Creating a Human Resource Program for a Veterinary Business - IAEP 2016
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Transcript of Creating a Human Resource Program for a Veterinary Business - IAEP 2016
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Finding, Hiring, Training, Paying, Keeping, and sometimes
Firing Staff…Mike Pownall, DVM, MBA
www.slideshare.net/mpownall
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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
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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
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Employee Turnover
# employees left during year __________________________ x 100
Average # employees
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Employee Turnover
3__________________________ x 100
9
33%
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http://www.compensationforce.com/2015/03/www.compdatasurveys.com
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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
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Company Culture
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VisionGuiding Philosophy
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Who and Why• Values
–Essential & enduring even if a competitive disadvantage
• Core Purpose–Our reason for being
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Mission
Where we want to go with a mix of concrete reality
with hopes and aspirations
Translation of vision from image to words
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MPES Values1. Take Ownership – “Own It”
2. Evolve – “Push It”
3. Deliver Excellence – Elevate it
4. Collaborate – Share it
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MPES Purpose
Giving horse people peace of mind about their horse’s health
care through excellent customer service and
education
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MPES Mission
To become a globally recognized equine veterinary business through leadership
in patient, client and employee care
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Core Competencies • The “action words” that are the
tangible behaviours and skills that embody the Core Values
• Teachable, observable, evaluate
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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.
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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.
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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
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Train the skillHire the smile
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Hiring – Process• Resumes and cover letters• Phone Screening Interview• In-Person Interview• Working Interview
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Phone Screening InterviewWhy?• Time• Assess communication skills easily• Judge EnthusiasmHow?• 10 – 15 minutes• Consistent questions
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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
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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
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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?”
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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?
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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?
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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?”
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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?
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SituationalCollaborate – Team Focus
•What would you do if you saw that one of your colleagues was struggling with their workload?
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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?
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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
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”Young people need models, not critics”
John Wooden
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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
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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
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Vet Training & Mentorship
• Mentoring Guidelines• Define roles and support system• Regular meetings and follow-up• Training/Skill Set Outline• Soft Skills/Client Management
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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
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Peer Review Process
•Manager solicits gives form for co-workers to fill out and score•Employees do self reviews and score themselves
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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
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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
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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.
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Core Values and Skill/Task Weighting
• Core Values worth 50%• Skills/Tasks worth 50%
– AR, Clerical, Contribution
• Calculated on the Summary Page
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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”
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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
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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
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Compensation
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Vet Compensation Salary Model
• Culture of Collaboration• Discourage “Ownership” of clientele• Improve Work-Life Balance• Increases based on the chart • Emergency fees still retained
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Money isn’t everything
What else does your staff value?
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Consider the Source
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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
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Goal Setting
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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?
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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?
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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
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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?
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A SMART Goal is…SPECIFIC
•Well defined, clear, unambiguous•What will be accomplished? •What actions will be taken?
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A SMART Goal is…MEASURABLE
•What data will measure the goal?•How much? How many? How well?
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A SMART Goal is…ACHIEVABLE
•Is the goal realistic?•Do you have access to the tools and resources to help you reach the goal?
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A SMART Goal is…RELEVANT
•Does the goal align with broader company or personal goals?•Why is the result important?
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A SMART Goal is…TIME-BASED
•What is the time frame for achieving this goal?
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Setting a SMART Goal
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The Action Plan
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The Action Plan3 Components
1.Specific Tasks (“Action Steps”)2.Resources (people, training materials)3.Due dates = small, motivating victories
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Defining the Action Plan Steps
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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
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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/
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What is Employee Engagement?
The Emotional Commitment an employee has to the company and its goals
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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
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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
?
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Profit Growth Benefits
Disengaged employees = 0-1%
Highly Engaged = 10-15%
http://ilp.mit.edu/media/news_articles/smr/2015/56404.pdf
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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
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Measures of Employee Engagement
• Career Development Opportunities• Day-to-day Work Engagement• Compensation• Relationship Management• Communication • Benefits• Work Environment
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The Survey• 34 Questions online via
SurveyMonkey• Anonymous other than job
role and clinic• 5 point rating scale• Area for comments after each
question
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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
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McKee-Pownall Results• Average score 77%• Vets 73%• Tech 81%• CSR 82%
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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”
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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
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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
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Questions
• www.oculusinsights.net
• www.slideshare.net/mpownall