I think The Great Resignation just might be the perfect time to find new employees.
No, really! Hear me out: The people leaving their current jobs haven’t been abducted by aliens. And most of them haven’t become bitcoin billionaires, either. They are still among us and, in large part, want to work. But they want meaningful work that better fits their lives.
We can do that!
I’m not saying it’s easy. If we, management professionals, take a fresh look at scheduling, job descriptions, and candidates, then effectively communicate what we offer; we can not only attract new talent, but we can also nurture and support our existing team members, so they reach their full potential right where they are.
We can turn The Great Resignation into The Great Staffing Opportunity with an abundance of candidates.
Analyzing Responsibilities and Opening Our Minds
An abundance of people are looking for more meaningful work, a job that better aligns with their interests, or a chance to learn new skills and grow. But old hiring practices may keep us from considering some of them.
For example: In the past, if I had a position open, I most likely would have looked to fill it with someone who had veterinary experience. Today, I might not be able to find someone with exactly the qualifications I need, so I’m no longer thinking of vacancies as a box that needs to be filled with one specific person. I’m looking at my practice holistically and analyzing the tasks that need to be done. I’m finding out that there is more than one way to get those tasks done well!
For medical roles, we are focusing on having those with a license, our doctors, and RVTS do the things that truly require certification. Some of the other tasks can be redistributed to others – to technician assistants or veterinary assistants, for example. I can instead hire someone without a license and free up my licensed technicians’ time to do more of the things that require their specialized training.
This means I can hire someone from outside our industry who is looking for something new and meaningful. Yes, this takes a bit more training. But someone moving into our industry from retail or hospitality, or another field brings a fresh perspective and a different skill set that may be a tremendous asset.
Creating and Communicating Opportunities for Growth
Every single person I’ve interviewed over the past two years has said they want to work in a place that offers the opportunity for growth. Current staff members want these opportunities, too – without them, they are likely to leave.
Those you hire without veterinary experience may want to become a licensed technician. Some may seek patient-facing advancement for themselves, become a shift lead, assistant manager or site manager. And staff members all want to grow and improve within their current roles.
We need to offer personalized professional development plans for every employee. Here, I’m working on the Levels Program – a new way to set goals and monitor and reward progress within each position. During interviews, we need to be sure applicants know what we offer. Sometimes, it’s good to brag!
I still ask the “Where do you want to be in five years?” question during interviews and staff reviews, and then I explain the resources we have to help achieve those goals.
I am also proud to say I have five former veterinary technicians and veterinary assistants who are now studying to become veterinarians. Two of them remain local and continue to pick up shifts on weekends and school breaks. I’ve let them all know they have a future home right here!
Long-Term Results
As I said before, this isn’t easy. New approaches take effort and time. But by applying our creativity and resourcefulness, we managers can view the Great Resignation as a time of abundance. There are a lot of people looking for new jobs; show them how they can grow with your practice.
Sincerely,
Jessica Speas, CVPM, SPHR, PHR-ca, SHRM-SCP, CCFP
VHMA President