Welcome to the all-new Vetlearn

  • Vetlearn is getting a new home. Starting this fall,
    Vetlearn becomes part of the NAVC VetFolio family.

    You'll have access to the entire Compendium and
    Veterinary Technician archives and get to explore
    even more ways to learn and earn CE by becoming
    a VetFolio subscriber. Subscriber benefits:
  • Over 500 hours of interactive CE Videos
  • An engaging new Community for tough cases
    and networking
  • Three years of NAVC Conference Proceedings
  • All-new articles (CE and other topics) for the entire
    healthcare team

To access Vetlearn, you must first sign in or register.

registernow

  • Registration for new subscribers will open in September 2014!
  • Watch for additional exciting news coming soon!
Become a Member

Practice Management

Are You a "Dr. Non"?

by Mark Opperman, CVPM
    Doctors

    This article is part of a real-life case involving questions of communication, discrimination, and compensation. For the other articles about this case, follow the links below.

    The Story So Far...

    A practice owner, Dr. Non, hired a new male associate, Dr. New, at a starting salary of $85,000. His existing female associate, Dr. Strong, who was making $65,000, found out Dr. New’s salary and confronted Dr. Non, asking for equal pay. Dr. Non refused, stating that her production did not warrant a larger salary and that he had issues with her performance. Dr. Strong filed a discrimination claim with the Equal Employment Opportunity Commission (EEOC) and, when that was denied, a civil suit against the practice for discrimination.

    (For the full background of the case, read “Dr. Non v. Dr. Strong.”)

    Are You a "Dr. Non"?

    So, could this happen to you? The answer is, of course, yes. Such a situation can happen to anyone. However, if you see yourself in Dr. Non, chances are that your risk for a devastating conflict happening in your practice is a little higher.

    Remember:

    • It is important to communicate with your entire team, not just your associate doctors. Have an open-door policy, and truly allow those doors of communication to stay open. Being nonconfrontational does not excuse you from communicating with your team.
    • Be involved in performance reviews. If you have a practice manager, you can let him or her do reviews, but you still need to provideyour input.
    • Document, document, document! Write up your performance reviews. If there are performance problems, document those as well. Don’t let it be your word against someone else’s.
    • Make sure you have an employment contract for each associate and your practice manager, and keep all your contracts up-to-date.
    • I also think it is important to share some financial information with your team.  Associates should know their production and average client transactions, while technicians and receptionists should know the practice’s average client transaction, daily number of invoices, number of new clients, total income, and total expenses.  This concept is known as scoreboarding. How can you expect your team to help you be more productive and profitable if they don’t know what is going on?  Just think: how well would a sports team do if the players didn’t know the score until the game was over?  That is how your team feels!

    Lastly, I strongly suggest that you discuss your financial performance with your associate doctors and pay them using the ProSal method of compensation.

    Don’t be a Dr. Non! Learn from this case, and, hopefully, this situation will never happen to you.

    Read about the other aspects of this case!

    didyouknow

    Did you know... Pet owners in the UK spend the most on their pets—more than $1,200 per year, compared to $864 in Germany, $799 in France, and $864 in the US.Read More

    These Care Guides are written to help your clients understand common conditions. They are formatted to print and give to your clients for their information.

    Stay on top of all our latest content — sign up for the Vetlearn newsletters.
    • More
    Subscribe