Know what keeps staff happy; nurture needs

There are some companies that have built a reputation for retaining key employees for years.

We all know of veterinary practices that are able to hold on to employeesmuch longer than the average. Why?

While there are experts to advise us on the best methods to attract andretain staff, the real experts are the employees themselves.

With that in mind, we went to a group of employees in a veterinary practicein which the average tenure is about 10 years. We asked them why they stayed.

This practice will remain anonymous, but from this isolated focus groupcomes messages and lessons that apply to all of us who wish to minimizeemployee turnover.

(These issues are listed as they were mentioned in the focus groups,not because they were number 1, 2 or 3.)

Issue: "We are not alone." It was outlined that fellowworkers, including veterinarians, were supportive of each other emotionallyand in completing daily responsibilities.

Issue: "Learning." Cross-training, on-the-job lessons,the job(s) were not boring because of the learning, and assorted distancelearning modalities and opportunities including access to the Internet.

Issue: "Peer interaction and energy." Positive interactionbetween peer groups was uplifting and reinforcing. A not-so-subtle messagewas that negaholics were dismissed from the staff.

Issue: "New people - interesting staff and clients."Long-time client and staff interaction gave more substance to the increasingnumbers of positive interpersonal relationships.

Issue: "Diversity of clients, staff and responsibilities requiredon-the-job thinking." With so many more details in the daily duties,the staff was required to think on the job, not just rote activities.

Issue: "Fun to come to work, an "up," happy place,which enables staff to be able to cope with life." Followsthe general rule, "...if it is fun they will come."

Issue: "Flexible hours, camaraderie, and we like the staffand clients who come into the practice." The smorgasbord benefit packageemerged from this discussion.

Issue: "The health profession is stimulating-we don't getbored." This staff is encouraged to ask medical questions. "Educationattitude" is important.

Issue: "We do what is right for patients and follow throughwith promises to clients." The staff takes pride in the practice missionand dedication to client service.

Issue: Importance of education attitude by encouragement betweenfellow workers, expected good work and backed up with actions." Themessage is that positive, substantive actions followed the rhetoric.

Issue: From the long timers on the staff - "... friendshipsbetween workers, and established friendships with clients." ...werevery important glue that held the staff and clients together.

Issue: "Routine medicine is fun - routine annual visits weremade to be fun for staff and visiting clients." For the staff thatis having fun in the workplace, this attitude carries into the examinationroom.

Issue: "Proud of office technology." The staff takespride in the addition of advanced or added technology to the clinic.

Issue: "I just love my job."

Issue: Each day is "never the same."

Issue: "Change is good, new technology is stimulating andprovides better medicine."

Issue: "Unreasonable clients are fired."

Issue. One staff member makes it her daily mission, to "makesomeone happy today." Specifically, she tries to turn a grumpy personinto a happy person.

Issue. "As long as it is professional, uniform dress is flexibleenough for each employee to select their own attire, to reflect their ownpersonality."

Issue. "Longevity says a lot, that it is pleasant to cometo work, which points to: pride, team effort and enthusiasm."

Comments

Consider this focus group of comments. There is no discussion of pay,and minimal discussion of benefits. The discussion centers on keeping theworkplace fun and stimulating and clients happy.

Our job then, as managers, is to consider what it takes each day to keepthe workplace fun and stimulating.

Here are some ideas:

Encourage questions and respond appropriately.

* Celebrate the holidays

* Keep the library current and accessible.

* Genuinely thank clients who bring in candy and gifts.

* Listen and implement client and staff needs and suggestions.

* Especially thank a staff member who brings homemade cooking.

* Forbid negative words, develop an attitude of phrasing negative actswith positive words.

* Remember that good attitude and communication starts at the top.

* Forbid the "cannot mentality" with, How can we make thiswork?

* Glorify individual acts of heroism

* Seek to support staff and clients who are ill or who have familieswho are ill.

* Flexible schedule really means that the daily schedule at the clinicwill be disrupted. Be prepared for these days so they are minimally disruptive.

* Make sure staff gets plenty of vacation time and takes it.

* Hire happy, sunny folks.

* Make it a point to thank staff for their work- a sincere thank youcan be delivered in many special ways.

Today's message is: Know what keeps your staff happy-ask them, then nurturetheir needs.

Dr. Riegger, Dipl. ABVP, is the chief medical officerat Northwest Animal Clinic Hospital and Specialty Practice. Contact himat www.northwestanimalclinic.com, Riegger@aol.com, telephone and FAX (505)890-6855. Find him on AVMA's NOAH as the practice management moderator.Order his books "Management for Results" and "More Managementfor Results" by calling (800) 598-6008.