Upload
buinhu
View
214
Download
1
Embed Size (px)
Citation preview
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
2011 VBA All Rights Reserved 2
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
2011 VBA All Rights Reserved 3
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
2011 VBA All Rights Reserved 4
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
12/13/2011
2011 VBA All Rights Reserved 5
Social Media as a Powerful Business Tool (cont’d)
• Recruitment – Network with prospective and/or future
candidates
Social Media as a Powerful Business Tool (cont’d)
• Crisis Management – Getting the word out in an urgent situation
when traditional means of communication are not working or available
12/13/2011
2011 VBA All Rights Reserved 6
Social Media as a Powerful Business Tool (cont’d)
• 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)
Social Media as a Powerful Business Tool (cont’d)
• 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
12/13/2011
2011 VBA All Rights Reserved 7
Social Media as a Powerful Business Tool (cont’d)
• Knowledge Sharing – Next wave in learning management
Social Media as a Powerful Business Tool (cont’d)
Social Media-driven Learning • Five levels of engagement
– Watching – Sharing – Commenting – Producing – Curating
• Improve performance by enabling learning
12/13/2011
2011 VBA All Rights Reserved 8
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
2011 VBA All Rights Reserved 9
Suffering from Social Media and Networking Neglect (cont’d)
• 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
Suffering from Social Media and Networking Neglect (cont’d)
• 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
2011 VBA All Rights Reserved 10
Suffering from Social Media and Networking Neglect (cont’d)
• 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
2011 VBA All Rights Reserved 11
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
When Business and Personal Usage of Social Media Tools Collide (cont’d)
• 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
2011 VBA All Rights Reserved 12
When Business and Personal Usage of Social Media Tools Collide (cont’d)
• 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)
When Business and Personal Usage of Social Media Tools Collide (cont’d)
• Your co-worker is updating his/her Facebook page or checking personal emails while at work
12/13/2011
2011 VBA All Rights Reserved 13
When Business and Personal Usage of Social Media Tools Collide (cont’d)
• 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
12/13/2011
2011 VBA All Rights Reserved 14
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’
Formulating a Social Media Policy (cont’d)
• 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
12/13/2011
2011 VBA All Rights Reserved 15
Formulating a Social Media Policy (cont’d)
• 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
Formulating a Social Media Policy (cont’d)
• 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
2011 VBA All Rights Reserved 16
Formulating a Social Media Policy (cont’d)
• 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.
••••••••••••••
Formulating a Social Media Policy (cont’d)
• 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
2011 VBA All Rights Reserved 17
Formulating a Social Media Policy (cont’d)
• Hiring and personnel decisions • Background verifications • Online recommendations • Cyber-loafing and Work time • Discrimination/harassment • Social Media Etiquette
Formulating a Social Media Policy (cont’d)
• 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
12/13/2011
2011 VBA All Rights Reserved 18
Formulating a Social Media Policy (cont’d)
• 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
2011 VBA All Rights Reserved 1
Ten Human Resources
Commandments for Veterinary Practices
(What Really Counts and How to Accomplish)
Chicago Veterinary Medical Association
January 11, 2012 Lisa B. Bell, M.Ed.
www.veterinarybusinessadvisors.com
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
2011 VBA All Rights Reserved 2
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
2011 VBA All Rights Reserved 3
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
2011 VBA All Rights Reserved 4
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
12/13/2011
2011 VBA All Rights Reserved 5
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
2011 VBA All Rights Reserved 6
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
12/13/2011
2011 VBA All Rights Reserved 7
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
2011 VBA All Rights Reserved 8
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.
12/13/2011
2011 VBA All Rights Reserved 9
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
2011 VBA All Rights Reserved 10
QUESTIONS???
Services
•Business/Legal Consulting •HR Consulting •Newsletter •Toolkit •HR Operational Awareness Tool •Lectures/Retreats
12/13/2011
2011 VBA All Rights Reserved 1
Maximize Leadership Talent 1
Building a High Performance Team
Culture
Chicago Veterinary Medical Association
January 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
2011 VBA All Rights Reserved 2
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
2011 VBA All Rights Reserved 3
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
12/13/2011
2011 VBA All Rights Reserved 4
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
2011 VBA All Rights Reserved 5
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
2011 VBA All Rights Reserved 6
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:
12/13/2011
2011 VBA All Rights Reserved 7
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
12/13/2011
2011 VBA All Rights Reserved 8
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
2011 VBA All Rights Reserved 9
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
12/13/2011
2011 VBA All Rights Reserved 10
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
2011 VBA All Rights Reserved 11
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
2011 VBA All Rights Reserved 12
High Performance Team
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
High Performance Team
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
12/13/2011
2011 VBA All Rights Reserved 13
High Performance Team
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
High Performance Team
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
2011 VBA All Rights Reserved 14
High Performance Team
Culture (cont’d)
5 C’s = E
How to Destroy a Team
Culture
– Disappoint
– Deceive
– Disengage
– Disrespect
– Demand
12/13/2011
2011 VBA All Rights Reserved 15
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
How to Destroy a Team
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
2011 VBA All Rights Reserved 16
How to Destroy a Team
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
2011 VBA All Rights Reserved 17
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
2011 VBA All Rights Reserved 18
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
www.veterinarybusinessadvisors.com
12/13/2011
2011 VBA All Rights Reserved 1
Maximize Leadership Talent 2
Managing Your Most Important Asset
Chicago Veterinary Medical Association January 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
2011 VBA All Rights Reserved 2
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
2011 VBA All Rights Reserved 3
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
2011 VBA All Rights Reserved 4
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
2011 VBA All Rights Reserved 5
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
2011 VBA All Rights Reserved 6
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
2011 VBA All Rights Reserved 7
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
2011 VBA All Rights Reserved 8
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
2011 VBA All Rights Reserved 9
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
2011 VBA All Rights Reserved 10
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
2011 VBA All Rights Reserved 11
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
2011 VBA All Rights Reserved 12
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
2011 VBA All Rights Reserved 13
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
2011 VBA All Rights Reserved 14
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
2011 VBA All Rights Reserved 15
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
2011 VBA All Rights Reserved 16
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
2011 VBA All Rights Reserved 17
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
Chicago Veterinary Medical Association
Thank You! Veterinary Business Advisors, Inc.
Flemington, NJ 08822 (908) 782-4426
www.veterinarybusinessadvisors.com
12/13/2011
2011 VBA All Rights Reserved 1
Mysteries of Compensation
Reward and Motivation:
it’s not all about the money
Chicago Veterinary Medical Association
January 11, 2012
Presented by Lisa B. Bell, M.Ed.
By: Charlie Deutsch and Stephanie McGinnis
VBA’s Mission Statement
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
2011 VBA All Rights Reserved 2
Services
•Business/Legal Consulting •HR Consulting •Newsletter •Toolkit
•HR Operational Awareness Tool •Lectures/Retreats
Why Do Employee’s Work FOR YOU?
12/13/2011
2011 VBA All Rights Reserved 3
Motivation
External
Wages
Benefits
Internal
Autonomy
Mastery
Purpose
Only 45% of workers are satisfied
with their job
12/13/2011
2011 VBA All Rights Reserved 4
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
2011 VBA All Rights Reserved 5
“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
2011 VBA All Rights Reserved 6
“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
2011 VBA All Rights Reserved 7
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
2011 VBA All Rights Reserved 8
$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
2011 VBA All Rights Reserved 9
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
2011 VBA All Rights Reserved 10
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
2011 VBA All Rights Reserved 11
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
2011 VBA All Rights Reserved 12
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
2011 VBA All Rights Reserved 13
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
2011 VBA All Rights Reserved 14
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
2011 VBA All Rights Reserved 15
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
2011 VBA All Rights Reserved 16
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
2011 VBA All Rights Reserved 17
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
2011 VBA All Rights Reserved 18
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
2011 VBA All Rights Reserved 19
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???