Questions that "Attract, Recruit Retain" will help you to answer to progress your recruitment success.
This blog post helps veterinary practice owners tackle recruitment challenges by posing 11 key questions. These questions guide the development of strategic recruitment plans, covering everything from defining practice goals and assessing resources to candidate assessment and new team member support. By addressing these areas proactively, practices can better navigate the ongoing recruitment crisis in the veterinary profession.
(This guest blog was first published on our previous website)
If you are a veterinary practice owner, you are likely to be familiar with the current recruitment issues within the profession. Does your heart sink when a team member gives their notice? Is there anything you can do to make it less of a headache?
Attract Recruit Retain are not claiming we can solve the problem. However, our aim is to help veterinary practices develop the best possible short, medium and long-term recruitment plans, maximising their chance of attracting, recruiting and retaining team members who will add value to their business.
We suggest there are several questions which need to be addressed in the journey to strategic recruitment planning and success:
1. What are we trying to achieve with your veterinary practice?
A meaty question, and not just about business strategy. This is the long-term, what kind of veterinary practice do we wish to be? Why? What does success look like for us?
This is the most important question of all, yet often bypassed in preference of the short-term view. However, the value of the leadership team taking the time to understand their collective thoughts should not be underestimated.
2. What are our current resources and capabilities?
If you know what you want to achieve, do you have the resources and capabilities to achieve it? How do you know? There is little point in trying to be the surgical referral centre for the area if you don’t have theatre equipment or a capable surgeon.
3. How are we developing our current team?
The processes of understanding, engaging with and developing progression plans for your team members are two-way, where business objectives and individual objectives play a part. Team members often stay in a role because they feel they have control over their career development, constantly learning and contributing to a worthwhile purpose.
4. What is our reputation as a veterinary practice?
Gone are the days of “behind closed doors.” Never have veterinary practices been so visible. Reputation spreads far and wide. Therefore, this is a valuable tool to develop as you think proactively about recruitment.
5. What are our likely long-term people requirements?
In a busy work environment, it is easy to fall into the trap of inadequate planning. However, the industry environment and wider influences are not going to wait for you. Take time to consider the likely changes and how that will impact your team.
6. How do we begin to contact the right people?
Recruitment should start long before you have an imminent vacancy. If you have answered the first 5 questions, you can start to connect with the type of people you may wish to employ in the future. How you do this will be unique to your business but should be strategic.
7. How do I conduct a job analysis?
The time has come where you have a vacancy. Without a job analysis, the chances of you employing a team member who adds value to the practice and stays with you are hugely reduced.
8. Have we got a planned reactive recruitment campaign?
From the budget, to advertising, to producing the copy and more, do you know how to conduct a recruitment campaign. Whose responsibility is it?
9. How do I assess candidates for the position fairly and effectively?
Don’t be tempted to jump for the first or only applicant without clearly assessing whether they meet your competency and person specification criteria. How you conduct your assessment is personal choice but must be fair. Remember, while appropriate interviewing is still very useful, there are several other assessment options.
10. When and how do I decide?
You may think this is obvious but be careful. Bias and preconception are never far away from decisions. It is important to take time, be aware, ask others and keep it fair and legal. More than gut instinct needs to be considered.
11. What do we need to do to ensure our new team member feels supported and quickly becomes valuable to the business?
If you have conducted steps 1-10, the hope is that you have employed a person who is going to be happy in their work with you and quickly add value. But don’t take it for granted. All too often, the busyness of the practice takes over. Processes should be in place for ongoing support, discussion, progression and development. Again, this will be unique to your practice, but roles must be defined and remain accountable.
None of these questions have quick or easy answers. They will take time, effort and often guidance to help practices consider, understand and instigate positive steps for change. The recruitment crisis isn’t going to disappear overnight but we in practice can be better prepared. Attract, Recruit, Retain are here to help.
