Potential new channels: To generate more applicants we can add channels to the above
positions:
1. VHMA
2. A&M Commerce (For Leonard)
3. Each Hospital’s Facebook
4. Banner or sign for Leonard
5. Front Digital Monument Sign – “Now Hiring (Position)! Apply at
legacyvet.com/careers”
6. Indeed.com – paying a fee to make it more prominent, so more people
see it.
7. Penn Foster Website for employment ads.
8. RSVP in Denton, TX
9. All Major Vendor reps (BI, Zoetis, Antech, MWI, Novartis, Etc)
10. Call Sophia at 915-584-4491 to discuss other locations
11. Watch the E-Myth webinar on “How to Hire the Right People”.
12. Associate Vets:
a. AVMA Career Center
b. No-Fail Hiring
c. Centaur Recruitment
13. Groomers:
a. Grooming Schools?
14. VetNet America – Rebecca at
Rebecca Lakie,LVT
National Recruiter
VetNetAmerica
877-838-6384
Fax804-733-9100
[email protected]
www.vetnetamerica.com
Page | 49
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR105 – Reviewing Grids of Job Advertisement Channels
Results Statement: To assure we are effective at finding good people. We do this by
keeping stats on the ad content and ad channels. We spend more time
and money on ads and channels that get results, less on ones that don’t.
Primary Responsible Position: VP of Recruiting
Where to Enter Numbers: See the stat log under the tab labeled “Recruiting and Hiring” for
entering weekly numbers on each channel for each position.
What Ads and When: Ads are kept current for all positions MINUS vets and executives. The
executives and vet ads are only placed when needed.
Indeed: “Close” all ads every Friday. The SAME DAY place new ads. This
allows the ad to be closer to the top with a more current date.
Applicants are not likely to apply if the ad is too old.
Facebook: These ads are ONLY to get the applicants contact info. We
then contact those applicants.
Facebook ads are basically stimulating an impulse response from people
who see the ad. If we ask Facebook applicants to click our website link
and fill out a complete application as the first step, we will likely lose
them. We have to make this first step VERY EASY and in less than 30
seconds for them. Once they see we are interested, they are more
likely to fill out an application.
When to Respond: Respond to applicants QUICKLY with the next step for them. Great
applicants will get jobs quickly. If you wait until the next day you will
likely lose them.
TWICE DAILY: check all ad channels (ATS and Facebook).
MONDAYS: Schedule time to respond to all weekend response Monday
between 11 AM and 1 PM
FACEBOOK RESPONSES: Twice Daily!
(1) Import all applicants into our CRM and
(2) Respond to all via email giving them the “careers” website link to
fill out an application. They need to do this in order to get an
invite or our hiring seminars (or long interview now if a great
applicant).
Page | 50
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Where are the Ads: Ads will be placed and maintained with the above listed text on the
following locations: We may sometimes try different verbiage,
channels, or titles as ADDITIONAL or PILOT/TEST ADS to see if we get
better results. Pilots that have proven to be better will REPLACE or ADD
to our current ads:
1. Receptionists:
a. Indeed.com
b. Facebook
2. Technicians
a. Indeed.com
b. Penn Foster
c. CCCC
d. Cedar Valley College
e. VPN
f. Facebook
3. Technician Assistants:
a. Indeed.com
b. CCCC
c. Cedar Valley College
d. Facebook
4. Kennel:
a. Indeed.com
b. Facebook
5. Bather:
a. Indeed.com
b. Facebook
6. Groomer:
a. Indeed.com
b. All Breed Grooming School
Page | 51
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR106 - Resume and Application Screening
Yellow Highlighted must be completed without fail.
Need ED’s and VP of Recruiting to determine which of these gray steps below will be feasible.
Our hiring procedure is a step-by-step system of DISQUALIFICATIONS. We start with a series of steps the
APPLICANT HAS TO COMPLETE before we spend our time. This eliminates a lot of applicants that are
either not serious, not very interested, or unwilling/unable to follow steps. This way before we spend
any of our time we know they are at least interested and willing to follow directions. We have a virtual
funnel they go through by asking them to jump through a few easy hoops. Those few that come out of
the funnel at the bottom
How:
1. Print “Resume Screening Form” found under “HR Manual” HR Forms
and Spreadsheets.
2. Also print “Application Screening Form” found under “HR Manual” HR
Forms and Spreadsheets.
3. Go through the list and the info below filling out the form(s) completely for
each applicant that is not a relatively immediate “No”. Use +/- or y/n or
check marks.
a. We are looking for choosing applicants with more “Yes’s” than
“No’s” or more “Yes’s” than other applicants. The “No’s” can be
yellow flags to ask further questions on. They could be a red flag
that may disqualify them.
4. After filled out paper clip it to the printed resume and job application to
keep in the “current applicants” folders.
5. Scan over the whole Resume and/or application quickly FIRST. Is there
something that stands out to you?
6. Use the ATS (Applicant Tracking System) to sort resumes and job
applications and declined applicants, etc. See separate procedure
“Applicant Tracking System”.
7. As of March 28, 2018, we invite ALL applicants to hiring seminars without
clearly obvious red flags (DVM applicant that’s not a DVM, drug felony
conviction, etc).
a. We do this because we will find those GREAT AND ENTHUSIASTIC
people with weak experience or weak resumes.
b. It gives us a chance to screen them quickly (5 minutes or less during
short interview).
c. It also gives a better impression showing all the applicants that we
have a lot of people interested in working with us.
Page | 52
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Page | 53
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
What to Look For:
o What to look for on the resume’s and the during the interview process:
WILLINGNESS AND ACHIEVEMENTS
The PRIMARY thing is what kind of person are they? Do they match OUR CORE
VALUES? The experience they have is less important. If they can convey their
values in a resume’ or cover letter they should get more consideration. By
looking at what kind of person they are we are looking for that person’s
WILLINGNESS, their willingness to do what we ask and train them to do. This is
not the person’s personality. We can be effective with many different
personalities. A personality that does not truly mesh perfectly with the
interview may work very well in certain positions. We cannot be effective if our
team lacks our core values
The second most important thing to look for is the applicants ACHIEVEMENTS.
A person that is able to achieve results will have something they are proud of in
their life. It could be professional, personal, or both. If they explain how long
they worked somewhere or how many hours a week they worked these are NOT
achievements. Keep asking for something(s) they have achieved that they are –
round of. It could be their kids, sports accomplishments, diplomas, degrees, etc.
If they are uncomfortable with this question or cannot answer it they not who
we are looking for.
RESUME HIGHLIGHTS:
If a person has jumped from job to job with a number of months or a few years
you need to ask them directly about this. It is a “yellow flag”. It may be that
they will do the same, but they may also have a good reason. We don’t hire
someone with a yellow flag and hope they work out. We turn it to green and
hire….or don’t hire.
We need employees with good attitude, dependability and lastly skills. Training
for the skills is easy with our procedures and practice.
Experience in Vet Hospital? This is good but not necessary unless interviewing
for a tech position…or management. We can train before they start on the
floor.
Drill/Quiz for “Resume and Application Screening”:
1. Why do we have this procedure? What would happen if we did not? What if different
managers used different criteria or thoughts when selecting people?
2. Which is more important in selecting applicants, skills or values of the person?
3. What do you do with a “yellow flag”?
Page | 54
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR 106.2 - Application Tracking System (ATS)
Result Statement: To assure we are effective at finding good people. We do this by
keeping stats on the ad content and ad channels. We spend more time
and less money on ads and channels that get results, less on ones that
don’t by using this system. ATS provides an automated way for
companies to manage the entire recruiting process, from
receiving applications to hiring employees on one platform.
Primary Responsible Position: VP of Recruiting
Participating Positions: Owner and all other supervisors
Why: Overall saves time to review applications that are being channeled into
one place and streamline process is much easier/faster and getting our
ad out on multiple recruiting sites.
What to Do: Maintain enough new applicants weekly to ensure we have enough to
review for each of the four primary on-the-floor lay staff positions
(receptionists, technician, technician assistant, and kennel/bather) for a
minimum total of 20 on-deck applicants.
1. Log into Catsone Portal to review candidates resumes
Website: https://legacyvet.catsone.com/
A. Log in with your username and password assigned
Page | 55
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
2. To view resumes:
i. Click on “Jobs” tab
ii. Select on any of the job link that is marked “open”
iii. and scroll to bottom of page. From here will be a list of
new applicants to review. Click on applicant’s name.
iv. This will take you to the applicant’s page. Scroll half way
down on page. Click on the link “candidates resume” to
review. From here if you’re interested in the candidate,
print out the resume.
v. Once candidate has been reviewed, under the “jobs”
category, click the symbol. Change the status to either
the following:
Contacted (if you attempted to contact client
but had to leave a message, this will send out an
email to the candidate letting them know that
we are interested and to give us a call back.
Sent Request to Hiring Seminar Meeting (if you
invited candidate to meeting and they’ve
confirmed -this will send out a reminder email to
candidate of upcoming hiring meeting)
Hiring Manager Declined (if you reviewed
candidate and are not interested – check the box
to send out “Thank you letter Pre-Hire”. This will
generate out to the candidate 24 hrs. of
declined.
Repeat step V. each time you complete a step on
a candidate so you can see where candidate has
been through the process on the CatsOne
platform
Interviewed – when you have confirmed and
scheduled interview
Offered- you’ve either sent the candidate an
offer letter or invited candidate in to go over
offer letter in person
Hired – when candidate has accepted job offer
3. Hit the back arrow after reviewing each candidate to get back to the main screen where
all applicants are listed. Repeat step 2 above for each candidate.
4. To get back out to the main platform where all the open ads are listed, click on the link at
the top of the page “jobs” to get back to review each ad.
Page | 56
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
To create new job listing and close out a job listing:
1. Select “Job” at the top of the page to Create a New Job:
2. Select “Add Job” in the top left-hand corner
a. Add Job Title
b. Add location
c. Add Category
d. Check off “Hot”
e. Enter in your start date, salary, how many hires for this position
f. On the Branch category, remove internal and select Legacy
Veterinary Hospital
g. In the description, copy and post LVH job description
You may make changes, by changing the font, size, adding image,
etc.
h. Click on “Add Job” at the bottom of the page
i. It will then take you to the Score card, scroll down to bottom of
page and choose “Done
j. It will take you back to your posting, at the top of the page “Click
on CHANGE STATUS” and choose “Active”, then Save
3. It will then take you back to your posting, under Status, click on ‘PUBLISH’. A
screen will then appear with all the sites it will publish to, De-select
“Wowjobs” then hit submit
4. It will take you back to your job posting and at the top of the page confirm
you job is now active and will appear on job platforms within 24 hrs.
Closing out a Job listing:
1. To close out a job, at the top of the page, click on “Job’s tab. It will then take you to the list of
all of your active, closed, on hold job listings created.
2. Choose the job posting and in the status category on the right-hand side of the posting, click on
it and it will then give you options to close, put job on hold, choose filled position, canceled job
posting.
3. You will do this each time you have hired a candidate for this job posting to track the hiring rate
or when you create a new job for the same position in order for it to refresh back to the top on
all job platforms
Page | 57
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Drill/Quiz for “On-Deck Applicants”:
1. Explain the results statement in your own words.
2. Why is it important to track candidates?
3. Should we refresh the ads every Friday? What would happen if we didn’t?
4. How many candidates should we have on-deck?
5. What happens if we didn’t do this? If had a staff member that suddenly resigned without
notice? If we needed to terminate a current staff member today?
6. Why is it important to track each candidate through the process?
7. How does this ATS (Application Tracking System) help you?
Page | 58
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR107 - Hiring Seminars
Result Statement: To have a faster way of screening large numbers of applicants. We do
this to weed-out those that would not be a good fit and attract those
that would.
Primary Responsible Position: VP of Recruiting
Exceptions: Occasionally certain applicants will skip the hiring seminar and schedule
long interviews NOW. Great judgment will be a necessity on these.
There are certain positions with few applicants or on potentially
AMAZING applicants. Those applicants sometimes need to come in
ASAP to avoid losing them to another job.
There are many applicants that could be GREAT fits for our positions,
but simply cannot make our standard hiring seminar times and dates.
Often times it’s because they already have a job. GREAT applicants
always already have a job while they are looking for another one.
Why: Hiring Seminars benefit both applicants and the hospital:
The GOOD applicants are very happy to hear about our purpose,
vision, and values BEFORE committing to longer interview steps.
The POOR applicants may not show up, show up late, or be quickly
removed from the interview process in less than 5 minutes of our
time.
Call Applicants to Invite: ALL applicants without obvious red flags (see resume screening
procedure above) should be called within 24 hours (72 hours max if
weekends) of us receiving their application/resume.
If we don’t do the as above, the great applicants will have already
interviewed elsewhere, and often-times got hired on the spot. This
applies when VP of recruiting is sick or taking PTO as this responsibility
will have to be delegated to someone else.
Call applicants that you feel should be included in our 30-minute hiring
seminar. Be personal when calling in a way that requires an RSVP from
the applicant prior to the interview. This makes sure the applicant can
follow certain directions/steps. It also will tell you how many to expect
and for what positions.
On occasion if great applicants are hard to reach or there’s phone issues
you can invite them by email or text them asking them to call you back.
Page | 59
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Page | 60
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
When to Invite:
Invite all applicants AT LEAST 48 hours before next scheduled
seminar.
Qualified applicants that apply within the 48-hour window are
invited to either:
o This seminar (if they can make it)
o The next scheduled seminar
Reminder/RSVP to Invites: All invites will be sent a reminder email the DAY BEFORE the seminar by
12pm. This reminder email asks the applicant to RSVP by 3 hours before
the seminar. (Give specific date and time.)
Note on Execs and Doctors: Executive (ED, D of A, DMS, and DPC) and doctor applicants are not
required to be invited to a hiring seminar. Judgment can be used on
this and some exec positions may be at times appropriate to have them
attend.
In general, a more appropriate interview process for doctors and execs
would be:
A short phone interview first,
Longer personal interview (if out of area “long interview” questions
by phone)
Followed by a working interview for the day.
Invitation to Hiring Seminar:
See HR Manual HR Reports and Forms Hiring Seminar Invitations
Print one page and fill out for each applicant invited. File appropriately.
What to look for After:
Cannot or Will Not Follow Direction: If you ask them to do certain
things in the interview process and they don’t do what you ask GIVE UP!
They are done. This would be on the link and landing page.
Over-Excitement or Ignorance About Jobs: If they are exuding how
perfect the job is and how bad they want it…or it’s over the top delete
it. These typically do not work out. The reason for this is that at this
point they don’t know enough about the job or the clinic to be that
over-the-top about wanting it.
Drops in Communication: If someone drops communication then stop
the process (not returning your e-mail for two days, etc.). Move on! If
they really want the job they will respond. This is not one of our values.
Page | 61
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
When:
Legacy Vet:
th
nd
o EVERY 2 & 4 Thursday of the month at 6:30 PM
rd
o In Addition: EVERY 3 Saturday of the month at 11:00AM.
o We may also have other ADDITIONAL dates for hiring seminar
dates depending the positions needing filled and the applicant
pool.
Local Hospital Hiring Seminars:
st
o Monthly: Every 1 Thursday at 6:30 PM
o EXCEPTION: TCVC does not routinely do hiring seminars.
Location:
Legacy Veterinary Hospital:
o If 3 or more attendees: Staff Breakroom
o If 2 or Less Attendees: Exec Office
o If Owner Presenting: Owner’s Office
Leonard Animal Clinic
o Treatment Room or Doctor’s office
Town and Country Vet Clinic:
o This practice does not routinely hold hiring seminars
Prepping the Location: The location of the hiring seminar is immaculately clean and
comfortable for all. It is welcoming. It is upbeat and positive! It helps
ATTRACT good applicants to choose to work for us!
30 minutes before each hiring seminar (delegate): NO EXCEPTIONS
o Chairs in breakroom are facing treatment room door – Speaker
assures adequate seating in the room.
o Counters, Table and Booth wiped clean,
o No empty dishes/cups on counters or sink
o Exterior window and Window in doors are spotlessly clean.
o Basket of Power Bars/Candy Bars, Pretzels, Chips, etc. on table
and offered. (Basket is kept in the server closet until meeting
starts).
Conducting Hiring Seminars:
Drinks offered to everyone when arriving
Hospital staff members and receptionists must greet them with a smile
and positive body language. This is REQUIRED!
Presenter sits or stands at the north wall to the left of the sink.
Page | 62
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
What to Say:
Many parts of the seminar are read verbatim but the seminar is NOT
scripted. It should involve participation from all but not last more than
30 minutes. It should be geared to what it best for the individual
applicants attending while still hitting all the key elements.
See “HR Manual” “HR Forms and Spreadsheets” “Hiring Seminar
Content”
TONE of Seminars:
Keep the hiring seminars very light and fun. Make sure it’s a broad
overview about our priorities of doing what’ right for pets and people
(including colleagues) AND HAVING FUN!!
Do not get into the details of what each position is responsible for,
attendance policies, pay rates, etc. Those questions can be answered
later in the interview process.
Drill/Demo for “Hiring Seminars”:
1. Why do we have hiring seminars?
2. What would happen if we didn’t?
3. Where are they held? When?
4. Using open notes go through a practice hiring seminar with your trainer.
5. Complete TWO actual hiring seminars with your trainer watching. Do more if your trainer
deems it is not being done independently as expected.
6. Pass and sign off on this procedure when the above is done.
Page | 63
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR108 – Short Interviews after Hiring Seminar
After the hiring seminar conduct short 5-10 minute interviews for those still interested. Ask them 3
questions:
Before you start short interviews pay attention to how they reacted to hearing the vision statement,
branding statement, etc. They should be excited about our place.
Order of the Process:
1. Hiring Seminar
2. Short Interview
3. Candidate Grid
4. Pre-Selector Applicant Screening (Hirebox 30 Questionaire)
5. Long Interview
nd
6. Candidate Grid (2 )
7. Observation Day (aka Working Interview)
rd
8. Candidate Grid (3 )
9. File each form with that candidate’s file.
10. Candidates Evaluation Summary (to compare all applicants)
What Forms:
1. Short Interview Form
2. Long Interview Form (Custom for some positions)
3. Candidate Grid (One for each type of interview)
4. Candidates Evaluation Summary (to compare all applicants)
Where to Find the Forms: See “Human Resources Manual” “HR Reports and Forms”
Page | 64
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR108.1 – Thank You Letters for Those Not Selected
Results Statement: To assure we are courteous and legally protected by contacting ALL
applicants, including those we do not select. We do this in a
professional way that does not criticize or hurt anyone’s self-esteem.
Primary Responsible Position: VP of Recruiting
Why: It is very important that you promptly respond to ALL those candidates
that you did not select to hire. Every candidate is a potential client or
someone who KNOWS a potential candidate. How and when you
respond can either positively or negatively affect our reputation.
How: Those that are not selected should receive either of the following letters
either by mail or e-mail (or by phone when appropriate). This is most
easily done automatically via our Applicant Tracking System or ATS.
When: NO LATER THAN 3 DAYS after you have decided not to select them:
Who: All applicants not selected for interviews or disqualified along the way.
Due to the large number of applicants this is only possible via the ATS
mentioned above.
Note: Applicants selected for our “On Deck” Slots do NOT get this
letter. We expect to hire them in the future! We personally call these
on-deck applicants to discuss our plan for them.
What to Write: See “Human Resources Manual” “HR Forms and Spreadsheets”
“Thank You Letter”.
Page | 65
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR108.2v – Pre-Selector Test
Result Statement: To be an additional step in assuring we hire the people that are the right fit for
our purpose, vision, and values. It is a pre-screening assessment called the Pre-
Selector - a "Happiness Contribution Index” evaluation.
Why: The Pre-Selector is a fast pre-hire assessment, used just prior to a potential first
interview. It is a "Happiness Contribution Index" as it predicts how much
candidates will be willing and able to contribute to their team's success &
happiness.
This test helps to simply see more about each applicant before we choose them
to join our team. It helps us to determine if you want to pursue with an
applicant, use the test results to challenge the applicant on his/her responses;
and detect if the applicant was honest in answering the questions.
It helps us to assure the applicant is truly enthusiastic about working for us.
Unenthusiastic or unwilling applicants will not complete it. It helps us to see the
applicant can follow instructions and meet a deadline. The assessment
measures six fundamental indicators of an individual's ability and willingness to
make you and your team successful & happy.
What it is NOT: It is NOT a test to JUDGE a person. It is only to see if they are good fit FOR US
and for their POSITION. We are not looking for a certain “personality”. We can
take all types of personalities. We are looking to see how they fit before we
select them into the wrong job or wrong place of employment.
It is NOT a test that will truly make us choose to hire or not hire by itself. It is
just part of the bigger picture that goes along with interviews, references,
working interview, etc. It helps to really understand the person and how they
may or may not fit with us.
When to do it:
After hiring seminar and short interview, before the long interview and
observation interview. We do it for ALL applicants, even “on-deck” applicants.
Each applicant is given 24 hours (maximum) to get this filled out. You must
speak to them about this deadline so we know when they first heard about
it…and we know they will have the 7 minutes to get it filled out in the next 24
hours. The sooner the do it, the sooner they can get hired.
Page | 66
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
How to do it: Log into www.thehiringtest.com. Submit a request to the applicant’s e-mail address so
they can fill it out.
E-mail and/or call the applicant personally to give them a deadline for
completion. Make sure they know that if not done by that deadline
they are immediately taken out of the running.
Applicants that fail to meet this deadline, are unwilling, or scared away
by the scrutiny we put applicants under SHOULD be scared away. We
need enthusiastic willing staff. We don’t want people that lack self-
discipline.
Review the results. Call the company consultants to discuss if needed.
Review the results and compare it to the position agreement for that
position and their resume and interview notes. Make a decision to
include them and move forward or not.
Drill/Quiz for Personality Tests:
1. Why do we do these?
2. What are you looking for?
3. What is it not for?
4. When do you do this in the hiring process? What stage?
5. Can you call the company to discuss results?
Page | 67
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR109 – Long Interviews
Results Statement: To get qualified and great candidates still interested in our organization
back to us for individualized one-on-one interviews QUICKLY, before
they choose another job.
Primary Responsible Position: VP of Recruiting
Who: First decide who you plan to schedule for longer individual personal interviews.
At this point or at the end of the hiring seminar you should have gotten an idea
of THEIR LEVEL of interest. If they do not seem enthusiastic or highly interested
ask them to call you back when they have decided what they would like to do.
When: Call to schedule time for a personal interview WITHIN 24 hours of the short
interview, preferably immediately.
If NOT Selected: Immediately send ALL others (not the electronically auto-matched non-qualified
candidates) a “Thank You Letter” letting them know they were not selected but
thank them for their interest (see text to send them in HR108.1). Remember
everything we do that affects the world outside can affect our reputation. And
every applicant is a potential client...or knows one!
Tips:
Tip 1: Don’t get lured into the “personality trap”. A smooth talker may seem
amazing at first. You need to get to the details of all of the questions,
references, etc. before you make any decisions. Sometimes the people with the
lowest integrity are the smoothest talkers.
Tip 2: Don’t lose control of the interview process. The candidate should do the
majority of the talking, but you control the interview. A candidate that is asking
lots of questions does not mean he/she is truly interested in being a team player
with WILLINGNESS. The candidate knows the attitude they should present
during the interview. If they have the attitude of interviewing us they most likely
are not a good fit.
Tip 3: You often learn more OUTSIDE the interview. You can often walk the
candidate out to their car after their interview, take them lunch, or visit with
them informally around others or outside. Have them visit with staff without
you around. This will often show you more clues to their TRUE personality,
attitude, professionalism, etc. than the actual formal interview.
Page | 68
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
What to Look For:
1. MOST IMPORTANT: You are looking for: “Do you like talking to this person for 5 minutes?” If
not don’t hire them. They will have already been selected to have a certain minimum skill set so
don’t worry about the skills so much. Think if you (interviewer) were our client would you like
being helped by this persons (candidate)? If not, we probably should not hire them!
a. All of our employment ads state, “We are more concerned about YOU than you job
history and experience.” We say this because we mean it.
b. Interviewing is easy. We are looking for the attitude and tone level AND their
WILLINGNESS to do things OUR WAY. It is OUR GAME! They play by our rules or go
find another game. We do not accept people who think they have a better game.
Often times less experience is better!
c. If they are willing to sign a job description or position contract stating the required end
result of their work it shows self-responsibility. We will be happy to train them on how.
Then they go do it.
d. Every employee is welcome to offer written suggestions to improve our game. We will
always consider it.
2. SECOND MOST IMPORTANT: Determine if their individual values match up with our core
values. We need to put them into individual scenarios to see what THEY would do, not the
corporate response. If they tell you a canned response or a corporate response call that out!
Tell them and ask the applicant what they would do without a policy. What would be the best
choice?
i. Look for is the applicants ACHIEVEMENTS. A person that is able to achieve
results will have something they are proud of in their life. It could be
professional, personal, or both. If they explain how long they worked
somewhere or how many hours a week they worked these are NOT
achievements. Keep asking for something(s) they have achieved that they are –
round of. It could be their kids, sports accomplishments, diplomas, degrees, etc.
If they are uncomfortable with this question or cannot answer it, they are not
who we are looking for.
3. THIRD MOST IMPORTANT: What do they know about US? Have they done any research about
US? If they know nothing about LVH they are likely not enthusiastic or are simply looking for a
paycheck. They may also be simply trying to find a job because they cannot find or keep a job.
Page | 69
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Red, Yellow, and Green Flags:
Red Flags: Stop the interview. They are done. Tell them they are not the right fit and end the
interview. Otherwise you are wasting time for both of you.
Yellow Flags: If you really want to hire this person you must CHASE down those yellow flags and
find out about them. For example, you could go back to the applicant and say, “I really think this
could be a good fit, but I have a couple of concerns or questions. When you said _____ I was
concerned what this really meant. Can you tell me more about this??”
Green Flags: All flags must be green before you can offer a job to the candidate.
Phone call to SCHEDULE long interviews (within 24 hours of hiring seminar):
The purpose of this call is to further qualify candidates, to explore their interests, and the
schedule a long personal interview if the interest is mutual.
See “Human Resources Manual” “HR Forms and Spreadsheets” “Long Interview
Scheduling Form”
Page | 70
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Personal Long Interview:
Who Conducts: Personal interviews will be conducted by the VP of Recruiting unless
otherwise directed by executives where direct supervisors of the
position may be included.
ED interviews are completed by the owner and medical directors.
Other execs are interviewed by the ED and Medical Director.
Doctor interviews are completed by the owner and medical directors.
Where: The long interviews will be conducted in the office of the VP of
Recruiting or exam room 102 or in exec office.
How Long: Schedule one hour for this interview. If at any time you are sure this
candidate has been disqualified stop the interview immediately. Do not
offend them but it is not worth wasting any more time for either of you
or giving them false hope.
Documents Needed: The VP of Recruiting will have printouts of the candidate’s resume,
application and completed forms from the short interview and follow-
up call.
The VP of Recruiting will also have new client welcome packet ready to
present to the candidate.
Environment/Setting: When the candidate arrives, they will be offered a water, coffee, or soft
drink from the front. The VP of Recruiting will give them a short tour of
the hospital from reception through pharmacy, treatment, staff lounge,
food prep, kennel, luxury boarding, grooming and then back to exam
room 102. They will be briefly introduced to staff members as
appropriate during the tour.
It should feel like a genuine conversation, not a drill. Judgment
required in knowing when to skip questions, add questions, change
order, etc.
What Questions: The long interview questions for Executives (ED, D of A, DMS, DPC) are
DIFFERENT. Other execs are interviewed by the ED and Medical
Director.
The long interview questions for Doctors are also DIFFERENT. See the
following pages with page labeled, DOCTOR Long Interview Questions.
See “Human Resources Manual” “HR Forms and Spreadsheets”
“Long Interview – (position)”
Page | 71
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR110 – Candidate Grid
See “Human Resources Manual” “HR Forms and Spreadsheets” “Candidate Grid”
Page | 72
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR110.1 – Candidates Evaluation Summary
See “Human Resources Manual” “HR Forms and Spreadsheets” “Candidate Evaluation Summary”
In the future, this may be able to be substituted with a feature of the ATS.
Page | 73
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR110.2 – Personality Tests
Result Statement: To be an additional step in assuring we hire the people that are the right
fit for our purpose, vision, and values.
Why: This test helps to simply see more about each applicant before we
choose them to join our team. It helps us to know what further
questions to ask during the working interview or reference checks. We
ask further questions bases on the “yellow flags” we see.
It helps us to assure the applicant is truly enthusiastic about working for
us. Unenthusiastic or unwilling applicants will not complete it. It helps
us to see the applicant can follow instructions and meet a deadline.
It helps us know what to train, correct or watch closely for if we do
choose to hire this person.
What it is NOT: It is NOT a test to JUDGE a person. It is only to see if they are good fit
FOR US and for their POSITION. We are not looking for a certain
“personality”. We can take all types of personalities. We are looking to
see how they fit before we select them into the wrong job or wrong
place of employment.
It is NOT a test that will truly make us choose to hire or not hire by itself.
It is just part of the bigger picture that goes along with interviews,
references, working interview, etc. It helps to really understand the
person and how they may or may not fit with us.
When to do it: After the long interview, before the reference checks and working
interviews. We do it for ALL applicants, even “on-deck” applicants.
Each applicant is given 48 hours (maximum) to get this filled out. You
must speak to them about this deadline so we know when they first
heard about it…and we know they will have the 35-40 minutes to get it
Page | 74
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
filled out in the next 48 hours. The sooner the do it, the sooner they
can get hired.
How to do it: Log into www.thehiringtest.com. Submit a request to the applicant’s e-
mail address so they can fill it out.
E-mail and/or call the applicant personally to give them a deadline for
completion. Make sure they know that if not done by that deadline
they are immediately taken out of the running.
Review the results. Call the company consultants to discuss if needed.
Review the results and compare it to the position agreement for that
position and their resume and interview notes. Make a decision to
include them and move forward or not.
Drill/Quiz for Personality Tests:
6. Why do we do these?
7. What are you looking for?
8. What is it not for?
9. When do you do this in the hiring process? What stage?
10. Can you call the company to discuss results?
Page | 75
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR111 – Reference Checks
Results Statement: To assure we thoroughly screen all applicants before choosing them to
join our team. We do this procedure by assuring their work history
matches, via phone references, what their interview process revealed.
Primary Responsible Position: VP of Recruiting
How Many Calls: Call at least 3 references for each candidate. Fill out one reference form
for each reference, even if you are just leaving a message.
If the candidate is reluctant or cannot provide three references they are
probably not right for the position.
What to Ask: Ask each reference if they know of anyone else you could call
concerning this applicant. References are extremely important and the
candidate’s behavior is likely to repeat with us.
Let them Talk: Try to let the reference simply talk and open up. Often times if you are
polite and respectful for their time they will be happy to share details,
especially if they recommend the candidate!
Where is the Form: See “Human Resources Manual” “HR Forms and Spreadsheets”
“Reference Checks”
Page | 76
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR113 - Observation Interviews
Results Statement: To give both our team and each applicant to perform and interact in the
true day-to-day before we decide, or the applicant decides, to join our
team.
Who Conducts: Observation interviews are scheduled WITH THE DIRECT SUPERVISOR
and EXECUTIVE DIRECTOR or BOTH. The applicant should be presented
to the ED at the end of the working interview.
How to Schedule: VP of Recruiting and ED will work together on the date and time
scheduled.
Recruiter will then schedule the observation interview with the
applicant. It will be scheduled for minimum of 4 hours. There will be a
written confirmation/record of this scheduled time.
Recruiter will inform applicant of acceptable attire. This will take
some judgment on what they will be doing, etc.
Recruiter will inform applicant of examples of things they will be
asked to do (basically parts of the job they are trying to get). Attire
will be based on this, if they own scrubs yet, etc.
EXCEPTION: TCVC schedules their own observation interviews. VPR
sends all applicants info to ED. They may schedule another personal
interview instead.
Email applicant with ED cc’d, even if just confirming after a phone call.)
This gives us a record in case someone no-shows, shows up late, doesn’t
follow instructions, can’t remember, etc.
When They Show Up:
1. Candidates should sign the “Observation Interview Release Form”
located in “Human Resources Manual” “HR Forms and
Spreadsheets” before doing ANY work with us. This is the same form
our volunteers sign.
2. Introduce the candidate to the team and give them a very brief tour of
the facility (10 minutes or less).
Page | 77
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
3. Give the candidate the position agreement (should already have it from
the hiring seminar).
4. Loan them a copy of the procedures manual for the position. Tell them
this is a list of each duty that position does and how each is done. GET
THIS BACK BEFORE THEY LEAVE FOR THE DAY.
First Two Hours:
1. Have applicant perform a function that would be a part of their job.
You’re checking to see how easily they can be trained & their
willingness to jump in and do the job. The direct supervisor and/or
ED watches/monitors in a way that’s not overbearing or with
pressure. Don’t make them a nervous wreck.
IMPORTANT: DON’T GIVE THEM TIME TO GET REALLY
COMFORTABLE. YOU WANT TO ENSURE THEY CAN HANDLE
JUMPING IN AND DOING THE JOB- THAT IS THE POINT OF THIS
INTERVIEW. THIS IS TOUGH. THE JOB IS TOUGH- YOU WANT TO
KNOW CAN THEY DO IT OR WILL THEY NEED THEIR HAND HELD?
Example Tasks for Each Position During Observation Interviews:
Receptionist: Individuals must be able to answer the phones (multiple
lines at a time, put on hold, and take message accordingly). Note: need
to note how well they handle the stress of the phone lines as well as
how they interact with clients on the floor.
Check in appointments (with assistance in AVImark).
o Weigh patients
o Greet clients
o Check In client in AVImark
Answer the phones.
o Need to note how well they respond with their answers
when they do NOT know the answer.
o Are they personable to people over the counter and on the
phone?
File Paperwork
Distribute lab work to the doctors
Questions to Ask Yourself:
Are they personable to people over the counter and on the phone?
Do they take initiative or ask what else they can do?
How quickly do they adapt to the environment?
Will they ask questions about things they don’t know?
Team player?
How is their attitude about people, tasks, questions?
Page | 78
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Tech Assistants: Have them assist the Lead Tech for a couple of hours-
specifically have them restrain/hold an animal and note how well they
can put the animal at ease & calm them down. Have them listen to a
staff member make a couple of “Nurse to Calls” from the Follow-Up List
in AVImark. Listen to and note how well they communicate on their
observation interview form.
Experienced tech: Run them through their skills one after the other to
demonstrate their skill sets. Give them a set of protocols and have them
read it & perform the function quickly & easily. Have them listen to a
staff member make a couple of nurse to calls and them have them make
a couple. Note how well they communicate.
Execs and Managers: Ask them to call a couple of clients using the
above activation script and ask them to find a certain junior and ask the
candidate to get this junior to complete a small project (stocking exam
rooms per procedure, making puppy/kitten packs per procedure,
organizing the storeroom per procedure, deep clean of grooming room,
etc). You are looking to see if they gave it to them in writing? Were
they polite? Did they give a deadline? Did the individual get it done?
Did the candidate do it for them? An exec should be expected to get
others to get a job done.
Doctors: They should be seeing appointments with techs after a 1-hour
introduction to AVImark records and appointment procedure. They
should be following the procedure with tech sheets, report cards, etc.
They should also be able to stay on time and keep medical records up to
date as they complete appointments. Clients and staff should enjoy
being around them.
Hour Three (If still eligible):
1. ED meets with direct supervisor (or individual that was
overseeing/conducting the observation interview). They meet in private
to determine both positives and negatives. If they have been
disqualified, the applicant can be dismissed politely. The Recruiter will
be in touch. If still eligible, we move forward below.
2. Quizzes: Receptionist, Tech, and TA
a. ED or Department Head has each candidate take a quiz (based
on their position) before leaving. They should take this quiz in
Page | 79
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
an unoccupied exam room or the training room so they are
uninterrupted.
b. See “Human Resources Manual” “HR Forms and
Spreadsheets” “Observation Interview Quiz – (position)”
c. Each quiz should be able to completed in about 20-30 minutes.
If taking longer check on them. Determine why.
d. Every answer does not have to be correct but this should give
you a good idea of what they really know and how easily they
communicate it in simple short language.
e. Candidate must bring the completed quiz (with start and end
time filled out accurately) to the ED (not the department head).
The ED will meet with the candidate before they leave.
Hour Four (if still eligible):
1. ED meets with the applicant (and direct supervisor if applicable).
This is the time clear up any additional questions from either party.
Discuss concerns. VPR must inform ED of this well in advance.
2. You should be ready to hire the person right now! This observation
was to confirm what you thought and confirm they can basically do
what they said they could. It’s also for the applicant to see it’s a great
place to work and they are HAPPY to accept.
3. Release the applicant to go home. Allow them to say goodbye to the
team (and/or pets). Walk them OUTSIDE (they often time say more
honest things after it’s over). Inform them of WHEN they can expect
to hear from the recruiter. BE SPECIFIC.
4. ED contacts the recruiter BY PHONE NOW (cell phone if needed) to
move to hiring. DON’T DELAY! Great applicants have many choices.
We must hire them NOW!
5. ED applicants Only:
a. Applicant presented back to owner at the end for more
verbal interview questions (listed below).
6. Doctor applicants Only:
a. Applicants presented back to the vet administrator and
owner at the end for more verbal interview questions (listed
below).
Page | 80
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR114 - Making Individualized Job Offers
Results Statement: To assure candidates are enthusiastic about accepting a job with us AND even
more enthusiastic about the opportunity for raises and promotions in the near
future, based on performance.
To assure candidates give an authentic “Yes” when accepting a job within 24
hours of the offer. The start date can come later, but the must accept within 24
hours.
Call them First: Call (don’t email) the applicant to let them know they got the job!
Tell the applicant the Executive Director will call them to schedule an
Appointment to discuss the offer in person.
Executive Directors:
Ask them to set up an appointment to PERSONALLY discuss the offer and
benefits. DO NOT send them the offer letter via e-mail. This should
accomplish two things:
It will weed-out those people that are not enthusiastic about the job, or
may not show up for their first day.
It will give us a chance to discuss the entire PACKAGE of all benefits, raise in
90 days, and opportunities for promotion. It helps the applicant deciding
yes or no based on more than just the starting pay.
Offer the LOWER end of the pay range. We can always give them a raise or
promotion after 3 or 6 months. It is impossible to go DOWN on pay. Ideally,
they will do a great job and you will give them a raise after 90 days or earlier. If
you started them too high, you can’t. This does not feel good for either party.
Explain the basis for the pay and how you can get them into the PROPER pay
range after you have had a chance to see them in action. They can then prove
they are worth the high end of the range for that position. We pay based on the
RESULTS of the job, NOT on the years of experience, resume, etc. The new
employees will have to have a level of TRUST IN US that we WILL pay them what
they are worth in that position. Just mentioning that we are not paying them a
lower amount to “string them along” is unethical and unfair. We will not do
that!
Page | 81
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Main points to get verbal acceptance on before providing the offer in-
writing. Discuss each one, one at a time, getting approval before the next:
1. Start Date
2. Pay: See above on how it’s the low end to start. 90-Day evaluation.
3. Pay Periods: When they would expect their first check.
4. Benefits: PTO, Pet Discounts, Health Ins., Cash Bonuses, Uniforms, Etc.
5. Work Schedule: What schedule they can expect and hours/week.
6. Contingencies: Background Check, Drug Test, I-9 Eligibility
7. Policies and Procedures: Manuals provided. Must follow OUR WAY
8. Training Period: Time to learn and practice procedures.
9. “Changes at sole discretion of company without notice”: Explain why.
10. Confidentiality and Non-Compete: If applicable
11. Liquidated damages if sign and doesn’t start work: If applicable.
12. Term of employment: Not a contract. Notice required if resigning.
13. At-Will Employment: No obligation by anyone. The employee and
company must be open and honest with each other to stay happy!
Ask if they expect to accept the offer. 95% of the people should know
NOW.
Offer letters for hourly staff is located at “Human Resources Manual” “HR
Forms and Spreadsheets” “Offer Letter – Hourly Staff”.
Offer letters for contracted employees are different and include the contract
along with the confidentiality and non-compete agreement.
IMPORTANT: All offers are not considered accepted until they have returned
the signed offer letter, even if by email. We do not accept verbal acceptance
by phone or in person, OR AFTER 24 HOURS. It must be in writing!
Page | 82
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR115 – Background Checks
Background checks are completed AFTER the candidate has accepted to offer IN WRITING. They are not
considered to have accepted until they have signed the offer letter.
Process of background checks:
1. Applicant have already agreed to a background check and drug test when they filled out the
application for employee.
2. Form is submitted to….
a. Clear Investigative Advantage (CIA) - phone 214-382-2727.
Page | 83
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR116 – Pre-Employment Drug Testing
Drug test are also completed AFTER the candidate has accepted to offer IN WRITING. They are not
considered to have accepted until they have signed the offer letter.
Process of drug testing:
1. Applicant fills out the form on the next page
2. Drug test is scheduled with __ days of the form being filled out by discussing the availability of
the candidate. If the test is not COMPLETED by the date required AND negative the candidate
does not get the job.
3. Form is sent or given to the applicant
4. Results are sent to _________ within date.
5. Applicant’s start date is AFTER both the background check and drug test is completed.
Page | 84
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR117 – Processing and Orientation
See “Basic Training Form” and “Phase Training” forms in the “Procedures Manual” “Training Forms”
Page | 85
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR118 – Employee File Organization
Result Statement: To keep accurate employee records from a human resources
standpoint. Employee records are CONSTANTLY well-organized to help
you find the information in less than one minute. Certain records are
kept more confidential than others to protect the employee and the
hospital
Primary Responsible Position: Director of Administration (ED and Owner with their direct reports)
Overview:
We have TWO overall employee filing areas. See following pages for
details of what is in each:
I-9 folders/binder
ONE RED employee file per employee
Page | 86
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
I-9 Forms (3-Ring Binder): legal requirement and locked away
o Each employee’s completed I-9 form and supporting documents
(Copy of Driver’s License or passport AND Social Security Card)
This will be kept in the labeled I-9 binder in the Executive Director’s/Director of
Administrations’ office.
If not a US Citizen you ALSO need a current visa or alien registration card.
o I-9 records are kept for at least three years following the date of hire, or for one year
following the employee’s date of last work, whichever point is reached last
o The I-9s are filed alphabetically by last name.
o The binder will be kept in the DOA’s lower desk drawer.
The drawer will be locked when the ED and DOA are out of the office.
RED Employee File:
Red Folders are filed alphabetically by last name
Kept in file cabinet in ED/DOA Office.
This folder NEVER LEAVES THIS OFFICE OR THE OWNER’S OFFICE EVER!!
Six separate sections inside the red folder: Records in each section are kept in reverse
chronological order (newest on top).
1. Attendance and Vacation (may also be kept electronically):
a. Kept Up-to-Date DAILY!
b. Tardiness records
c. Attendance records
d. Vacation requests
e. Availability form
f. Shift trade signature page
2. Hiring/Legal doc’s:
a. Resume/Application
b. Interview Forms/Questions
c. Acceptance Letter
d. Contract and Non-compete agreement
e. Background Check
f. Drug Test
g. Emergency Contact Form
h. Authorization for Wage Deduction
3. Benefits and Payroll
a. W-4 Form
b. Direct Deposit Form
c. Worker’s Comp Information (if applicable)
d. Doctors notes for absence go under “attendance”
e. Payroll deductions, Payroll advance agreements, etc.
Page | 87
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
f. Health insurance other benefits
Page | 88
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Evaluations
g. 90-Day
h. Yearly
i. Promotion Evaluations, etc.
4. Programs & Misc:
a. Suggestions for Improvement
b. Assigned programs, projects
c. Employee Development Meetings (EDM’s)
d. Reward and Recognition Assessment Form
5. Training and Corrections:
a. Basic training form on bottom
b. Training form for position (second page from the back)
c. Position agreement signed (third page from the back)
d. Policy/Procedure Sign-Off’s (reverse chronological order)
e. Performance Improvement Plans, Written Notices, etc.
Page | 89
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Drill/Quiz Questions for “Employee File Organization”:
1. How many overall employee file areas are there? How many are used to truly manage people
with? Why?
2. Where is the I-9 binder kept?
3. Name 5 things that are in the employee file.
4. What files are kept in locked cabinets?
5. Who has access to each employee files? Can department heads take the file from the office to
review records? Why or why not?
6. What would happen and did happen without this procedure?
Page | 90
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR201 – Training Process Overview
Training is critical to our success. The better trained our team the better we function. Good training of
our team is the ONLY way we can control the practice. It’s also the ONLY way for managers and execs
to enjoy their jobs.
Poor training results in the hospital controlling you. It results in stress for all staff, poor customer
service, poor patient care, poor morale, staff turnover, and many other negative things too numerous to
list. With poor training or no training, we will fail. An undertrained team is a failing team.
The most important aspect of training is AGREEMENT. Employees must agree to perform the job
exactly as we expect. Each employee must have a true genuine understanding and agreement of what
you expect from them. This understanding and agreement must be in place on every aspect of the
biggest policies to the smallest procedures. The understanding is that they know WHY they need to
follow a procedure or policy. The agreement is their authentic willingness to do what you expect.
Simply signing a document or nodding in agreement is not enough. You must be thoroughly convinced
they are happy to follow what each employee is trained on….and the result statement will be obtained
in every case.
The AGREEMENT starts with a STATE-OF-MIND. An employee that is a good fit and enthusiastic has the
state of mind that they WILL follow what we train. They need to know the WHY for each procedure and
how it’s done. WHY would they do it this way? WHY would they want to get the result statement?
What would happen if they didn’t? How would it affect the patients? The clients? The staff?
Managers can manage by agreement or by force. Force always fails in the long run. Authentic
agreement is always successful in the long run. This is where training is simply about an agreement
between an employee and the hospital. It’s not about a “boss” or a “parent”. Employees can DECIDE
and AGREE to follow the policies, procedures, and standards or not. They should also be happy as a
result of following what they are trained on. If they cannot truly agree it’s okay. If this is the case they
simply need to move to another position (if possible and reasonable) or to another business. We must
have employees that are both 1. HAPPY and 2. COMPETENT. These both come from good training.
All training must be PROTECTED and IN PRIVATE. The trainee is not scheduled in the position until
trained on the required duties. If we fail to follow this and do the typical on-the-job training the trainee
will be stressed. The existing staff will be stressed (trainee will be slow and make mistakes). The clients
will be getting poor service (being taken care of by an untrained person without full confidence). The
training will take longer (distractions everywhere). The training will distract our focus of our top two
priorities: our patients and our clients.
Page | 91
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
So, when training on a procedure, a policy, or a standard is critical that the trainee completes a four step
process of Read, Answer, Demonstrate, and Sign (RADS). They must do this all four steps ONE AT A
TIME and IN PRIVATE (PROTECTED and NOT ON THE FLOOR) before moving on to the next. All three of
these (RADS, one procedure at a time, and in private) must be followed to have success for the trainee.
It gives them a series of “wins”:
1. READ: They first must read the policy or procedure. This may include watching a video. There
is no need for the trainer to be present during this phase.
2. ANSWER (Understanding): They must repeat back to the trainer, in their own words, what they
understand on each individual part of the procedure. This is the purpose of the questioning and
quizzing. If they don’t get it they must return to step one on their own and come back when
done. It may be a result of them not truly reading it or not caring. This portion must be in a
form of a conversation rather than about “passing a test” like in school. If they truly understand
it they will really have to memorize very little. Make sure to ask a series of “what if’s” during
this phase. The trainer must make it okay for the trainee to not know something. This is where
training is more of a helping approach rather than teacher/student or taking a test. This is also
where the trainer must see that the trainee AGREES with what is expected.
3. DRILL or DEMONSTRATE: The trainee must thoroughly show they have competence in the
actual procedure. This may include working with a patient, a client, a broom, role playing or
demonstration pieces. They must be able to DO what expect, the WAY that was trained, and
with a minimum amount of TIME. For example, if a tech assistant can generate release
instructions for a client perfectly, BUT it takes them 15 minutes it will not work.
4. SIGN: Both the trainee and trainer signs off AFTER all of the above is 100% in place. If not, stop
and start over. The trainee is responsible for doing what they were trained to do. The
responsibility falls on the TRAINER. This responsibility among the TRAINER is on a big picture
level. For example: If the trainee is non-complaint the trainer is responsible by properly
handling the non-compliance (re-training, reporting to higher level supervisor, terminating, etc).
This is the trainer being responsible.
It is extremely important also that training is only competent trainers. GREAT TEAM MEMBERS
WORKING THE POSITION OF THE TRAINEE ARE NOT TRAINERS!! Being a trainer is not for everyone.
Even when it comes to the technical portions of training the trainer must have been trained, signed off,
and proven as a trainer using HR201 and HR201. Making exceptions to this in not allowed and will
almost always lead to failure on some level.
In summary, we train better than the typical business and typical vet hospital. We train differently
The trainee has complete AGREEMENT and UNDERSTANDING
The training is PROTECTED and IN PRIVATE
The training is done ONLY BY TRAINERS
The training is done using the RADS system.
Page | 92
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR201.1 - Training Packs
Result Statement: To stay ultra-prepared for training by assuring we have all-inclusive
packets of materials needed to train all staff from start to finish. As a
result, training is efficient and consistent among all staff for each
position.
Primary Responsible Position: VP of Recruiting
WHO Keeps Them Stocked: VP of Recruiting
How Are They Stocked: The director of administration keeps all of the materials needed below
printed, stocked, and labeled. The only items below that would need to
be kept in AVImark for the inventory manager to order would be:
Red Employee Files
Brother labels (E-Z Tape) - black letter on white background
File pockets to hold everything below – different color for
general packets
Index Cards (3 X 5”) – for tickler file
The rest can be printed through the manual
The director of administration assure we KEEP at least 10 GENERAL
training packs ready and at least 5 position-specific training packs for
the following positions: Reception, Kennel, Bather, Tech, and Tech
assistants.
In total we KEEP at least 35 packets stocked (10 general, 12 position-
specific).
WHAT are Training Packs? Self-contained, neat packets of all paperwork needed for training. This
includes paperwork for the trainer, procedures for staff to use in their
jobs, etc.
WHERE are they Kept? Neatly grouped together on the west all shelving in the server close.
General training packets are a different color than position-specific
training packs.
Page | 93
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
What is Included: General Training Packs:
1. File pocket (labeled) to hold all documents below
2. I-9 Form
3. Emergency Contact From
4. Acknowledgement of Manual
5. Authorization for wage deductions
6. 90-day Evaluation Card for Tickler File
7. Yearly Evaluation Card for Tickler File
8. Birthday Reminder Card for Tickler File
9. Red Employee File – Labeled without
10. Policies book
11. Bathing and Boarding (for dr’s/execs OR for other staff)
12. Basic Training Form (2) – copy for employee record, copy for staff
member to keep.
13. Blank Policy Sign-Off Pages
Position-Specific Training Packs:
1. File pocket (labeled) to hold all documents below
2. Position Phase Training Form (2) – copy for employee record, copy
for staff member to keep.
3. Position Agreement (first few pages of position procedures)
4. Procedures for position(s)
Drill/Quiz for “Training Packs”
1. In your own words describe what a training pack is?
2. Why do we have these? How do they make your job easier?
3. Who keeps these stocked?
Page | 94
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
HR202 – Training System
Result Statement: To assure all LVH staff members know EXACTLY WHAT is
expected of them, know EXACTLY HOW to accomplish it, and
has COMPLETE COMPETENCE of each responsibility of their
position. Upon completion every staff member confidently and
happily agrees to complete the duties of their position.
Position with overall accountability: VP of Recruiting
Participating Positions: All Direct Supervisors (Owner, ED, D of A, DMS, Dept. Heads)
Overview of Training: We use a system of four steps for each procedure doing them
one-at-a-time so that it’s easy. It also develops confidence for
the trainee in that they are 100% comfortable on each thing
trained before moving onto the next procedure. It also assures
that they can and will do the procedure IMMEDIATELY after
trained….and they WANT to.
Each of the four steps within each procedure must be complete
before moving onto the next one. For example: An employee
must have fully READ the procedure before they ANSWER any
questions or DEMONSTRATE it.
The four steps are “RADS” (and in this order):
1. READ: The employee must read the procedure on their
own prior to starting the training session. They must read it
and understand it as best as they can before meeting with
the trainer.
2. ANSWER: The trainer will go through a series of questions
the trainee will answer to be sure the trainee fully
understands and agrees with what they read.
3. DEMONSTRATE/DRILL: The trainee practices or
demonstrates they can DO the procedure as written
independently. The trainer watches this demonstration
until he/she is confident the trainee can and will do it this
way.
4. SIGN: Both the trainee and trainer sign off a “policy sign-off
sheet” (found under “Forms-Misc” in the procedures
manual under “staff shares”). These sign-offs make two
people accountable; the trainer and the trainee. Both
Page | 95
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
individuals are assuring this procedure will be done this way
without fail.
Page | 96
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Overall System Diagram:
1. DIRECTOR OF ADMINISTRATION:
i. Applicant presented offer in writing with deadline -> Applicant accepts, signs
and returns by deadline -> Background check and drug test forms signed ->
Background check and drug test completed, results reviewed and accepted ->
Legal documents completed (see basic training form) -> Hospital policies
reviewed and forms signed -> General procedures reviewed and signed -> Level
1 NON-TECHNICAL procedures completed one at a time (see training form for
specific position) -> SCHEDULED SECLUDED TIME with dept. head or direct
supervisor
2. DEPT. HEAD OR DIRECT SUPERVISOR:
i. Level 1 TECHNICAL procedures completed one at a time (see training form for
specific position)
3. STAFF MEETING (ED, D OF ADMIN, DIRECT SUPERVISOR, +/- OWNER:
i. Certificate Presentation, picture taken, picture posted to website and social
media
4. DIRECTOR OF ADMIN AND DIRECT SUPERVISOR:
i. Repeats non-technical and technical procedures for levels 2 and 3 as
appropriate in proper timeframe (see training form for specific position)
Page | 97
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
Training System Action Plan Template:
Benchmarks Accountable Position Timing
1. Background check and drug test forms signed D of Admin Day 1
2. Background check and drug completed D of Admin 3 days later
3. Offer letter presented & deadline given D of Admin Day 2-6
4. Offer letter signed & returned D of Admin Max 6 days
5. Legal docs completed – see basic train form D of Admin Start date
6. Basic Training Form Completed D of Admin Start date
7. Level 1 Non-Technical Training Complete D of Admin w/in 7 d of start
8. Level 1 Technical training complete Dir Supervisor w/in 7 d of start
9. Certificate Presentation - Level 1 D of A, ED, Dir Sup. First staff mtg
10. Scheduled in position ”on-the-floor” D of Admin w/in 7 d of start
-----------
11. Level 2 Non-Technical training complete D of Admin Varies by pos.
12. Level 2 Technical training complete Dir Supervisor Varies by pos.
13. Certificate Presentation - Level 2 D of A, ED, Dir Sup. First staff mtg
----------
14. Level 3 Non-Technical Training Complete D of Admin Varies by pos.
15. Level 3 Technical training complete Dir Supervisor Varies by pos.
16. Certificate Presentation - Level 3 D of A, ED, Dir Sup. First staff mtg
Page | 98
Copyright © 2018 Julius IP, LLC. All Rights reserved. No part of this book may be reproduced by any
means, nor transmitted, nor translated into machine language without written permission.
The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
Discover the best professional documents and content resources in AnyFlip Document Base.
Search