The AAEP’s Early Career Committee assembled this information in response to findings regarding the high rate of associate job turnover in the first 10 years of practice. It is designed to help foster sustainability in practice for new employees. The AAEP recognizes that meeting each of the below recommendations may not be applicable or possible for every practice; however, the recommendations are made to help guide discussion and goal setting in employment negotiations with the intention of fostering a healthy, fulfilling, and long-term employee-employer relationship.
Best Practices for Employment
Compensation
- Competitive salary or commission-based payment that is in line with local standards for a healthy living wage, allowing ability for student debt payment
Useful Resources
- Comprehensive benefits package that includes: health/dental/vision benefits, required state and DEA licensing, association dues, liability insurance, disability insurance, CE allowance, retirement program contributions
Useful Resource
- Stated paid time off (holidays, CE days, sick time, wellness days) with plan for growth consistent with seniority
- Additional compensation for emergency time (i.e., ER fees predominantly go to attending doctor, overtime pay, increased commission on professional fees)
- Provided vehicle, phone, apparel, etc., or compensation for use of personal items
- Potential for future ownership or shares with defined time period for discussion
- Additional opportunities for compensation: signing bonus, relocation stipend, student loan payment assistance
Culture
- Employers and employees (doctors and staff) have personal identity and passions outside of the clinic
- Longevity of current or past employees (DVMs, techs, support staff)
- Open lines of communication from the management through to the doctors and support staff
- Willingness to provide references from previous employees
- Blocking time within the schedule for administrative work and medical records
- Equitable share of workload between staff, including on-call hours
- Defined plan for distribution of on-call hours in case of leave, injury, or decreased number of other team members
- HR or ombudsperson available for scheduled and impromptu check-ins
- Promotes wellness activities for DVMs and support staff
- Resources provided for wellness, including mental health, financial health, legal resources, etc.
Useful Resource
- Stated plan for maternity/parental leave
- Open to non-traditional and flexible work schedules to meet the needs of different individuals
- Positive, collegial relationship with local and referral veterinarians
- Willingness to collaborate with local colleagues and consider non-traditional solutions for emergency coverage (co-ops, ER-only doctor, ER shifts, etc.)
Mentorship
- Clear plan for comprehensive onboarding and orientation, including a scheduled time for training and a thorough employee handbook
- Conducts regularly scheduled, written and in-person performance reviews
- Encourages and supports CE and training in the area of employee’s passions and interests
- Offers scheduled case rounds, journal club, and/or morbidity and mortality rounds
- Willing to grow practice in employee’s area of interest
- Has proven caseload with room for growth in the local area
- Willingness to alter schedule for direct mentorship in areas of desired growth for employee (e.g., senior DVM and associate at 1 appointment)
- Willingness to invest in new equipment or certification to help grow the practice or increase the standard of care offered
- Encouragement for participation in peer support groups (e.g., Decade One)
- Provides an assigned mentor or mentor team to all new hires
Warning Signs
- History of high turnover of DVMs and/or support staff
- Competitive nature between partners and/or associates around clients and caseload
- Negative accrual associated with commission-based payment
- Lack of willingness to negotiate or allow contract review and discussion
- All doctors are expected to practice medicine in the same manner
- Strict, broad, or prolonged non-compete agreements
- Preferential/unequal treatment of associates or staff
- Outdated medical practices that don’t align with current standards of care
- A “top-down” management approach with a lack of willingness to discuss staff concerns
- Discouragement of talk about production or salary amongst employees
- Resistance to change or consider novel strategies for improving practice culture (e.g., ER schedule, working hours, client communication/expectations, etc.)
