Professional Documents
Culture Documents
Future Leaders
Program
INTRO
We have developed CPR to Revive Your Veterinary Team to raise awareness and
increase interest in deliberately creating a positive veterinary workplace culture.
WORKPLACE CULTURE:
“Culture is the character and personality of your organization. It's what makes your
organization unique and is the sum of its values, traditions, beliefs, interactions,
behaviors, and attitudes.”1
Veterinary businesses definitely have workplace cultures. From your team must realize that you understand and appreciate
a small clinic to a state-of-the-art tertiary referral hospital to their current efforts. Third, understand that you are essentially
production animal medicine practices, universities and industry coming to them with a request that they do more work to
– workplace “culture” is both a tangible and intangible concept; change habits that seem to have served them well. It is wise
it’s the “vibe” of the place. To be sure, many workplaces try to to solicit feedback on any habits you have that are not working
purposefully create a harmonious and collegial environment. for others, and it is important to create a safe way for people
Unfortunately, it is easier to recognize a dysfunctional or toxic to tell you what is not working for them.
workplace culture than it is to determine how to craft or steer Only inside a framework of moving forward together will your
toward a positive workplace culture. team be willing to undertake the daily effort to change existing
It can be a challenge once the “vibe” of an organization habits. Within that framework, you can then create the call-to-
is entrenched – but working to shift the culture towards action, highlighting the gap between where your culture is today
healthier habits is well worth it. Just spend one day on and what you see is possible. Compassion and kindness on your
veterinary-specific social media sources and the reasons to part are vital. As the leader of change, you will be scrutinized
shift towards a positive culture will be evident. From changing to see whether you, too, are changing what the team identifies
veterinary business environments to poor employee retention, as your not-so-useful habits. Acknowledge to your team that
compassion fatigue, burn-out, and even suicide – these are all changes are initially hard (slipping back into old habits will be
reasons to create a healthier workplace. common at first), but with team buy-in and support, new ways
There are few veterinary-specific resources, but interest of behaving will become second nature in time.
and research into this area is growing. The American Animal The intent of CPR to Revive Your Veterinary Team is to add
Hospital Association recently published a white paper to the growing body of resources on creating a positive
analyzing the relationships between organizational culture veterinary workplace culture. Tips to consider: conduct a
and veterinary practice metrics.2 Major conclusions included, culture assessment, coach and encourage coaching, lead by
not surprisingly, that positive perceptions of leadership example, and recruit for a cultural fit.4 Incorporating these and
skills, teamwork, staffing, and even the relationships with other recommendations, we developed three individual toolkits
veterinarians were all correlated with higher practice metrics. in the focus areas of new hire training, performance feedback,
Other veterinary publications have also highlighted the impact and team meetings:
of culture on a veterinary workplace.3,4 Notably, a positive New Hire Training: Connect with your hires
culture can increase productivity, support stronger financial Coordinate & Promote Relationships
results, and lead to superior client service.3
Feedback: Provide Effective Feedback
An intentional re-shaping of workplace culture must Cultivate, Prepare, Receive
incorporate active communication with an effort to reduce
conflict and promote unity. Generally, people are well-meaning Meetings: Resuscitate Team Meetings
but entrenched within habits that may not be sufficiently Communicate, Participate, Reward
serving their colleagues or the veterinary workplace. First, it This document will aid you in your efforts, and we hope it
is necessary to recognize and acknowledge the actions your will also pique your interest in delving more deeply into other
staff are already taking to make the workday go well. Second, resources.
References
1 (2013, March 6). ERC. Retrieved May 17, 2017 from https://www.yourerc.com/blog/post/workplace-culture-what-it-is-why-it-matters-how-to-define-it.aspx
2 Fukami, Cynthia. "Understanding the Impact of Organizational Culture in ..." Understanding the Impact of Organizational Culture in Veterinary Practices. AAHA and the Daniels
College of Business University of Denver, 2015. Web. 19 May 2017.
3 ACC, Jeff Thoren DVM. "Practice Culture Part Two: Supporting & Sustaining Your Practice Culture." Veterinary Team Brief. N.p., n.d. Web. 19 May 2017.
4 Pearson, Steve. "Is Your Office Culture Negatively Affecting Your Well-Being?" Veterinary Practice News. Lumina Media, 08 Apr. 2015. Web. 19 May 2017.
It’s all too common to think that hiring someone with the Take some time to think about your workplace, the roles
right expertise / credentials is all it takes to have a newly- people play in it, and what you would want to know if you
hired employee hit the ground running. Additionally, by were starting anew. It’s worth it, and will pay dividends in
the time the new person arrives, the employer’s ability to longer staff retention, increased collaboration, and higher
train the new employee is often limited by a lack of time / morale for everyone, all of which translate to an improved
resources. As a result, the new employee is left to figure bottom line.
things out, and how that person decides to do things may not
be what you want!
TABLE OF CONTENTS
WHY IS THIS PARADIGM IMPORTANT WHEN THINKING ABOUT TRAINING NEW EMPLOYEES?
• It was formally defined when experts on informal learning decided to evaluate training in different organizations, and realized
that most new employees receive 70 to 80% of their training from other employees or on-the-job.
–– Paraphrase—person can describe how something should be • Also consider a 360-degree assessment, including a self-
done and what the performance standard is, but can’t yet do it. assessment by the employee. Feedback must be given
openly; anonymous feedback risks destroying trust between
–– Acquiring skill—person can carry out the task but still employees.
needs to refer to others or to guidance materials in order
to reach the desired standard. • Although new employees are expected to adhere to the
company’s standards, examples, and values, the employer
–– Competent—person can carry out the task to the desired needs to remember that there can be individual variations
standards without needing to refer to others or to in how these are achieved. Diverse approaches make the
guidance materials. workplace stronger. Allowing the new employee to make
–– Teach—person can carry out the task to the desired these tasks their own increases morale and creates a
standard, teach others, and may even be producing positive experience in the training process.
ideas about how to improve the process or become more
efficient at it.
STEP 4: MAP OUT THE NEW HIRE TRAINING PROGRAM AND CARRY IT OUT
BEFORE HIRING
• New Hire Training truly begins with the initial interview of career and workplace to see if the position is a good fit
each candidate. for them.
• Share the values and culture of your practice (the vision and –– It is equally important that you provide your expectations
mission statements) to determine if the person is aligned of a new hire.
with these values. • Discuss the training program and determine what the
–– You must determine what they are looking for in their candidate’s needs and expectations are.
FIRST WEEK
• The assigned coordinator must set aside time to spend with time to review and read information, and plan activities to
the new employee to explain the training program. slowly introduce the new person to the ways of working in
• Craft the new hire development plan together. the practice.
–– Agree upon success criteria – this will help establish • Consider setting up a meet-and-greet or an after-work
expectations. social gathering to introduce the employee to the team and
allow for relationships to develop in a relaxed environment.
• Create a timeline together.
• Arrange for the new employee to achieve something
• The new person must be ready to develop themselves, and during the first week for early success and support of their
be ready to receive guidance and support from the team to engagement.
enhance their development and integration into the team.
• As the first week is overwhelming, allow the new employee
FIRST 3 MONTHS
• This is the most critical period for frequent communication • Employee and manager should exchange feedback often.
and check-ins between the new employee and his/her –– Discuss areas to improve.
manager.
–– Ask employee how they can best be supported in their
–– Establish a relationship. training and development.
–– Address any problems early.
References
Jennings C, Wargnier J. Effective Learning with 70:20:10. Cross Knowledge.
McMahon A. Train Like You Fly. 2007: Aviation Supplies & Academics Inc.
Osmundson E. On-boarding Milestones. Agri Marketing. Oct 2016:16. Business Insights: Essentials. Web. 15 Feb 2017.
Sample checklists as follows were adapted from http://welcome.mit.edu/managers/checklists.
Hire Date:
Supervisor:
CALL EMPLOYEE
Confirm start date, time, place, parking, dress code, etc.
Prepare employee’s calendar for the first two weeks, including regularly scheduled meetings.
SOCIALIZATION
Announce to the practice (by email or other method) to inform them of the new hire.
Include start date, employee’s role, and bio. Copy the new employee.
Schedule meetings with critical people for the employee’s first few weeks.
Set up lunch with the appropriate person(s) for the first day and during first week.
WORK ENVIRONMENT
Put together a welcome packet and include: job description, welcome letter,
contact names and phone lists, parking and transportation information, mission and values of the practice, etc.
Clean the work area, and set up desk/cube/office space with supplies.
Contact your local information technology provider to set up the system in advance.
TRAINING/DEVELOPMENT
Arrange pertinent trainings required for the job.
Hire Date:
Supervisor:
Provide an overview of the functional area – its purpose, organizational structure, and goals.
Describe how employee’s job fits in the department, and how the job and
department contribute to the practice.
Review hours of work. Explain policies and procedures for overtime, use of vacation
and sick time, holidays, etc. Explain any flexible work policies or procedures.
Schedule meetings with new employee for upcoming time points: at the end of 30 days,
at the end of 3 months, at the end of 6 months, and at the end of 12 months.
SOCIALIZATION
Be available to greet the employee on the first day.
Take employee out to lunch or organize an informal gathering (e.g. A coffee hour).
WORK ENVIRONMENT
Give employee key(s) and building access card.
Hire Date:
Supervisor:
P
rovide formal feedback during the annual review process.
I nquire into how the employee’s skills and knowledge are being utilized and
seek avenues for growth; what’s working, what they need more of, etc.
B
egin discussing the year ahead.
SOCIALIZATION
Support and encourage employee’s participation on a team or committee.
Solicit employee’s feedback and suggestions on ways to improve the new hire training experience.
(Can be done one-on-one or with a small group of new employees.)
Ensure that all mandatory training has been finished or is on track to be complete.