Expert Answers Veterinary Clinic HR Questions
HR Expert answers your veterinary clinic questions.
Kellie G. Olah
Q:One of my longtime associate veterinarians started acting strangely. She is quiet at all the DVM meetings and doesn’t engage well with the team. Furthermore, she asked to be taken off the on-call schedule, but her contract requires her to be on call twice a month. What can I do?
A: You must approach the situation with sensitivity and care. Start with a private meeting to discuss her recent behavior and schedule request. Speak with empathy, aiming to understand her perspective rather than immediately addressing the issues from a policy standpoint. During the meeting, ask open-ended questions to allow her to share any personal challenges or workplace concerns. Listen actively and be attentive to her responses because her behavior change might be due to underlying issues.
Make sure you are well-informed about the contract terms and company policies regarding on-call duties. That knowledge will help you fully understand her obligations and any flexibility you have.
Offer support based on what you learn from the conversation. You might be able to adjust her workload and schedule or guide her to employee wellness resources.
Finally, document the discussions and any agreements you make. After the meetings, monitor her engagement and behavior and consider having regular check-ins to show support and tackle any ongoing issues.
By addressing the situation with understanding and a willingness to find mutually beneficial solutions, you can help your associate and satisfy the needs of the team and hospital.
Q: Our surgery technician has been away from work under the Family and Medical Leave Act. She wants to come back, and her physician cleared her to return to the same position. The employee, however, now says her surgery duties were too stressful, so she would like to work as a room technician and reduce her schedule from four days to two. Do we have to allow it? If we do, can we change her pay rate and fringe benefits, as she would no longer be full time?
A: If she was cleared to return to her current position, you do not have to change her role. However, if the switch wouldn’t substantially harm your practice, talk with her about how both parties could make it work. If it happens, you could — and should — enter into a new employment arrangement that includes an updated job description, pay rate and benefits.
Navigating the situation involves understanding your legal obligations. Here’s an outline of how you might approach the situation:
- According to the Family and Medical Leave Act, an employee is generally entitled to reinstatement to the same or an equivalent position upon return from a leave. An equivalent position means one with substantially similar duties, conditions, responsibilities, privileges and status.
- Employees who request a new position due to stress might be entitled to a reasonable accommodation under the Americans with Disabilities Act. In your case, can you make a reasonable accommodation without causing undue hardship to the hospital? Cutting her work schedule from four days to two is a significant change.
- Employees who work fewer hours typically have different pay structures and benefits than full-timers. Ensure that any changes follow your hospital’s policies and state and federal laws regarding part-time employment.
- Consider consulting with an employment adviser to ensure compliance with the Family and Medical Leave Act, the Americans with Disabilities Act and other laws. Remember that the Family and Medical Leave Act applies only to practices with 50 or more employees.
Q: One of our employees was on unpaid leave for three months. Vacation time accrues at our veterinary practice, and his allowance is set to renew next month. Do I count the time he was on unpaid leave toward the accrual?
A: It depends on your hospital’s policies and the type of leave. Paid leave, such as vacation time, typically counts toward vacation accrual. However, unpaid leave doesn’t earn paid time off at most companies.
In your case, an employee who accrues one day of paid leave per month and is out for three months on unpaid leave likely accrues nine days instead of 12. To be sure, you should:
- Review your company’s vacation accrual policy.
- Check employment agreements or contracts that might specify how to manage vacation accrual.
- Consult with a legal adviser to ensure compliance with hospital policies and applicable laws.
If your policy doesn’t address the situation, update it now and communicate the changes to all employees.
Q: We received an application and resume from a highly recommended job candidate with two years of customer service and clinical experience at a humane society. She is working on becoming a licensed technician and is willing to take on any role, such as receptionist or kennel attendant. She spent a few hours shadowing and observing; she seemed great. Although we don’t have an open position, I don’t want to miss out on her, and the practice owners support hiring her. Can we offer her a temporary position as a trial? After a week or two, we would better understand whether she’s a good fit.
A: You must pay her for any work she performs. Most practices offer one or two days of paid working interviews to assess candidates. If your candidate earns less than $600 during the trial, you may process her as a 1099 contractor. If she earns more than $600, you need to classify her as an employee. So, if you propose a two-week trial period, you would effectively hire her for the duration.
Communicating the arrangement to her might be tricky. Presenting the opportunity as a “trial” might not set the best tone for a new relationship because it could imply a lack of trust or confidence in her abilities. Instead, you might consider hiring her with the intention of keeping her. If, after the trial period, she doesn’t meet your expectations, you can address the issues through performance discussions and, if necessary, termination.
Such an approach starts the relationship positively, showing confidence in her abilities from the outset. That way, you convey that you value and trust her potential contributions.
Remember to set clear expectations and goals, provide regular feedback during the trial period, and conduct a formal performance review at the end of the phase. In addition, keep records of all feedback and performance discussions to ensure clarity and transparency.
Focusing on a positive start and clear communication can help you better gauge her fit within the team and maintain a supportive and professional relationship.
Fonte: todaysveterinarybusiness.com
