Transitions for Graduates

As many of us know, working a new job can be exciting, but, as with other lifestyle changes, it can also bring stress.

The stress can be even greater for a new graduate transitioning from the student world to a career. New-job induced stress can significantly interfere with the performance of a recently hired employee. One way to ease the job jitters of a recent veterinary or technical school graduate is to ensure that the person is well informed about the policies, procedures, practices and culture of the office. Providing key information can spell the difference muddling through the first few months of work encumbered by insecurity and self-doubt, or taking the plunge and facing a new job with enthusiasm and confidence.

Doing It by the Book

Shelby Terry-Wolfe, M. Ag., CVPM, has been a VHMA member since 1999. A veterinary hospital administrator for 11 years, Wolfe is now a part-time VetMedTeam Management Operations Assistant and full-time veterinary student. While employed as the hospital administrator of a multi-doctor, small-animal specialty hospital in Northeast Florida, Wolfe was instrumental in creating an Associate’s Manual. According to Wolfe, “One of the biggest challenges for a multi-doctor practice is establishing consistency among practitioners. When new employees are not familiar with protocols for common situations, inefficiency, confusion and frustration, as well as poor client service, can occur.  Identifying protocols and expectations and incorporating this information into a manual that becomes the core document for all new employees helps to assimilate the new employee to the practice.”

The Organizing Principle

For the practice manager interested in streamlining pertinent information, the initial task is to hunt, gather and organize. Any material that is passed along to clients or used by staff should be included in the manual. Of course, the manual is simply a repository for information; materials should be organized logically and scrutinized for conflicting and redundant information. Making the manual available electronically allows the author to easily expand and revise the document as required. It also allows immediate access by all employees when questions arise.

And as we all know, not all policies and practices are formal and official. Some practices evolve into standard operating procedure by habit or custom, although no official documentation exists. Talk with others in the practice and ask for their input on identifying practices for which official guidelines do not exist. Once identified, be sure to put these practices in writing and include them in the manual. Having written protocols, policies and procedures in a single location ensures that job responsibilities are carried out efficiently and accurately.

To Include or Not to Include, That Is the Question

When the Associate’s Manual was created in 2006, Wolfe included the practice’s mission statement, expectations, vaccine policies, hospital policies, client handouts, legal information, business information and procedures, resources, and even examples of medical records.

Assembling this information can be accomplished either formally or informally depending on the size of the practice. In a small practice, key parties can assemble and suggest materials through informal communications. In a larger practice, it may be critical to convene formal meetings to allow all participants to have input into the process.

The Inside Scoop

While having the policies and procedures contained in one document is extremely helpful, one particularly useful component of Wolfe’s guide contains “Tips for Your First Month on the Job,” a section of “dos and don’ts” survival tips from employees who were once in the new graduate’s shoes. Recent graduates seem to appreciate the subtext, “We really want you to succeed.”

Putting It into Practice

You’ve created a guide, now what? Wolfe recommends orientation sessions consisting of eight 2-4 hour blocks spent reviewing materials, with an additional four hours spent shadowing.  “This allows the trainer to review the important elements of the guide without having the training session become too overwhelming.” The practice manager should sit with the new employee as the guide is reviewed to answer questions, provide clarification and offer an overview of the historical context of the policies. The end result is that everyone is on the same page.

“I also recommend new employees shadow current employees. The shadowing process is important for the new employee to see firsthand how different practices and procedures are carried out.” Wolfe said. The guide is so helpful it can reduce the length of the mentoring period.

The Importance of Defining Expectations

Whether you choose to hand new hires paper copies or provide online access to the guide, Wolfe recommends that managers review the manual section by section with new employees to increase understanding and compliance.  By identifying performance expectations, not only does the employee know what is expected but the employer/manager also has a framework for guiding and evaluating performance. Too often managers spend much too much time and effort focusing on performance reviews once a year, rather than positioning their employees, from the start, with the tools and insights necessary to successfully carry out their job responsibilities. The manual, and the one-on-one review of it, replaces uncertainty with confidence, which leads to better performance.

The Art of Communication

Wolfe emphasizes the importance of focusing on communication as a component of the orientation process. “Not only should a new graduate understand policies, to deal with clients effectively and ensure compliance with medical protocol, the recent graduate must understand the basics of respectful communication and listening,” she stresses. Managers use a number of strategies for improving communication, such as scheduling training/coaching sessions; organizing in-office discussions around this topic; including tips for better communication within the Associate’s Manual; and creating a library of recommended readings on the topic.

There’s No Such Thing as Being Too Prepared

New graduates enter the job market facing the unknown. The best defense against the unknown is preparation. Efforts to organize and communicate office policies and procedures will have a tremendous impact on the recent graduate’s comfort level and will ultimately ensure a knowledgeable and well-equipped employee who will add value to the practice.

Christine Shupe is the Executive Director of the Veterinary Hospital Managers Association. The association is dedicated to enhancing and serving professionals in veterinary management through superior education, certification and networking. For more information, visit www.vhma.org.