100 - HR Management Manual

Training System Resource Requirements:


Staffing: SCHEDULED time with D of A or direct supervisor OFF THE FLOOR

Space and Facilities: CLOSED DOOR Exam Room, Office, or Training Room. Training is not completed in
lounge or on the floor for individual training.

Occasionally if we are doing training with a group on policies we can use the lounge. Drills/Quizes are
done individually and in private.)

Equipment: Computer connected to server and AVImark


Supplies: Training Forms, Policy Sign-Off Pages, Printed Procedures to be trained on, Binders or file folders
as needed for procedure, demo pieces as needed. “Training Packs” (general and position-specific) include
ALL materials you will need.


Information: Trainers complete understanding of training style and tone, objective desired on each
procedure training session. Trainee’s acceptance and openness to learn and demonstrate competence.
Trainee will be able to perform procedure COMPLETELY immediately after sign-offs.


Quantification:

% Employees presented level 1 certificates – Benchmark 100%

% Employee presented Level 2 certificates – Benchmark 50%

% Employees presented Level 3 certificates – Benchmark 25%































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Training System Resource Standards:


1. Training process must be UNINTERRUPTED and PROTECTED from distractions. Trainer should
have planned for this with the time and location.
2. More time is spent on Purpose, Vision, and VALUES than other issues. The rest is irrelevant
without these being in line with the practice and employee.
3. Training must be completed in “small bites”, one procedure at a time. Training is comfortable
and relatively easy for both parties. To accomplish this training is NOT scheduled for 8 hours solid.
Frequent breaks for food, observing, physical tasks/drills, practicing alone on computer tasks,
scavenger hunts, etc. accomplishes this purpose. Trainer must recognize fatigue or confusion.
4. Tone of communication during hiring and training is positive and supportive.
5. Both trainer and trainee are constantly in a feeling of HARMONY or the process is stopped,
problem is corrected, harmony achieved, and then move forward.
6. Trainee demonstrates FULL AGREEMENT and FULL COMPETENCE of each step before moving on
to next step.
7. Both trainer and trainee have full confidence that trainee is completely confident and will happily
comply with how they were trained BEFORE either party signs off and moves onto next step.
8. Certificate presentation generates a feeling of PRIDE for both trainee and trainer.
9. Certificate presentation generates a feeling of ACCEPTANCE by the rest of the team that have
been trained AT THAT LEVEL OR ABOVE.
10. Certificate presentation generates a feeling of DESIRE FOR FURTHER TRAINING by the rest of the
team that have been trained UNDER that level.
11. Time spent training on each procedure is long enough to reach desired result statement on each
AND efficient enough training not to go over the listed scheduled time for it.



Drill/Demonstration Questions for Managers Using this System:

1. Explain the result statement of this system in your own words
2. Who holds the overall responsibility for this training system?
3. Who else participates?
4. Explain the overall process of how the training system sequence works
5. Print the forms needed to train the inventory manager on procedure 10008. What training form
would have been completed before this?
6. Where is the training done? Why?
7. Explain what it means to have harmony and full agreement during training.
8. What would you do if you finished training on a procedure and you FELT some sort of objection
or blank feeling among the trainee?
9. Why would we want to train staff this way?
10. When can the new hire be scheduled for on-the-floor duties? Why not before?
11. What would happen if we didn’t train this way?
12. Why not follow the average training of “watch me and then you do it”?


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HR202.1 – Employee Development Meetings (EDM’s)


Result Statement: To promote employee’s professional growth by working together to
overcome obstacles in the way. The meetings will provide a place to be
vulnerable, to take risks, and to learn so that employees can be their
best and achieve results they can be proud of.








Why: EDM’s give each employee scheduled time to review their professional
goals, work in progress, frustrations, successes, failures, and
misunderstandings with their direct supervisor.

EDM’s give both the employee and supervisor the ability to work to
solutions to frustrations or determine the best way to keep both parties
happy if a solution cannot found. In rare cases the solution could be a
resignation, but in a way that is convenient and the least stressful for all.

When: EDM’s typically last from 10-30 minutes and completed monthly at a
minimum. With new hires or new promotions, they may be done up to
twice weekly. If there are issues discovered during EDM’s follow-up
meetings will be scheduled as appropriate to address the issue(s).
How:


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 EDM’s are scheduled on the staff schedule (out by the 5 for
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doctors or execs or the 15 for the rest of the staff for the following
month) with both the employee and supervisor scheduled with time
OFF THE FLOOR.
 EDM’s are held privately in an office or exam room with closed
doors and only the employee and supervisor.
 EDM’s are always less than 30 minutes, often 10 minutes if things
are going well.
 EDM’s always end with the next one scheduled. DO NOT SKIP THIS
STEP. This gives both parties the opportunity to know when the
next chance is to discuss these topics or new ones.
 First EDM’s for each employee is held by first starting with the form
“Employee Development Meeting First Meeting” blank found in the
procedures manual under “Forms-Misc”. It is important to start this
first EDM with the expectations as listed on the forms. A good
working relationship cannot happen without understanding these
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expectations first, by both parties. The best way to start discussing
these are by using examples of keeping commitments, deadlines,
problems, etc.
 All following EDM’s are held starting with the form “Employee
Development Meeting Weekly or Monthly” blank found in the
procedures manual under “Forms-Misc”.
 The employee (not the supervisor) fills it out as each area is
discussed. It is not filled out prior to this meeting as there is no
need for either individual to prepare for an EDM.



How to Handle Frustrations: Schedule a follow-up meeting with the staff member and answer
the following questions IN WRITING. Share the results with YOUR
manager, or even up to the owner if needed. (found under “Forms-
Misc” in the procedures manual named “Frustrations Form”:

1. What is bothering me?
2. Who and/or what is contributing to the frustration and how?
3. How is our hospital structured so this undesirable pattern of
events exists in the first place?
4. How much might this problem be COSTING us? Estimate cost if
needed.
5. What result are my NOT getting?
6. What is the solution going to look like?
7. Does it make sense to address this NOW? If not, when?
8. What exactly does the system/procedure need to look like?
Write it now as a synopsis.
9. How will this system/procedure be implemented and when?



Drill/Quiz for “EDM’s”:

1. Why do why have EDM’s? What happens if we do not?
2. How does it help employees?
3. How does it help supervisors?
4. Show your trainer where you find both types of EDM forms.
5. When are they scheduled? How often?
6. Where are they held? How many people are in each meeting? Why not 3 or more?
7. How do you prepare for EDM’s?
8. As you complete one EDM is the next one scheduled? Why or why not?
9. For supervisor’s only: Do you discuss how EDM’s are going with you and your direct reports?
10. Show your trainer the scheduled EDM’s you have coming up.
11. In your own words what do you do with a frustration? Show your trainer the form on the
computer. Who do you turn it into?

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HR203 – Apprenticeships


Result Statement: After an employee is trained on various position they are scheduled to
work on-the-floor during a time ANOTHER employee in that same
position for a period of time. This is considered their apprenticeship.

Primary Responsible Position: Executive Director

Participating positions: All supervisors and department leads.


Why: After the apprenticeship period is completed each employee are easily
able to handle the majority of the responsibilities and ALL of the basic
responsibilities of their position without help from others in the same
position.

How: Work Schedule: The new hire will NOT be scheduled as the only
individual working in their position during their apprenticeship. See
time frames below.


Meet with Owner: The new hire will be scheduled a 10 or 15-minute
meeting with the Dr. Julius during the first week of employment.

Sponsor/Buddy Assignment: The new hire will be assigned and
introduced a sponsor/buddy on their start date. The sponsor assigned is
someone who works in a similar position, has a good performance
record, enjoys working for us, and has the time to help or answer
questions in a positive way. Ideally it is NOT a direct supervisor.


Role of Sponsor/Buddy:
 This sponsor introduces the new hire to the rest of the staff.
 The sponsor takes the new hire to lunch within the first week of
employment. This lunch is off-the-clock but paid for by the hospital.
 The sponsor helps the new hire find needed resources and is
available almost any time to answer questions in a positive way.
 The sponsor will be compensated with a $100 Visa gift card by the
ED after 30 days of successful sponsorship, and properly submitted
“Sponsor/Buddy Success Form” to ED message box. See “Forms-
Misc” in the procedures manual.








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Max. Length of Time New Hire is NOT Scheduled in Position Alone:

 Doctors: 3 days
 Groomers: Varies
 Execs: Varies
 Department Heads: Varies
 Receptionists: 2 weeks
 Technicians: 1 week
 Tech Assistants: 1 week
 Kennel Attendants: 3 days
 Bathers: 3 days



Drill for “Apprenticeships”:

1. Why do we have this system? What would happen if we did not?
2. Explain the purpose of this system in your own words.
3. How does this system help new hires? How does it help you?










































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HR210 – Scheduling System


Result Statement: To assure all LVH staff members know EXACTLY WHEN they will expect to work well
in advance. This gives everyone a chance to schedule activities in their personal lives around their work
schedule.

To assure we have transparency in everyone knowing when everyone else will be working.

Position with overall accountability: Director of Administration


Participating Positions: All Direct Supervisors (Owner, ED, D of A, DMS, Dept. Heads)

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Overview: Our lay staff is completely and accurately scheduled to work by the 15 of next month for
the following month. The staff schedule is based on three things:

1. The projected revenue (conservative projections)
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2. The doctor schedule for the month (distributed by the 5 of each month)
3. The season of year (“busy” = more staff, “slow” = less staff)
The staff is scheduled in a way that accomplishes three things:


1. The ONLY client or patient that waits is urgent care visits (except when we have an
emergency)…..even during busy days! We have enough trained staff daily to make this happen.
2. We stay UNDER the benchmark percentages (see Ideal Staff Schedule spreadsheet) for payroll in
all areas.
3. We have staff that is happy because they know we will have ENOUGH staff every day and they
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KNOW IN ADVANCE (by the 15 ) what schedule they will be working next month.







Overall System Diagram:

5. DMS or OWNER:
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i. Doctor vacation/CE requests of doctors area accepted up until the 5 for the
next following month > Vacation/CE requests are approved or denied and given
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back to the doctors on or before the 8 for the next following month > Doctor
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schedule is completed by the 8 for the next following month > Doctor schedule
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is submitted to all doctors, execs, and department heads by the 8 (both hard
copy and by e-mail).
6. DEPT. HEADS:
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i. Staff vacation requests and availability are accepted up until the 5 for the next
following month) > Vacation requests are approved or denied and given back to
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the staff members on or before the 12 for the next following month > Staff
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schedule for the department head is completed by 12 based on the 1. doctor
schedule (above) 2. the “Ideal Staff Schedule” spreadsheet as a template and 3.
Showing hours for each employee with totals > Staff schedule fo the
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department is submitted to the director of Admin by the 12 for the next
following month (both hard copy and by e-mail)
7. DIRECTOR OF ADMINISTRATION:
i. Reviews the doctor schedule and enters into AVImark (or delegates to lead
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receptionist) by the 15 for the next following month > Reviews, edits, and
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approves the staff schedule by the 15 for the next following month > Submits
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the staff schedule to all non-doctor staff by the 15 for the next following
month (hard copy)
8. ALL EXECUTIVES:
i. Enters their individual work schedule in AVImark scheduler at 7 days in advance
based on the requirements of their position)

















































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Scheduling System Action Plan Template:


Benchmarks Accountable Position Timing

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17. Doctor vacation/CE requests accepted Owner or DMS by the 5
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18. Doctor vacation/CE requests appr/denied Owner or DMS by the 8
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19. Doctor schedule completed Owner or DMS by the 8
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20. Doctor scheduled distributed Owner or DMS by the 8
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21. Vacation requests/avail’s accepted Dept. Heads by the 5
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22. Vacation requests approved/denied Dept. Heads by the 8
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23. Department schedule completed Dept. Heads by the 12
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24. Department schedule submitted to D of A Dept. Heads by the 12
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25. Enters doctor schedule into AVImark D of Admin or Lead Recept. by the 15
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26. Edits, approves, and submits staff schedule D of Admin by the 15
27. Enters personal work schedule in AVImark D of Admin Min 7d ahead
28. Enters personal work schedule in AVImark Exec Director Min 7d ahead
















































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Scheduling System Resource Requirements:


Staffing: Owner or DMS, Dept. heads, Dir of Admin, and Exec Director OFF THE FLOOR time

Space and Facilities: CLOSED DOOR Exam Room, Office, or Training Room (Not in lounge or on the floor)

Equipment: Computer connected to server and AVImark

Supplies: Vacation requests, written availabilities of staff members, Ideal staff schedule spreadsheet,
Staff schedule template with spaces for daily schedules and totals of hours.


Information: Executives and Managers understanding of ideal staff schedule, template. Good judgment
on payroll budgeting and client service in their areas

Quantification:

 Doctor hour totals for individuals and as a whole – see stat log under DVM Data
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 AVImark scheduler accurate and complete by the 15 – 100% of the time
 Payroll costs as a percentage of VSD – See Quickbooks (execs) and “Ideal Staff Schedule” (found
in the private “Management Manual” only seen by execs and managers)











































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Steps to make a great schedule:

1. Open the Ideal Staff Schedule: Management Manual > Excel Spreadsheet labeled “Ideal Staff
Schedule”
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2. Exec Director and/or Director of Admin: Routinely look at this spreadsheet monthly by the 1 to
make sure it works well for the projected revenue (ED should be able to project revenue well).
a. Look left to right across each day Monday-Sunday. Make sure the colors of each staff
member in each shift looks reasonable in order to cover the clinic well. Questions to ask
yourself:
i. Overall for the month will those shifts give us enough staff members to handle
the patients and clients each day this month? If not send suggested template
changes to owner or ED.
ii. Will this be too many?
iii. Are there any holidays or events coming up next month that will make us need to
schedule more people on certain days of the week and less on others? Example:
If next month is May look at Memorial Day. You should schedule more staff for
the day(s) clients are dropping off and picking up boarding patients. You will need
more kennel help (getting pets) and express TA hours (intakes and releases). You
can schedule a little less staff on the other days to stay within budget.
b. If you need to make the above mid-week/mid-month adjustments there is no need to
change the Ideal Staff Schedule spreadsheet. Write a note/e-mail to each department
head with general guidelines for the adjustments needed on the schedule for next month.
These notes can end up being standard procedures for department heads on holiday
weeks, busy times, etc.
c. Look at the bottom of the Ideal Staff Schedule spreadsheet at the two big boxes at the
bottom:
i. Is next month the busy season (left side) or slow season (right side)? See the
dates that are considered busy or slow on the left side of each box.
ii. Look at the column under FTE. Do you have enough FTE staff to cover the
schedule for next month? If not you need to hire more now! If not we will be
understaffed (frustrating clients and staff) or have to overpay with overtime
hours (payroll will be too high, the hospital won’t enough money for other bills,
and long term staff will be tired and grumpy working so much)
iii. Look at the lower right side of whichever bottom box pertains to next month
(busy or slow time). Look at the GREEN highlighted line for gross to meet 18%.
Can we meet this revenue projection FOR SURE? If not you are overstaffing.
Write a note/e-mail to the department on how they are to schedule the staff
BELOW the hours listed on the spreadsheet.









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3. Department Heads: Every month between the 5 and the 12 look at the “Ideal Staff Schedule”
spreadsheet BEFORE making the schedule. This is found in the private management manual. This
is a private document simply because it shows average wages for various positions.
a. Look across the top section Monday through Sunday. Look at the positions that you will
be scheduling. The colors and hours indicate the shifts you need to schedule for the next
month.
b. Look at the bottom two boxes under “Busy” or “Slow” seasons. The dates of each of these
seasons are defined on the left side. Note: The only real difference is under kennel as we
schedule less staff members during the slow season.
c. In the proper bottom box (slow or busy) look at the column under FTE. This is the number
of Full Time Equivalent (FTE) staff members you will need for next month. One FTE is a
staff member available to work 40 hours. Do you have enough staff members hired and
trained? If not:
i. Meet with the director of administration ASAP. Discuss how many people you
need, how you can help with hiring and training, and when we can expect to have
enough people hired and trained.
ii. If you are going to have to schedule overtime hours how can we do this that is
fair to both the hospital and staff members? How are we going to prevent this
later?
d. Look at your vacation requests. Determine what vacation requests you can approve or
deny in order to cover the hospital properly. We approve vacation requests on a first
come, first served basis….NOT on who has worked here longer or who is better. Approve
or deny the requests in writing.
e. Look for any notes/e-mails from the ED or Dir of Admin concerning next month’s holidays
or special events. There may be certain days IN ONE WEEK you have to schedule heavier
on some days lighter on others. This means it may be a little different than the
spreadsheet but will still fall within the budget and template.
i. Too many hours are bad (The hospital won’t have enough money to pay other
bills.).
ii. Too few hours are bad (We won’t have enough staff to handle pets and clients.
All staff and clients will be frustrated.).
f. Make the staff schedule for the next month based on all of the above and the Ideal
Staff Schedule spreadsheet. You may make the schedule using an online scheduling
program, but the schedule will still need to be entered in Staff Shares (Excel File located
on “Staff Shares” > Staff Schedule > In Progress) showing total hours for each employee,
each week.
g. Also show the TOTAL hours for your area each week. Make sure if falls within reason
of the spreadsheet total hours for the week. Use good judgment. Submit it to the
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Executive Director BY THE 12 AND ELECTRONICALLY.
i. The staff schedule is password protected for editing. Only the dept. heads,
execs, and owner has this password.
h. Additional notes:
i. Kennel Manager – You will need more staff during the busy season than the slow.


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ii. Lead Technician – You will need to adjust the schedule and lunches of the techs
and TA’s based on the doctor schedule for that month. It varies each month to
some degree. Make sure we have a tech or TA on the schedule ALL open hours,
even during doctor lunches.
iii. Lead Receptionist – You will have to make some adjustments (outside the ideal
staff schedule spreadsheet) on days and times where we have heavy numbers of
clients coming in or picking up. It is extremely important we handle this traffic
flow with both check-in and check-out receptionists.
iv. All Department Heads:
1. Work with each other! You may need to use certain employees in other
departments so long as they are trained to do so. Be flexible.
2. Department heads schedule can have the more desired schedule because
they are the lead and may be expected to fill-in or take extra shifts with
surprise, BUT…….they must:
a. Be scheduled minimum of 38 hours per week.
b. Work at least one shift until 8 PM per week.
c. Work at least one full weekend shift per month.
d. The above is the only way to get a good picture of how the areas
are functioning at various days/shifts. It is also the only way to
get respect from those they manage. They will see that
department heads work on the floor the SAME as those they
manage.
v. WE SCHEDULE EXPECTING TO BE BUSY FOR THAT SEASON. We can always send
people home early if needed. Before we send them home we determine if there
is anything they can do to MAKE US BUSY AGAIN. Can they call some clients? Can
they do some cleaning/organizing while you do something that makes us busy
again? Stay focused on getting MORE pets to get the care they need. This makes
everything easier (more staff hours, more training, more equipment, etc).
i. To MAKE the schedule:
i. Go to “staff shares” > Staff Scheduling > In Progress > (Pick your area folder) >
Open the template. This is an excel template that has some automatic
calculations of hours to make things easier and faster for you.
ii. Make the schedule
iii. E-mail to Director of Admin AND give a paper copy.
j. DIRECTOR OF ADMIN: To POST the schedule:
i. Review schedule submitted by dept. heads. If any errors are seen or guidelines
above are not met, re-submit the schedule to the department head for correction
WITHIN 24 HOURS.
ii. Department makes required changes and resubmits to D of A in writing (or
email/server) within 24 HOURS.
iii. D of A approves the schedule (or re-submits to department heads as many times
as necessary to be correct within a reasonable timeframe still meeting deadlines).
iv. Print copies for everyone.
v. Distribute to their mailboxes.
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vi. Right click and post all current copies under “Staff Shares” > Current Staff
Schedule.
vii. DELETE any old or obsolete versions here. DO NOT KEEP old or obsolete (changes
have been made since) schedules here.
k. EVERYONE: If you make changes to the current posted staff schedule:
i. Communicate to both you supervisor AND the affected staff members.
ii. ASSURE the clinic is covered and affected individuals understand what is expected
well in advance and WHY. Remember they may not like it…..they probably won’t!
iii. Make the changes electronically and post it to the staff shares as listed above.
iv. REMOVE the old versions from staff shares.
v. PRINT new copies for the individuals who are affected and put it in their
mailboxes.























































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CHANGING THE TEMPLATE (clinic is growing!): ONLY the Owner, ED, or Dir of Admin

1. Change the colors of the shift first.
2. Then change the hours for THAT SHIFT ONLY on line 36.
3. Change the bottom boxes under the column labeled “Wage” to the average wage for that
position currently.
a. If we have higher wages we can schedule less people. The higher wages should equal
better training so you would not need as many people.
b. If we have lower wages we can schedule more hours. This lower wage should equal
lower levels of training so you will need more people.
c. Our goal is to have the highest trained and experienced people possible following the
most efficient systems.
4. DO NOT change line 37 with the totals. This is automatically calculated.
5. The bottom boxes with the weekly total hours, FTE, and costs are calculated AUTOMATICALLY.
6. The lower right boxes with income needed to support this schedule is calculated
AUTOMATICALLY.















































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Training System Resource STANDARDS:


12. All staff members and doctors must have an understanding of deadlines for vacation/CE requests
– see general procedures
13. All staff members and doctors must have an understanding of deadlines for submitting any limited
availability – see general procedures
14. All staff (including doctors) must have an understanding of expected availability to work, coverage
for absences, and number or hours expected.
15. All execs and managers must have “Ideal Staff Schedule” used as a template in order to provide:
a. Support staff for doctors
b. Good coverage to provide great client service
c. Enough staff to provide great patient care
d. Keeping payroll within the appropriate budget (on the “Ideal Staff Schedule”)
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16. AFTER the 5 we do not have discussions with your juniors about their schedule for next month.
This includes discussing schedules WHILE you are making it. This will create TONS of chaos and
wasted time for both you and them both. Make the schedule as you are supposed to and submit
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it. If people want different days off, different schedules, etc. after the 5 it is up to them to
workout shift trades with approval based on the general procedures.
17. WE DO NOT:
a. Schedule people based their friendships, inability to get along with other staff members,
or favors to certain people. If they cannot work with someone, one of them (or both)
needs to leave. The scheduling of the clinic is NEVER based on personal relationships.
b. Schedule people together based on driving together or taking lunch together. We
schedule based on the best needs of the hospital. If they have certain availabilities based
on their transportation this would have been discussed upon hire or when it happened.
c. Schedule people based on clients they like, doctors they like, or staff they like…..or dislike!
Everyone should be able to, and WILLING TO, work with everyone. If we cannot get along
or don’t like certain situations there is a MUCH DEEPER ISSUE to resolve.


























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Drill/Demonstration Questions for Managers Using this System:


1. Explain the result statement of this system in your own words
2. Who holds the overall responsibility for this scheduling system?
3. Who else participates?
4. Explain the overall process of how the scheduling system sequence works for your area.
5. Explain how you would approve or deny vacation/CE requests.
6. Why do we do the schedule this way? Why with these dates? How does it help the clients and
pets?
7. What happens if we don’t do it this way? What if we don’t do it? How are patients and clients
affected?
8. Owner or DMS – Open the most current doctor schedule template
9. Owner or DMS – show the current doctor vacation/CE requests. Where are they filed?
10. Department Heads – Open the most current “Ideal Staff Schedule Template”
11. Department Heads – Show the current staff vacation requests and any limited availabilities.
Where are they filed?
12. Department Heads – Explain in basics how you plan to schedule support staff. Any different based
at different times of year? When is the deadline to submit your area’s schedule? To whom?
13. Where are you going to physically be when you make the schedule? How are you going to have
scheduled time to do it? How many hours are you going to be scheduled to do it?
14. Director of Admin – Open the “Ideal Staff Schedule Template”.
15. Director of Admin – Open and show the most recent staff schedule’
16. Director of Admin and ED – What is the minimum time in advance you enter your personal work
schedule into AVImark?

































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HR301 – Corrections


Result Statement: To maintain a well-trained team fully willing and agreeing to follow our
procedures. Corrections are done in a positive way maintaining
confidence and happiness with employees rather than a feeling of fear
or inferiority.






Primary Responsible Position: Director of Administration

Participating Positions: Exec Director and Department Heads



Who Corrects on What? This requires good judgment and communication among all supervisors.

1. The director of admin corrects on chronic issues, >15-minute
corrections, and most non-technical corrections.
2. The department heads correct on < 15-minute simple training
issues, technical training, and most non-recurring issues.
3. The exec director corrects on very serious issues or issues where
other supervisors need input or help.



How it’s Done: We refer to all corrections as corrections rather than “write-ups” or
“written warnings”. We do this because ALL corrections/training are
documented and signed. Even serious PIP (Performance Improvement
Plans) or “No more chances” corrections are still corrections even
though they may say that the individual may be terminated for one
more issue.


In all cases of corrections, we need to refer to a policy, procedure,
value, etc. and RE-TRAIN on it. Determine the cause of the problem:

1. Was there a clear procedure policy written on this?
a. That’s on us!
b. Write the procedure then re-train on it.
2. Did the employee fully understand it? Did they know how to do it?
a. Look at their training forms and signatures.
b. Some procedures just need a “refresher”.
3. Did the employee truly agree to follow the procedure/policy?
a. Did they want to? Look for defiance.

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b. They must fully agree deep down or they can’t stay.



Considerations: About 80% of the staff problems will come from only 20% of the staff.
Managers should spend 80% of their time and efforts with those

If you have a consideration for an employee that typically means there
needs to be some form of correction!


Considerations are defined as a careful thought you have about an
employee, typically over a period of time. If a manager/supervisor has a
consideration about someone they need to speak to that individual as
soon and reasonably possible. In most all cases it should be that same
day, if something huge it should be that HOUR. The longer you wait, the
worse it will get. The longer you wait the more attention it will steal
from you. In many cases it will nearly paralyze YOU.

Considerations are like fence posts. The more you have the more you
get fenced in. It’s better to have none.

You always start this discussion with QUESTIONS. Your consideration
may have been wrong. If many cases, it’s not exactly what you thought
it was anyway. Use a VERY high ARC on this. You need to look at the
situation from the other person’s point of view and understand them.
You need to communicate clearly what’s expected. Do not be vague!
You need to do it with empathy so that the person has a chance to
succeed and feels like you are there to help.

Your supervisor may ask you to handle that supervisor’s consideration.
In other words, the owner may say, I heard or saw something about “so
and so”. Can you please check on it for me and let me know what you
find out? In these cases DO NOT “borrow” the supervisor’s authority by
saying for example, “I don’t really have a problem, but Dr. Julius wanted
me to ask….”. You have enough of your own authority to handle it. It
also should be important enough to YOU that you would want to
address it.

POLICY: Never ever let a consideration about a staff
member to remain unaddressed or uncommunicated.


Drill/Quiz on “Corrections”:



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1. Explain the results statement in your own words. How is this different than most jobs where
there is discipline rather than corrections?
2. How should the employee feel after they have had a correction? Why?
3. When you have a consideration about someone when should you address it? Why?
4. What does it mean to “borrow authority”? Should you do it? Why or why not?
5. What happens to YOU when leave a consideration unaddressed?



































































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HR302 – Communications by Management


Results Statement: To achieve the goal of the communication while maintaining or
improving the relationship of both parties.

Almost all damaged relationships and complaints come from
improper or missing COMMUNICATION. These problems can
almost always be prevented and even repaired by properly
listening to and understanding the OTHER PARTY’S point-of-
view (their “reality” or using “feel-felt-found”). After all if you
were in the exact same situation with the same job, same
parents, same life, and same stresses you most likely feel the
same as they do.


Primary Responsible Positions: All management

Hierarchy & Chain of Command: Ideally communications should always go through the chain of
command (through each person’s DIRECT supervisor), but we
have an open-door policy. All employees are able and welcome
to discuss problems when anyone along UP the hierarchy chart
including the owner.


The key to this is that whichever manager hears this
communication needs to know what to do with it. Often times
it was unnecessary to have skipped the chain-of-command. In
these cases, it is up to the MANAGER to determine who gets
involved. Often times this means bringing the individual that
was skipped back into the discussion. We do this regardless of
anyone’s feelings. We are professional and transparent enough
to bring things out into the open and solve them. We do what’s
best for everyone, not what may or may not cause hurt feelings.

Complaining vs Suggesting: We never complain! We never natter! We suggest solutions by
first stating the problem and immediately following with the
proposed solutions. As managers and colleagues, we may also
need to DISCUSS a problem and brainstorm potential solutions
as a group. It is usually very obvious what is complaining.








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Communication Lags “Comm. Lag”: A communication lag is defined as a DELAY in the interval
between the origination (sender) of the communication and the
response (receiver).

We always maintain communication lag times within reason.
We never accept unusual communication lags without a good
reason. It’s almost always very obvious what would be
reasonable and what is not.

Example of a reasonable “Comm. Lag”: One department head calls the ED’s cell phone at 6:30 PM and leaves a voicemail. The
dept. head then sends a text that says “call me”. The voicemail to asks the ED to call them back about a minor dog bite on a
staff member. The ED was in a movie. The ED back at 8:30 PM when the movie is over…..In this case the text was unnecessary.
If it were in an emergency the department head should have called a couple of times and maybe sent a text saying they had an
emergency situation. The ED may or may not have been checking texts or VM’s during the movie.

Example of an unreasonable “Comm. Lag”: In the exact same scenario the ED does not call the department head back that
night. They just wait until the next morning before work and see what happened….In this case it is inconsiderate,
unprofessional, and rude not to return the call and/or text, even if it’s late when the ED get to their phone.

One more example: We call an applicant to schedule a meeting to offer them a job. They don’t return the call for 2 days and
don’t have a good reason….In these case the applicant completely lost the job offer. They will continue these types of problems
if they get the job, or they were not enthusiastic enough to truly want to work with us.

Communication Drops “Comm. Drops”: We never inappropriately DROP communications, either up OR
down the chain of command. This


































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Principled vs. Positional: Principled communication is defined and “zooming out” and
looking at the over PRINCIPLE behind what is trying to be
accomplished by this communication. What is the RESULT we
are looking for?



Positional communication is defined has each person taking a
POSITION and trying to defend that position.






We use PRINCIPLED communication. This type of
communication tends to lead to creative ideas that gets a
BETTER RESULT than either party would have gotten
individually. It involves both parties looking a problem together
as a team, fighting against the problem rather than fighting
against each other.


Example: A doctor comes to the medical director or owner (supervisor of
doctors) requesting a day off next month. This doctor missed the vacation
request deadline of the 1 .
st
Positional communication (what we DON’T do) would be doctor taking a
position of “I work hard around here. I only want one day off and it’s a month
away. If they don’t give me this day off I will make things miserable for
everyone. How rude. I might even quit.” The supervisor takes the position of
“I follow procedures. It’s my job. I am not giving them that day off because
they will do this to me every month. If it makes the doctor want to quit, then I
am going to let them quit. Whatever!”

Principled communication (what we do) would be BOTH parties asking the
question, “How could we get you that day off AND still follow the procedure of
not remaking the schedule after the vacation request deadlines?”….they work
TOGETHER and talk to the other doctors. They get creative. They do a partial
day trade on one day and the doctor offers to work an extra half day later that
week. All parties are now happy and procedures are still followed.













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Communication Lines: This defined as the “medium” of the communication. There are
an unlimited number of forms or mediums. They include verbal,
written, e-mails, phone calls, texts, voicemails, body language,
etc. This is probably the communication skill that requires the
best judgment.

Examples:

 It is okay to text a colleague to ask if they remembered
to run by Lowe’s to pick something up before work.
 It is not okay to text a boss that you are running late or
calling in sick.
 It is okay to write a note to a person you manage asking
them a certain project by the end of the day tomorrow.
 It is not okay to only verbally tell the same person about
the project while they are in the middle of checking a
client out.
 It is okay to give a person you manage a head nod of
approval and a high five when you see they did an
awesome job.
 It is not okay to text the same person at midnight to tell
them they did an awesome job.


Quiz/Drill for “Communication by Managers”:


1. Why do we have the procedure? What happens when we don’t follow this and each manager
has their own interpretation of what’s best?
2. What are communication lines? Give an example of an inappropriate communication line.
3. What is a “Comm. Lag”? Give an example of an inappropriate “Comm. Lag”.
4. Explain Positional Communication. Explained Principled Communication. How are the different
in the same situation? Which do we use and why?
5. Explain the basics of how the communications flow up or down the chain of command. Can an
employee skip the chain of command and go straight to the ED or owner? If so, what does the
owner do if they find out this could have been handled by that employee’s direct supervisor?















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HR303 – Problems Reported & Staff Autonomy


Result Statement: To allow our team the ability to control the majority of their OWN
problems and frustrations. To also avoid executives and managers
avoid becoming overloaded and required to solve other’s problems.

Primary Responsible Positions: All managers and executives

Acronym to Remember: “SEAM….It seems…What??”


Why: In general, most people tend to prefer to “dump” their problems and
frustrations on their bosses. It is better than complaining, but still not
effective helping them to know how to solve their own problems or
offer suggestions. This is a form of complaining rather than suggesting.
When handled incorrectly by the manager, the staff member is made
“small” and ineffective while the manager is left with work to do.

The true definition of an executive their ability to get others to happily
get the work done. This requires a strong ability by the manager to
provide empathy while also pulling the solution out of the individual
reporting the problem. The end result is a happy team member feeling
empowered in coming up with their own EFFECTIVE solution.

When: When staff members report problems, either without suggesting a
solution or suggesting an ineffective solution. This communication skill
is also extremely valuable in any form of negotiation…which is almost all
parts of management.




























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How: S – Slow it down! Both parties must have time for a discussion to really
analyze the problem and solutions. Schedule this talk for later if not an
emergency and there is not enough time now.

E – Empathize. This is the most
important part and often the most
neglected! The other party must FIRST
feel heard and understood.

A – Ask questions. Ask many questions if necessary. Most all questions
should start with “what” or “how”. If you immediately ask “why” or
“who” questions people tend to get defensive. They will not open up.

M – Mirror the last few words of the individuals last sentence. This will
keep them talking so you can truly know all the issues what they are
really bothered about.

“It seems…” – This is the part to test that you truly understand what the
other person wants or needs. It also shows the other party that you
listened. You must paraphrase in YOUR OWN WORDS what the other
person has shared with you. Start with “It seems like” “It sounds like”
or “It looks like”.

What…?? – This is the part where you ask this person questions like
“What would YOU like to do about this?”, or “What do you think WE
should do?”, or “What are YOU going to do?” It is critical that THEY
come up with suggestions until you get to a reasonable solution, not
more work for the manager. In many cases you may have to hint at
suggestions until they feel like they found it.

























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Example Conversation: Team member: “I am sick of Jill not completing her checklist!”

Manager: “I’m sorry to hear that. I’m sure that is very frustrating.
(empathy) What days were the checklist not completed? What parts?
How often? (asking questions)?”


Team Member: “It was last night and also about two weeks ago.”

Manager: “Last night? And two weeks ago?” (Mirroring)

Team Member: “Yeah, she didn’t give ear meds or pills to pets.”

Manager: “It sounds like that you’ve had two different occasions where
Jill did not give meds or ear meds on the pets last night and also two
weeks ago. Is that right?” (it seems….”)

Team Member: “That’s right!”….This is the absolute best response. You
are now on the same page. They are heard and understood.

Manager: “What do YOU want to do about this?” (What …?). This is the
part where they staff member must look for their own solutions rather
than dumping more work on the boss.

Team Member: “Maybe I should ask Jill if she knew she has been
forgetting? Maybe she’s scared to give pills or doesn’t know how?”

Manager: “That’s a great idea! Awesome! Let me know if that does not
work or help. Ask her to let me know if she needs more training. Let
me know if that solution is not working. Thank you!”

Drill/Quiz for “Problems Reported & Staff Autonomy”:


1. Why do we do this? What happens when we don’t do this? For managers? For team
members?
2. Role play with you acting as the manager. Use whatever scenarios you want until you are good
at this! Get a pass when both you and your trainer are comfortable.

















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HR305 - Evaluations of Staff


Result Statement: To have a consistent, fair, and accurate evaluation process for all staff
members on or before 90 days of hire and on or before their yearly
work anniversary.

 statement expected of their position(s). It will clearly show how to
appropriately determine compensation and bonuses for those being
evaluated.

Primary Responsible Position(s):

 For Non-Executives Evaluations: Director of Administration (dept.
heads participate)
 For Executive Evaluations: Executive Director
 For Doctor Evaluations: Owner or Director of Medical Services
(Evaluator is DVM only for evaluations medical/surgical
responsibilities)
 For Exec Director Evaluations: Owner
Participating Positions: Department Heads (participate with D of A with their team)









































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Overall Staff Evaluations Action Plan:

1. Upon day of hire 90-day and yearly evaluation due dates (excluding the year) with employee
name on two different index cards and placed in tickler file of supervisor.
2. The two above index cards are placed in the tickler file MONTH folder for the month PRIOR to
the due date.
3. For Director of Administration: When an index card shows up in tickler for the current
upcoming month the D of A does two things
th
a. By the 5 schedules the evaluation for NEXT month ON or BEFORE the due date in
AVImark.
th
b. By the 5 of each month submits a hard-copy note or e-mail to the department head
(for schedule making) AND the ED (to assure they are being done).
i. Notate the day, time, and length of time the employee is scheduled for NEXT
MONTH (30-90 minutes depending on position and number of topics).
th
ii. This evaluation is then scheduled on the staff schedule submitted by the 15 of
each month.
4. Evaluation is written SEVEN DAYS prior to scheduled time and submitted to the supervisor of the
evaluator for approval. For example: The D of A would submit these to the ED.
5. The evaluation is approved within THREE days prior to the evaluation.
6. The evaluation is completed on the day and time scheduled.
7. The evaluation is signed and dated by the supervisor and employee.
8. Section discussing pay on evaluation form is discussed with employee, even if no raise is
applicable. Any pay raises are effective starting the first day of following pay period. This is
notated on the evaluation before being signed by both employee and evaluator.
9. Any action items and next follow-up meeting (after re-reading key assigned procedures) are
scheduled in AVImark BEFORE the employee leaves this meeting time. For example, evaluations
may need to be postponed until employee proves they can meet a certain standard. We do not
complete any evaluation on an employee that is not meeting a minimum standard.
10. The 90-day cards are discarded when complete.
11. The yearly evaluation cards are moved to the month PRIOR to due date for NEXT year.






















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Evaluations System Resource Requirements:


Staffing: Owner or DMS, Dept. heads, Dir of Admin, and Exec Director OFF THE FLOOR time

Space and Facilities: CLOSED DOOR Exam Room, Office, or Training Room (Not in lounge or on the floor)

Equipment: Computer connected to server and AVImark

Supplies: Completed evaluations by supervisor(s) and staff member. Tickler file index cards


Information: Understanding of rating system and minimum standards for three things:

 Attitude
 Dependability
 Skills

Quantification:

th
 Number of employees scheduled for evaluations for NEXT month by the 5 of this month.
 Number of employees WITHOUT completed evaluations on or before their due date. Should
always be ZERO.
 Number of completed evaluations in active employee files. The more evaluations we have done,
the better. It would mean that we have less turnover.






































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Steps to Complete a Staff Evaluation:


1. Upon date of hire two index cards are placed in tickler file (see above).
2. Upon month where index cards show up in tickler file the evaluation day, time, and length of time
is scheduled in AVImark.
3. Evaluator submits a hard copy note to department head and the supervisor of the evaluator of
the above day and time. This assures the staff schedule reflects this evaluation.
4. Blank evaluation forms are submitted to both employee being evaluated and appropriate
supervisors (dept heads, doctors, etc) with due date clearly on the front at least 14 days prior to
the scheduled evaluation.
5. All evaluation forms and pay rate suggestion (if applicable) is submitted at least 7 days prior to
scheduled evaluation. These are submitted with appropriate documentation to support eh pay
rate suggestion.
a. “Evaluation Form for Employees” are found under Forms-Misc in the current procedures
manual on server.
b. The above form includes a 100 point rating system on the 3 primary areas, attitude (up
to 40 points), Dependability (up to 20 points), and Skills (up to 40 points). Each of the
above three areas has a MINIMUM standard score needed to stay employed and get
evaluated. See “Evaluations and Pay Scales spreadsheet (month) 20__” under HR
manual. This spreadsheet is constantly being updated and shows the current pay ranges.
c. Execs and doctors have a different more open conversation-style evaluation and their
responsibilities and performance are much more varied. The evaluations will be tailored
to that specific doctor or exec keeping the results statements and standards in mind.
6. Evaluations and pay rate changes are approved within 3 days of scheduled evaluation.
7. Evaluator, employee AND any other direct supervisors meet for this evaluation promptly as
scheduled.
8. Follow-up meeting after employee spends at least 90 minutes re-reading key assigned procedure,
are scheduled in AVImark PRIOR to the above meeting ending.
9. 90-day index cards are discarded if this evaluation is complete
10. Yearly evaluation index cards are moved to the next year’s PRIOR month of due date.























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Evaluation System STANDARDS:


1. Employees are evaluated ON OR BEFORE the due date.
2. Evaluations are scheduled in AVImark AND on the staff schedule (doctors and non-execs)
3. Evaluation are fair and practical. THEY ARE NOT OBSCURE on what the employee does well and
needs to improve/focus on. Specific steps are written so the employee clearly understands the
expectations and goals.
4. Evaluations are not completed if the employee has not met minimum standards required. For
example: If an employee is below the minimum score for dependability we do NOT do the
evaluation until this is fixed. The employee will know what to fix and when.
5. Follow-up meeting and postponed evaluations (if employee is not meeting a minimum standard)
is scheduled PRIOR to the current meeting ending.
6. Evaluations are positive overall. Corrections or PIP’s should have been completed long before the
evaluations. If an employee was not meeting all expectations they should have been well
informed prior to any evaluation.


















































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Drill/Demonstration for Evaluations of Staff:


1. Why do we complete evaluations this way?
2. What happens when we don’t have this system?
3. What happens when we don’t schedule the evaluations on or before the due date? How does it
make the employee feel?
4. Why do we use a 100 point scoring system?
5. When do you send the evaluation to your supervisor for approval? How far in advance of the
evaluation?
6. When will it due back as approved or not? Why these time frames?
7. Do you have any questions or uncertainties in completing all of the above steps? Do you
understand how this system should be able to be completed without having to REMEMBER due
dates and times?






















































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HR310 – Procedures Writing


Results Statement: To provide great leadership for all staff by writing great procedures
(systems). The resulting written procedures should minimize time and
errors while maximizing patient care, client service, and staff
competence.

Procedures should be repeatable without having to “remind” staff or
having staff “remember” to do it.

Each written procedure should clearly define what is expected and
inspire the staff member in some way because it gives them more
confidence and peace.

Primary Responsible Position: Owner


Participating Positions: All supervisors

Grammar and Format:

 Procedures are grouped by position with all the procedures used in
that position in one MS Word file.
 Procedures start with the position agreement then follow in
alphabetical order (except HR manual procedures which are in
chronological order)
 We use the “Calibri” font in size 11 for ALL procedures.
 Certain parts are in bold and indented in a way that leaved about
30-40% white/blank space or image.
 We try to always add an image that is simple or funny so it’s easier
to remember and find later.
 Procedures should be as SHORT and as SIMPLE as needed to get the
job done. It’s intended to be used while working. It’s not a text
book.

Titles: Titles start with the main word you would look for. This makes more
sense when it’s put into the table of contents.

Titles are in the “Calibri” font, size 18, bold, and centered…not
underlined.

Titles do NOT include the word “procedure”.





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What to Include:

 Results Statement: This is the most important part and at the
beginning. This way before we even start writing or reading a
procedure we know the point of having it in the first place.
 Primary Responsible Position: This way we know what POSITION is
responsible for it getting done. It does not mean that position does
it every time. It does mean that position is responsible it gets done.
“If any more than one position is responsible, NO ONE is
responsible,”
 Participating Positions: This is included simply so we know where
the procedure will exist BESIDES the main position. If you find
yourself putting many positions here it need to be in the main
POLICIES manual.
 Five “W’s” and the “H”: Who, What, When, Where, Why, and How.
These all need to be included somewhere within the procedure or
even labeled this way. In many cases it’s written in to the text of
the procedure….but it must have all of this written.
o For example: If we skip the “why” staff members likely
don’t know why we do something a certain way, or a why
do it at all. If they don’t know why they likely won’t do it.
o Most business write just the “how” and skip the rest. Many
staff may read it and not know when or where to do it.
 Details: Each procedure should be written as if we owned 1,000
vet clinics across the country and this is the procedure they are all
going to start using. It should be able to be done by reading what
you wrote and possibly watching a short 5-minute video:
o For example: If you were writing a procedure for how to
clean a run. You would need to include exactly what brush
you would use and where it’s kept. Writing “Scrub the run”
is not good enough. You would also need to include what
parts of the run to scrub and how long it should take.
o Without these details a person may read your procedure,
scrub the floor of the run only in 30 second with a towel,
and think they were doing fine. Another may spend 20
minutes on one run with a small hand brush and think they
were doing great.
o BE SPECIFIC SO THERE IS NO ROOM FOR
MISINTERPRETATION!







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 Drill/Quiz: We always include this at the end. The questions and
drill must include the parts that are typically missed or not
understood. Ask very pointed questions. The questions and/or drill
must be oriented in a way that the trainer and trainee is 100%
confident that the staff will follow the procedure and WANTS to.
We usually assure this by asking:
o Why do we have this procedure?
o What would happen if we didn’t do this? Or did it in a
different way? You must get an answer on this as it shows
the staff member that not doing it or doing it differently is
always worse in the long run, for the entire team AND FOR
THAT PERSON!
o Demonstrate the procedure in front of your trainer. In
many procedures you will need to have the staff member
SHOW YOU they can do it as written. Just saying they can is
not enough. It also gives them as much time as they need
to PRACTICE it.
o The time it takes to complete a drill/quiz varies based on
the procedure itself and that individual staff member. If
you are sure it will be done in 2 minutes you are fine to
finish and sign-off. If it takes 2 hours or more that is fine
too. Not taking the time is worse! If they don’t do the
procedure or can’t do it several people will be spending
several hours fixing all the problems afterword….and those
people will be spending those hours every week.
































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What NOT to Include: We don’t include trivial things that would already be known by a person
in that position.

For example: If we were writing a procedure on how and when
to make coffee in the reception area we would not say: “Putting
one foot in front of the other, walk to the drawer and open it
with your hand on the drawer handle”.

We don’t include details that are written in another procedure. Doing
this could make procedures way too long. We just refer to the other
procedure NAME, not the procedure number.

We don’t use prices, people’s names, or brand names in procedures.
This keeps us from having to edit procedures every time we change
prices, people, or products.


Drill/Quiz for Procedures Writing”:

1. This procedure does not have a specific drill or quiz. You will be referring to “Procedures
Writing” as you start to write procedures. Your supervisor will see the procedure you wrote and
give you tips. Eventually the owner will see the procedure before it goes into the master copy of
the manual.
2. One page a time discuss this “procedure writing” procedure with your supervisor. Get into a
discussion on each page as if you were writing a specific procedure for those you manage.
Discuss what you would include and what you would not.
































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HR320 – Emotional Intelligence (EI) Tips


Results Statement: Print one page for each candidate immediately following BOTH the
short and long interviews. Fill it out immediately after the interview and
put it in with the candidate’s files.


Primary Responsible Position: Executive Director

Participating Positions: All positions who supervise others. Ideally all staff too.

Four Parts of EI: Self-Awareness – Are you aware of how your emotions control you?
Self-Management – Do you have reasonable control of your emotions?
Social Awareness – Are you aware of others emotions?
Relationship Management – Can you improve the relationship based on
others emotions?

Self-Awareness: “You don’t get to decide how others INERPRET you!” How people
perceive is simply a reality. It’s a fact. If it’s not good it can be
improved, but only by you.

Know WHAT and WHO pushes your buttons. Be ready for what it is.
Don’t react emotionally. Keep those people away from the
organization.

Unlike animals who only act on instinct, between a stimulus and your
response you can CHOOSE your response. You don’t have to react
immediately. You don’t have to react based on the conditions or your
conditioning from you parents. You get to think it through and decide.

Emotions are more powerful than intellect! Handle emotions and you
will be more successful. Everyone around you will be happen.

“Everyone has the right to share their feelings at work. They DON’T
have the right to dump their feelings on everyone around them.”

Self-Management: You cannot get emotionally drained from ONE negative interaction. You
will have 3-4 negative interactions every single day in veterinary
medicine.

“Venting” only goes UP the hierarchy chart. “Gossiping” is sideways or
down. “Complaining” is not offering a possible solution. Recognize
what it is.




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The higher up the organizational chart you are the less people you have
to vent to. Recognize this. Be careful. Venting sideway or down is NOT
TOLERATED!

Emails are NOT for venting or feelings. Wait to TALK about it. “You can
vent through email but never hit SEND!”

Don’t get emotionally hijacked. Don’t allow someone else to take up
unnecessary space in your head rent-free. When this happens, you will
feel anxiety, chronic anger, or a sense of futility (nothing is going to
change). Fix the problem! Talk it through with empathy for the other
person.

90% of negative emotions at work is because of the relationship with
the BOSS, which is you! Assure your relationships are good by
controlling your own emotional reactions! Think it through.

Social Awareness:
When speaking with a staff member about an emotional issue after they
have shared all they have to say, it’s best to: start with “I am ___”, “I
understand you..”, or “I feel ___” (this validates them and keeps them
from feeling attacked or fearful:
o “I bet you feel like …..”
o “I imagine it feels like ….”
o “I am confused. I asked you about ____and now you are
discussing or upset about _____. Tell me what is going on?”

As a manager, you should know what those you supervise are feeling.
 If your answer is “I don’t care” you are not ready to be manager.
 If your answer is “I don’t know” you are not doing your job.

Understanding other’s feelings does not mean YOU have to feel it too.
It does not mean you have to feel it too.

You can end with, “Thank you for your feedback. I’ll consider what you
are saying.” Then end the meeting if needed.

When you are trying to figure out others’ feelings don’t just guess that
you know. TEST yourself by asking that person, “I understand that you
are feeling ____”.

Relationship Management: The primary thing her is always having EMPATHY for the other person.
Have a genuine and authentic concern for others. Truly care about
them. Understand them.




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Don’t avoid the inevitable. If the conversation needs to happen have it.
Typical the worst conversations only cause anxiety for up to 48 hours
max, 24 hours before and 24 hours after. Don’t drag out the pain!









































































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means, nor transmitted, nor translated into machine language without written permission.

HR401 – Resignations and Terminations


Results Statement: To stay prepared for professional and planned departure of employees
so it does not disrupt our operations or other team members.







Primary Responsible Position: Director of Administration


Participating Positions: Director of Medical Services, Executive Director, and Owner.

When They Give Notice: Immediately after employees give their notice we have conversation
with them. Hopefully if they are good employees we can just get a
verbal commitment that they will have the same attendance,
punctuality, and effort through until the end.


If they are a suspect employee be prepared to accept their resignation
immediately without the notice. Otherwise you will have to know that
there may be surprise attendance, punctuality, or performance issues
during this notice period. These issues and surprises can often times be
more stressful for the rest of the team than accepting the resignation
effective immediately and planning for it by changing the schedule of
the remaining team.

No Notice/Termination: The key factor is us STAYING prepared for these types of surprises. We
do this by assuring we have at least 5 on-deck applicants for all on-the-
floor positions.





















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means, nor transmitted, nor translated into machine language without written permission.

Replacements: When an employee gives notice, or departs suddenly we start the
replacement process THE SAME DAY. The position of the employee that
is departing was important to our patient care, client service, staff
happiness..., and ultimately our paychecks. If we do not replace this
staff member quickly all of the above WILL BE negatively affected.

If a good employee gives notice and we have the chance to solve the
frustration or problem, we come a resolution and plan WITHIN 24
HOURS or move on with replacing the employee. This could include a
different position, change in training plan, writing a new contract, action
steps, etc.

For ALL on-the-floor positons we replace that employee WITHIN FOUR
DAYS MAX, preferably within one day! This gives us a chance to have a
start date and completed level one training of the new employee before
the departing employee leaves. This creates a seamless transition
which is best for all other employees, clients, and pets.

For the positions that are OFF-the-floor, doctors, or groomers we use
good judgment in the replacement plan. This judgment and timeline
will be done in a way that keeps the hospital maintaining the same or
better patient care, client service, AND revenue.

What to Do: Immediately print a “Resignation or Termination Form” found under
“Human Resources Manual” and “HR Forms and Spreadsheets”. Place
this in the employee’s file and COMPLETE it as written.

Complete an exit interview (See “Exit Interviews” in the private HR
Manual) using good judgment on when or if this happens.

Drill/Quiz for “Resignations and Terminations”:

1. In your words describe what you do when an employee gives you notice they are resigning?
2. When do you do it? What if the employee is great? What if they are not?
3. What do you do when an employee quits suddenly?
4. What happens if we don’t follow this procedure?
5. When do you start the process of replacing the employee?
6. What is the maximum number of days for us to have a replacement hired? How do you assure
you can do this?
7. Where do find the form for resignations and terminations?





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means, nor transmitted, nor translated into machine language without written permission.

HR402 – Exit Interview Process


Results Statement: To assure we truly understand reasons staff members leave our
organization. As a result, we change what can be reasonably
changed/improved to avoid preventable resignations.



Who Gets Exit Interviews: Employees who leave and not fired in a very negative way we send
following exit interview questions to the employee (e-mail or hard copy)
either one of the following below.


When:

1. On the last 3 days of employment or
2. Within two weeks of last day of employment

Voluntary for the Staff: We will not demand or harass the employee to assure they return it. It
is voluntary. It is documented that we provided it to the team member.
The team is told that it can be turned in AFTER they leave if they are
uncomfortable with the answers while here. They are asked to be 100%
open and honest regardless of how others may feel. It is kept
confidential but used by managers for future improvements if
applicable.

Sometimes Skipped: Judgment is used on when or if this procedure is followed. In some
cases, it may best to get these answers verbally. In some cases, this
may need to be avoided all together.

Where to Find: See “Human Resources Manual”  “HR Forms and Spreadsheets” 
“Exit Interviews”






















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means, nor transmitted, nor translated into machine language without written permission.