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New employees learn through an interactive computer program that includes comprehension tests. New hires also get basic lessons in clinic philosophy and protocol. Trainees receive an employee manual and written job description.
During the second training phase, the new employee gets several days of hands-on instruction from the department supervisor. Each training session covers one of the responsibilities listed in the job description. A few days lapse between the intense teaching sessions so trainees can absorb and practice their new skills. Supervisors check off a list of skills after the new employee is deemed competent to perform the tasks without supervision.
Quarterly evaluations point out weak spots and praise strengths. "When technician Christian Blair had been with us for a year, she seemed to be floundering a bit. During a quarterly review, we let her know that he needed to pick it up a notch," says Dr. Simmons. "Instead of watching her gradually fade, we've seen her rejuvenate and become an excellent technician."
Chris even shares performance feedback when firing a staff member, a long and difficult process. "I'm a persistent little bulldog about this," he says. "I don't want to be wrong, so I may give people five or six chances. Then I finally give up."
At that point, Chris meets privately with the employee, begins the conversation with something positive, inserts the negatives, and closes with something positive. His final remark may be: "I'm sure you'll fit in wonderfully someplace else, and I wish you the best."
Team meetings are essential
The staff of Simmons Veterinary Clinic meets twice a month. Some meetings are with the entire hospital team while others break off into clusters of doctors, technicians, or receptionists after the staff meeting. The hospital avoids evening client appointments during a scheduled staff meeting and provides meals for attendees. Employees are paid their regular wage for attending the mandatory meetings.
"To prevent meetings from becoming gripe sessions, we focus on specific topics," says Dr. Simmons. "Sometimes doctors present workshops on how to properly assemble and breakdown an endoscope or review veterinary information that every technician and receptionist should know."
But Dr. Simmons and Chris aren't the only ones who determine the agenda. Employees share potential topics by interoffice e- mail. They generated 35 suggestions for the mid-April meeting. Staff members with the best ideas earn movie theater tickets or video rental coupons.
The secret to managing a veterinary hospital team is providing a nurturing family atmosphere. Care about people, Chris advises. Celebrate birthdays. Shed tears when team members leave. "No matter how crazy it gets," he says, "keep everybody happy."
Dr. Simmons spent his veterinary career assembling a winning crew, and he wants them sailing his practice ship as long as possible. "My top priority is to keep the staff that Chris and I worked so hard to assemble. My associates are my lifeblood. They give me the freedom to take time off without ever having to look over my shoulder," Dr. Simmons says.
To retain his team, Dr. Simmons introduced employee benefits that are found in most corporations rather than veterinary hospitals. "I'm told that I'm the heart of Simmons Veterinary Clinic, but if that's the case my associates must be the soul. I don't want to lose any of them. That's why I've added 401(k) and profit-sharing plans, and cafeteria style benefits," he says. "But I realize that a vested interest in the business plays a key role in keeping associates. How to put it all into effect is the trick. All I know is this: If I can keep these key people in place, Simmons Veterinary Clinic will be successful well into the next century."
It's nearly 11 p.m. on a day that began early at Simmons Veterinary Clinic. Chris, is driving home after a waterfront dinner with Dr. Simmons and his wife, Alice. As Chris drives past the practice, he slows the truck even though the traffic signal is green. "Isn't it beautiful at night?" he thought. "I just love this practice."