Staffing is key to the operation and profitability of any business. With changing models of work/life balances and a shift in the demographic of veterinary graduates, how practices are staffed and operated is changing also.
There has been a steady rise in the number of vets and vet nurses seeking part time work to match with families and life style. This maybe on a casual basis or a regular part time contract. This can lead effectively to a job share situation and can work very well if the people involved are complimentary and the customer sees continuity. It does however also mean that whereas recruitment and induction of new staff used to be fairly infrequent, the time that now needs to be spent on it has risen considerably. In addition New Zealand has precise and meaningful employment law and all people involved in the recruitment process need to be up date with this.
The use of multiple part timers works most effectively where it is planned as a job share situation rather than on an ad hoc basis to plug holes in the roster, while trying to retain your most valuable staff members. So plan it, map it and make sure existing staff are on board with it too. Likewise the need to use to locums to cover not only seasonal fluctuations but staff shortages is far more effective if planned. Although less prevalent than aboard, locuming as a lifestyle and career choice is on the rise. With the right support it can be highly cost effective but again forward planning is the key. Eleventh hour choices made out of pressing necessity are often the not best and can derail an otherwise well-functioning practice.
Forward planning is equally critical when recruiting permanent staff. Practices need to be very clear about what exactly is the role they are recruiting for and how flexible they are prepared to be around hours and conditions. For instance a senior vet role may mean senior in terms of time out, required to do clinical work only or could include staff management, mentoring and possibly even some financial oversight role. So the starting point always is a very clear job description that not only defines what the role encompasses but also how it fits into the overall operation.
Negotiation is a key part of the recruitment process and forward planning of what is or not negotiable is vital. Clarity means you can go into the interview process clearly understanding what you want and what you are offering and you will be able to communicate this to candidates. Erroneous expectations on both sides are probably the single most common cause of the breakdown of workplace relationships. Spending time at the front end of the employment process is the most important and also has to be taken in context with the overall plan for the business. Is this role likely change in the immediate future because of planned expansion or retrenchment?
With professional CV writers and interview coaches now common, it is critical to get to the true nature of the candidate. While there are always standard core questions that need to be asked, and a list of these should prepared ahead and taken into the interview, going off script can be the most revealing. Personality profiling has been around for many years now and can vary from the quite simple to the very detailed and complex. Candidates for all roles should undergo some form of personality profiling and while it should never be the sole basis of a hiring decision, it does give another layer of insight particularly in terms of balancing teams.
Recruitment agencies have also been around for years and can represent real savings. Again planning comes to the fore – the clearer your instructions to them the more likely they are to get it right. Be sure they understand your business and inside industry knowledge is always a plus. Industry insiders will highlight things you may not have been aware of or overlooked and may well know of suitable candidates not on the open market. They will also be aware of pitfalls to avoid and should be prepared to back up their service with a replacement service should a placement go wrong within a reasonable time period.
Changes in the way practices are staffed are inevitable, but it should be seen as greater opportunities to offer better, more cost effect services to customers.
