“This course gives you great understanding about people and how they act. You can change a person’s entire day with just a smile when they have connected with you. It also shows you what can happen when people have trouble connecting because they can’t find affinity, reality or communication in their lives. If we can change one life a day maybe we will be able to make this a better world for all of us.”
Jim Youngblood, Practice Manager, Spring Creek Animal Hospital, TX
Ups And Downs in Life Course
Thursday, June 3, 2010
Tools that once implemented into my practice will result in expansion...
“Basic Organization has a multitude of useful information and tools that once implemented into my practice will result in expansion. The coolest aspect of this is that ultimately this will result from simplifying many things, taking away unnecessary complexity that is not efficient and ending up with a better organized company.”
Dr. Mike Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Basic Organization Course
Dr. Mike Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Basic Organization Course
Most veterinarians never receive any training in communication...
“Let’s get one thing straight. Most veterinarians never receive any training in communication. While some in our profession have great natural skills and do well, the rest of us could do much better. So thanks VPS for showing me how to properly communicate.”
Dr. Evelyn Bock, DVM, Practice Owner, Southwick Veterinary Hospital, MO
Communication Course
Dr. Evelyn Bock, DVM, Practice Owner, Southwick Veterinary Hospital, MO
Communication Course
This is quite a hefty course!
“This is quite a hefty course! It is overflowing with very, useful valuable information. I am excited to implement assigning conditions, applying the appropriate formulas both in my practice and in my life. Likewise, I look forward to developing Battle Plans with clear targets, quotas and deadlines and using statistics to develop all these products. This course truly gives you the tools to handle situations that in the past, I would have felt lost-not knowing what to do.”
Dr. Ruth Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Formulas For Business Success Course
Dr. Ruth Doe, DVM, Practice Owner, Good Samaritan Veterinary Hospital, CA
Formulas For Business Success Course
Thursday, May 27, 2010
PRACTICE POLICY… WHAT TO PUT IN OR LEAVE OUT?
Practice Tip 4 – Policy
Writing, nevertheless updating, a policy manual can be a daunting task. What to include? What not to include? How much detail? These are all questions that come to mind. The answer? Well, it’s like baking a cake—include just the right amount of each ingredient to get a good result.
The first thing to realize is that you and your staff need to use this as a reference tool – not just something that looks good on your bookshelf. It needs to contain those policies and procedures that make your practice “tick”. Most policy manuals in my experience come from outside sources and don’t represent exactly what goes on in the practice. The end result? Rather than being a training and correction reference tool they collect dust.
Also note that your staff wear a number of “hats”. The first one is the General Staff “hat” – those duties and policies that govern what they do as a general staff member. This policy binder would include what they wear, what the hours of operation are, when they get paid, overtime guidelines, holiday guidelines etc...
The second policy binder for each staff member needs to contain those policies and procedures that define the processes specific to their job. It should also define what finished services and products they produce that contribute to the overall success of the practice.
A good example is getting the patient weighed before placing them in the exam room for the admitting DVM. It can get forgotten and this leads to frustration on the part of the DVM, right? So this is something that needs to go into your policy and procedure manual. You then train the receptionist and correct as needed using this as a tool. Tip: Look for areas of frustration in your practice and you’ll find overlooked policies and procedures. Get these written up and your staff trained and drilled on them ASAP.
Writing, nevertheless updating, a policy manual can be a daunting task. What to include? What not to include? How much detail? These are all questions that come to mind. The answer? Well, it’s like baking a cake—include just the right amount of each ingredient to get a good result.
The first thing to realize is that you and your staff need to use this as a reference tool – not just something that looks good on your bookshelf. It needs to contain those policies and procedures that make your practice “tick”. Most policy manuals in my experience come from outside sources and don’t represent exactly what goes on in the practice. The end result? Rather than being a training and correction reference tool they collect dust.
Also note that your staff wear a number of “hats”. The first one is the General Staff “hat” – those duties and policies that govern what they do as a general staff member. This policy binder would include what they wear, what the hours of operation are, when they get paid, overtime guidelines, holiday guidelines etc...
The second policy binder for each staff member needs to contain those policies and procedures that define the processes specific to their job. It should also define what finished services and products they produce that contribute to the overall success of the practice.
A good example is getting the patient weighed before placing them in the exam room for the admitting DVM. It can get forgotten and this leads to frustration on the part of the DVM, right? So this is something that needs to go into your policy and procedure manual. You then train the receptionist and correct as needed using this as a tool. Tip: Look for areas of frustration in your practice and you’ll find overlooked policies and procedures. Get these written up and your staff trained and drilled on them ASAP.
Tuesday, May 25, 2010
VETERINARY HIRING and the “white-water” employment scene…
Practice Tip 3 – Employment
VETERINARY HIRING and the “white-water” employment scene…
I hear it all the time: it is getting more and more difficult to find, hire and keep good quality veterinary staff. I wouldn’t say this is new thing but there are certainly some different forces at play today than there were, say, 20 years ago. For example, one practice owner recently complained that a large specialty practice opened up and scooped his technical and reception staff, “all for an extra $1.00 per hour”.
This was occurring with neighboring practices as well. After many years of having the same “loyal” staff, he is now scrabbling for new staff in an already short staffed market. The fact of the matter is that within the veterinary profession we are experiencing what is being referred to as a “white-water” employment scene. All the more reason to be very pro-active in this area of this practice.
Here are some basic tips to address this in your practice:
Money is a necessary fact of life BUT rarely the true motivation for staff. The bottom line? Use your staff or lose them. Most staff consider leaving one hospital for another just so they can do more things. So push them to do new things. Train them to do things that they are not trained to do. Remember - keeping them busy is the BEST way to boost moral, not money. It doesn’t hurt to add a bonus pay system and you'll be a step a head in the game.
Make sure to follow your instincts. If you think one of your staff members is unhappy, chances are they are! It never hurts to “check in” and keep in good communication with your staff. You’ll be surprised at what may look like a small disagreement is a huge problem waiting to blow up. You handle it before they start looking elsewhere.
Keep your hiring division “open”. I always kept a sign up front indicating we were looking for bright, motivated people to join our high quality team. You’ll be surprised who comes in the door. Clients can be a great source of new non-technical employees and they love telling others about you.
Please give me a call if you have any questions...
Dr. Joel Parker, President
Veterinary Economics Contributor
VETERINARY HIRING and the “white-water” employment scene…
I hear it all the time: it is getting more and more difficult to find, hire and keep good quality veterinary staff. I wouldn’t say this is new thing but there are certainly some different forces at play today than there were, say, 20 years ago. For example, one practice owner recently complained that a large specialty practice opened up and scooped his technical and reception staff, “all for an extra $1.00 per hour”.
This was occurring with neighboring practices as well. After many years of having the same “loyal” staff, he is now scrabbling for new staff in an already short staffed market. The fact of the matter is that within the veterinary profession we are experiencing what is being referred to as a “white-water” employment scene. All the more reason to be very pro-active in this area of this practice.
Here are some basic tips to address this in your practice:
Money is a necessary fact of life BUT rarely the true motivation for staff. The bottom line? Use your staff or lose them. Most staff consider leaving one hospital for another just so they can do more things. So push them to do new things. Train them to do things that they are not trained to do. Remember - keeping them busy is the BEST way to boost moral, not money. It doesn’t hurt to add a bonus pay system and you'll be a step a head in the game.
Make sure to follow your instincts. If you think one of your staff members is unhappy, chances are they are! It never hurts to “check in” and keep in good communication with your staff. You’ll be surprised at what may look like a small disagreement is a huge problem waiting to blow up. You handle it before they start looking elsewhere.
Keep your hiring division “open”. I always kept a sign up front indicating we were looking for bright, motivated people to join our high quality team. You’ll be surprised who comes in the door. Clients can be a great source of new non-technical employees and they love telling others about you.
Please give me a call if you have any questions...
Dr. Joel Parker, President
Veterinary Economics Contributor
Thursday, May 13, 2010
I have learned so much of myself...
"A huge weight has been lifted from my shoulders and I feel free. I just feel great. It’s a good feeling and I am thankful that this opportunity was given to me by sending me to this program. I have learned so much of myself that I can handle things personally as well as professionally and I look forward to learning more and applying the knowledge in my life. Thanks!"
Gabriella Svoreny, Office Manager, Clearwater Animal Hospital, ON
Personal Values & Integrity Course
Gabriella Svoreny, Office Manager, Clearwater Animal Hospital, ON
Personal Values & Integrity Course
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