Reflects the Practice’s Culture

Developing a Performance Management Program (cont’d)

• Who Will Train for Roles/Responsibilities • How to Link to ‘Pay for Performance’ (Compensation) • Time Commitment

– Frequency – Evaluation Participation

• What will be done with the Results • What is the Content of the Communication Strategy • How will the Practice Measure Success

12/13/2011


Managing Performance Issues The goal is not to fire someone but to create & maintain a productive and responsive workforce to accomplish objectives that support the Practice’s mission and values. • Reform the employee and bring conduct within

acceptable standards. • Deter other employees from engaging in

similar, unfavorable behavior. • Maintain control over the workplace as a whole.

Managing Performance Issues (cont’d)

Is Forward-looking: • It is not about blame or deficits but the reason

for the deficits • Identify/evaluate all barriers to success and

create strategy to overcome those barriers • Ensure accountability/ownership to stimulate

greater productivity • Provide transparency in the process • Maintain ongoing dialogue/feedback loop with

staff

12/13/2011


Coaching Employees Empowerment → Involvement → Commitment → Increased Performance • Commendation

– Compliment on task carried out well • Recommendation

– Avoid direct confrontation and criticism – Utilize open-ended questioning techniques – Target is voluntary admission and change

management • Commendation

– Finish on a positive note

Coaching Employees

Self-auditing leading to Voluntary Admission

Ownership, Responsibility, Accountability,

Acceptance

Change, Development,

Maturation

12/13/2011


Managing the Termination

Protecting Your Practice 1. Establish and document expectations 2. Investigate alleged violations promptly

Managing the Termination (cont’d)

Protecting your Practice 3. Enforce consistently 4. Assign discipline appropriate for

offense 5. Allow an opportunity for response 6. Document steps to coach/rehabilitate 7. Follow-up and document

12/13/2011


Managing the Termination (cont’d)

Why Document? • Document the communication of expectations… • Document corrective measures… • Document times and dates… • Document the failure to meet those

expectations • Evidence!

– Courts are unsympathetic to employers without documentation of unmet expectations

Managing the Termination (cont’d) • Recognize & address/communicate unmet

expectations – don’t avoid it • State in writing nature of the problem and how it

affects the Practice • Provide a warning that failure to improve will result in

termination • Establish in writing the audit trail that poor

performance continued despite repeated warnings • Show that discipline was doled out in a fair and

consistent manner so that any employee under similar circumstances will reasonably expect the same consequences

12/13/2011


Employment Practices Liability Insurance

• Protects employer against claims made by employees, former employees, or potential employees

• Covers discrimination (age, sex, race, disability, etc.), wrongful termination of employment, sexual harassment, and other employment-related allegations

• Covers the organization, including its Directors and Officers

Who is Responsible for – HR Related Functions?

• HR covers many different areas – without a dedicated person, who is responsible these tasks?

• HR person in-house, or HR consultant? – Evaluate their experience and education – CVPM designation – PHR/SPHR designation

12/13/2011


Ignorance Is Not Bliss

� Legal ramifications are involved in almost every HR area

� It is costly to fight a claim, and fines or settlements can be expensive

� Time involved in fighting claims can be major factor

� Employees are becoming more aware of these issues, therefore claims will continue to increase


Thank You! Veterinary Business Advisors, Inc.

Flemington, NJ 08822 (908) 782-4426


12/13/2011


Mysteries of Compensation

Reward and Motivation:

it’s not all about the money


January 11, 2012

Presented by Lisa B. Bell, M.Ed.

By: Charlie Deutsch and Stephanie McGinnis


Veterinary Business Advisor’s mission is to empower individuals and practices to

manage all aspects of the veterinary field by transforming the way veterinarians

do business. We provide services tailored to meet the specific and dynamic needs

of each individual. We build value for our clients by consistently producing

superior results

Charlotte A. Lacroix, DVM, JD

Owner & CEO

Lisa B. Bell, M. Ed.

Human Resources Consultant

12/13/2011


Services

•Business/Legal Consulting •HR Consulting •Newsletter •Toolkit

•HR Operational Awareness Tool •Lectures/Retreats

Why Do Employee’s Work FOR YOU?

12/13/2011


Motivation

External

Wages

Benefits

Internal

Autonomy

Mastery

Purpose

Only 45% of workers are satisfied

with their job

12/13/2011


Employee Turnover

• Avg vet employee

turnover 29.7% • (AAHA 2008 Comp & Benefits)

• Assistants 21%

• Receptionists 26%

• Ward Attendts 44% (2010 Benchmarks Well Managed

Practices)

• National Avg

18.7%

Role of Compensation

Employee Employer

Appreciation of Wk Done 1 8

Feeling of Being Included 2 10

Help with Personal Problems 3 9

Job Security 4 2

High Pay 5 1

Survey 10,000 employees

KenBlanchard

“One Minute Mger”

12/13/2011


“Nine of ten managers think

people stay or go because

of money. We know that’s

not the case. Money and

perks matter, but employees

tell us again and again that

what they want most are

challenging, meaningful

work, good bosses, and

opportunities for learning

and development”

12/13/2011


“Until our profession understands

that, at its very core, it has

undervalued its services and

contribution to the community, we'll

never get past the pay hurdle.”

-Shawn McVey

2010 Compensation and Benefits Benchmarks

Vet techs are so underpaid that the

feasibility of staying in the profession

is declining

Data from the 2007 NAVTA Demographic

Survey of Veterinary Technicians

78.7% Agree

I am satisfied and will definitely

stay in veterinary technology 43.4% Agree

I will probably change to

another field in the future 12.8% Agree

12/13/2011


Top concerns Low salary

Burnout

Lack of career advancement

Competition with assistants

11.5 years = Average amount of time vet

techs will stay in the

veterinary profession

Data from the 2007 NAVTA Demographic

Survey of Veterinary Technicians

2007 NAVTA Demographic Study of Vet Technicians Field % of all techs Salary _

Companion Animal 52.2% $33,270 Emergency 8.4% $38,860 Specialty 9% $39,810 Mixed animal 12.3% $28,960 Equine 1.1% $32,840 Food animal 0.7% $39,800 Industry/sales 0.8% $51,510

Annual mean

wage of

veterinary

technologists

and

technicians, by

state, May 2010

Source: Bureau of Labor Statistics

12/13/2011


$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

Average Hourly Wage

Average Turnover Costs

It costs an average of 2.5x an individual’s

salary to replace an employee who doesn’t

work out, including recruitment, training,

severance costs and lost productivity. More

than 4 out of 10 organizations (42%) say it

costs at least three times an employee’s salary

$33,270 x 2.5 =

$83,175

12/13/2011


Calculate your turnover costs

Advertising the position $

Staff time spent interviewing $

Agency & search firm fees $

Production loss $

Unemployment cost, separation pay, legal

claims $

Overtime to cover for lost employee $

Time of new employee being trained $

Time of staff to train new employee $

Materials, equipment, job aids $

Determining Associate

Compensation

• Employee’s

• financial NEEDS…..a budget

• financial WANTS

• WORTH to the employer

• How much profit Employer wants

• Salary NORMS of the industry

• Leverage

12/13/2011


Employee NEEDS are determined by . . .

• Living expenses

• Debt • School loans (89.9% of

2010 grads have debt JAVMA 10/1/10) (up from 88.6% in 2006)

• Credit cards

• Dependents

• Savings

• Add’l sources of income

Budget

www.finsim.umn.edu

20

Debt & Income of 1st Yr. Grads

National Mean Debt: (JAVMA 10/1/10)

2006 2008 2009 2010

$ 100,805 119,803 129,976 133,873

Nat’l Mean Income (Priv Pract): (JAVMA 10/1/10)

2006 2008 2009 2010

$ 55,031 61,633 65,185 67,548

Benefit Package

$ 8,000-12,000 (Vet Econ 7.2008 pg 32)

12/13/2011


Debt & Income of 1st Yr. Grads (cont)

• Debt has been exceeding increases in

salaries by >2:1 for over a decade

• Average total cost for the first-year of

U.S. veterinary school in 2009:

– Resident: $36,073

– Non Resident: $53,841

Debt & Income of 1st Yr. Grads (cont)

• For 2010 Graduates,

Avg. Debt = $133,873

>1/3 have debt of >$150,000

$

$

12/13/2011


23

Employee WANTS

Know your short and long term

financial needs

• Budget for today’s needs

• Living expenses; debts

• Plan for tomorrow’s needs

• New Car, house, horse, family, buy-in

• IRA

24

Employee’s Worth to

Employer Know why there is a hire:

• Replacement

• Practice growth

• Employee experience and or

expertise

• Employer is “burned out”

• Where is the salary coming from?

12/13/2011


Two Types of Expenses

• Professional Services

– “Direct” or “Inventory Costs

• Drugs, lab costs, pet food, anesthesia,

surgical and medical supplies, etc.

• General and administrative

• “Indirect” • 1) Professional staff

• 2) Support staff

• 3) Management

• 4) Occupancy (Rent/Mortgage)

• 5) Miscellaneous

How much Profit Employer wants (SA general practice example)

For every dollar of gross income . . .

• 18-21% goes to costs of providing professional services • Drugs, med/sx/rad supplies, pet fd

• 17-22% goes to pay support staff

• 2-5% goes to pay hosp manager

• 4-8% goes to rent

• 12-18% for benefits, equip, marketing, taxes

12/13/2011


Costs (% of Gross Revenue)

Direct

Professional

StaffSupport Staff

Management

Occupancy

Miscellaneous

18-21%

18-23%

17-22%

2-4%

4-8%

12-21%

Direct vs. Indirect (Broken down) IN

DIR

EC

T

LEAVING . . .

• 14-23% PROFITS

(many < 9%)

(Target: 10-20%)

• No-Lo Practices

• VetPartners.org

(SA general practice example)

12/13/2011


Break Even vs. Profit

Determine:

• How much will associate generate?

• ACTR (vs. Dr. ACT)

• Fee Schedule; Appt Schedule

• Techs/doctor; duties

• Other similar doctor numbers

• Expenses

• New building, equipment, employer life style

30

Norms of the Industry (New Gds)

• Vary by location, discipline, experience and

gender

• Mean starting salary female: $47,472

• Mean starting salary male: $ 52,478 (JAVMA 10/15/2010)

• Mean starting salary SA excl: $ 71,462

• Mean starting salary FA excl: $ 62,086

• Mean starting salary Eq excl: $ 38,468 (down from 41,636 in 2008) (JAVMA 10/1/10)

12/13/2011


What’s the NORM?

Compensation:

Base % Comp

SA Practice 91,000* (Median) 20-25% + B’s (Priv Pract) (113-120K) (Mean)

Specialists 90’s - 100’s 23-35% + B’s

Indep Conts Varies 25-30% (No B’s)

*2007 Income of US Vets JAVMA 3.15.09 (234)

12/13/2011


Hybrids

Combination of salary or commission

• Base pay OR % gross income

• “ProSal”

Watch for negative “roll-over” from

under-producing months

Compensation Considerations

• In percentage-based systems, keep

total staff compensation below 40-44%

gross income

• Increasing % to support staff can

decrease % to doctors…

• But still increase revenue!

• Delegation or “staff leveraging”

• With well-trained support, a doctor can

delegate 60% of their work load

12/13/2011


Owner Compensation

1) Veterinary Salaries

2) Management Salaries

3) Profits Reflected as a Return on

Investment in the Practice

4) Equitable Distribution of Remaining

Profits Among Owners

What About Managers? (From VHMA 2009 Compensation & Benefits Survey)

Method of Payment

Office Manager

73% Hourly; 27% Salary; No Salary + Profit Sharing

Practice Manager

27% Hourly; 66% Salary; 6% Salary + Profit Sharing

Hospital Administrator

9% Hourly; 74% Salary; 17% Salary + Profit Sharing

12/13/2011


In Summary

1. People come to work for external and internal reasons

2. Paraprofessional…certainly technician salaries may be to low

3. Associates are compensated on base, commission, or hybrid

4. Associate compensation is directly linked to productivity for the business

5. Owner’s contribution measured by indirect contributions

6. Managers have base plus incentive

QUESTIONS???

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