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Improving Veterinary Team Communication - AAEVT 2018
The document discusses strategies for enhancing communication and employee engagement within a veterinary practice, highlighting the importance of employee voice, feedback, and development opportunities. It includes survey results indicating levels of engagement, satisfaction, and areas needing improvement, while outlining effective communication practices and the impact of a strong organizational culture. The ultimate goal is to foster a work environment that boosts productivity, profitability, and employee morale.
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Improving Veterinary Team Communication - AAEVT 2018
- 1. How to ImproveCommunication Between Team Members Mike Pownall, DVM, MBA
- 3. 2016 McKee-Pownall Results •77% Engagement • Vet dissatisfaction •73% vs 80% • Communication • Workload • Job Satisfaction
- 5. “Measuring the healthof the relationship between the organization and its employees.” •Give employees a voice •What do we do well? •Where can we improve? •Help us plan for the future •Measure your efforts Diagnostic Tool – Employee Engagement Survey
- 6. •34 Questions ona scale of 1-5 •5 Sections •Anonymous other than job role •Area for comments after each question
- 7. Scoring Employee Engagement 20- 39% = Poor 40 - 59% = Good but needs attention 60 - 79% = Overall good but not “High” 80 - 100% = High Employee Engagement
- 8. Career Development • Opportunitiesfor growth • Company commitment to internal and external training “I am satisfied with the amount of time and money the company invests in my Continuing Education”
- 9. Work Engagement • Howinspired, supported and excited employees are • Sense of ownership in the company • Teamwork, peer support, willingness to take on new challenges, workload “I feel that the number and complexity of tasks and the general workload at the company are manageable.”
- 10. Compensation and Benefits •Sense of fairness around compensation – within the company and compared to local competitors • Fairness of compensation administration • Benefits and work-life balance “I am confident that the method used to determine my wage or salary increases on a yearly basis is fair.”
- 11. Relationship Management • Communication,Relationships and Recognition • “Communication between management and employees is excellent here.” • “Management recognizes strong job performance.” • “Senior management and employees trust and respect each other.”
- 12. Work Environment • Cultureand core values awareness “I feel like the management and staff of the practice adhere to the Core Values.” “I understand how my work impacts the business goals of the practice.”
- 13. 2017 Global EmployeeEngagement Results Country Percentage % Change 2016-2017 Japan 38% + 2% France 38% + 6% Germany 54% - 2% Netherlands 57% + 7% UK 56% - 3% USA 64% -- Global Average 65% + 2% China 68% + 2% Canada 69% - 1% http://images.transcontinentalmedia.com/LAF/lacom/Aon_2018_Trends_In_Global_Employee_Engage ment.pdf
- 14. Oculus Survey Averagesto Date Overall Veterinarians Administrative/ Office Staff Vet Technician/Vet Assistants Global 74.7% 75.4% 73.7% 74.9% EU 71.6% 72.0% 73.2% 69.7% North America 76.0% 76.3% 75.4% 74.9%
- 15. Oculus Survey FeedbackTrends Management - employee communication Salary Amounts/Transparency of Increases/Reviews Vets tend to score a bit higher overall, non-DVM lower High sense of ownership overall High amount of collegiality between staff What conclusions can we make from this data? Are the results positive, or negative overall?
- 16. What is “EmployeeEngagement?” • “Engaged employees are in the game for the sake of the game; they believe in the cause of the organization.” –Paul Marciano, PhD • “Employee engagement is the emotional commitment the employee has to the organization and its goals.” –Kevin Kruse
- 17. What is “EmployeeEngagement?” • “There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow.” – Jack Welch
- 18.
- 19.
- 20. What is Culture? Beliefs,values and actions of the collective work force It is often not defined, rather it is implied “It’s how we do things here”
- 21. Oculus Survey Results- Culture “I am happy with the overall Culture of the company” 73% • “there are lots of double standards” • “Culture??” • “Greatly appreciate we are not cut throat towards each other and can trust and rely on each other” • “There is definitely room for improvement but the overall culture is improving”
- 23. Foundations for Culture •Mission • Vision • Values
- 24. Why are WeHere? Mission – our purpose for being in business “To give our clients peace of mind in the health care choices they make for their horse by helping them make informed decisions.” (McKee-Pownall)
- 25. Where are WeGoing? Vision – What are we aiming for? – our North Star "Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.” (Amazon)
- 26. Core Values • Supportyour mission and help fulfill your vision • Reflect and describe the culture of the company • Provide guidelines and expectations for behaviour of staff • A consistent lens through which decisions can be tested and made “What’s it like to work here?”
- 27. Hiring Careful, deliberate hirevs. “Desperation Hire” Process: • Resumes and cover letters • Phone Screening Interview • In-Person Interview • Working Interview
- 28. Hire the Smile Trainthe Skill
- 29.
- 30. Oculus Survey Results- Training “I am satisfied with the internal (inhouse) job-related training the company offers.” 71% • “No internal training for management/leadership.” • “our practice thrives on the ‘figure it out’ method and we attract great independent people because of that but we could create better teamwork and maybe keep some people who are great employees too but just have a different skill set if we had time to train.”
- 31. • “The messageof experience of the 4 partners is especially valuable.” • “Guidance and assistance are often absent after your first day.” • “It's usually sink or swim because we are too busy to slow down and train or we need the bodies else where because we are short handed. We hold many CE events here, but none for our own personnel.”
- 32. Why Have StructuredTraining? • Better adjustment to the workplace • Structure increases chances for success • Consistency • Clear Expectations • Increased Self-Confidence • Increased engagement. • Alan M. Saks, Jamie A. Gruman, (2011) "Getting newcomers engaged: the role of socialization tactics", Journal of Managerial Psychology, Vol. 26 Iss: 5, pp.383 - 402
- 33.
- 34. Oculus Survey Results- Communication “Communication between management and employees is excellent here” – 62% • “I can not agree because often decisions concerning my job are not communicated openly and directly.” • “Communication is something we all strive to do effectively. We are still working on finding the balance - sometimes we over communicate and sometimes we under communicate.”
- 35. • “Communication issparse and often piecemeal. Things are discussed among some, but not all. Then assumptions get made and everyone is not on the same page.” • “Sorry, but it's horrible. We contact mgmt, and frequently don't hear back. Not everyone in the group is included in group emails, a couple people may know about a change being made, but not anyone else it affects, etc.” • “Generally good. Where it breaks down are the personalities that would rather whisper than talk.”
- 36. Communication Barriers • Notime • “Just do your job” – Mushroom Effect • Inconsistent methods • Hierarchical culture • Gender differences • Generational differences • Giving negative feedback is uncomfortable
- 37. The Impact ofPoor Communication • Medical errors • Tension in the work force • Poor staff morale
- 38. Ideal Communication • Effectivecommunication removes the barriers that may impede progress • Timely and deliberate • Staff at all levels feel comfortable communicating directly with anyone in the organization – even about difficult/uncomfortable subjects
- 39. How to AchieveExcellent Communication • Know communication styles of co-workers • Provide right communication tools • Culture of transparency • Provide training
- 40. Communication Styles • Analytical:Prefer to have data and facts; use specific and precise language • Intuitive: Prefer to get the big picture and not get bogged down in too much detail • Functional: Prefer to focus on the process and think through plans step by step • Personal: Prefer to place emphasis on relationships and establishing personal connections to understand what others are thinking
- 41. Means of InternalCommunication • What’s the purpose of a staff meeting? • Huddle Meetings • Slack Messaging • Email Blasts • Conference Calls • Private Facebook Group • One-on-One Conversation about ideas, issues, and concerns**
- 42. Emotional Intelligence =Self Awareness • Recognizing our emotions as well as others’ • Empathizing • Understanding WHY you react the way you do to certain situations/types of communication • Trigger avoidance • Managing personal emotions depending on the situation and stimuli
- 43. Difficult Conversations What isa Difficult Conversation? Why do we have them? • Purpose: To tell someone something they may not want to hear, in a way they can take it, so that a change can happen. • Stakes are high • Emotions run strong • Opinions and perceptions on the topic vary and can be hard to pinpoint
- 44. Success is saying… •Theright thing •To the right person •At the right time •In the right way •For the right reason
- 45. Reflection Prior tothe Conversation • Partners, not opponents • What is my purpose for having this conversation? What do I want to accomplish? What does the ideal outcome look like? • What is my part in this situation? Own it. • Be careful with assumptions about the other person - impact doesn’t indicate intent! • What buttons of mine are being pushed? • Be prepared to control your reactions – focus on the purpose and desired outcome • Relinquish Ego. Be vulnerable.
- 46. During the Meeting Inquiry- Fact Finding Mission: • Outline what your concerns are up front – use careful language – “I feel like..” “It seems like...” • Not “you always...” “you never...” • Once you’ve outlined your concerns, ask questions, listen to the answers • Avoid interrupting, challenging, disagreeing
- 47. Acknowledgement – Ihear you: • Show you’ve heard and understood that “this sounds really important to you” • Explain their reaction/position back to them to be sure you’re on the same page • Acknowledgement doesn’t equal agreement – just that you’ve heard and respect their position.
- 48. Problem Solving –Let’s build a solution together: • Ask the other person what they think might work. Whatever they say, find something you like and build on it. • If the conversation becomes adversarial, go back to inquiry. Asking for the other’s point of view usually creates safety and encourages him/her to engage. • If you’ve been successful in staying focused on your purpose, adjusting your attitude, and engaging with inquiry and useful purpose then problem solving should be a relatively easy logical next step.
- 49. How Do IBegin? • I have something I’d like to discuss with you that I think will help us work together more effectively. • I’d like to talk about ____________ with you, but first I’d like to get your point of view. • I need your help with what just happened. Do you have a few minutes to talk? • I need your help with something. Can we talk about it (soon)? If the person says, “Sure, let me get back to you,” follow up with him. • I think we have different perceptions about _____________________. I’d like to hear your thinking on this to see if we might reach a better understanding about it. • I’d like to talk about ___________________. I think we may have different ideas about how to _____________________.
- 50.
- 51. Traditionalists • 1925-1945 Boomers • 1946-1964 GenX • 1965- 1984 Millennials • 1982-2004
- 52. Quiz Time •Which groupis the most competitive? •Which group values career opportunities the most? •Which group thinks it is appropriate to do what they are told to do? •Which group values feedback the most? • Economist.com
- 53. “The children nowlove luxury. They have bad manners, contempt for authority; they show disrespect for elders and love chatter in place of exercise.” Socrates
- 55. Engaging Millennials • Developmentand growth opportunities • Personal and Professional • Clear Expectations and Guidelines • Ongoing Multidirectional Feedback • Ask for their opinion, and listen
- 56. ”Young people needmodels, not critics” John Wooden
- 57. Oculus Survey Results- Appreciation “Management recognizes strong job performance.” 65% • “More often would be great!” • “I'm not sure since no feedback unless negative :(“ • “Strong job performance is recognized by management, but not always shared with the employee(s) or made common knowledge”
- 58. “A Person Who FeelsAppreciated Will Always do More than is Expected” unknown
- 59. Why dwell onthe positive? •Leaves a lasting positive impression on the recipient – confidence boost •Fosters collaboration and appreciation between peers/managers •It’s motivating to know what we are doing is meaningful and appreciated •Thinking positively about others and appreciating their contributions makes the “thanker” feel good!
- 60. Why don’t wesay thank you enough? • “They’re just doing their job…” • We have to put our neck out – it can be uncomfortable • Unsure about how the recipient will take it, is it appropriate? • “Once I did bad and that I heard ever/Twice I did good, but that I heard never.” • One mistake vs pattern of “good” • We don’t have a lot of practice
- 61. Making it Sincereand Meaningful WHAT are you thanking the recipient for? • Be specific! • “Thank you for always being at work 10 minutes early”
- 62. Making it Sincereand Meaningful - WHY is what you are thanking them for meaningful? • Think about how what they did highlights a positive quality/strength they have, and connect it to the actions to the character and values the action demonstrates • “I appreciate how being here early shows that you are diligent in making sure the trucks are ready to go for appointments in the morning, this makes things run much more smoothly for us as we’re getting organized for the day.”
- 63. Bonus points! •As therecipient – say Thank You… Don’t deflect or diminish! •Acts of service instead of a verbal thank you – show support and appreciation •Thanking clients? = culture of appreciation •Start the day and every interaction in a positive manner – SMILE . Say good morning, even if you’re already focused on the day ahead.
- 65. Performance Management Components •Yearly Review • Self Review and Self Reflection • Peer Feedback • Clear Expectations and Scoring • Clear and concise goals • Regular Check-in Meetings • Performance notes throughout the year
- 67. Why Do YearlyReviews? • Formal comprehensive discussion regarding performance • Basis for goal setting for entire year • Provide expectations and guidelines for desired behaviours • Tie personal behaviour to Culture, Strategy, Vision • Provide guidance for wage increases and bonus calculations
- 68. Peer Feedback • Increasedepth of perspective – positive and negative • Uncover hidden/unknown talent • Improve accuracy of scoring • Increase accountability • Encourage culture of recognition
- 69.
- 70. Unhappy Staff =Expensive Staff
- 71. Employee Turnover # employeesleft during year Average # employees
- 72. Calculating Employee Turnover 3(employees left)/9 (average) x 100 33%
- 73. Cost of EmployeeTurnover 50-75% of salary for junior/support staff Up to 150% for senior/professional staff
- 74. Cost of EmployeeTurnover $30,000 Salary ($15/hr) = $15 - $22,000 per person per year 3 Employees Leave = $45,000 - $67,500 http://www.zanebenefits.com/blog/bid/312123/Employee-Retention-The-Real-Cost-of-Losing-an-Emplo
- 75. Profit Growth Benefits DisengagedEmployees = 0-1% Highly Engaged = 10-15% https://sloanreview.mit.edu/article/measuring-the-benefits-of-employee-engagement/
- 76. Still Not Convinced? •Engaged employees are 87% less likely to quit their jobs https://www.themuse.com/advice/10-shocking-stats-about-employee-engagement • Engagement has a marked effect on both absenteeism and retention https://www.marketforce.com/blog/engaged-employees-key-thriving-brand
- 77. • Organizations inthe top quartile for engagement saw a 4% increase in sales growth compared to an average company. http://www.aon.com/attachments/human-capital-consulting/2014-trends-in-global-employee- engagement-report.pdf • Organizations in the top quartile in employee engagement outperformed bottom-quartile units by 10% on customer ratings. https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx
- 78. • Communication failurelinked to cause of 30% of malpractice cases in human medicine https://www.statnews.com/2016/02/01/communication-failures-malpractice-study/
- 79. 2016 McKee-Pownall Results •77% Engagement • Vet dissatisfaction •73% vs 80% • Communication • Workload • Job Satisfaction
- 81. Results • Vets laughin June!! • 13% increase in revenue 20% less capacity yet 13% increase in revenue
- 82. 2017 McKee-Pownall Results •79.6% +3% • Vets 76% vs 81.5% • Support staff consistency • Support staff compensation • Communication between management and others
- 83. McKee-Pownall Results History 20162017 2018 Change All Staff 77.4% 79.5% 82.7% 5.3% Vets 72.9% 76.2% 81.1% 8.2% Support Staff 81.6% 82.7% 83.4% 1.8% • Vet work-life balance • Support staff consistency • Support staff compensation adjustment • Communication between management and staff
- 84. Highly Engaged Employeesare the key to practice growth, improved profitability and professional satisfaction
- 85. Visit Oculus Insights to enterour contest to win a personalized EE Survey Booth 2414
- 86. Next Steps forEmployee Engagement • Reduce vet attrition rate • Improved patient and client outcomes • Better practice culture • Increased productivity • Increased profitability.
- 87.
Editor's Notes
- #8 Reference mit article
- #15 Need 2018 numbers
- #17 How much they will go the extra mile. Relationship between the organization and the employees.
- #19 Mention coaching is part of this too, but will be addressed tomorrow
- #23 What are the non $ costs of employee turnover, and/or of those who are unhappy/disruptive?
- #27 Show of hands, how many clinics have core values?
- #30 What are people currently doing?
- #42 Don’t waste your time “telling things” at a staff meeting. Make it useful. Share information on an ongoing basis, and save staff meeting time for something meaningful like… training. ** need to have emo intelligence and self awareness in order to have good conversations
- #53 Ecomomist Quiz
- #55 Characteristics of millennials – technology focus, instant feedback, equity
- #56 Older ownership have to give them a voice, don’t dismiss them as kids
- #59 List of multiple languages Thanks YOus
- #65 Nobody likes to do them. Let’s talk about our worst review experiences
- #67 Biggest Rule – don’t surprise people with feedback that you’ve been holding back on for weeks/months
- #68 Ask the audience why do reviews?
- #71 Why are they expensive. Discuss the soft costs – Morale, pissed off clients, etc…
- #73 Have the crowd calculate their turnover (privately) ~5 minutes
- #76 MIT article